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8D - The 8 Disciplines Process
The
8 Disciplines (8D) process
is a problem management tool popularly used in responding to customer
returns or issues. Its effectiveness stems from the fact that it
incorporates all the important aspects of problem management, i.e.,
containment of the problem, root cause analysis, problem correction, and
problem prevention.
The output of an 8D process is the 8D report, the format of which
follows the steps of the 8D process. Below is the basic outline of an 8D
process/8D report.
Discipline 1. Form the
Team
This is the first
step of the 8D process and the first part
of the 8D report. This step defines the composition of the
8D team. The
team should be cross-functional and should include as members the
process owner, a member from QA, and others who will be involved
in the containment, analysis, correction and prevention of the
problem. The names of the members as well as their positions in
the company organization must be enumerated in this part of the
report.
Discipline 2.
Describe
the Problem
This
step involves a detailed assessment of the problem highlighted by
the customer. Under this step, the 8D report provides
background information on and a clear picture of the problem being
highlighted by the customer. It should include the following
details: a) the identity of the customer; b) a description of the
customer application; c) device information (device, package, lot
#, date code, etc.; d) when the problem was encountered; e) where
the problem was encountered; f) a specific description of the
failure mode; and g) failure rate.
Discipline 3. Contain
the Problem
This
discipline explains the extent of the problem and bounds it.
Based on initial problem investigation, all lots that are
potentially affected by the same problem must be identified and
their locations pinpointed. If possible, specific lot #'s
and/or date codes of potentially affected lots shall be enumerated
in this portion of the report.
Lots
that are still in the factory must be put on hold until their
reliability has been properly assessed. They must only be
released if the lots are either proven to be clean or the failures
may be effectively screened.
If the
problem has an extremely high reliability risk and the application
of the product is critical (e.g., failure of the product is
life-threatening), lots already in the field may need to be
recalled. However, recall must only be done under extreme
cases wherein the impact of reliability risk is greater than the
impact of recall.
<Proceed to Page 2 - Disciplines 4 to 8>
See Also:
TPM; TQM; Kaizen; 6-Sigma; Poka-Yoke
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