8D Corrective Action Root Cause

8D Corrective Action & Root Cause Analysis
2013 Eaton, All Rights Reserved.
Agenda
Overview of 8D
Definitions
Review of 8D steps
Review of examples of 5-Why
Questions
2012 Eaton Corporation. All rights reserved.
Training Ground Rules

Please interrupt and ask questions at any time
Please turn off your cell phones
DO NOT place your phone on hold at any time
Please mute your phone if possible to minimize noise
Let us know if you lose the webinar screen during the presentation
Please share personal experiences and questions throughout the training
You will get a copy of this training for reference
What is 8D
8D is a structured corrective action process; 8D stands for the Eight
Disciplines of Problem Solving
Root Cause Analysis(RCA) is an integral part of the 8D process
This session will:
Define 8D
Demonstrate 8D process
Train in Root Cause Analysis (5 Whys)
Objectives of this training:

You will become familiar with the 8D steps
You will become more proficient at Root Cause Analysis using 5 Whys
Vocabulary
Containment Actions taken to isolate the problem from any internal/external
customer. Usually expected to be completed within a 24hr 48 hour period.
Corrective Action The action taken to eliminate the cause of the
nonconformity.
Error proofing When a process is designed to prevent an error from
occurring.
Preventive Action The action that is taken to eliminate conditions that could
produce a nonconformity.
Root Cause At its simplest form, you can turn off and on the problem in a
controlled environment. The root cause should explain 100% of the unwanted
problem/defect and that there are no additional reasons that the problem exists.
Definition Preventive Action

Preventive Action is the action taken to eliminate the conditions that could
produce a nonconformity.
Kaizen events, FMEAs, 6S events and similar activities

are types of preventive actions.
This training session will not cover Preventive actions as defined above, but
the concept of Preventing recurrence is a key part of the Corrective Action
process.
In Corrective Action, the money is already gone, Preventive

Action gives you the opportunity to salvage some of it.
8D Eight Disciplines to Problem Solving

8D, which was initiated in the automotive industry, is a structured problem
solving method for product and process improvement.
8D is short for 8 Disciplines
The steps do not all start with D
8D is structured in 8 steps and emphasizes
Team problem solving
Fords Team Oriented Problem Solving (TOPS) systems was the precursor to
8D
Team work and not skipping steps is critical!!!
Steps in an 8D
The steps in 8D:

Day 1
D#1 Establish the team

D#2 Define the problem
24 48hrs
D#3 Take Short Term Action (Containment)

D#4 Determine Root Cause
2 weeks
D#5 Develop/Verify Corrective Action

D#6 Implement/Validate Corrective Action
D#7 Prevent Recurrence/Share the Solution
30 days
D#8 Recognize the Team
Public Location of Form

Supplier Information (8D)
Example of 8D Form
The form steps you through the 8D process
10
Check your knowledge

What does the D in 8d stand for?
A.
B.
C.
Degree
Discipline
Decidedly Bad
The correct answer is B Disciplines. 8D stands for the Eight

Disciplines of Problem Solving
11

Typically how long is the containment phase
of an 8D?
A.
B.
C.
D.
24 48 hours
2 weeks
30 days
As long as it takes
The correct answer is A Containment is typically expected to

be completed within the first 24 48 hours after you have
received notification that a defect has been produced.
12

Typically what is the expected time to
complete and close the 8-D?
A.
B.
C.
D.
24 48 hours
2 weeks
30 days
As long as it takes
The correct answer is c Closure is typically required within 30

days of the initial notification. This means that a root cause has
been selected and the problem was able to be turned on and
off. Final verification may go on past 30 days depending on the
situation.
13
D1 Establish The Team
Additional tabs are available in the form for reference
14
8D Establish Team (D#1)
Typically the Quality Manager will assign the person

responsible to lead the corrective action. That Team
Leader will then select the team members.
The Team should include all functions with

knowledge of the problem (including process
owner).
Team Leader or Quality Manager should train team

members as needed, but leading the team through
the process is the best form of training.
15
D1 Checklist
D1: Establish the Team
Checklist :
Are the people affected by the problem represented?

Does each individual have a reason for being on the team?
Is the team large enough to include all necessary input, but
small enough to act effectively?
Who is designated Champion?
Who is team leader?
Are all team members responsibilitys clear?
16

What functions are typically on the 8D team?
A.
B.
C.
D.
E.
Quality
Engineering
Manufacturing
Process Owner
All of the above
The correct answer is E For best results 8D teams are crossfunctional in nature, not every team will need every function,
but the objective is not to make it a one man or one function
event.
17
Steps in an 8D
The steps in 8D:

Day 1

24 48hrs

2 weeks

30 days
18
D2 Define the Problem
Use pictures when they are available
19
8D Define Problem (D#2)

Problem Definition is a positive statement
that describes the pain
Good Definition is critical to determining Root Cause
Answers 4W2H Who, What, When, Where, How, How Many
Why is not part of Problem Definition (this is answered in Root Cause
Analysis - RCA)
Good Definition does not place blame
Avoids suggesting solutions (Problem happened due to, or Lack of
adhesive resulted in)
Define what is or what is not
20
8D Problem Definition (D#2)

Take the time to clearly define the problem, with facts.
Good Problem Definition is the springboard to asking the
right questions on RCA (Why, Why, Why,)
Poor Problem Definition leads to symptom resolution
rather than Root Cause Solution
Is/Is Not is a good method for Clear and Concise
Problem Definitions.
If lack of, insufficient, due to are in your Problem
Definitionyour team is in trouble!
21
8D Problem Definitions: Good or Bad?

Lack of parts caused 10% miss in sales for May.
Bad Assumes cause of problem
Marketing delays caused projects to be 2 months

overdue on average.
Bad Places blame and assumes cause
Impulse test coil failures for all 3 phase transformers at

Badger Dr increased from 10,000 ppm in Q1 to 15,000
ppm in Q2.
Good Answers 4W2H
Research it first, only record the facts!
22
D2 Checklist
D2: Describe the problem
Checklist:
What type of problem is it?
Can we list any resources and documents which might better quantify
this problem?
Is there any evidence this problem has surfaced before?
What is the extent of the problem
Has the problem been increasing, decreasing or remaining constant?
Do we have physical evidence of the problem in hand?
Have failed parts been analyzed in detail?
Is there an action plan to collect additional data if needed?
Do we have the right team members to proceed to the next step?
23

What does 4W2H stand for?
A.
B.
C.
D.
4 Ways to handle
Why, What, When, Who, How, How Many
Who, What, When, Where, How, How Many
For workers to help
The correct answer is C Who found the defect, What was the
defect, When was the defect detected, Where was the defect
found/located, How was the defect found, and How Many units
were defective? Why is not part of the equation in Step 1:
Defining the problem. Why comes in during the root cause
analysis stage.
24

A good problem description? (select all that apply)
A.
B.
C.
D.
Assigns blame
Is based on facts
Suggests solutions
Positively describes the pain
The correct answer is B and D Problem descriptions detail the

issue in a positive, fact-based way, without assigning blame or
suggesting solutions.
25
Steps in an 8D
The steps in 8D:

Day 1

24 48hrs

2 weeks

30 days
26
D3 Take Short Term Action
Did you get all of them Include parts at Sup-Suppliers?
27
8D Contain Problem (D#3)

Containing the problem and Protecting the Customer must
occur immediately. 24hrs is the industry norm for
containment actions to take place. Max of 48.
Determine the scope (time period, material lot numbers,
parts affected, etc)
Production and/or Shipping Hold to be implemented
8D system is used to report/track Holds and Containments
Iron Wall is a form of Containment (Prevent problems
from shipping to Customers)
28
Definition - Containment
Containment is the systematic search and
quarantine of suspected nonconforming product
throughout the supply/delivery chain. (Warehouse,
in process shelves, supplier stock, ) Make sure
you get it all.
In our Containment step we also include a process
to determine if its necessary to notify customers in
the form of a recall, advisory or other
communication.
Did you get all of them?
29
Definition - Containment
Containment is more than just getting all the
current product contained.
This step also includes what used to be called
Short Term Corrective Action.
This could be sorting, layered inspection or rework.
Make sure that implementation of the containment
action will not create other problems? i.e., part
shortages or unchecked rework.
It also has to last until the permanent Corrective
Action is in place.
What can you do until the Permanent Corrective Action is in place?
30
D3 Checklist
D3: Contain the Problem
Checklist:
What containment actions have been identified? (For Parts in stock, Parts In
transit, Parts at the supplier location, Parts in process at the operators work
station, Parts at the Customer location)
Have all quantities been accounted for and quarantined until disposition can
be made? (BE CAREFUL that they do not end up back in stock)
Have we ensured that implementation of the containment action will not
create other problems? i.e. part shortages, unchecked rework.
Will interim actions last long enough until the Corrective Actions are in
place?
Are responsibilities for containment actions clear?
When will the containment actions be complete?
Have the containment actions been documented?
31
24 - 48 Hours to Contain the Problem

Containment is required with in 24 - 48 hrs.
Once the Supplier Corrective Action (SCA) is entered into our database (QPULSE) you will get notification and reminders via e-mail.
32

What does containment mean?
A.
B.
C.
D.
A systematic search and quarantine of suspected

nonconforming product throughout the
supply/delivery chain.
Stopping the defect from being produced
Purging the defect from the warehouse
Recalling all potentially defective items
The best answer is A Containment is a systematic search and

quarantine of suspected nonconforming product throughout the
supply/delivery chain.
33

How long does containment need to be in
place?
A.
B.
C.
D.
24 48 hours
indefinitely
Until corrective action is implemented
90 days
The correct answer is C Containment starts within 24 48

hours of problem notification, but remains in effect until a
permanent corrective action is implemented, ensuring the true
root causes of the defect has been corrected.
34
Steps in an 8D
The steps in 8D:

Day 1

24 48hrs

2 weeks

30 days
35
Detection and Occurrence

When identifying root cause the team should focus on why the issue
occurred first, and then secondly on how the defect was missed.
Therefore you do your 5 Why analysis on both pieces of the failure mode.
Ask: How was it missed?

Why? .
Why? .
Why? .
Why? .
Why = what controls need to be in place to
Ask: How did the problem occur?

Why? .
Why? .
Why? .
Why? .
Why = the true root cause (typically)
prevent another escape
36
SCA Template
D4 Determine/Verify the Root Cause
Work through the problem, use your team and dont skip steps!
37
8D Root Cause Analysis (RCA)

The CPSD SCA form includes a 5Why analysis
template as well as Brainstorming and
Cause/Effect diagrams.
Other techniques (Process Map, DOE, Anova, Pareto,
etc.) are also tools to aid in RCA.
The CPSD 8D process includes SCA for:
Occurrence (Why did the problem occur?)
Detection (Why did the problem escape detection?)
Acronyms:
CPSD Cooper Power Systems Division
SCA Supplier Corrective Action
DOE Design of Experiments
ANOVA Analysis of Variance
RCA Root Cause Analysis
38
8D Root Cause Analysis (D#4)

There are many techniques to determine Root
Cause
Asking Why? 5 times is the simplest and most
powerful RCA technique.
This is a simple process that is frequently done
poorly.
The first Why starts directly from the Problem
Definition: Why did the problem occur as
stated?
Each Why follows directly from the previous
response.
Keep asking! Dont skip questions, 5 Is typical.
39
8D Root Cause Analysis (D#4)

RCA is the Heart and Soul of the Corrective Action
process
There may be multiple contributing causes but there is
only one
True Root Cause
Actions should be taken to address the contributing
causes if appropriate
But; The Root Cause must be eliminated
or
the problem will return!
40
Definition Root Cause (RC)

The Root Cause is the most basic reason for a problem or
defect. If this cause is eliminated, the problem would
not occur.
If the cause of a problem is operator error, thats not the
real Root Cause. The Root Cause is more likely that the
process is not Error Proofed.
Corrective Actions must address the Root Cause if the
problem is to be eliminated.
You will know it is the Root Cause if you can turn the problem off and on
41
Root Cause
Immediate causes are NOT root causes. Typical immediate
causes you may see on Corrective Action reports are:
Operator Error
Failure to Follow Procedures/work instructions
Inspection not recorded by the operator
Gage Not turned in for calibration
Operator not trained
Inadvertent omission
These are NOT root causes, they may be a contributing cause but not the
true root cause!
42
Root Cause
Root causes are weaknesses (ineffective
processes or controls) in the system that cause
or allow (fail to prevent) errors and
nonconformance's.
Effective corrective action will PREVENT
recurrence or REDUCE THE FREQUENCY of
occurrence.
43
Root Cause
Corrective Action that addresses only the
immediate cause will NOT prevent recurrence.
Example:
Nonconformance: Functional gage past due for

calibration.
Immediate cause: Quality Assurance did not
calibrate the gage before the due date.
Corrective Action: Calibrate the functional gage
(fixes the immediate problem only)
44

What are the two areas of the Problem that
the team wants to focus on during RCA?
A.
B.
C.
Detection and Occurrence

Severity and Occurrence
Detection and Severity
The correct answer is a Detection and Occurrence. Why did

the issue occur and why was it not detected.
45

All of the following are examples of
immediate root causes except?
A.
B.
C.
D.
Operator Error
Failure to Follow Work Instructions
Use of expired material
Gage missing calibration sticker
The correct answer is C Use of expired material may be an

actual root cause or the final why of the 5Whys assessment.
The other items are symptoms of a systemic issue.
46
5 Why Review
5 Why
47
5 Whys
If you continue to ask Why? you will discover the
systemic problem, rather than being satisfied with fixing
a symptom. Symptoms that come from contributing
causes
Review 5 Why
example
48
The 5 Whys
The stone on the Jefferson Memorial was crumbling
Why #1: Why was it crumbling?

Frequent washings were weakening the stone.
Why #2: Why was it washed so often?

To remove the bird droppings.
Why #3: Why are there so many bird droppings?

Birds were eating the abundant spiders there.
Why #4: Why were there so many spiders?

Spiders were attracted to all the midges.
Why #5: So why were there so many midges?

Every evening at dusk, midges emerge in a mating frenzy. At
this same time, Park Services turns on its spotlights, which
attracted all of the midges.
Solution: Delay turning on the spot lights until one hour after
sunset, by which time midge population is down 90%. By doing
this, the food chain is broken and less frequent washings are
required.
49
5 Why
5 WHYS? Analysis
5 Whys? Analysis consists of team members identifying a possible root cause by asking Why? until the root cause is
uncovered. It may take more or less than five Whys? To get to the Root Cause: Five is typical in most cases.
Lets consider the gage calibration nonconformance illustrated on the CA and Root Cause tab:
Nonconformance: Functional gage past due for calibration
Why?
Gage Tech did not calibrate the gage before the due date.
Why?
Gage didnt show up on the gage recall list
Why?
Calibration interval was not entered on the gage master record
Why?
Why?
a.) Gage Tech didnt know the interval when the gage was
the master list
b.) Gage Tech didnt follow up to enter the interval later.
entered in
GageTrak does not force entry of the interval when entering gages in
the master list
Now that a possible Root Cause has been identified, generate a solution, implement it and check for proof that its effective.
50
5 Why Summary
What if the team does not identify the Root Cause?
Possibly the problem was not defined well.
Possibly working on symptoms instead of the real problem
(problem definition!)
Possibly some of the facts are not true confirm with data.
Possibly the team doesnt include the right people to fully
understand the problem.
Possibly skipped a step or two, missing critical information
better to take baby steps.
51
How to get to the 5 Why if your not sure

you have only one
Gather your team, identify the possible causes, select Top 3
52
Now break out the 5 Why
Use one 5 Why worksheet

for each of the top 3
suspect causes
53
5 Why Review
Each response needs to be confirmed with data:
Run experiments to confirm that the teams response to each
why is accurate.
Dont allow a dominant team member to state a fact without
confirming it.
Read the why responses from the bottom to the top of

the problem statement linking them with therefore.
All responses should link logically backwards with the word
therefore.
54
D4 Checklist
D4- Define/Verify Root Cause
Checklist:
What sources/methods have been used to determine root cause?

Are all the potential caused listed in case at a future date you
need to refer back to them.
Can the root cause explain all we know about the problem
description?
Can the root cause be turned off and on?
55

What are some reasons we might not be able
to identify root cause? (Check all that apply)
A.
B.
C.
D.
Facts are not true or unconfirmed

Problem statement not well defined
Working on symptoms only
All of the above
The correct answer is D All of the above. The problem

description needs to be accurately defined or the team can go
down the wrong path. One dominant team member may state
authoritatively facts that remain unconfirmed, leading the
team to work on symptoms such as operator error or training,
rather than getting to the systemic issue in play.
56

How to you know when you have reached
true root cause? (Check all that apply)
A.
B.
C.
D.
Operator at fault has been named

Problem can be turned on and off
The selected cause explains all we know about the
issue
The issue cannot be recreated
The correct answer is B and C Root cause is looking for the

reason the event occurs, and when found you should be able to
turn the problem on and off , thus explaining all we know about
the issue.
57
Call for Backup

If you need help, please ask. We are here to help!
We can assist in:
Facilitation
Training
Review
58
North American SQE Contact

Information
Patti Morris
Desk: 262-524-4421
Supplier Quality
Manager CPSD
Charlette
Mueller
Eugenia
Raigoza
Dave Chovan
Tom Caravella
Transformers and
PDD SQE
QRO and PDD

SQE
Electrical and EAS

SQE
Switchgear and
PRD SQE
Desk: 262-524-4369
Desk: 011-52-442-211-3411
Desk: 414-768-8242
Desk: 414-570-4757
Contact your Business Unit-Division Supplier Quality Engineer with

questions!
59
Steps in an 8D
The steps in 8D:

Day 1

24 48hrs

2 weeks

30 days
60
D5 Develop /Verify the Corrective

Action
List specific action with specific owners and specific dates!
61
8D Corrective Action (D#5)

Once the Root Cause is found its usually clear
what the Corrective Action needs to be.
The Corrective Action must address the Root
Cause!!!
There may be multiple Corrective Actions and
some actions may address Contributing Causes
this will make your solution more robust in
case other factors change in the future.
Corrective Action for the problem itself
(Occurrence) plus the Detection issues need to
be implemented to address the full dimension of
the issue.
Closing contributing actions is a good thing!
62
Error Proofing
Error Proofing comes from a
Japanese term Poka Yoke.
True Corrective Actions result in
Error Proofing in the Process or
Design to prevent similar problems.
Successive layer Detection
(Inspection) is a form of error
proofing.
63
8D Corrective Action (D#5)

Error Proofing the process will accomplish both
Corrective Action for the problem Occurrence and
Corrective Action for Detection.
Error Proofing is an important tool that justifies a separate
training session.
If Retrained the Operators is the Corrective Action, the
team hasnt really found the Root Cause and hasnt
implemented a Corrective Action that will prevent
recurrence.
Operator Error is not a true root cause!
64
D5 Checklist
D5 Select and Verify the Corrective Action
Checklist:
Can the action be implemented?
What risks are associated with this choice and how should
they be managed?
Will this create other problems?
What methods will be used to verify the effectiveness in the
short and long term?
Have dates been set to verify the effectiveness?
Has responsibility been assigned to verify the short and long
term effectiveness?
What do you plan to do if this action does not satisfactorily
solve this problem?
Do we have the right team members to proceed to the next
step?
65

When selecting a corrective action what must
it do?
A.
B.
C.
D.
Be implemented within 24 hours

Address the root cause
Be economical
Be simple
The correct answer is B The corrective action must address

the root cause.
66

What does the term Poke-Yoke mean?
A.
B.
C.
D.
Perfect
A soft boiled egg
Error-proof
Defect free
The correct answer is C Error- proof, is the English translation

of the Japanese term Poke-Yoke. It means the part/process has
been designed to prevent defects from being produced and/or
escaping the production cell.
67
Steps in an 8D
The steps in 8D:

Day 1

24 48hrs

2 weeks

30 days
68
D6 Implement /Validate the Corrective Action
69
8D Corrective Action Verification

Its necessary that we maintain the gain
The Corrective Action has to address the Root Cause, so its important
that a follow up audit verifies that the Root Cause was eliminated!
Someone with a vested interest who was not part of the Corrective
Action team is chosen by the Quality Manager to follow up.
In some cases verification should be done soon after implementation
and again after several weeks to verify that the change really is
permanent.
Make sure its working long term, not just once!
70
D6 Checklist
D6
Implement/Validate the Corrective Action
Checklist:
Has an action plan been defined?
Have responsibilities been assigned to implement the
Corrective Action
Has timing been established?
Has required support been identified?
What indicators will be used to verify the outcome?
What controls are in place to assure the fix is as intended?
Do we have the right team members to proceed to the next
step?
71

Why is it important to Verify the Corrective
Action? (Select all that apply)
A.
B.
C.
D.
It isnt
To make sure the root cause was addressed
To ensure no other issues were caused by the
corrective action
To close the form
The correct answer is B and C The verification step allows the

team to review the implemented corrective action plan for
effectiveness in eliminating the issue and/or preventing it from
escaping to the customer. It also lets the team decide if any
new issues were generated by the selected action plan.
72

Who should complete the verification step?
A.
B.
C.
D.
Independent but vested participant

Process Owner
Quality Manager
Company President
The correct answer is A the verification process is completed

by an independent but vested participant, not normally part of
the original corrective action team. Fresh Eyes are best.
73

When is verification completed?
A.
B.
C.
D.
Immediately after fix is implemented

Within 30 days of implementation
After 2000 pieces are produced
As determined by the team based on volume and
criticality of defect
The correct answer is D verification timing flexes depending

on the criticality of the defect and the time it takes to
determine based on product volume if the root cause was
eliminated. Normally a qauntity of pieces must be produced,
and depending on how often the part is ordered this may take a
couple of shifts or a couple of months.
74
Steps in an 8D
The steps in 8D:

Day 1

24 48hrs

2 weeks

30 days
75
D7 Prevent recurrence/Share the

Solution
76
8D Prevent Recurrence & Share the

Solution (D#7)
Addressing the Systemic issues is key to Preventing Recurrence (usually
the 5th Why reveals the systemic problem) Follow up. i.e. did the
implementation of the corrective action require any changes to other
documents such as work instructions or control plans? Is the corrective
action sustaining?
We need to share these best practice solutions, so others can learn from
our work.
Our 8D includes a systemic action section as part of the CA close out
process this is a part of the Solution Sharing and Prevention
process.
We need to continue developing means to share best practices
Others can learn from our work, share the information!
77
D7 Checklist
D7
Prevent reoccurrence/Share the solution
Checklist:
Has the practice been standardized?
Have all appropriate personnel been notified of the changes?
Have all changes been integrated to our existing system (work
instructions, procedures, FMEA, Control Plans etc.)?
How will the practices be shared?
78

Which of the following items may require
updates to prevent future occurrences?
A.
B.
C.
D.
Employee Roster
Control Documentation (Control plans, pFMEA, Flow
charts, Work instructions)
Quality Manager
Vendor Master
The correct answer is B essentially all documentation that
controls the production process needs to be reviewed for
updates to incorporate any actions that resulted from the
corrective action plan, to allow the fix to be sustainable.
79

During the prevent recurrence step which of
the following items are completed?
A.
B.
C.
D.
Containment
Root Cause Identification
Sharing Lessons Learned
Problem Definition
The correct answer is C During the prevent recurrence step

the team takes the opportunity to complete a left-to-right look
across the portfolio and share lessons learned with the
organization, recording best practices.
80
Steps in an 8D
The steps in 8D:

Day 1

24 48hrs

2 weeks

30 days
81
8D Recognize the Team
Remember to close out the paperwork!
82
8D Recognize the Team (D#8)

Permanently eliminating problems is extremely satisfying in
itself
CA Team members are providing a very important service
to us all, so everyone should recognize the efforts of the
people participating in Corrective Actions
The Person Responsible for Closure Approval thanks and
congratulates the members of the Team
Your team has done a lot of hard work, recognize this!

E-Star!
83
Summary of 8D
8D in the automotive industry has been very effective in driving
improvements
Our 8D format must be utilized for all Corrective Actions
Submitted to Cooper Power Systems:
Quick Containment Within 48 hours!
True Root Cause determination
Use Effective Tools
Utilized the 5 Why
Address both Detection and Occurrence
Implement Systemic Corrective Actions to drive
improvements!
84
8D Checklist
D8 Recognize the Team
Checklist:
Have we recorded the teams work appropriately so that others facing
similar problems in the future may refer to them?
What unfinished Business remains?
Have individual team members been informed that it is now
complete?
85

Who holds the primary responsibility to
complete the Recognize the Team Stage?
A.
B.
C.
D.
Quality Manager
OPEX VP
Person responsible for closure approval
Value Stream Manager
The correct answer is C the person responsible for closure

approval is the primary cheerleader for the team and expected
to acknowledge the efforts of all involved. In Eaton, a good
method for team recognition is the E-Star program.
86

During the Recognize the Team step which of
the following items are completed?
A.
B.
C.
D.
All paperwork is completed

Root Cause Identification
Sharing Lessons Learned
Problem Definition
The correct answer is A In addition to recognizing the team

and their efforts it is vital that all associated documentation is
captured and stored for future reference during this step.
87
Summary
Weve covered:
All steps of 8D
Detailed discussion of RCA
Training in 5 Why Analysis
The 8D Corrective Action process is necessary for continual
improvement immediate need is to drive reduction in Customer
Complaints!
Everyone needs to use these tools 8D needs to become part of our
culture.
8D needs to become part of our culture, ingrained into our DNA!
88
Review
Down load the form from the link
89
Review
Q-Pulse will send an

automatic email notifying
you an 8D is required.
90
Review
Q-Pulse will send you reminders every other day until
you summit your Corrective Action to your SQE and
your SQE closes out the Corrective Action in the QPulse system
91
System Maintenance
Make sure we have the right contact's in our system
The Quality Contact is the person who will be getting the email
notification.
If you need to change a contact information you will need to GO to the
same Cooper Supplier web site and open a Change of Contact
information form
92
Questions
93
Acronyms
4W2H Who, When, Where, What, How, How Many
ANOVA Analysis of Variation
CPSD Copper Power System Division
DOE Design of Experiments
FMEA Failure Mode and Effects Analysis
RCA Root Cause Analysis
SCA Supplier Corrective Action
94
95

8D Corrective Action Root Cause

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8D Corrective Action Root Cause

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8D Corrective Action & Root Cause Analysis

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Training Ground Rules

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Objectives of this training:

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Definition Preventive Action

Kaizen events, FMEAs, 6S events and similar activities

In Corrective Action, the money is already gone, Preventive

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8D Eight Disciplines to Problem Solving

Team work and not skipping steps is critical!!!

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The steps in 8D:

D#1 Establish the team

D#3 Take Short Term Action (Containment)

D#5 Develop/Verify Corrective Action

D#8 Recognize the Team

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Public Location of Form

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The form steps you through the 8D process

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Check your knowledge

The correct answer is B Disciplines. 8D stands for the Eight

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Check your knowledge

The correct answer is A Containment is typically expected to

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Check your knowledge

The correct answer is c Closure is typically required within 30

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D1 Establish The Team

Additional tabs are available in the form for reference

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8D Establish Team (D#1)

Typically the Quality Manager will assign the person

The Team should include all functions with

Team Leader or Quality Manager should train team

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Are the people affected by the problem represented?

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Check your knowledge

2013 Eaton, All Rights Reserved.

The steps in 8D:

D#1 Establish the team

D#3 Take Short Term Action (Containment)

D#5 Develop/Verify Corrective Action

D#8 Recognize the Team

2013 Eaton, All Rights Reserved.

D2 Define the Problem

Use pictures when they are available

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8D Define Problem (D#2)

Define what is or what is not

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8D Problem Definition (D#2)

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8D Problem Definitions: Good or Bad?

Marketing delays caused projects to be 2 months

Impulse test coil failures for all 3 phase transformers at

Research it first, only record the facts!