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[Link].:- QA-WI-8D-01
POLYBOND 8D Problem solving method Original Date :- 31st Mar'2020
Moulding Innovation into Global Trends
Italic Bold font - are latest updates [Link].:- 02
Date:- 18.07.2025
8D Problem Solving - Introduction
8D problem solving is a method developed @ Ford Motor Company used to approach & resolve problems. Focussed
on product & process improvement, its purpose is to identify, correct & eliminate problems. It establishes a permanent
corrective action based on statistical analysis of the problem & on the origin of the problem by determining the root
causes.
8D method consists of 8 Disciplines or 8 steps, hence the name 8D.
– D1 :- Team Formation
– D2 :- Define the problem
– D3 :- Containment action
– D4 :- Root cause analysis
– D5 :- Permanent actions
– D6 :- Verification of permanent actions
– D7 :- Prevent Recurrence
– D8 :- Horizontal deployment
D1 :- Team Formation
First step is to establish the team. Team composition – number of members, dept of members – depend on the nature
of problem. Team should fulfill the following basic requirements:
• Good knowledge of the product & processes
• Multidisciplinary
• Capable to implement proper solution for the problem
• Team should have a leader to supervise & close the 8D
D2. Problem Definition: ("A problem well defined is a problem half solved")
Use 5W2H methodology to define the problem.
What defines the problem? What features/ characteristic deviate from drawing specifications?
Why it is a problem? What is the effect of the problem?
When was the problem detected?
Where was the problem detected (machine, operation, plant, field, etc.)?
Who (individual or function) first discovered the problem?
How was it detected & how did it appear? Under which circumstances & conditions was it detected?
How many parts were defective/out of specification? Frequency of appearance?
D3 :- Containment actions
Containment action for all the stocks of the complaint part number at all customer locations & at every stage
within Polybond, including overseas warehouse. This will be decided & informed to customer within 24hrs.
Wherever required, external agencies will be used. If external agencies are deployed for sorting, clear sorting
instruction will be provided to the sorting agency.
While planning for containment, review to be done for the possibility of the same complaint / defect in other
similar parts. If possibility exists, containment should be done on other parts also.
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[Link].:- QA-WI-8D-01
POLYBOND 8D Problem solving method Original Date :- 31st Mar'2020
Moulding Innovation into Global Trends
Italic Bold font - are latest updates [Link].:- 02
Date:- 18.07.2025
D4. Root Cause Analysis
D4.1. Most important step in the 8D method is understanding / identifying the correct root cause. Below illustration will
help us to understand the importance of this statement.
Make sure you are looking for the Root Cause .......!
Root Cause Analysis (RCA) - Basics
Symptom of the problem = "The Weed".
Above the surface. (Obvious)
The Underlying causes = "The Root"
Below the surface. (Not obvious)
The word ROOT, in RCA, refers to the
underlying causes, not the one cause.
Weed grows again if the root is not removed completely = Repeat Complaint.
D4.2. Root cause analysis to be done to identify:
• Reason for occurrence of the problem.
• Reason for non-detection of the problem.
D4.3. Before we start the root cause analysis, it is important to understand the inputs for the process & the process
itself, for solving any problem.
Input Process Output
Output – if not as expected is a problem / defect / reject.
From this we can say that, the reasons for any problem is from the inputs to the process & from the process itself. If
the input/s &/or process has any problem then the output will not be as expected = problem / defect / reject. Hence it
is important to understand the inputs for the process & the process itself, for solving any problem.
D4.4. Any process consists of following:
Man, Machine, Material, Method, Measurement, Environment (5M1E)
The most common & effective tool, used in root cause analysis is the Cause & Effect Analysis.
D4.5. Brain Storming & Cause & Effect Analysis (Ishikawa Diagram) :- In any analysis of a quality problem,
the EFFECT – such as a particular defect or a certain process failure is usually known.
Cause & Effect analysis is used to list out all possible causes for the effect (problem) due to 5M1E. This technique
comprises use of two major aspects:
• Brain Storming
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Page 3 of 4
[Link].:- QA-WI-8D-01
POLYBOND 8D Problem solving method Original Date :- 31st Mar'2020
Moulding Innovation into Global Trends
Italic Bold font - are latest updates [Link].:- 02
Date:- 18.07.2025
• Cause & Effect diagram – the basic form is shown below
Cause Cause Cause
(Man) (Machine) (Material)
Effect or
Problem
(Method) (Measurement) (Environment)
Cause Cause Cause
Cause & Effect diagram, also known as Ishikawa diagram (after its inventor), or Fish bone diagram (after its
appearance) – shows the effect at the head of a central 'spine' with the causes at the ends of the ribs which branch
from it.
D4.5.1. Brain Storming involves the identification of all possible causes from these 5M1E. Essential feature of cause
& effect analysis is “Brain Storming”. This is used to bring out ideas on causes out into the open. This is done by a
group of people 5 to 7 members, freely exchanging ideas, bring originality, enthusiasm to problem solving. Any idea,
can be wild also, are recorded. The principal factors or causes are listed first & then reduced to their sub clauses &
sub clauses if necessary. This process is continued until all the possible causes have been included.
• List down all possible causes by brain storming of the team.
D4.5.2. Make the cause & effect diagram by categorizing all the possible reason under 5M1E.
• Validation / verification of each possible reason to confirm their contribution to the effect. (To confirm, whether
each possible cause is significant or insignificant. There can be more than one significant root cause).
• Why? Why?.. Analysis for the validated significant contributing reasons. If there are more than one significant
causes, why? why?.. should be done for each of them.
• Concluding on root cause/s for Occurrence & Non-detection.
D4.5.3. Non detection root cause to be confirmed after proper validation & confirmed based on facts & figures.
D5 :- Permanent Actions
D5.1. Permanent Actions (Occurrences)
• D.5.1.1. Corrective actions to be defined for all the confirmed occurrence root causes.
• D.5.1.2. Responsibilities with realistic target dates to be defined.
• D.5.1.3. Implementation evidences to be available.
D5.2. Permanent Actions (Non-Detection)
Good improved detection controls to be implemented which will ensure there is no possibilities for the defect part to
escape to customer.
D6 :- Validation of Permanent Actions
In this step we verify whether the permanent actions implemented are effective or not.
• Clear validation plan to be made.
• Validation to be done as per plan.
• Validation results confirm the effectiveness of the implemented actions.
This is done by checking the output from the process where permanent actions are implemented. This check will be
specifically for the problem for which the actions were implemented. This will be done for consecutive 3 lots after
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[Link].:- QA-WI-8D-01
POLYBOND 8D Problem solving method Original Date :- 31st Mar'2020
Moulding Innovation into Global Trends
Italic Bold font - are latest updates [Link].:- 02
Date:- 18.07.2025
permanent action implementation or as defined by customer.
If the results of these checks are found OK, then it can be considered that the actions taken are effective.
If the results are not ok, it means:
• Root cause identified is not correct
• Permanent actions are not taken on the root cause
In this situation we need to go back to D4 Root cause analysis (RCA).
D7 :- Prevent recurrence
Through this step we are assuring that the permanent actions implemented are sustained further & the problem will
never be repeated.
This is done by updating the following documents: drawing / process specifications / work instructions / PFMEA /
Control plan etc. (This may not applicable for catalogue / non-automotive parts for which PPAP is not applicable).
The updating of the documents should reflect the changes / improvements resulted due to the identified root cause &
implemented actions.
D8 :- Horizontal Deployment
Horizontal deployment of root causes & actions to be done for other existing similar products, processes.
Horizontal deployment for future projects – to be ensured by updation of TGW register with projects /
engineering so that, the same actions are carry forwarded to any new similar projects.
8D Formats:-
• If there is customer specific 8D format, then the same should be used.
• If there is no customer 8D format, then use Polybond 8D format . QA-F-62
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