THE WAY 0F

QUALITY2019
SIMPLE
CLEVER
EASY TO UNDERSTAND

PROBLEM SOLVING
8D
ROOT CAUSE ANALYSIS NOT ONLY FOR
CLAIM ISSUES

ING. ET BC. IVAN JADRNÝ

ING. JIŘÍ MATĚJČEK
Ing. et Bc. Ivan Jadrný
Successfully finished two Bachelor‘s degrees at the same time, one
aimed to Industrial engineering, second to management and after that
earned a  master´s degree in the Industrial engineering field. Have
multiple experiences in quality management during the past 5 years
and nowadays work as an independent quality consultant and coach
for a year.

Ing. Jiří Matějček
Started as a car mechanic student and after that earned a bachelor‘s
and master‘s degree at Transport faculty. Have multiple experiences
with the automotive industry during studies and 2 years of experience
as a Quality engineer responsible for die cast and machined aluminum
parts.

1
CONTENT

1 INTRODUCTION..........................................................................4
2 PROBLEM SOLVING WITH 8D REPORT..............................5
2.1 8D report in general..................................................................5
2.2 D1 – Team...................................................................................6
2.2.1 D1 checklist.......................................................................7
2.3 D2 – Problem description........................................................7
2.3.1 D2 checklist.......................................................................9
2.4 D3 – Containment/immediate actions.................................9
2.4.1 D3 Checklist.....................................................................11
2.5 D4 – Root Cause Analysis.....................................................12
2.5.1 Flowchart..........................................................................12
2.5.2 Ishikawa............................................................................12
2.5.3 Brainstormig....................................................................14
2.5.4 Histogram........................................................................14
2.5.5 Control Chart..................................................................15
2.5.6 Tally Sheet (+ tables and forms)...................................15
2.5.7 Pareto Chart....................................................................16
2.5.8 Scatter Diagram..............................................................16
2.5.9 5why.................................................................................17
2.5.10 Problem Solving/Root Cause Analysis.......................17
2.5.11 D4 Checklist...................................................................18
2.6 D5 – Corrective Actions Proposals.....................................18
2.6.1 D5 – Checklist..................................................................21
2.7 D6 – Implementation of Corrective Actions.....................21
2.7.1 D6 Checklist...................................................................22
2.8 D7 – Preventive Actions.........................................................22
2.8.1 D7 Checklist....................................................................23

2
 2.9 D8- Closing...............................................................................24
2.9.1 D8 Checklist.....................................................................25
3 TYPES OF 8D, THEIR USAGE AND.......................................26
4 PRACTICAL EXAMPLE OF 8D REPORTS............................28
5 TEMPLATES AND TOOLS.........................................................29
6 REFERENCES.................................................................................30
7 INDEX..............................................................................................31

3
 CHAPTER ONE
Introduction

There are plenty of books where is described 8D report and its

process. I dare to say that everyone who heard about claims and
quality control know something about 8D report, but there are
lot of differences between 8Ds and its format even if format of 8D
report depends on customers requirements.
8D report is connected with claims and nobody wants to have
claims, but 8D report could be used also within the company for
some problems and with this tool lot of problems could be solved.
We wrote book named “Six Sigma – Learn easily about Six
Sigma methodology with examples from practice” where we tried
to describe Six Sigma in the easiest way without compromising
content. This book was after 3 days the most downloaded free book
on Amazon in category Quality Control so we hope that those
information helps someone with understanding this method.
Our goal is to transfer knowledge to people simply, briefly and
clearly and that’s why our book is different than others. We both
worked as Supplier quality engineers in Tier 1 company and during
our jobs and as a part of our jobs we come into contacts with hundreds
and hundreds complains so we hope that we are able to give you
some information which help you in your job or with understanding
what is 8D report and what should be its content.
This book will be divided into two main parts. In first theoretical
part will be written theoretical information about content of each
step in 8D report with examples how each step should look and
how does not. After each step there is a checklist with points which
you should not forget to have a great report.
Second part is aimed to practical examples with templates and
information about content and what you should be carefull about.

4
 CHAPTER TWO
Problem Solving with 8D Report

In this chapter will be explained basic terms related to 8D reports.

This chapter is divided into 8 subchapters for each step of the 8D report.
After an explanation of each step there is a checklist with questions to
prevent that something will be missed in the 8D report.

2.1 8D REPORT IN GENERAL

In the previous book which we wrote were written only basic
information about 8D report and table with steps like the table below.

Step Activity Used methods

D1 Creation of problem solving team
D2 Problem description Photos, 5W2H
Blocking, sorting, substitute
D3 Immediate actions
delivery
Why, Ishikawa, IS/IS NOT,
D4 Root cause analysis
etc.
D5 Corrective actions proposals
D6 Implementation of corrective ations Cost benefit analysis
Update of FMEA, CP, work
D7 Preventive actions
instruction, LL
D8 Closing

As is visible 8D report is called 8D because there are eight steps

which help with structured problem-solving. In the next text we
will look closely into each step and for each step, there will be
written how you should proceed and what are the most important
to watch out for. 

5
2.2 D1 – TEAM
In the first step is necessary to put together a problem-solving team.
Team requirements are:
• each team member should have knowledge of product and process,
• the team should be composed of members from different
positions/departments,
• solving team should have minimally 3 and maximally 7 team
members,
• the team should have nominated team leader and champion.

If we look closer to requirements some things are immediately

clear to us. It is obvious that each team member should know product
or process which was problematic. Also, it is clear that the team should
not be composed only of persons from the quality department, but
there should be persons from production, engineering, manufacturing
or logistics department.
Maybe you asking why are team members limited. As it is written
above – the team should have 3 to 7 members. This means the core
problem-solving team. The team is at least 3 people because “more
heads are better than one” but there is another problem if there are
too much team members.
If there are too many team members some of them even tell
their opinion or there is a risk that problem-solving meeting will
be problematic to lead. Yes, it is possible to invite another team
member for a  meeting (some specialist e.g.) during problem-
solving if we found out that could help but it is good to keep the
number of members up to 7.
Below you could find a checklist with questions for proper team
assembling. Team leader and champion of 8D could be the same
person, but better way is that team leader is someone from solving
team and champion is usually the quality manager or someone from
management who is the main responsible person for quality.

6
2.2.1 D1 checklist

Is the team multidisciplinary (are there other people from the quality?)
Are team leader and champion nominated?
Do the team members know their roles and responsibilities?
Are contact data available for each team member?

Contact data are very important and in D1 step should be fulfilled

contact data for each team member. It is very good to write here
telephone number and not only e-mail because there is nothing
worse if you cannot contact person via e-mail and you losing time.
The team was assembled and you fulfilled all points in the
checklist? Great, now it is time for the next step.

2.3 D2 – PROBLEM DESCRIPTION

For the second step is necessary to collect all relevant data about
the problem. It is very good if you have photos of failure, tracking
data, amounts of parts and e.g. affected production batches.
If you, for example, receive information about the claim and
some of the information are missing, do not be afraid and ask for
more information. In this step is necessary to describe the problem
as best as possible. 

Requirements for problem description:

• Describe the problem as best as possible
• The description should be as brief as possible
• Attach photos of other attachments if applicable

You might be thinking that the first two points are incompatible.
The best description and on the other hand brief and simply, but it

7
is possible to fulfill both. Very good for problem description is the
5W2H method.
The 5W2H method is abbreviation from “five why and 2 how”
where we are asking:

Why?
When? What?

PROBLEM Where?
Who?

How How?
many/often?
 

Problem description examples:

D2 – Problem description
Visual failure

D2 – Problem description
What? Scratches around the DMC area
Who detect it? Operator at customer side
How was detected? By camera check
When? 19.2.2019, night shift
Where? Customer production
How many (quantity)? 20 pcs
(attachement_mesurement_report)
Batch 0123/2019

8
 It is clearly visible that the second problem description is more
precise and better than the first one. Also, information at the second
table is better for further work.
It is also good to use IS/IS NOT method, for purposes of properly
defining the problem in some cases.

Problem
IS IS NOT
What? Scratched DMC Crack, dent, additional material
Around the DMC Not on sealing area
Where?
At customer In field
When? 19.2.2019, night shift Not before 19.2.2019
0 pcs from batch
How many? Whole batch
0123/2019

 
2.3.1 D2 checklist
Below are written checklist questions for D2 step – problem
description
Are there written information about the problem?
Are data for traceability available? (production batch, date of
production, DMC,…)
Is a range of problems available (amount of wrong parts?)
Are attachments/pictures available for better clarity?

2.4 D3 – CONTAINMENT/IMMEDIATE ACTIONS

Containment or immediate actions are intended to protect the
customer from other problems before/until corrective actions will
be implemented and validated.
Containment actions are often very expensive and their output
is never 100%, but it is better to perform those actions than lost

9
a  customer or receive a  huge bill for NOK final products from
customer, etc. For containment actions are necessary to perform
risk analysis which seeks to limit and identify the problem. For
those actions is good to have information about production batches
which were affected.
From those data, you could estimate what was changed at your
process, what batches could be affected, etc.

Blocking
Communication + information sharing

Checking
situation/data

Substitute
delivery

Shorting DA

Rework

100% output
control

As is visible on the picture above firstly is necessary to block all

potentially suspected parts. After blocking is necessary to check all
information and perform risk analysis. After that there are a lot of
other possibilities, in picture above are some them visible, it is not
a dogma that you need to follow those steps. 
In real life problems lot of things happening at the same time,

10
but of course first you need to block all suspected parts and after
that you could sort out whole stock, you could send substitute
delivery (if you have OK parts), you could agree with customer
about DA for suspected parts, you could rework parts. Everything
is possible, but the main thing is communication. Good and quick
information sharing within the team and also with the customer is
the key.
In automotive is Rework something like a  swear-word, but
in some cases it is possible, but usually is needed a  customer
approval. Rework is something like the last chance when parts are
not possible to sort out due to some reasons, there is no chance to
receive a substitute delivery (lack of parts at supplier e.g.) and DA
was not approved. Nevertheless, if parts are reworked and rework
is approved by the customer, parts should be clearly marked with
special labeling and in some cases, parts are released after a rework
under DA for limited amount of time.

2.4.1 D3 Checklist

Were all suspected parts blocked?

Was sorting action started? If yes, were all parts 100% checked
(customer/supplier stock, parts in production, parts in transport,
consignments stock, etc)?
If sorting is not possible, was a request for DA (deviation approval)
sent?
Is it possible to process parts under deviation? How will be those
parts marked (special labeling), when will be first “clean delivery”
with OK parts?
If parts will be reworked, did customer approved it? Do you have
special labeling for reworked parts?

11
2.5 D4 – ROOT CAUSE ANALYSIS
Root cause analysis is the most important part of 8D problem-
solving. If the root cause is not detected correctly all work after D4
step is done for nothing, completely unnecessary and this is a waste
of time and money and other problems could occur.
Root cause analysis is the beginning of real problem-solving.
During problem-solving, you could use basic quality tools and for
example, 5Why, Brainstorming or other tools and those ones will
be explained in the next text. For better clarity, each of the tools
which could be used will have separate subchapter.

2.5.1 Flowchart
A flowchart is one of the seven basic quality tools and this chart
is used for illustration of process steps.
Most commonly is a flowchart used for visualization of production
process steps. On the internet, you could find a lot of articles about
the creation of flowcharts and also rules for it. If you want a learn
more, check chapter 5 where you will find some useful links.
 
2.5.2 Ishikawa
Fishbone or Ishikawa diagram is the second of seven basic quality
tools. Ishikawa diagram is named after its creator Kaoru Ishikawa
and it helps with categorizing of all potential causes into 6 main
areas. Those areas are:
• Mother nature/Environment
• Material
• Men
• Method/Process
• Machine
• Measurement

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 As a  Mother nature or environment, we mean for example
temperature, humidity, noise, lighting (such as a lighting condition
at the final inspection station) and so on.
As a Material, we mean a product which we are producing or
component from which are product assembled/produced.
Men include all people who have an influence on product/
process such as production operator, machine setter, operator of
final inspection and others.
Method/Process means the way how the product is produced
or other specified process requirements such as the sequence of
actions, specified time of adhesive hardening or for example
interval for tool change and so on.
As a Machine, we call production machines which could have
an influence on the problem. For example, when casting aluminum
it could be mold, an automatic robot that pulling castings out of
the mold, trimming machine, shot blasting machine, machining
center, washing machine and so on.
The last area is called Measurement and as measurement we
refer to measurement methods, measuring interval for calculating
SPC …
The most often is Ishikawa created after brainstorming where
are written down all potential causes and after that are those causes
assigned to one of the categories.

Men

13
2.5.3 Brainstormig
Yes we started to introduce basic quality tools which could
be used for root cause analysis, but Brainstorming is very well
connected to previous tool so it is good to introduce it also.
Brainstorming is a team activity and this activity has some rules
which needs to be followed to receive the best results.
 
Before starting the brainstorming the leader of meeting should
be named. This leader is trying to lead conversation, name the
problem and the aim of meeting and ask the right questions to get
expected result. Before brainstorming leader should familiarize the
team with rules:
• Not judging any of ideas
• It is possible to say anything even if it could be stupidity
Those two rules are very important to have the best results. If the
team is not well concentrated it is good to start brainstorming with
short game (telling the story where everyone tell one word or saying
as many words as possible to random letter).
When Brainstorming starts leader or an authorize person
writing down all ideas.
The second option of Brainstorming is Brainwriting, rules are
similar, the only difference is that ideas are not spoken aloud, but
are written by each participant on paper. This solution prevent
situation that somebody will be affraid to say something stupid or
that someone brainstorming does not take part in and opts for the
opinion of others.

2.5.4 Histogram
Histogram is a graph which shown to us interval distribution of
frequency. Basically it is a bar chart and the height of the column
shows the frequency.
 

14
 Histogram is very good for basic statistic and for quick overview
of data. Histogram could show to us how many parts are in each
interval group or it is used in connection with SPC. When working
with histograms we are evaluate its shape. From the shape we
could recognize lot of things. As a basic shape we call the Normal
distribution of probability. If you are interested in this topic, check
chapter 6, where you will find link to article about histograms.

2.5.5 Control Chart

We mentioned SPC (Statistical Process Control) in the previous
text. Related to this topic are used Control charts.
Xie, Goh a  Kuralmani (2002) wrote in their book that those
charts are used for process control and with those charts is possible
to detect deviations from the set target values. This is the main
reason why are Control charts used for SPC.
Each control diagram contains the central line, i.e. the average
of all measured values and the upper (UCL) and lower (LCL)
control limits.

2.5.6 Tally Sheet (+ tables and forms)

A tally sheet of generally tables and forms are used for recording
data (numeric or non-numeric) for better clarity in a form where is
simpler to work with those data.
The importance of this tool lies above all in the systematic
organization of data and the ability to continuously capture new
data from the monitored area.

Example:
In December were found in production 188 pcs of NOK parts
with visual failures. This description is not enough specified for
further work so it is better to clarify it with a detailed description
as is written in the table below.

15
 Failure mode Ammount
Cracks 10
Pressed burr 12
Porosity/shrinkage 35
Scratch on sealing area 42
Sharp edges 53
Burrs in threads 36
Total 188

When the data are collected it is much easier to work with this
information than if someone told you that 188 pcs were NOK. If
there are a lot of failure modes, a lot of variables generally this table
is a good base for Pareto chart.

2.5.7 Pareto Chart

As was written in our previous book, Pareto chart is one of
the quality basic tools which is used mainly for evaluation and
prioritizing of options from a set of all potential options in order to
focus on the most important.  
Basically, Pareto chart is composed of columns and every column
represent one variation (cause, sign, etc.), Variants are sorted from
the largest to the lowest.

2.5.8 Scatter Diagram

Scatter diagram or Correlation diagram is a  graphical method
consists of creating a dot diagram in which the values of variations x
and y are represented in a rectangular coordinate system. With this
diagram, you could see if there is dependance between variables or
not. Simply said, if the points are spread across the chart, it is between
the variables low dependence. Conversely, if dots are centered around
the line, curves (sometimes regression lines) that can be interposed
between points, dependencies exist between dependencies.

16
 A B C
4 4
50

40 3 3

30
2 2

20

1 1
10

0 0 0

01 02 03 04 05 0 01 02 03 04 05 0 01 02 03 04 05 0

The picture above is divided into three parts where are visible
some of the variants of the scatter diagram. Variant A show to our lot
of dots almost across all area which signalize very low dependence
between variables.
Part B shows direct correlation, and in part C, the correlation is
indirect. See chapter 6 where is a link for the web with more information
if you are interested.

2.5.9 5why
5Why is a great tool for problem solving and identification of
the root cause of the problem. A better name for this tool will be
X-times why or Why-Why as is a literal translation from Japanese
“naze-naze”.
Sometimes people think that they must ask five times or that the
root cause will be identified after the fifth question, but standardly
we are asking until the root cause is identified/detected and there is
no space for next question why because we will not be able to answer
because we could only think what was the reason.
Good 5Why is performed if we are able to create “backward
path” using a word, therefore. If we are able to check 5Why also
with the backward path the 5Why analysis was performed well.

2.5.10 Problem Solving/Root Cause Analysis

This short chapter is about problem-solving which using tools
named above. If we are performing problem-solving and we are
trying to identify the real root cause it is necessary to perform
Ishikawa and 5Why for two paths.
The first path is occurrence – this means why the problem occurred?

17
What was the reason of the problem (the root cause) and the second
part is called detection, which means – OK problem occurred, but
why we did not detect it? Why our systems, control plans, FMEA or
our set process was not able to detect the problem?
This is very important and we saw a lot of 8D reports where was
performed root cause analysis only for one path.
If you perform the analysis only for occurrence, how you
could be sure that you will find a  similar problem in the future.
Or the second problem is if you will perform the analysis only for
detection, how you could call it root cause?
It sounds funny, but a lot of problem solving is aimed only for
detection and identify the “root cause” of the problem the worker
of final inspection that he did not detect failure part. But quality
is not about control, quality is about producing good parts and
control is there only to be sure that parts are really OK.

2.5.11 D4 Checklist

Did you consider all data/information for root cause analysis?

Was your process changed? If yes, is there any correlation between
changes and occurred problem?
Is your process stable and capable? (SPC)
Did you perform 5why and Ishikawa for occurrence and detection
path?
Did you perform Risk analysis – the list of possible risks connected
with the occurred problem?

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2.6 D5 – CORRECTIVE ACTIONS PROPOSALS
The fifth step of the 8D problem-solving method is sometimes
called as a “choosing and verification problem corrective actions”
and in this step are basically introduced proposals of corrective
actions which should eliminate the problem.
Sometimes people think that in this step there should be
corrective actions which you will implement, but we think it is
wrong. In D5 step you are thinking about the problem and you are
trying to eliminate the problem with corrective actions.
There you could think about various corrective actions, but after
verification or management meeting or cost-benefit analysis, you
will pick those which help and costs a reasonable amount of money.
A cost-benefit analysis was mentioned above, but what is it? Costs
are important but also the timing is important so for decision is used
“decision triangle” maybe it is not the real term but it could help.

Costs

Quality Timing

19
 On the picture above is shown the decision triangle. Using this
method you are trying to balance between three main areas. One
area is costs, second is quality or the benefit of proposed corrective
action and the third area is timing.
It is obvious that you will not pick corrective action which will
cost a huge amount of money, implementation will take a year and
problems will not be removed anyway.
It is good to mention the Poka-Yoke solution, which is the best
way how to solve the problem to prevent that they will not occur
again. Poka-Yoke is from Japanese and it means Fool/stupidity
proof. Originally was this method named as a Baka-Yoke and Baka
means Fool in English. Poka-Yoke is basically the solution which
for example prevent material insertion in a  different way that is
specified.

Credit: https://thepixabay.eu/poka-yoke-cadcam-group.html

On the picture above is illustrated example of Poka-yoke, as

you could see, there is almost imposible to connect those two
connectors without deformation or damage of parts. 
Corrective actions should be presented also for both parts –
occurrence and detection of problem, that means that should be
presented corrective action for the reason why problem occurred

20
and why it was not detected. During the verification of presented
corrective actions is good to think about other process and products
from your production, because maybe other productions could be
also affected.

So, here is the summarization – in D5 step are presented corrective

actions for problem detected in previous step by root cause analysis.
It is necessary to prepare action plan with due dates for further steps.
Evaluation of corrective actions is performed by measuring, tests
and so on and the most effective corrective action is choosed.

2.6.1 D5 – Checklist

Did you consider all options for corrective actions?

Were corrective actions verified, tested and evaluated?
Did verification and tests show the elimination of problem with
picked corrective actions?
Was an action plan created for further steps also with responsible
persons and due dates?
 
2.7 D6 – IMPLEMENTATION OF CORRECTIVE ACTIONS
In the sixth step are implemented picked corrective actions.
Before full implementation of corrective action, it is necessary
to pay attention that if corrective action is not implemented
containment actions (D3) are still running.
That means for example that there was a problem with cracks
on plastic covers and those covers pass through the whole process
and customer detected it. Containment action, such as a sorting
was started and if there is a high risk that problem was not single-
issue parts must be checked by 100% additional control until the
corrective actions will be implemented and verified. Next example
is, for example, the wrong diameter of hole where customer press
bearing e.g., when corrective action is not fully implemented,

21
parts must be 100% checked for this diameter and this is a  very
important thing. Some people think, that in D3 you check (sort or
100% check) stock at the customer, parts in transport and stock at
supplier and that’s all, but it is not so easy. If the problem occurred
and there is no corrective action set how you could be sure that
problem will not occur again? 

2.7.1 D6 Checklist

Were picked corrective actions the best solution for the elimination
of problem in long-term point of view?
Were all affected the (changed) process, procedures and documents
updated?
Were all parts from D3 step used?
No parts from old stock were not used after the clean date?
Was containment action (D3) discontinued? (after implementation/
verification of CA)
Are the parts from new production (with implemented corrective
actions) properly marked?

2.8 D7 – PREVENTIVE ACTIONS

Preventive actions are those actions which should prevent
occurring same problems in future again. Containment actions
should secure customer, corrective actions should improve process
and product to have better quality and preventive actions are some
actions for future, for other projects, products and so on.
Basically, if a  problem occurred, your process was not able
to detect it and NOK parts were found by the customer, there is
a clear problem that during FMEA this was not recorded or maybe
this problem was not known. If parts were produced in the wrong
way and were not detected, there is something wrong with CP

22
(control plan), maybe the sample size of measured parts, maybe
the interval of measuring.

The aim of preventive actions is to prevent the same/similar

problems in the future and learn from mistakes. 
In D7 steps should be updated all documents, CP, FMEA,
procedures, maybe process flow (if applicable), drawing documentation
(if applicable), workers instruction and so on.
Another important document is called Lessons Learned (LL),
this document has information about the problem, the process of
dealing with the problem, corrective actions and all information
which could help with dealing similar issues in future. It is very
appropriate to create some LL database where all responsible
persons could learn from previous mistakes.
Sometimes is possible to learn from the mistake and improve also
other products/processes and productions, because they could have
a similar problem too so it is very good to review others if there is
a possibility that you forget something during FMEA and improve
also those similar processes to prevent same issues somewhere
else in future. This technique is called “Read-Across” where you
analyzing other divisions, products, processes or productions and
try to improve them also.

2.8.1 D7 Checklist

Were all affected documents updated (CP, FMEA, or others named

above)?
Did you learn something? Was LL database updated?
Was Read-Across performed and similar productions reviewed also?

23
2.9 D8- CLOSING
Closing of the 8D report is the last step. There is good to arrange
a meeting with the team and discuss LL and summarize all data
about the problem and the process of problem-solving.
All documents and attachments should be reviewed and
attached to the 8D report and finally,report should be signed by
Champion of 8D.
Here is the point why there is the team leader and champion,
the champion is someone from management who is responsible
for the quality of the product (Quality Manager) and if there is
on 8D report signature from QM, the report is more reliable and
there is a proof that all information in report is true. No one sign
document with incomplete or false information.
Once the 8D is complete and closed, it is time for evaluation.
If you are a  supplier you probably have some evaluation sheet
from the customer or on the other hand if you are customer and
supplier sent to you report, it is good to have a standardized metric
for evaluation of the 8D report.
One part for evaluation is a timeline of 8D and second should
be the content of the report. 
Timeline is probably not strictly given and it depends on
customer requirements or on the nature of the problem (a type of
claim) but standardly we could say, that timeline could be as it is
written in table below.

Step Due dates

D1, D2 and D3 Within 24 hours
D4 From 1 to 3 days
D5 and D6 From 7 to 14 days
D7 and D8 Based on agreement

24
 The timeline could be different, but it is clear that within 24
hours the team should be created, problem should be named and
as soon as possible should be performed containment actions to
secure customer and minimalize damages and losses.

Evaluation of content is the second thing, some customers

do  not require evaluation of 8D report and in some cases the
report are not evaluated, but it is great to have the table where
will be written how the problem was solved and if the 8D report
is enough deep and processed. Content could be different if you
are Tier 3 or Tier 2 supplier and if you are Tier 1 or OEM so this is
why we are dividing 8D reports into 3 subgroups. Our subgroups
(chapter 3) are not the standard names, but we believe that you will
understand the main point. 
A very important point which needs to be highlighted is that
all claims and 8D reports should be stored in folders on the server,
every 8D report should have its own unique (internal) number
and all claims should be recorded in the database (or Excel file).
All those information are good for further work with claims
and traceability. The database also could help with identifying if
a similar problem was there in the past etc.
Great, so this was a short D8 description. Let’s go to the checklist.

2.9.1 D8 Checklist

Were all attachments and 8D steps reviewed?

Are all planned actions implemented?
Are all LL and other documents documented a stored properly?
Was the work and efforts of solving team honored?
Is 8D reported signed by champion?
Is 8D report uploaded on server and in internal database?

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 CHAPTER THREE
Types of 8D, Their Usage and
Similar Tools

There are a lot of 8D report formats and of course format depends

on customer requirements, but there are a lot of differences between
each Tier in the automotive industry. Some requirements have
OEMs and Tier 1 and different problem solving is performed in Tier
2 a Tier 3 companies. Some of the 8D reports are on multiple pages
and some of th reports could be on 1 A4 page. We divide reports into
three groups:
• Full 8D report
• Simplified 8D report
• A3 report
Of course, if you received a claim from customer and you have
their template you must use it, but there are other situations where
8D report could be used.
The full 8D report is a report where are all steps very precisely
performed. Usually, there is at least Ishikawa and 5Why for root
cause analysis for occurrence and detection and IS/IS NOT.
The simplified 8D report is not a real name, but we call it like this
because this report has not all steps properly made as a Full 8D report.
During our practice, we saw a lot of 8D reports where Ishikawa or
5why was not performed but the problem was identified and solved. As
was written, the 8D report format depends on customer requirements. 
An A3 report is basically 8D report on one page of A3 paper
sheet. There are written only the most important information and
others are stored/saved separately.
The benefit of A3 format is that the report is much more simple,
clear and there is only important information. For D4 step there
could be only written root cause of the problem and not whole

26
5Why and Ishikawa even if it was performed.
Usually, A3 reports are used for a quick overview of problems,
for communication with management or for internal problems.

27
 CHAPTER FOUR
Practical Example of 8D Reports

Due to the format of this book, we tried to figure out how to

show you some examples of 8D reports. The best solution that we
found was that 8D report examples are shared at our page:
www.thewayofquality.com in blog section.
On this website, you could find some examples of fulfilled 8D
reports and you could compare it with this book and also 8D
reports which you could find online or with some 8D´s which you
saw in your practice.
This book is not the complete guideline of how to perform 8D
problem solving, but there are a  lot of tips and checklists which
could help you with understanding the basis on this topic.
We both worked as supplier quality engineers a  few years and
now we are working as quality consultants and we also preparing and
performing 8D reports for customers. The basis is still the same, with
8D problem solving you trying to solve the problem using structured
format and goal is to eliminate issues with corrective actions and
improve the process to prevent occur them again. Very important are
LL and sharing of knowledge across the interested people.
 

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 CHAPTER FIVE
Templates and tools

With the creation of this book, we used free software and free
templates which you could find on the internet. Yes, there are a lot
of better formats and also every customer could have different
template or requirements for 8D at customer portals, but that in-
formation is confidential so for demonstration of 8D report topic
we used free versions.

8D blank/fulfilled templates
As was written in chapter 4, fulfilled examples of 8D reports you
will find at The Way of Quality website. If you like used formats of
8D, you could find them by clicking the link below:
https://www.thewayofquality.com/en/blog/

Article about shapes of histograms

https://asq.org/quality-resources/histogram

Article about rules for flowchart creation

https://www.edrawsoft.com/How-to-draw-flowchart.php

Video about Scatter diagrams

https://www.youtube.com/watch?v=5GihhMCPucg

29
 References

XIE M., T. N. GOH a V. KURALMANI, 2013. Statistical Models and

Control Charts for High-quality Processes. Springer Verlag. ISBN
9781461353522.

MATĚJČEK Jiří and Ivan JADRNÝ, 2019. Six Sigma: Learn easily
about Six Sigma methodology with examples from practice. Amazon.
ISBN 978-1796903614.

30
 Index

5W2H tool for better problem description using questions

What, When, Who, Where, Why, How and How of
ten/ many
5Why tool used for root cause analysis using repeating
question Why
CP Control Plan
DA Deviation approval
DMC Data Matrix Code
FMEA Failure Mode and Effect Analysis
LCL Lower Control Limit
LL Lessons Learned
NOK Not OK (nonconformity)
OEM Original Equipment Manufacturer
QM Quality Manager
SPC Statistical Process Control
UCL Upper Control Limit

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