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Standard Swedish standard · SS-EN 9136:2018

Aerospace series - Root cause analysis and problem solving (9S Methodology)

Status: Valid

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Quality management and quality assurance (03.120.10) General (49.020)

Product information

Language: English

Written by: SIS - Standardiseringens stöd

International title:

Article no: STD-80004227

Approved: 5/22/2018

No of pages: 68

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ARP9136 Aerospace Series - Root Cause Analysis and Problem Solving (9S Methodology)

Eight Disciplines of Problem Solving (8D)

– Eight Disciplines of Problem Solving –

⇓   Introduction to 8D

⇓   What is 8D

⇓   Why Apply 8D

⇓   When to Apply 8D

⇓   How to Apply 8D

Introduction to Eight Disciplines of Problem Solving (8D)

The Eight Disciplines of Problem Solving (8D) is a problem solving methodology designed to find the root cause of a problem, devise a short-term fix and implement a long-term solution to prevent recurring problems. When it’s clear that your product is defective or isn’t satisfying your customers, an 8D is an excellent first step to improving Quality and Reliability.

Ford Motor Company developed this problem solving methodology, then known as Team Oriented Problem Solving (TOPS), in the 1980s. The early usage of 8D proved so effective that it was adopted by Ford as the primary method of documenting problem solving efforts, and the company continues to use 8D today.

8D has become very popular among manufacturers because it is effective and reasonably easy to teach. Below you’ll find the benefits of an 8D, when it is appropriate to perform and how it is performed.

What is Eight Disciplines of Problem Solving (8D)

The 8D problem solving process is a detailed, team oriented approach to solving critical problems in the production process. The goals of this method are to find the root cause of a problem, develop containment actions to protect customers and take corrective action to prevent similar problems in the future.

The strength of the 8D process lies in its structure, discipline and methodology. 8D uses a composite methodology, utilizing best practices from various existing approaches. It is a problem solving method that drives systemic change, improving an entire process in order to avoid not only the problem at hand but also other issues that may stem from a systemic failure.

8D has grown to be one of the most popular problem solving methodologies used for Manufacturing, Assembly and Services around the globe. Read on to learn about the reasons why the Eight Disciplines of Problem Solving may be a good fit for your company.

Why Apply Eight Disciplines of Problem Solving (8D)

The 8D methodology is so popular in part because it offers your engineering team a consistent, easy-to-learn and thorough approach to solving whatever problems might arise at various stages in your production process. When properly applied, you can expect the following benefits:

• Improved team oriented problem solving skills rather than reliance on the individual
• Increased familiarity with a structure for problem solving
• Creation and expansion of a database of past failures and lessons learned to prevent problems in the future
• Better understanding of how to use basic statistical tools required for problem solving
• Improved effectiveness and efficiency at problem solving
• A practical understanding of Root Cause Analysis (RCA)
• Problem solving effort may be adopted into the processes and methods of the organization
• Improved skills for implementing corrective action
• Better ability to identify necessary systemic changes and subsequent inputs for change
• More candid and open communication in problem solving discussion, increasing effectiveness
• An improvement in management’s understanding of problems and problem resolution

8D was created to represent the best practices in problem solving. When performed correctly, this methodology not only improves the Quality and Reliability of your products but also prepares your engineering team for future problems.

When to Apply Eight Disciplines of Problem Solving (8D)

The 8D problem solving process is typically required when:

• Safety or Regulatory issues has been discovered
• Customer complaints are received
• Warranty Concerns have indicated greater-than-expected failure rates
• Internal rejects, waste, scrap, poor performance or test failures are present at unacceptable levels

How to Apply Eight Disciplines of Problem Solving (8D)

The 8D process alternates inductive and deductive problem solving tools to relentlessly move forward toward a solution. The Quality-One approach uses a core team of three individuals for inductive activities with data driven tools and then a larger Subject Matter Expert (SME) group for the deductive activities through brainstorming, data-gathering and experimentation.

D0: Prepare and Plan for the 8D

Proper planning will always translate to a better start. Thus, before 8D analysis begins, it is always a good idea to ask an expert first for their impressions. After receiving feedback, the following criterion should be applied prior to forming a team:

Collect information on the symptoms

Use a Symptoms Checklist to ask the correct questions

Identify the need for an Emergency Response Action (ERA), which protects the customer from further exposure to the undesired symptoms

D1: Form a Team

A Cross Functional Team (CFT) is made up of members from many disciplines. Quality-One takes this principle one step further by having two levels of CFT:

• The Core Team Structure should involve three people on the respective subjects: product, process and data
• Additional Subject Matter Experts are brought in at various times to assist with brainstorming, data collection and analysis

Teams require proper preparation. Setting the ground rules is paramount. Implementation of disciplines like checklists, forms and techniques will ensure steady progress.  8D must always have two key members: a Leader and a Champion / Sponsor:

• The Leader is the person who knows the 8D process and can lead the team through it (although not always the most knowledgeable about the problem being studied)
• The Champion or Sponsor is the one person who can affect change by agreeing with the findings and can provide final approval on such changes

D2: Describe the Problem

The 8D method’s initial focus is to properly describe the problem utilizing the known data and placing it into specific categories for future comparisons. The “Is” data supports the facts whereas the “Is Not” data does not. As the “Is Not” data is collected, many possible reasons for failure are able to be eliminated. This approach utilizes the following tools:

• Problem Statement
• Affinity Diagram (Deductive tool)
• Fishbone/Ishikawa Diagram (Deductive tool)
• Problem Description

D3: Interim Containment Action

In the interim, before the permanent corrective action has been determined, an action to protect the customer can be taken. The Interim Containment Action (ICA) is temporary and is typically removed after the Permanent Correct Action (PCA) is taken.

• Verification of effectiveness of the ICA is always recommended to prevent any additional customer dissatisfaction calls

D4: Root Cause Analysis (RCA) and Escape Point

The root cause must be identified to take permanent action to eliminate it. The root cause definition requires that it can be turned on or off, at will. Activities in D4 include:

• Comparative Analysis listing differences and changes between “Is” and “Is Not”
• Development of Root Cause Theories based on remaining items
• Verification of the Root Cause through data collection
• Review Process Flow Diagram for location of the root cause
• Determine Escape Point, which is the closest point in the process where the root cause could have been found but was not

D5: Permanent Corrective Action (PCA)

The PCA is directed toward the root cause and removes / changes the conditions of the product or process that was responsible for the problem. Activities in D5 include:

• Establish the Acceptance Criteria which include Mandatory Requirements and Wants
• Perform a Risk Assessment /  Failure Mode and Effects Analysis (FMEA) on the PCA choices
• Based on risk assessment, make a balanced choice for PCA
• Select control-point improvement for the Escape Point
• Verification of Effectiveness for both the PCA and the Escape Point are required

D6: Implement and Validate the Permanent Corrective Action

To successfully implement a permanent change, proper planning is essential. A project plan should encompass: communication, steps to complete, measurement of success and lessons learned. Activities in D6 include:

• Develop Project Plan for Implementation
• Communicate the plan to all stakeholders
• Validation of improvements using measurement

D7: Prevent Recurrence

D7 affords the opportunity to preserve and share the knowledge, preventing problems on similar products, processes, locations or families. Updating documents and procedures / work instructions are expected at this step to improve future use. Activities in D7 include:

• Review Similar Products and Processes for problem prevention
• Develop / Update Procedures and Work Instructions for Systems Prevention
• Capture Standard Work / Practice and reuse
• Assure FMEA updates have been completed
• Assure Control Plans have been updated

D8: Closure and Team Celebration

Teams require feedback to allow for satisfactory closure. Recognizing both team and individual efforts and allowing the team to see the previous and new state solidifies the value of the 8D process. Activities in D8 include:

• Archive the 8D Documents for future reference
• Document Lessons Learned on how to make problem solving better
• Before and After Comparison of issue
• Celebrate Successful Completion

8D and Root Cause Analysis (RCA)

The 8D process has Root Cause Analysis (RCA) imbedded within it. All problem solving techniques include RCA within their structure. The steps and techniques within 8D which correspond to Root Cause Analysis are as follows:

• Problem Symptom is quantified and converted to “Object and Defect”
• Problem Symptom is converted to Problem Statement using Repeated Whys
• Possible and Potential Causes are collected using deductive tools (i.e. Fishbone or Affinity Diagram)
• Problem Statement is converted into Problem Description using Is / Is Not
• Problem Description reduces the number of items on the deductive tool (from step 3)
• Comparative Analysis between the Is and Is Not items (note changes and time)
• Root Cause theories are developed from remaining possible causes on deductive tool and coupled with changes from Is / Is Not
• Compare theories with current data and develop experiments for Root Cause Verification
• Test and confirm the Root Causes

Example: Multiple Why Technique

The Multiple / Repeated Why (Similar to 5 Why) is an inductive tool, which means facts are required to proceed to a more detailed level. The steps required to determine problem statement are:

• Problem Symptom is defined as an Object and Defect i.e. “Passenger Injury”
• Why? In every case “SUV’s Roll Over”
• Why? In every case, it was preceded by a “Blown Tire”
• Why? Many explanations may be applied, therefore the team cannot continue with another repeated why past “Blown Tire”
• Therefore, the Problem Statement is “Blown Tire”
• Why? Low (Air) Pressure, Tire Defect (Degradation of an Interface) and High (Ambient) Temperature
• Counter measures assigned to low pressure and tire defect

This example uses only 4 of the 5 Whys to determine the root causes without going further into the systemic reasons that supported the failure. The Repeated Why is one way to depict this failure chain. Fault Tree Analysis (FTA) could also be used.

Learn More About Eight Disciplines of Problem Solving (8D)

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• G-14 Americas Aerospace Quality Standards Committee (AAQSC)

ARP9136 - Aerospace Series - Root Cause Analysis and Problem Solving (9S Methodology)

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9S Practical Problem Solving

Learn how to eliminate errors by identifying the true root cause in AirSupply.

You are responsible for quality management and for handling complaints?

Content of training at a glance:

• How to create a 9S document
• How to collaborate and close a 9S document
• Learn the processing times related to each step
• Learn the 9S document statuses
• How to work with the dashboard, search and filter functions  

Standard and Quality:

• Training is offered as standard in German or English. On request we offer the languages French, Spanish and Chinese.
• To provide the quality standard of the training the number of participants is limited to 10 - 15 persons per onsite training.
• We do not more than 3 hours of online training at a time. We recommend to plan a break or spread the online training over several days. 

Alternatively you have the possibility to book a classroom training .

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(800) 649-5289

Flying the extra mile - part 1: 9s methodology, introduction to 9s methodology.

There are a number of tools out there such as 5Whys and Fishbone Diagrams but the IAQG along with the aerospace community have devised a supporting standard to the AS91XX series of guidance documents to help organizations with the root cause and problem-solving process. It is called ARP9136 and although you cannot be certified to this standard (currently) it will support your management system controls. It would also help any organization whether you are certified or not or even have ISO 9001, there is nothing stopping you also implementing this standard. The guidance document was created to provide a methodology for performing root cause analysis to resolve a significant or recurrent issue (e.g., quality, On-time delivery (OTD), process, documentation), and has used some well-known tools such as 7 Steps, Root Cause Corrective Action (RCCA), 8D. ARP9136 is titled Root Cause Problem Solving (9S Methodology) It is called the 9S methodology for the simple fact that there are 9 process steps to take in order to complete an effective root cause and problem-solving process, similar to the theory behind 8D.

Process Steps

The process steps for the 9S methodology are:

Step 0   - start immediate containment actions

Step 1   - build the team

Step 2   - define the problem

Step 3   - complete and optimize containment actions

Step 4   - identify the root cause(s)

Step 5   - define and select permanent corrective actions

Step 6   - implement permanent corrective action and check the effectiveness

Step 7   - standardize and transfer the knowledge across business

Step 8   - recognize and close the team

Full implementation whenever an issue is identified may not be necessary as it can be time-consuming; it is designed to be used when the root cause is unknown or inconclusive and should be based on risk.  Under each of the process steps there are 9 elements that should be considered:

Objective(s) of the step

Output(s) of the step

What are the associated actions for this step

Why this step is necessary and the potential risk if no action is taken

When does the activity take place

Who are the principle process performances and applicable stakeholders

How to manage this process step so that it is effective, including providing some proposed tools to be used

Communication aspects to take into consideration

Specific items to be considered

Step 0: Immediate Containment

Immediate containment should not be a new concept to anyone but is sometimes misunderstood in its requirement. Some of the major aerospace manufacturers state that immediate containment should be performed every time no matter what. Others state that it should only be performed when there is risk of product escape or if there needs to be a recall. The “objective” part of this step states: “To mitigate the impact of the problem, to protect customer operations and the organization (i.e., stop the problem from getting worse), and verify that the situation does not deteriorate until the root cause and contributing causes are known.” I won’t go into all of the elements of this step but the objective makes it pretty clear to understand. You need to ensure that the problem is not going to get worse, some people will refer to this step as “putting a plaster on it”, “stop the bleeding”. You should remember to identify who internally and externally is impacted by this issue and inform those parties and in some cases the authorities might need to be contacted. Consider work in WIP or that has already been shipped, what is currently at suppliers etc. There are lots of good tips within the guidance document on how to deal with the immediate containment that goes through the 9 elements.

Step 1: Build the Team

Objective:  “To ensure that all process performers and applicable stakeholders and functions (e.g., organizations, department, suppliers, customers) that may have an influence on the corrective action process and associated investigation are on the team.” This step might get confused with step 0 where you identify who is impacted but it is separate, just because you identify a party as being impacted does not mean that you involve them as part of the corrective action team. Your team should represent different functions that may have an influence on the problem and are able and willing to assist in the associated investigation and problem-solving activities. This could involve your customer as they could have design authority over the product you have manufactured, you may need their input into whether the product should be recalled or if the issue is not detrimental to the functionality of the product itself. Other members of the team are likely to be the persons who are dealing with that product day to day and aren’t necessarily management. The people who are touching the product every day are likely to know it better than anyone else and can be very effective at identifying the fixes and solutions. Don’t assume that managers are the best personnel for the closure of issues. The guidance document itself has a great table that you can use to help identify the right people and they identify at least one person that meets each requirement:

Sees the problem

Suffers from the problem

In charge of solving the problem (problem owner)

Could help to solve the problem

Actor in the process; generates or contributes to the problem

Will help to select the solution

May be impacted or disturbed by the fixing of the problem

Step 2: Define Problem

Objective:  “To understand the significance, impact, and size of the problem (i.e., depth and breadth of current conditions) and ensure the situation (i.e., problem) is accurately defined and thoroughly understood by the team and applicable stakeholders.” You need to spend some time with this area to fully appreciate the situation and think wider than the issue itself as it can be impacted by a number of areas such as operations, different products, materials, defects, and malfunctions.  The tendency at this point is to identify the root cause but this should be avoided, you need to fully understand the problem before focusing on the whys and fixes. Take time to fully describe the current situation; how big is the problem, what is the impact (OTD, quality, cost, scrap, safety etc).

Step 3: Complete and Optimise Containment Actions

Objective: “To ensure containment actions suitably address the problem statement and to verify that immediate corrective action is commensurate with the problem, implemented, and effective.” This should be the actions you take to stop the “bleeding” defined in Step 0. You should be checking that all nonconforming product or data has been isolated and corrected to prevent escape, and optimise immediate corrective actions to minimize impact on the customer, operation, and organization until the root cause of the problem is understood, permanent corrective action is taken, and their effectiveness is verified. It may be that the fix you done in step 0 is sufficient but you should use this step to verify that and not just assume that what you done in step 0 was actually effective in stopping the bleeding. Maybe you need another plaster (or band aid if you are from USA).

Step 4: Identify root cause(s)

Objective:  “To identify, through structured root cause analysis, the root cause for the undesirable condition, situation, nonconformity, or failure, including the reason it was not detected.” This step is where some of your traditional root cause analysis tools come into play such as Fishbone, 5 whys, cause and effect, FMEA, Fault Tree Analysis, Root cause chain and design of experiments. The tool of choice (or multiple tools) should be used to identify the root cause(s) of the problem, there is a risk that you jump to what appears obvious so ensure that you apply the tools fully as what may first seem like the root cause is, in fact, just part of it. You can also have multiple root causes, it doesn’t have to be just one root cause. Make sure this is done as a team, time and time again I see people try to do root cause on their own but you can only see one side of a coin at any one time. You need to involve other team members who can see the other side of the coin!

Step 5: Define and Select Permanent Corrective Actions

Objective:  “To define, prioritise, and select corrective actions that should be implemented to address the causes (root causes and contributing causes) and permanently prevent the undesirable condition, situation, nonconformity, or failure from recurring.” This part catches out a lot of people when identifying corrective actions. The key here is to make sure the permanent corrective action addresses the root cause. I see a lot of times that organizations will either identify great root cause and not the corrective action to fix that root cause or they do it the other way around, identify great corrective action which doesn’t have anything to do with the root cause. One of the steps is wrong if they do not match. The corrective action should always fix the root cause. To help with this concept, imagine having a gutter that is leaking in one area and water is pouring out, you wouldn’t replace the gutter on another part of the house! You need to ensure that the problem doesn’t reoccur when identifying your actions. 

Step 6: Implement Permanent Corrective Action and Check Effectiveness

Objective:  “To ensure all selected corrective actions are implemented (as defined), and to assess their effectiveness in preventing the undesirable condition from recurring and/or in detecting it sufficiently upstream in the process.” Time and time again this element is not done correctly, often rushed and never reviewed. Organizations assume that the fix they identified has been implemented and has indeed worked and never verify it. We often see corrective actions not actually implemented or only partially implemented. You need to follow things up to check they have been implemented as planned. The verification of effectiveness is also key. Many organizations will sign off their verification activity on the same day that the corrective action has been implemented. You cannot verify that it has been effective in addressing the issue until sometime in the future when the system has been tested again. Maybe this is the next time the product is manufactured? Never assume that what you said will solve the problem has indeed worked. A little tip, if you are getting trends in your non-conformances then the chances are the corrective actions you have implemented have not been effective, if they were effective then you wouldn’t have the same issue happen again.

Step 7: Standardize and Transfer knowledge across the business

Objective:  “To document analysis, results, and changes to capture and share learning with applicable stakeholders to prevent the similar undesirable conditions, situation, nonconformity, or failure occurring on other products, production lines, factories, or suppliers.” Why keep solutions to yourself? It does not help anyone if you do not think about other parts of the business or products which may also be impacted by the issue. Think about other parts of the business that could be impacted, you want to stop the same issue from occurring in other areas. Think of it like this. You may be painting a car and by the time the car gets to the end of the production line it’s started flaking, you go back to the painter and find out the paint is contaminated so quarantine the paint etc.  That same batch of paint might be used on another production line for another type of car, you should probably go and quarantine that paint also. Or maybe you have found a better way of painting the car which uses less paint or is quicker but you get the same quality. Why keep that secret to yourself, share the knowledge and then the other painting lines can implement the same technique.

Step 8: Recognize and Close the Team

Objective:  “To ensure all team members and stakeholders are aware of the successful implementation of all corrective action, to confirm that the activity is closed, and to recognize and reward their work and accomplishment.” This one should be self-explanatory. Too often action items are left open, diverting people from their primary roles. Furthermore, closed-loop corrective action is not achieved because there is no feedback or actions/results to applicable stakeholders and team efforts are not recognized, which negatively affects the dynamics of the RCCA culture. Lessons should be learned and shared, ensure the customer has been informed of the closure.

As you can see from the above, the steps are pretty clear and easy to follow, there is detailed information within the guidance document itself and there are some template forms that can help you with the implementation. You can, of course, come up with your own forms. Root cause and problem-solving may seem like a long process and some will say it takes more time to fill the forms in that to fix the problem but if you count up all the times you have to fix the same problem compared to completing effective root cause and corrective actions once then its time well spent. If you would like more information on this subject or to speak to a member of the NQA team you can  email us here  or call us on 0800 052 2424. NQA also offer training on Aerospace, if you would like to get more information about this please click here .

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EN-9136 › Aerospace series - Root cause analysis and problem solving (9S Methodology)

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To find similar documents by classification:

03.120.10 (Quality management and quality assurance)

49.020 (Aircraft and space vehicles in general Including aircraft performance, flight dynamics, etc. Air transport, see 03.220.50)

Document Number

Revision level.

2018 EDITION

Publication Date

May 16, 2018

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9S or 8D in Aerospace-Defense: analysis and problem-solving methods – #87

Training content

Course programme, testimonies.

You want to :

• Improve the efficiency of your groups in charge of solving internal problems and handling customer complaints.
• Strengthen the facilitation skills of your 9S or 8D leaders.
• Identify the risks at each stage of 9S or 8D.
• Anticipate customer requirements concerning the conformity of your approach to the EN 9136 standard or RM 13000.
• Show the benefits of an approach in accordance with EN 9136 and RM 13000.
• Understand the 9 steps and the importance of each step.
• Practice using the method and tools associated with the different phases.
• Know how to lead a working group.

Recommanded for

• Quality teams
• Quality / QHSE managers, engineers and technicians
• Production managers
• Purchasing managers
• Group facilitators

Prerequisites

No prerequisites.

• After a theoretical presentation, participants work in sub-groups to understand and appropriate the steps and tools of the 9S/8D method step by step.
• The trainees are put in turn in a facilitator’s situation throughout the training, in order to reinforce their skills in facilitating work groups; certain sequences are the subject of a specific debriefing on the facilitation techniques.
• Each sequence is illustrated by numerous exercises and the application of a case study.
• Each of the 9 stages of the process ends with the presentation of the RM 13000 assessment grid.

Evaluation mode

• Knowledge test (MCQ).

Course materials

Participant file containing the presentations delivered during the training and the exercise materials.

To go further

Trainings :

• Becoming a Green Belt – #61
• The TRIZ method: Theory of Inventive Problem Solving – #116
• Knowing and mastering the impact of human factors – #759

Consulting services : EURO-SYMBIOSE can assist you in the concrete implementation in your company. Contact us to know more about it.

For more information on accessibility, access procedures and deadlines, see our Training page .

Introduction to the problem-solving approach: feedback, objectives.

Terms and definitions: different types of actions, different types of causes.

From the traditional approach to problem-solving methodology

When to use the 9S methodology.

Step 0 – Start immediate containment actions

Step 1 – Building the team.

Step 2 – Define the problem.

Step 3 – Complete and optimise conservation actions.

Step 4 – Identify the root causes.

Step 5 – Define and select corrective actions.

Step 6 – Deploy corrective actions and check their effectiveness.

Step 7 – Standardise and transfer knowledge.

Step 8 – Acknowledge the team and close.

A summary of the approach and tools.

Pitfalls and traps.

QRQC, a field management dynamic.

Laurent LUX - AD PAMIERS

“The first day, which was theory-oriented, enabled me to brush up on the methodology that I thought I knew… It was during the second day’s practical application that I really realised all the pitfalls, shortcuts and lack of questioning that can lead to a poor analysis. Great training”.

Eric VAN PATTEGHEM - ERAMET

“Very interesting training with concrete situations that allow a good understanding of the tool presented. “

Edouard ROMACHO - ERAMET

“Dynamic training allowing us to question ourselves without denigrating past work. A lot of interaction”.

Alexandre LACOMBRADE - ERAMET

“The content was very interesting, very dynamic. “

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