Step 5 – Corrective action

What exactly has been done to fix the problem? Describe all actions that have been undertaken to deliver the fault-free product. Being specific is important. If for example stock of potentially defective parts has been screened include information about the quantity, batches, suppliers etc.

Example of a good description of corrective action:

“Existing stock of [item name], [part number], [batch number], [supplier] has been screened for potential fault. The total quantity of [qty] has been inspected against specification [specification reference, drawing number etc.]. The quantity of [qty] has been accepted. The quantity of [qty] has been [reworked, scrapped, sent back to supplier etc.].

If the implementation of corrective action has taken some considerable amount of time (and resource), it is recommended to keep a record of all activities. There are at least two benefits of doing that:

• It provides a reasonable level of details and traceability in the 8D Report
• It can be used to claim cost from the supplier (where applicable)

Step 6 – Verification of the effectiveness

Always check if corrective action has brought intended outcome. Has the problem been cured? Even if the confidence level is high, it is mandatory to verify the final result.

Verification of effectiveness has to be planned. Here are some factors that should be taken into account before the audit is launched:

• Timescale (days, weeks, shifts?)
• The scope of verification (specific instruction to be followed)
• Data collection (how the outcome will be documented)
• Resource (people involved, tools required)
• Responsibility (who exactly is going to verify?)
• Accountability (who will be responsible for the verification process?)

Step 7 – Preventive action

Ask yourself a question – how many times have you witnessed an extraordinary effort put into problem fixing and no further activities around preventive measures?

“Firefighting” poses a significant risk of losing focus on preventive measures.

Corrective action no matter how good will not fix the issue at its source. We are so proud of the final result that the focus on the long-term goal is often lost. Only when the problem resurfaces, we realise that not enough has been done.

To prevent recurrence of the problem something has to change in the current process.

Here is an example of the issue and potential areas to look at when working on preventive actions:

• Nonconforming parts have been delivered to the assembly line

• • Work closely with the supplier if the issue has been originated at their end
  • Look at internal processes (handling, storage, assembly operations) if parts have been damaged or altered in the factory
  • Audit goods-in inspection if issues could have been picked up there

Step 8 – Team recognition

Team recognition is the most neglected part of the 8D process. Nevertheless, it is as important as team selection at the beginning of the process. And yet so many Leaders take a team effort for granted.

I have listed some of the most popular ways to congratulate the team and thank for the effort below:

• Get the team together and thank them for the work well done
• Highlight the initiative on the company notice board
• Mention the achievement during team brief, management meeting etc.
• If the issue was of particular value and importance, you might introduce small gratification for the team (high street vouchers etc.)

Team recognition is essential and will make people follow You. Simple gestures and words of encouragement are worth a lot.

You can download a FREE copy of 8D Report template from the PREMIUM LIBRARY.