{"id":2983,"date":"2026-02-22T17:20:12","date_gmt":"2026-02-22T17:20:12","guid":{"rendered":"https:\/\/unternehmensberatung-jarosch.com\/?p=2983"},"modified":"2026-02-22T18:34:40","modified_gmt":"2026-02-22T18:34:40","slug":"probleme-loesen-8d-prozess","status":"publish","type":"post","link":"https:\/\/unternehmensberatung-jarosch.com\/en\/probleme-loesen-8d-prozess\/","title":{"rendered":"Probleme l\u00f6sen - 8D-Prozess"},"content":{"rendered":"\t\t
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Probleme l\u00f6sen \u2013 Mit dem 8D-Prozess<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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The 8D-Process \u2013 \u00a0Advise to Protect the Customer<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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A blog post by Dr. Uwe-Klaus Jarosch, February 2026<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Did you ever receive a customer claim in automotive industrie or an industry requesting 8Ds ?<\/p>

If yes: Then you know the pressure for the supplier created by this process.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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In this series of blog posts I care about methods for problem-solving.
Is the 8D process well placed in this series at all?<\/p>

I think: Yes. 8D process is very prominent and strongly related to problem-solving.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Whereas, we do not talk about a methodical approach but about a control procedure to stay in a strict timeplan \u2013 if possible.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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History<\/strong><\/h4>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Henry Ford was aware very early how strongly the success of his company was related to the quality of his cars and therefore to the quality of delivered components.
A further insight was the need to \u201ceducate\u201d the suppliers to make them deliver high quality products constantly.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Several decades later, a major \u201eeducative action\u201c was invented to force the suppliers to create and follow up 8D reports \u2013 including all its formalities, its reporting duties and its timings.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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In 1986 Ford Motor Company developed a procedure to standardize how to follow up issues in the supply chain and how to stop such problems sustainably.<\/p>

The procedure was called TOPS, Team Oriented Problem Solving <\/em>and it firstly was applied in the Dearborn, Michigan headquarter on powertrain and its components starting in 1987.<\/p>

Lateron, the procedure became wellknown as \u201c8D process\u201d referencing a process in 8 disciplines. End of the 1990s the process was refined as Global 8D process.\u00a0<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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This process is basic throughout the automotive industry and has AIAG and VDA standards [1].<\/p>

Automotive OEMs and their suppliers have implemented the process in some cases into portals or detailed excel templates. Some companies request every small detail of each discipline to be answered perfectly.<\/p>

[1] see 8D – Probleml\u00f6sung in 8 Disziplinen-Verband der Automobilindustrie e.V. Qualit\u00e4ts Management Center (VDA QMC)<\/a><\/span><\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Many quality software suites support the 8D process as part of the claim management. Further more, the exchange of information between customer and supplier is organized via software portals.<\/p>

Some companies use the 8D process to handle as well issues between business units and internal issues.<\/p>

Comodities other than automotive utilize the 8D process and request 8D reports from their suppliers in case of claims as well.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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The 8D process consists of 8 , the Global 8D of 9 disciplines.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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D0\u00a0\u00a0\u00a0\u00a0\u00a0 Collect Information<\/strong><\/h4>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Discipline D0 was added as transition from 8D to Global 8D end of the 1990s. This discipline makes clear what the issue is about BEFORE<\/em> a team is set up for next steps.<\/p>

The task in D0 is to collect any information available with the receive of the claim. This includes the customer\u2019s view, his reasoning of the claim.<\/p>

Further more the potential damage needs to be clarified, at least to be estimated. How many units may be affected at the customer, in transit, in the suplier\u2019s stock? For the receiver of the claim it is important to create a status of the situation very quickly.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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D1\u00a0\u00a0\u00a0\u00a0\u00a0 Set up the Team<\/strong><\/h4>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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D1 is an organizational discipline. To solve a problem you need a well selected team with a broad range of competencies. The current status from D0 will strongly influence the needed team. The customer expects the nomination of a responsible, of specialists for the problem-solving, in most cases from quality and production, and a contact person towards the customer.
In the 8D process, the customer wants to know from the start who will take care for his problem, including management attention.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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D2\u00a0 \u00a0 \u00a0 Describe the Problem<\/strong><\/h4>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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With numerous cause-and-effect chains, one can continue to ask \u201cwhy\u201d on and on. However, the solution to a problem is not achieved by an analysis of arbitrary depth. A problem can only be solved to the extent that the team can influence it. This means that the \u201cwhy\u201d chain ends at the points where the team or the company can set and enforce rules or parameters.<\/p>

These points are the root causes of the problem and the starting points for measures.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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D2 is not a copy of the claim text. The customer has observed a deviation. Therefore, he has raised a claim. The customers view not necessarily describes the problem from the supplier\u2019s view [2].
Methodically, the problem is the stage in the problem staircase where clear view is changing into an assumption and where the analysis of causes needs to start.<\/p>

[2] see my blog post about the problem staircase<\/a><\/span><\/span>.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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From the collected data in D0 it may result in a nonreasonable claim. Experiences from real life show claims although all specs have been met. If the same product is supplied by several suppliers it may happen to send the claim to the wrong supplier.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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D3\u00a0 \u00a0<\/strong>Immediate Containment Actions to Protect the Customer<\/h4>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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D3 is not a discipline to solve the problem. D3 requests for immediate action to protect the customer from any further issues of the same kind as claimed.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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In many cases D3 concerns inspections and sorting actions. These actions often will be done in the customer\u2019s site and on material on the way to the customer. On short notice new inspection instructions need to be written. They need to instruct what in detail needs to be inspected how and what needs to be done in case of findings. To keep the customer\u2019s production ongoing it may need rework and\/or quick replacement shipments of ok goods.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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For the supplier it may affect on one hand the material on stock and on the other hand the ongoing production. There the slippage of nok products with the claim issue must be reduced by additional inspections.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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All activities count on supplier\u2019s costs. The Effort can be high and will last until implementation of D6 actions.
With these immediate actions time is bought until the problem is solved.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Disciplines D0 to D3 must happen very quickly. And they must be reported towards the customer quickly [3]. The expectation is to report disciplines D2 and D3 either closed or at least effectively started.<\/p>

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[3] in automotive industry typically within 24 hours after dispatch of the claim<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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D4\u00a0 \u00a0Root Cause Analysis<\/strong><\/h4>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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By discipline D4 the team is approaching to solve the problem by investigating the root causes.<\/p>

For this purpose the team can use all available methods from the large tool box of cause finders. Some customers insist on some specific methods, like Ishikawa or 5xWhy and do not accept alternatives. In my view it is ok to report the used method. I would not agree in the request of a specific given method.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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The root cause analysis should not stand alone. It should involve all available information. Without making a claim be complete, the list of information should include the list of potential failure modes in the FMEA, a review of recorded process data for the timeframe of production of the claimed parts and\/or all available inspection records. From the Keppner-Tregoe methode it is recommended to investigate all changes in advance of the production timeframe.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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According to the 8D process instruction causes will be searched in 2 directions:<\/p>