D7 & D8 Preventing Reoccurrence, Closing the Problem & Audit
This section takes you through preventing reoccurrence of the problem. Implemented solutions are audited for success. Knowledge is shared between expert groups, knowledge networks and possibly customers and the supply base.
Close the Loop of the Problem in 9 Steps
What did you change that will prevent reoccurrence of the root cause?
Describe what you changed in your system level procedures or controls that will prevent recurrence of the root cause. How did you eliminate the conditions that allowed the Root Cause to exist?
What went well? What did not go well?
Consider the positive and negative aspects of the process. Think about:
Temporary Fix Removed?
Make sure all temporary fixes have been removed. Go see for yourself and check, either in person or virtually. Temporary Fixes tend to be put in place and forgotten. Cumulatively, this can add much waste into the system.
Containment Complete?
Loop back and check that the containment was completed. Make sure all containment steps have been removed. Go see for yourself and check, either in person or virtually.
Make Sure the Cause Codes are Correct
Did you verify that the codes that you entered for the problem when it was first identified (i.e., cause code, subject code and trigger type) are still correct? Go see for yourself and check, either virtually or in person.
Close without Resolution?
Some problems need to be closed out without resolving the problem. For example, the problem was entered in error, another problem already existed or management decided there wasn’t enough resources to solve the problem.
Close the Problem, Close the Loop
This problem can NOT be closed until all of the following conditions have been met.
Since PHRED is configurable, as a company you will decide which of these conditions must be met in order to close the problem.
Closing Comments & Recognizing Contributions
Traditionally, the eighth D is about recognizing problem solving efforts. Some organizations take great pains to recognize individual efforts. This becomes an important part of the reward structure and succession planning. In fact, some companies consider the number of problems worked on by individuals during yearly reviews.
In other organizations, the formal recognition of problem solving contribution does not happen. But in these companies, unofficial recognition as an expert occurs naturally across the knowledge network.
Audit Comments
The final report out shows what you did and how well the solution works. Small or large, this shows your work and value to the organization as much as anything else you do. At Toyota, a significant factor in promotion and status in the organization rests on the on-going quality of the problem reports.
See the Close Screen.
Report Out Final Problem/Solution & Sharing Information
The final report out shows what you did and how well the solution works. Small or large, this shows your work and value to the organization as much as anything else you do. At Toyota, a significant factor in promotion and status in the organization rests on the on-going quality of the problem reports.
See an 8D Report.
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