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In any production, one way or another, there may be problems that need to be solved and regulated.
One of the tools for solving new problems that have arisen is the 8D technique, which we use in Saifon Technologies. The effectiveness of the technique is explained by the fact that it not only solves a new problem that has arisen, but also prevents its occurrence in the future.
As the name implies, the methodology consists of eight steps. We will reveal each of them in more detail.
As the name implies, the methodology consists of eight steps. We will reveal each of them in more detail.
8D Quality Control Report
The methodology is intended to identify the root causes of the problem and to find ways to eliminate these problems in further production.
At the same time, it also includes an immediate response to the current situation, which implies a short-term solution to the problem.
General tasks of 8D report
It is important to understand that in any production, there are many problems that are known and that cannot be eradicated. Therefore, the methodology is applied only when a new non-standard situation arises.
So, imagine the situation that in PCB production a 0.02 mm soldering mask is automatically applied to flexible boards. But suddenly, the quality control reveals that this time the solder masks were applied 0.04 mm. How will the problem be solved in Saifon Technologies?
Team formation. After the problem is discovered, the head of the department appoints a leader who is responsible for further "investigation" and coordinates the rest of the team. He chooses the team himself. The head fills in the 8D report as he follows all the steps of the methodology.
The team usually includes those who are directly involved in the manufacturing process where the defect occurred, and in the product itself. For example, a designer, a department head, an equipment adjuster. All participants are entered into the report.
The team usually includes those who are directly involved in the manufacturing process where the defect occurred, and in the product itself. For example, a designer, a department head, an equipment adjuster. All participants are entered into the report.
Description of the problem. All the information about the defect is added to the report: where it was detected, by whom, time of detection. For example, 40% of printed circuit boards have the wrong thickness of solder masks.
Urgent and deterrent actions. At this stage, you need to decide what to do with defective products, whether it is possible to fix them and, if possible, how it can be done. It is even more important to decide not to allow a product of inadequate quality further in production and to the customer. Obviously, we write in the report that careful outgoing control is required.
Then we consider which equipment may have caused the defect taking into account the percentage of defective products and the number of equipment for applying solder masks. We record the collected data. It is necessary to consider the possibility of disabling faulty equipment.
Then we consider which equipment may have caused the defect taking into account the percentage of defective products and the number of equipment for applying solder masks. We record the collected data. It is necessary to consider the possibility of disabling faulty equipment.
Analysis of potential causes. The longest step that may require brainstorming the entire team and analyzing all possible cause-and-effect relationships. The team collects all possible reasons, writes them down and checks each "theory". For example, the reason for excessive application of a solder mask could be system failures. Roughly speaking, a program bug that made the device perform a wrong action. If this is the reason, the software is configured anew, tested and launched for further work. If the reason is different, other theories of the defect are checked.
Let's take as an example a situation where the cause was identified correctly and it is the software. Why did the failure happen? Probable answer: incorrect hardware setting. Why was it set up incorrectly? The person in charge was on sick leave and was replaced by another person. Why did the replacement person fail? He was not trained to set up this type of equipment specifically. Such questions allow to find out the main problem, which in this example is the poor organization of the equipment setup. It is unacceptable to make one person responsible for the whole production process.
So, in the report we recommend a preventive action to solve the problem, for example, "to train related specialists to work with all types of equipment" or "to hire a freelance expert who can replace people required for production in case of their vacations." It is important that the report clearly shows why the solution chosen by the 8D team is effective.
In practice, everything is not always so obvious. You and the team need to check all the recorded solutions to find the only correct option.
Let's take as an example a situation where the cause was identified correctly and it is the software. Why did the failure happen? Probable answer: incorrect hardware setting. Why was it set up incorrectly? The person in charge was on sick leave and was replaced by another person. Why did the replacement person fail? He was not trained to set up this type of equipment specifically. Such questions allow to find out the main problem, which in this example is the poor organization of the equipment setup. It is unacceptable to make one person responsible for the whole production process.
So, in the report we recommend a preventive action to solve the problem, for example, "to train related specialists to work with all types of equipment" or "to hire a freelance expert who can replace people required for production in case of their vacations." It is important that the report clearly shows why the solution chosen by the 8D team is effective.
In practice, everything is not always so obvious. You and the team need to check all the recorded solutions to find the only correct option.
Corrective measures. The cause of the defect is corrected. That is, the software is configured and it should be confirmed that the reconfiguration has yielded results and the process of PCB manufacturing has been adjusted. It is important to make sure of proper performance the equipment and control whether everything works as it should.
Confirmation of the result. After several cycles of work have passed and everything is correct, it is recorded in the report that the corrective actions had the proper effect.
Preventive measures. Carrying out the previously proposed solution to the problem on a long-term basis. As defined in paragraph four, this will be training related specialists to work with a specific type of equipment. It is obvious that in practice this step is often the longest, since it does not involve an immediate response, but the introduction of a new process into the production.
Making changes. This is the last step when the report is filled in only after all the previous steps have been completed. Only after corrective measures have been introduced and have had the proper effect, the project can be considered closed.
Team formation. After the problem is discovered, the head of the department appoints a leader who is responsible for further "investigation" and coordinates the rest of the team. He chooses the team himself. The head fills in the 8D report as he follows all the steps of the methodology.
The team usually includes those who are directly involved in the manufacturing process where the defect occurred, and in the product itself. For example, a designer, a department head, an equipment adjuster. All participants are entered into the report.
The team usually includes those who are directly involved in the manufacturing process where the defect occurred, and in the product itself. For example, a designer, a department head, an equipment adjuster. All participants are entered into the report.
Description of the problem. All the information about the defect is added to the report: where it was detected, by whom, time of detection. For example, 40% of printed circuit boards have the wrong thickness of solder masks.
Urgent and deterrent actions. At this stage, you need to decide what to do with defective products, whether it is possible to fix them and, if possible, how it can be done. It is even more important to decide not to allow a product of inadequate quality further in production and to the customer. Obviously, we write in the report that careful outgoing control is required.
Then we consider which equipment may have caused the defect taking into account the percentage of defective products and the number of equipment for applying solder masks. We record the collected data. It is necessary to consider the possibility of disabling faulty equipment.
Then we consider which equipment may have caused the defect taking into account the percentage of defective products and the number of equipment for applying solder masks. We record the collected data. It is necessary to consider the possibility of disabling faulty equipment.
Analysis of potential causes. The longest step that may require brainstorming the entire team and analyzing all possible cause-and-effect relationships. The team collects all possible reasons, writes them down and checks each "theory". For example, the reason for excessive application of a solder mask could be system failures. Roughly speaking, a program bug that made the device perform a wrong action. If this is the reason, the software is configured anew, tested and launched for further work. If the reason is different, other theories of the defect are checked.
Let's take as an example a situation where the cause was identified correctly and it is the software. Why did the failure happen? Probable answer: incorrect hardware setting. Why was it set up incorrectly? The person in charge was on sick leave and was replaced by another person. Why did the replacement person fail? He was not trained to set up this type of equipment specifically. Such questions allow to find out the main problem, which in this example is the poor organization of the equipment setup. It is unacceptable to make one person responsible for the whole production process.
So, in the report we recommend a preventive action to solve the problem, for example, "to train related specialists to work with all types of equipment" or "to hire a freelance expert who can replace people required for production in case of their vacations." It is important that the report clearly shows why the solution chosen by the 8D team is effective.
In practice, everything is not always so obvious. You and the team need to check all the recorded solutions to find the only correct option.
Let's take as an example a situation where the cause was identified correctly and it is the software. Why did the failure happen? Probable answer: incorrect hardware setting. Why was it set up incorrectly? The person in charge was on sick leave and was replaced by another person. Why did the replacement person fail? He was not trained to set up this type of equipment specifically. Such questions allow to find out the main problem, which in this example is the poor organization of the equipment setup. It is unacceptable to make one person responsible for the whole production process.
So, in the report we recommend a preventive action to solve the problem, for example, "to train related specialists to work with all types of equipment" or "to hire a freelance expert who can replace people required for production in case of their vacations." It is important that the report clearly shows why the solution chosen by the 8D team is effective.
In practice, everything is not always so obvious. You and the team need to check all the recorded solutions to find the only correct option.
Corrective measures. The cause of the defect is corrected. That is, the software is configured and it should be confirmed that the reconfiguration has yielded results and the process of PCB manufacturing has been adjusted. It is important to make sure of proper performance the equipment and control whether everything works as it should.
Confirmation of the result. After several cycles of work have passed and everything is correct, it is recorded in the report that the corrective actions had the proper effect.
Preventive measures. Carrying out the previously proposed solution to the problem on a long-term basis. As defined in paragraph four, this will be training related specialists to work with a specific type of equipment. It is obvious that in practice this step is often the longest, since it does not involve an immediate response, but the introduction of a new process into the production.
Making changes. This is the last step when the report is filled in only after all the previous steps have been completed. Only after corrective measures have been introduced and have had the proper effect, the project can be considered closed.
Of course, at first glance it seems that the methodology is difficult to implement and not very clear. But in fact, when all production processes are established and there is good contact between different sections, the methodology is easily applied in practice.
Saifon Technologies implemented 8D a long time ago. That is why the production is always under the supervision of specialists and the quality control is very high. Ordering printed circuit boards from us, you don't have to worry that the products will have any defects.
Conclusion
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