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8D report template

An 8D report is the record of an eight disciplines problem solve: a team describes a serious or repeat problem, contains it to protect the customer, verifies the root causes, proves permanent actions work and stops the problem coming back elsewhere. Ford documented the method in Team Oriented Problem Solving in 1987 and later added D0 in its Global 8D. This template gives you D0 to D8 as a 3-page printable form, plus an Excel tracker that dates every discipline, flags what is overdue and refuses to call a discipline done until its gate is met: containment counts reconciled, a verified occurrence and escape cause, every action proven in a trial before rollout, and weeks of clean production before you remove containment. A filled-in example of a customer complaint runs through both files. For one problem that does not need a team, use the corrective action request form; to list every corrective action, the CAPA log; for a problem in a supplier's process, the SCAR.

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Page 1 of the 8D report templateHeader fields for 8D number, customer, part, champion and team leader, and sections for D0 emergency response, D1 team and D2 problem description with an is/is not table.
D0 to D8 with due datesOverdue and gate checks5W2H is/is not tableContainment countsOccurrence, escape and systemic causesVerified permanent actionsEffectiveness checkD7 updatesWorked example
Filled-in 8D report template: hose assemblies leaking at the crimped fitting
The same sheet filled in with the worked example (page 4 of the PDF, illustrative numbers). Open full size (opens the picture in a new tab)

When to use it

When to use an 8D report

  • A customer complaint or returned part, especially when the customer asks for a formal 8D response with deadlines.
  • A problem that has come back after an earlier fix, which usually means the real root cause was missed.
  • A problem whose causes cross several departments, such as production, maintenance, quality and a supplier.
  • A safety-related or costly failure where the investigation must be documented and signed off.
  • Not for everyday problems with one obvious cause: a 5 Whys with a small team is faster.

How to fill it in

  1. 1

    Open it and set the targets (D0)

    Enter the 8D number, part, customer and the date it was opened. Type your customer's deadline for each discipline in days; the sheet works out the due dates and flags anything overdue. Record the emergency response already taken.

  2. 2

    Form the team (D1)

    A champion who can free up time and money, a team leader who runs the 8D, and someone from each function that touches the process, including the supplier if a bought part is involved.

  3. 3

    Describe the problem (D2)

    Write a problem statement with a number in it, then fill the 5W2H and is / is not table on the form. Where the problem is not seen matters as much as where it is.

  4. 4

    Contain it (D3)

    List every place a suspect part can be: in process, finished goods, in transit, at the customer and at the supplier. Record suspect, checked and bad for each, and the clean point, the first lot known to be good. The sheet flags a sort that ended with parts unchecked.

  5. 5

    Verify the root causes (D4)

    Find the occurrence cause (why it happened), the escape cause (why your controls missed it) and the systemic cause (why the management system allowed it). Verify each with data or a test, and keep the causes you ruled out as a record.

  6. 6

    Prove the permanent actions (D5 and D6)

    Link each action to a verified cause, try it before rollout and record the result (D5 verification). Record the date it went in, then count weeks of normal production with no defects (D6 validation). Remove containment only when the target is met.

  7. 7

    Prevent recurrence and close (D7 and D8)

    Update the process FMEA, control plan, instructions and training, check similar parts, lines and sites, thank the team and close when the customer agrees. The sheet will not pass D8 while an earlier discipline or gate is open.

A filled-in example

Illustrative, not a benchmark

An example: 3 of 1,200 hose assemblies in one delivery leaked at the crimped fitting on the customer's pressure test (illustrative numbers).

The example 8D at day 45, discipline by discipline

  1. D2 Problem

    3 of 1,200 leaked at the customer; all built on line 2 after a crimp die change

  2. D3 Containment

    3,150 suspect assemblies sorted, 12 bad (0.38%); every line 2 assembly leak tested

  3. D4 Root causes

    Occurrence: no crimp diameter on the setup sheet. Escape: 1 leak test per 50. Systemic: no first-piece check for a new die

  4. D5 and D6 Permanent actions

    Three actions, each passed a trial before rollout; last one in on day 20; 3 of 6 clean weeks so far

  5. D7 Prevent recurrence

    4 of 6 updates done: FMEA, control plan, instructions and training. Line 1 and the other crimp stations still to check

The example 8D at day 45 as five steps: the problem, 3 of 1,200 hose assemblies leaking after a crimp die change on line 2; containment, 3,150 sorted with 12 bad; three verified root causes; three permanent actions, the last in on day 20, with 3 of 6 clean weeks so far; and 4 of 6 prevention updates done.

D4 names three verified causes: why the leak was made (occurrence), why it got out (escape) and why the system allowed it (systemic). Containment stays until 6 clean weeks.
  • D2: all 3 were built on line 2 after a crimp die change; line 1 builds the same part with no leaks.
  • D3: 3,150 suspect assemblies sorted at the customer, in transit, in finished goods and in WIP, 12 found leaking (0.38%). An ongoing 100% leak test on line 2 has checked 14,600 and caught 9, all before the fix.
  • D4: occurrence, the new die was set to the wrong crimp diameter because the setup sheet had no value for it (6 of 20 trial crimps out of limit with the old sheet). Escape, the leak test checked 1 assembly per batch of 50. Systemic, the die change procedure asked for no first-piece check. A supplier hose lot was ruled out.
  • D5: three actions, each tried before rollout: the diameter on the setup sheet with a first-piece check (200 trial assemblies, 0 leaks), 100% in-line leak test, and a first-piece sign-off for new dies.
  • D6 and D7: the last action went in on day 20. On day 45 there are 3 full weeks of production with no leaks against the 6 required, so containment stays. 4 of 6 D7 updates are done.

At day 45: D0 to D5 are done (D5 3 days late, 18 against a 15-day target), D6 is at 3 of 6 clean weeks, 21 bad parts have been caught out of 17,750 checked, and no verified cause is without a proven action.

Common mistakes

  • Closing the 8D at containment

    Once sorting stops the complaints, the pressure drops and the root cause is never found. The 8D stays open until D6 data proves the fix.

  • Only asking why it happened

    Without the escape cause, the next defect gets out the same way. D4 needs both occurrence and escape, and the systemic cause stops the same gap appearing on the next part.

  • A root cause nobody verified

    A plausible cause agreed in a meeting is not a root cause. Put it back and the problem should return; take it away and it should stop.

  • Treating a trial as proof

    A 200-piece trial shows the action can work (D5). Only weeks of normal production show it does work (D6). Remove containment after the second, not the first.

  • Skipping D7

    The same setup sheet gap usually exists on similar parts, lines or sites. Check them before they fail the same way.

In LeanSuite

Use this as a Lean Studio board

The same method is one of the 30 ready-made board templates in Lean Studio, LeanSuite's whiteboard: 8D Report, work a structured 8D problem-solving report from team formation through closure.

  • Start from the 8D Report template: eight boxes in order, D1 to D8.
  • Fill each box with stickies as the discipline completes, and link a fishbone or 5 Whys board for D4.
  • Keep the board open until D8 so the team can see the disciplines still empty.

Worked example · sample data

The sample 8D handles a customer return of 14 units with a loose connector. D1 formed a team from quality, assembly and supplier QA. D2 described the problem by count and defect. D3 put a 100% pull test at final assembly from 3 June, so no further loose connectors could reach the customer while the cause was found. D4 traced it to a crimp tool worn past its limit. D5 chose a tool-life counter with replacement at 40,000 crimps, and D6 fitted counters on all three tools by 10 June. D7 added tool life to the PM plan, so the check no longer depends on anyone remembering. D8 closed after eight weeks with zero returns, and the team was recognised. The containment pull test was then withdrawn.

Eight boxes D1 to D8 for a loose-connector customer return, from containment through to closure. Sample data.

Open this board in LeanSuite

8D Report is one of the 30 ready-made boards in Lean Studio, LeanSuite's whiteboard. Try LeanSuite in your browser, or run it on your own lines for 90 days.

What Lean Studio is

How to run an 8D Report session

  1. 1D1 to D3 in the first 24 to 48 hours: name the team, describe the problem with what, where, when and how many, and put containment in place so the customer sees no more defects while the cause is found.
  2. 2D4: prove the root cause with data and an is/is-not comparison; a fishbone or 5 Whys board feeds this box. Ask why the defect was made and why it was not detected.
  3. 3D5 and D6: choose the corrective action that removes the cause, verify it works before rolling it out, then implement it and remove the containment.
  4. 4D7: change the system that allowed it: the FMEA, the control plan, the PM plan, the work instruction. This is the box most 8Ds leave thin.
  5. 5D8: close with the customer, record what was learned and recognise the team. Keep the board until the customer accepts the closure.

Common mistakes

  • Leaving containment in place for months as if it were the fix.
  • Jumping to D5 with a corrective action before D4 is proven.
  • A D4 that says 'operator error'. Ask why the process let the error happen and why it was not caught.
  • A thin D7. If the FMEA, control plan or PM plan did not change, the problem will return on a different part.
  • Closing D8 without the customer's agreement.

Where it goes next in LeanSuite

  • Run an 8D as a Kaizen project with your own defined method: eight phases with owners, due dates and the fields that must be filled in before a project can move on; a CAPA runs as a quality project with its own approval steps and root cause sections. Kaizen & Projects
  • The D7 check can become a scheduled audit in Audit Management, so it is done and recorded rather than remembered. Audit Management

Download the template

Free to use: print it, copy it and edit it for your team. Enter your name and work email once to download.

Run this template in LeanSuite

In LeanSuite, operators flag a non-conformance from the line with photos, containment is assigned and tracked before root cause analysis starts, and systemic issues run through an 8D template with a time-stamped sign-off at each D-step.

See it in a 45-minute demo

FAQ

8D report template: common questions

  1. Eight disciplines: the steps of the method from forming the team (D1) to recognizing it (D8). Ford documented them in Team Oriented Problem Solving in 1987, and its later Global 8D added D0 for preparation and the emergency response.

  2. Containment (D3) protects the customer while the cause is unknown, for example sorting stock and testing every part. A permanent corrective action (D5 and D6) removes the verified root cause. Keep containment until production data shows the permanent action works.

  3. Occurrence is why the defect was made. Escape is why the controls did not catch it, at the earliest point that should have. Systemic is why the management system allowed both, such as a procedure with no first-piece check. Each needs its own action.

  4. When D6 validation shows the problem is gone in normal production for the period you or the customer set, the containment has been removed, the D7 updates are done and the customer agrees. A trial run before rollout is D5 verification, not proof that the fix holds.

  5. Use an 8D for customer complaints, repeat problems and problems with causes in several departments. The corrective action form records one internal nonconformity, the CAPA log lists them all, a SCAR asks a supplier for their 8D, and a 5 Whys is enough for an everyday problem with one cause chain.

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