MBB Consulting™ - 8 Disciplines of Problem Solving (8D) Training In Clarksville, TN

Next to the Cumberland River, Clarksville local attractions include Dunbar Cave and other parks. 8D training provides Clarksville students a strong, auto-industry problem solving system.

Price

$698

Duration

2 days

Format

In-person, instructor-led slideshow with exercises and a quiz to test comprehension.

Materials

Each student will receive a 3-ring binder containing print-outs of the slideshow. Assuming satisfactory quiz results graded a few days after class, each student will receive a Certificate of Completion.

Class Size

5 - 10 students

Start Day Options

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City

Clarksville, TN

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About 8 Disciplines of Problem Solving (8D) Training

Who is 8 Disciplines of Problem Solving (8D) Training for?

8D can be used by everyone. We all deal with processes. Everything we do can be described in a step by step list of sequential actions. Even how we prepare for work, drive to work, take a lunch break, buy groceries, or pick the kids up from school; these are all processes. How Procurement teams develop and qualify suppliers, Buyers order material, HR interviews candidates, hiring managers select candidates, quotes are done, parts are made, customers are invoiced, etc. Anyone hoping to improve their service, process, or product can use 8D. And, not only is it good for your immediate need to make things better, being a highly desirable skill increasingly sought after by hiring managers, 8D is also good for your career development. In our course, Clarksville students learn:

8 Disciplines of Problem Solving (8D) Training Course Overview:

8D training teaches Clarksville students Ford's comprehensive 8 Disciplines of problem solving methodology notable for its formal team recognition step.. At Ford, 8D was originally called Team-Oriented Problem Solving (TOPS). One of our Master Black Belts worked at Ford and lived with TOPS and 8D as it evolved over a decade. A best practice of 8D is the last step (D8), where the team's accomplishment is celebrated. This is because Lean Daily Management boards at Ford included SQDCME where "M" stands for Morale. Morale was an essential aspect of everything we did and protected us from practicing "Lean Gone Wrong"™.

What are the 8D's?

D0 Plan. Plan for solving the problem and determine the prerequisites. Together with D1-D3, this is similar to MBBC's interpretation of Six Sigma's Define Phase.

D1 Team. Establish a team of people with product / process knowledge. Target the minimum-sized team with a decision-making representative of each function that holds a stake in the project. These must be people who can get things done; not note takers who need to check back with somebody else about every small decision or action.

D2 Define. Describe the problem. Specify the problem by identifying in quantifiable terms the who, what, where, when, why, how, and how many for the problem. A great way to define problems is in terms of their annual cost because this sets the budget for your project.

D3 Contain. Develop immediate but temporary containment plan. Think about what can be done right now to improve conditions from the customer's perspective. Make sure that whatever actions taken lower total cost. Implement and verify. We notice that some Lean Six Sigma trainers and even accredited training material completely omit the critical step of containment. This must be done wherever possible.

D4 Analyze. Determine, identify, and verify root causes and escape points. Identify all applicable causes that could explain why the problem occurred. Also identify why the problem was not noticed at the time it occurred. 8D root cause analysis techniques usually include walking the process, 5 Whys, and cause and effect (fishbone / Ishikawa) diagrams or matrices. More complex problems could require component swap exercises or Design of Experiments (DOE).

D5 Pilot. Choose and verify permanent correction actions (PCAs). Through pre-production programs, quantitatively confirm that the selected correction will resolve the problem for the customer.

D6 Improve. Implement and validate corrective action. Expand D5's pilot into full production.

D7 Prevent. Similar to Six Sigma's Control Phase, if error-proofing was not possible in the Improve Phase, then modify management systems to lock in changes and prevent recurrence. Modifications usually include revision-controlled updates to company policies, practices, and work instructions or other procedures, releasing them, training their users, and following up with supervision and audits assuring new requirements are followed. Complex, technical control may take the form Statistical Process Control (SPC).

D8 Celebrate. Congratulate your team. This is a best practice compared to Six Sigma, Shainin RedX, and other methods. It's important to remember the human element. Teams should be recognized for their successes especially on projects impactful enough to invoke an 8D.

Do 8D's right. Save money. Improve profit. Have a happy team. Sign up for 8D training today.

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If Clarksville won't work for you, don't worry. MBB Consulting™ also offers 8 Disciplines of Problem Solving (8D) Training in the following recommended cities plus many more:

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Clarksville

Queen of the Cumberland - Tennessee's Top Spot

Excellent choice!

Clarksville, TN

Credit: David Smith / Visit Clarksville TN

Facility

Clarksville 8 Disciplines of Problem Solving (8D) Training is delivered near the intersection of I24 and Wilma Rudolph Blvd walking distance from Waffle House, Panda Express, Firehouse Subs, Shoney's, and Burger King; an hour northwest of Nashville International Airport.

Maps of Nearby

The following links will open in new tabs so you don't lose your place in the pre-registration process. When you're done checking out all the cool stuff around Clarksville, return here to choose a date for your 8 Disciplines of Problem Solving (8D) Training class.

Testimonials

Read what our students and clients have to say.

David Oelrich
HR Manager
Energy

I had the pleasure of working with our Master Black Belt in a high-tech manufacturing company where formal continuous improvement was a new concept. I was impressed with his ability to translate the concepts and skills needed to start down the path of the discipline in a way that was not only accessible to the employees, but excited them and moved many of them into being active, positive participants. I saw an immediate improvement in overall engagement, which helped in areas well beyond the tactical and functional areas included in the improvement project, itself.

John C.
AI / Box Build Lead
Automotive

(For our 5S training), everything was great and helpful. Also, a very funny trainer.

		D0 Plan. Plan for solving the problem and determine the prerequisites. Together with D1-D3, this is similar to MBBC's interpretation of Six Sigma's Define Phase.
		D1 Team. Establish a team of people with product / process knowledge. Target the minimum-sized team with a decision-making representative of each function that holds a stake in the project. These must be people who can get things done; not note takers who need to check back with somebody else about every small decision or action.
		D2 Define. Describe the problem. Specify the problem by identifying in quantifiable terms the who, what, where, when, why, how, and how many for the problem. A great way to define problems is in terms of their annual cost because this sets the budget for your project.
		D3 Contain. Develop immediate but temporary containment plan. Think about what can be done right now to improve conditions from the customer's perspective. Make sure that whatever actions taken lower total cost. Implement and verify. We notice that some Lean Six Sigma trainers and even accredited training material completely omit the critical step of containment. This must be done wherever possible.
		D4 Analyze. Determine, identify, and verify root causes and escape points. Identify all applicable causes that could explain why the problem occurred. Also identify why the problem was not noticed at the time it occurred. 8D root cause analysis techniques usually include walking the process, 5 Whys, and cause and effect (fishbone / Ishikawa) diagrams or matrices. More complex problems could require component swap exercises or Design of Experiments (DOE).
		D5 Pilot. Choose and verify permanent correction actions (PCAs). Through pre-production programs, quantitatively confirm that the selected correction will resolve the problem for the customer.
		D6 Improve. Implement and validate corrective action. Expand D5's pilot into full production.
		D7 Prevent. Similar to Six Sigma's Control Phase, if error-proofing was not possible in the Improve Phase, then modify management systems to lock in changes and prevent recurrence. Modifications usually include revision-controlled updates to company policies, practices, and work instructions or other procedures, releasing them, training their users, and following up with supervision and audits assuring new requirements are followed. Complex, technical control may take the form Statistical Process Control (SPC).
		D8 Celebrate. Congratulate your team. This is a best practice compared to Six Sigma, Shainin RedX, and other methods. It's important to remember the human element. Teams should be recognized for their successes especially on projects impactful enough to invoke an 8D.