MBB Consulting™ - 8 Disciplines of Problem Solving (8D) Training In Louisville, KY

Louisville is Kentucky's largest city. 8D training provides Louisville students a strong, auto-industry problem solving system.

Price

$698 / student

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 - 8 students

Start Day Options

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City

Louisville, KY

Recommended Dates

The following dates are recommended because they have a low minimum student requirement, or students are enrolled but not yet enough to hold a class. Please choose a date for your 8 Disciplines of Problem Solving (8D) Training class. Dates are formatted as year-month-day:

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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, Louisville students learn:

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

8D training teaches Louisville 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.

More Cities

If Louisville 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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Houston

Houston, TX

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San Antonio

San Antonio, TX

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Dallas

Dallas, TX

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Austin

Austin, TX

Louisville

Derby City - Where Northern enterprise and Southern hospitality meet

Excellent choice! Louisville began as a settlement at the stopping point to further travel on the Ohio River. Boats had to be unloaded and moved downriver before reaching the Falls of the Ohio. Horse breeding and racing became popular making Louisville home of the Kentucky Derby. The waterfall was circumvented by a dam and lock. WWII spurred aircraft production. Production of tractors, automobiles, appliances, and bourbon developed. Yet, cargo remains the city's economic underpinning. Meanwhile, Louisville grew culturally as well offering many options for activity after 8 Disciplines of Problem Solving (8D) Training. Festivals, independent art, museums, and parks abound. Most popular are the Louisville Mega Cavern, and Slugger Museum & Factory.

Louisville, KY

Credit: Quadell

Facility

Our Louisville 8 Disciplines of Problem Solving (8D) Training facility is located in the city's premier east end business district is stunning both inside and out. The building is the centerpiece of the knockout, beautifully landscaped mixed-use Forest Green Corporate Office Park. It is in a class of its own for top-range features, from the ultra-smart brick and stone exterior, including covered courtyard, to the grand granite-floored lobbies and wide-windowed offices overlooking 60 acres of greenway. The space is highly accessible, only 13 miles from Louisville International Airport, easy to reach from Hwy 146, surrounded by several major hotels some of which are within walking distance, near many interesting food and shopping selections.

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 Louisville, 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.

Kenny Large
Tool and Die Shop Manager
HVAC

Attending my Six Sigma classes was a great learning experience. Our Master Black Belt had the credentials and the ability to make the classes exciting. Working as a production engineer in the HVAC industry I have been able to apply Six Sigma to problem solving situations saving valuable minutes on the assembly line and increase quality in the fabrication process. I believe with an excellent highly trained instructor everyone will appreciate the Six Sigma discipline.

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.

		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.