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8D stands for the 8 disciplines of problem solving.
8D代表着解决问题的八步法。
They represent 8 steps to take to solve difficult, recurring or critical problems (often customer failures or major cost drivers).
8D代表着解决有难度、重复发生，或者严重的问题（通常是客户倒闭，或者主要的成本驱动因素）。
The structured approach provides transparency, drives a team approach, and increases the chance of solving the problem.
该结构化的方法提供了透明度，驱动了团队方法，并增加了解决问题的机会。
D1: Create a Team: Gather a cross-functional team of about 5 people with product/process knowledge, and have them gather information and data related to the problem or symptom.
第一步：建立团队：召集具有产品/工艺知识的大约5人小组去组建跨职能部门的团队，并让团队成员收集与问题/症状相关的信息和数据。
D2: Describe the Problem: Use the data and information to quantify and clarify the problem into a statement. Ask the 5W2H’s (who, what, where, when, why, how, and how many) for the problem.
第二步：描述问题：使用数据与信息去对描述的问题进行量化与澄清。针对问题，要用5W2H（何人、何事、何地、何时、为何、这样发生的，以及发生了多少）的方法。
D3: Develop Containment Plan: Define and implement interim containment actions to isolate the problem from any customer in the future.
第三步：制定围堵计划：定义并实施临时的围堵行动，以便将发生的此问题与未来的客户隔开。
D4: Determine and Verify Root Causes: Identify and verify all applicable causes and sources of variation that explain why the problem has occurred (special vs . common cause).
第四步：确定和并验证根本原因：确定并核实所有适用的原因和变异源，解释问题为什么发生了（特定原因与常见原因）。
D5: Verify Permanent Solutions: Collect data to confirm that the possible solutions will actually resolve the problem. Perform on a small-scale or “pilot” project first.
第五步：验证永久解决方案：收集数据以确认可能的解决方案将能够在实际中解决问题。先小规模或在“试点”项目上执行。
D6: Define and Implement Corrective Actions: Discuss and review results, and develop plan to implement best solutions or countermeasure.
第六步：定义与执行纠正措施：讨论并检查结果，制定执行最佳方案或者措施的计划。
D7: Prevention: Modify the management systems, operation systems, procedures and practices to prevent recurrence of this and similar problems.
第七步：预防问题再发生：修改管理体系、运营体系、程序和做法，防止类似的问题再次发生。
D8: Congratulate the team: Formally thank team members for their involvement. Use approaches that appeal to each individual member, as not everyone wants to be rewarded the same way.
第八步：团队庆祝：正式感谢团队成员的参与，针对个人，采用对其有吸引力的方法，因为不是每一个人都想要同样的奖励方式。
Some versions of 8D include a D0, making it 9 steps (which creates a little confusion).
有一些版本的8D会包括D0，使得8D有了9个步骤（这导致一些小的疑惑）
8D has become a standard methodology to improve processes, as it is much more prescriptive than A3 or PDCA.
由于8D远比A3或者PDCA方法要规范化，其已经成为改善流程的一套标准的方法。
The following improvement tools are often used within the 8D methodology:
在8D方法中，通常会使用到如下的工具：
-Ishikawa diagrams (Cause and Effect diagrams, C&E diagrams or Fishbone diagrams)
石川图（因果图、特性要因图，或鱼骨图）
-Pareto charts or Pareto diagrams
帕累托图
-5 Why’s
五个为什么
-5W and 2H (Who, What, Where, When, Why, How, How often)
5W2H（何人，何事，何地，何时，为何发生，怎么样发生，发生的频次）
-Statistical Process Control (SPC)
统计过程分析（SPC）
-Scatter plots or scatter diagrams
散点图
-Design of Experiments (DOE)
实验设计
-Check sheets
点检表
-Histograms or Capability Analysis
直方图或者能力分析
-Failure Modes and Effects Analysis (FMEA)
失效模式与影响分析（FMEA）
-Flowcharts or Process Maps
流程图
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