8-DisciplinesofProblemSolving解决问题的8个步骤
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• HOW BIG有多严重
– How many objects have the defect多少目标有缺陷 ？
– How many defects per object每个目标有多少缺陷？ – What is the trend趋势是什么
9
D-2 Describe the Issue
• TOOLS TO USE使用的工具
6
D-1 Form The Team CAUTIONS ! ! ! 注意
• Ensure cross-functional team members确保小组成
员具有多功能
• Include process owners (those who do the work)
使每个步骤都要有相关责任人
• Include champion and leader as road-block removers要有CHAMPION和领导人作为排清障碍的人
4
D-1 Form The Team
• Size大小
– 5 to 7 Core Members5-7个核心成员
• Support Needed需要的支持
– What level of the organization需要什么水平的组织
• Change改变
– According to needs 根据需要
• Avoid jumping to conclusion of cause避免跳 到原因的总结
16
D-3 Containment Actions
• Determine if Containment is Needed决定是否 需要应急措施
• IF YES如果需要
– Define action(s)定义行动 – Assign responsibility分配职责 – Implement实施 – Document记录 – Monitor监控 – Establish exit criteria建立停止行动的标准
18
D-3 Containment Action(s) CAUTIONS ! ! !
• Ensure customer protection确保顾客保护 • Determine and document criteria for begin / eቤተ መጻሕፍቲ ባይዱit
containment actions确定并记录开始/结束应急措 施的标准 • Communicate to key process owners与每个步骤 负责人沟通
10840 piston rod nut has overall height of .874; spec is .750 max. Seen in dept 13 assembly line on 5/4/00; caused discs to crush in asm. – causes 20% reject rate.
• Roles角色
– Define roles/responsibilities定义角色/责任
– WHERE地点 – Seen on Object根据目标 – Seen Geographically地理位置 – (Supplier/Customer/Etc)（供应商/客户/等）
5
D-1 Form The Team
• Training培训
– Arrange for training of all team members if not trained yet如果还没有培训过安排所有小组成员的
培训
• Records记录
– Initiate TACCT (Tenneco Automotive Customer Concern Tracking) System report; initiate action register建立TACCT（TA顾客 跟踪）系统报告和行动记录
8 DISCIPLINES TO
PROBLEM SOLVING解决问题的8个
步骤
8-D 2000
1
This course was developed by a team of Tenneco Automotive employees who have worked on problem solving efforts for the past fifteen to twenty years. This course is a summary of the problem solving process that was formerly known as PEP (People Eliminating Problems) within the ride control business unit and QUIP (Quality Improvement Process) within the exhaust business unit. Ford Motor Company is acknowledged as the developer of the “8-D” process.
20
D-4 Find and Verify Root Cause
• Brainstorming rules头脑风暴的规则
– Avoid Criticism避免批评 – Welcome Exaggeration欢迎夸张
• Wilder / Better思维越广越好
Thanks to Kay Shreve (Monroe, MI), Michael Brown (Paragould, AR) and Eunice Spradlin (Cozad, NE) for their work on this project.
2
此课程是由TA一批在过去15到20年时间里致力于问 题的解决的员工开发的。它是对以前在控制系统生 产企业使用的以前被称为PEP（排除问题）和在排气 系统生产企业中使用的QUIP（提高质量程序）的解 决问题过程的一个总结。FORD被认为是8D的兴起人 。
14
D-2 Describe the Issue
Incorrect
Audit was not successful
Correct
LRQA audit of 3/15/00 identified non-compliance (LRQA # 00/03/01) for failure to complete management review compliant to procedure P-01 dated 6/3/98, revision C, section 5.4.2.
10
D-2 Describe the Issue
• RECORDS记录
– Describe the issue in the TACCT system在TACCT系 统中描述问题
– Search the TACCT system to determine if this issue has been addressed by any other facility / group检查 TACCT系统看是否此问题其他工厂也有出现
17
D-3 Containment Actions
• IF NO如果不需要
– Document reasons why containment action(s) are not required记录不需要的原因
• RECORDS记录
– Document containment action(s) on TACCT system 在TACCT系统记录应急措施
12
D-2 Describe the Issue
不正确 正确
不能工作了 废品率太高
.焊机 123 不能保持恒定的保 压时间——每 3 小时从 9 变 到 16 秒。此问题在 00 年 3 月 1 日第一次出现而且从全 面投产以来每天都有报导
烧穿的废品目前是 38%。目 标是 3%。这在前 3 个月都 有出现
13
D-2 Describe the Issue
Incorrect
It is noisy
Part is out of specification
Correct
Bushing 38427 produces a “clicking” sound – measures 6 decibels in the sound booth. Was reported by Ford Lorain assembly plant (MRR # BR549 – 2/30/00 – 5000 pieces), confirmed in lab 3/4/00.
11
D-2 Describe the Issue
Incorrect 错误
Correct 正确
It doesn’t work 不能工作了
Scrap is too high 废品率太高
It is noisy 太吵
Part is out of specification 部件不合规格 Audit was not successful 审核不合格
19
D-4 Find and Verify Root Cause
• Brainstorm for Potential Causes对可能原因进行 头脑风暴
– Free Wheeling
• Use Flip Charts用活动挂图
– Round Robin循环赛 – Sticky Notes粘贴纸 – Sign Up List签名单
– Process flow diagram工艺流程图 – Check sheets to collect data收集数据的检查表 – Any data that is reporting the issue任何反映问题的数
据
• Customer complaints顾客埋怨 • Current SPC/Data collection sheets当前SPC/数据收集表 • pFMEA • Scrap/rework reports废品/返工报告
感谢为此课程做出努力的 Kay Shreve (Monroe, MI), Michael Brown (Paragould, AR) and Eunice Spradlin (Cozad, NE)
3
8 - Disciplines of Problem Solving解决
问题的 8个步骤
D-1 Form the Team组建小组 D-2 Describe the Issue描述问题 D-3 Containment Activities应急措施 D-4 Find and Verify Root Cause找出根本原因 D-5 Select the Best Solution挑出最好的解决方法 D-6 Verification of Corrective Action确认纠正措施 D-7 Prevent Recurrence防止再发生 D-8 Congratulate the Team祝贺小组
• WHERE地点
– Seen on Object – Seen Geographically – (Supplier, Customer, Etc.)
8
D-2 Describe the Issue
• WHEN什么时候
– First seen第一次看见 – When else seen什么时间看到另外的 – When seen in the process什么时间在工序中看到
7
D-2 Describe the Issue
• Define the issue in terms of what is wrong with what描述什么出现了什么问题
• WHAT什么
– Object was the issue seen on目标是发生的问题 – What defect was seen发现了什么缺陷
15
D-2 Describe the Issue CAUTIONS ! ! !
• State issue in quantifiable terms描述问题时要 量化
• Use data to support problem statement用数据 支持问题的陈述
• Describe symptom / effect of the issue描述问 题症状和影响
– How many objects have the defect多少目标有缺陷 ？
– How many defects per object每个目标有多少缺陷？ – What is the trend趋势是什么
9
D-2 Describe the Issue
• TOOLS TO USE使用的工具
6
D-1 Form The Team CAUTIONS ! ! ! 注意
• Ensure cross-functional team members确保小组成
员具有多功能
• Include process owners (those who do the work)
使每个步骤都要有相关责任人
• Include champion and leader as road-block removers要有CHAMPION和领导人作为排清障碍的人
4
D-1 Form The Team
• Size大小
– 5 to 7 Core Members5-7个核心成员
• Support Needed需要的支持
– What level of the organization需要什么水平的组织
• Change改变
– According to needs 根据需要
• Avoid jumping to conclusion of cause避免跳 到原因的总结
16
D-3 Containment Actions
• Determine if Containment is Needed决定是否 需要应急措施
• IF YES如果需要
– Define action(s)定义行动 – Assign responsibility分配职责 – Implement实施 – Document记录 – Monitor监控 – Establish exit criteria建立停止行动的标准
18
D-3 Containment Action(s) CAUTIONS ! ! !
• Ensure customer protection确保顾客保护 • Determine and document criteria for begin / eቤተ መጻሕፍቲ ባይዱit
containment actions确定并记录开始/结束应急措 施的标准 • Communicate to key process owners与每个步骤 负责人沟通
10840 piston rod nut has overall height of .874; spec is .750 max. Seen in dept 13 assembly line on 5/4/00; caused discs to crush in asm. – causes 20% reject rate.
• Roles角色
– Define roles/responsibilities定义角色/责任
– WHERE地点 – Seen on Object根据目标 – Seen Geographically地理位置 – (Supplier/Customer/Etc)（供应商/客户/等）
5
D-1 Form The Team
• Training培训
– Arrange for training of all team members if not trained yet如果还没有培训过安排所有小组成员的
培训
• Records记录
– Initiate TACCT (Tenneco Automotive Customer Concern Tracking) System report; initiate action register建立TACCT（TA顾客 跟踪）系统报告和行动记录
8 DISCIPLINES TO
PROBLEM SOLVING解决问题的8个
步骤
8-D 2000
1
This course was developed by a team of Tenneco Automotive employees who have worked on problem solving efforts for the past fifteen to twenty years. This course is a summary of the problem solving process that was formerly known as PEP (People Eliminating Problems) within the ride control business unit and QUIP (Quality Improvement Process) within the exhaust business unit. Ford Motor Company is acknowledged as the developer of the “8-D” process.
20
D-4 Find and Verify Root Cause
• Brainstorming rules头脑风暴的规则
– Avoid Criticism避免批评 – Welcome Exaggeration欢迎夸张
• Wilder / Better思维越广越好
Thanks to Kay Shreve (Monroe, MI), Michael Brown (Paragould, AR) and Eunice Spradlin (Cozad, NE) for their work on this project.
2
此课程是由TA一批在过去15到20年时间里致力于问 题的解决的员工开发的。它是对以前在控制系统生 产企业使用的以前被称为PEP（排除问题）和在排气 系统生产企业中使用的QUIP（提高质量程序）的解 决问题过程的一个总结。FORD被认为是8D的兴起人 。
14
D-2 Describe the Issue
Incorrect
Audit was not successful
Correct
LRQA audit of 3/15/00 identified non-compliance (LRQA # 00/03/01) for failure to complete management review compliant to procedure P-01 dated 6/3/98, revision C, section 5.4.2.
10
D-2 Describe the Issue
• RECORDS记录
– Describe the issue in the TACCT system在TACCT系 统中描述问题
– Search the TACCT system to determine if this issue has been addressed by any other facility / group检查 TACCT系统看是否此问题其他工厂也有出现
17
D-3 Containment Actions
• IF NO如果不需要
– Document reasons why containment action(s) are not required记录不需要的原因
• RECORDS记录
– Document containment action(s) on TACCT system 在TACCT系统记录应急措施
12
D-2 Describe the Issue
不正确 正确
不能工作了 废品率太高
.焊机 123 不能保持恒定的保 压时间——每 3 小时从 9 变 到 16 秒。此问题在 00 年 3 月 1 日第一次出现而且从全 面投产以来每天都有报导
烧穿的废品目前是 38%。目 标是 3%。这在前 3 个月都 有出现
13
D-2 Describe the Issue
Incorrect
It is noisy
Part is out of specification
Correct
Bushing 38427 produces a “clicking” sound – measures 6 decibels in the sound booth. Was reported by Ford Lorain assembly plant (MRR # BR549 – 2/30/00 – 5000 pieces), confirmed in lab 3/4/00.
11
D-2 Describe the Issue
Incorrect 错误
Correct 正确
It doesn’t work 不能工作了
Scrap is too high 废品率太高
It is noisy 太吵
Part is out of specification 部件不合规格 Audit was not successful 审核不合格
19
D-4 Find and Verify Root Cause
• Brainstorm for Potential Causes对可能原因进行 头脑风暴
– Free Wheeling
• Use Flip Charts用活动挂图
– Round Robin循环赛 – Sticky Notes粘贴纸 – Sign Up List签名单
– Process flow diagram工艺流程图 – Check sheets to collect data收集数据的检查表 – Any data that is reporting the issue任何反映问题的数
据
• Customer complaints顾客埋怨 • Current SPC/Data collection sheets当前SPC/数据收集表 • pFMEA • Scrap/rework reports废品/返工报告
感谢为此课程做出努力的 Kay Shreve (Monroe, MI), Michael Brown (Paragould, AR) and Eunice Spradlin (Cozad, NE)
3
8 - Disciplines of Problem Solving解决
问题的 8个步骤
D-1 Form the Team组建小组 D-2 Describe the Issue描述问题 D-3 Containment Activities应急措施 D-4 Find and Verify Root Cause找出根本原因 D-5 Select the Best Solution挑出最好的解决方法 D-6 Verification of Corrective Action确认纠正措施 D-7 Prevent Recurrence防止再发生 D-8 Congratulate the Team祝贺小组
• WHERE地点
– Seen on Object – Seen Geographically – (Supplier, Customer, Etc.)
8
D-2 Describe the Issue
• WHEN什么时候
– First seen第一次看见 – When else seen什么时间看到另外的 – When seen in the process什么时间在工序中看到
7
D-2 Describe the Issue
• Define the issue in terms of what is wrong with what描述什么出现了什么问题
• WHAT什么
– Object was the issue seen on目标是发生的问题 – What defect was seen发现了什么缺陷
15
D-2 Describe the Issue CAUTIONS ! ! !
• State issue in quantifiable terms描述问题时要 量化
• Use data to support problem statement用数据 支持问题的陈述
• Describe symptom / effect of the issue描述问 题症状和影响