欧洲空中客车飞机公司8D报告(中文)

. .. . .
Airbus Owner: 空中客车车主：Who is the Airbus
coordinating person谁是空
中客车协调人
Date:
日期：
When the 8-D was initiated.
8D什么时间发起。

Supplier Name: 供应商名称：Supplier Owner: 供应商拥有：
Product Name / PN: 产品名称/零件号Aircraft Type: 飞机类型：
Reference Number: 编号：
Current Status
Immediate actions complete
(Step 4)
立即行动完成
（步骤4）
Permanent Actions
Actions defined.
(Step 6 defined, not
implemented)
永久行动行动定
义。

（步骤6定义，未
实施）
Long Term
Corrective Action
implemented.
Monitoring/evaluatin
g effectiveness.
(Step 6
Implemented)
长期纠正行动实
施。

监控/评估效
果。

（步骤6实施）
Long Term
Corrective Action
confirmed effective.
Problem closed.
(Step 8 Closed)
长期纠正措施确认
有效。

关闭问题。

（8步关闭）
Brief description of the problem问题的简要说明
What are the difficulties (include data and evidence)? 什么是困难（包括数据和证据）？Accurately describe the problem and gain a common understanding of it.准确地描述这个问题并得到一个共同的理解。

Do all parties agree the definition and resulting impact?各方同意的定义和产生的影响？
If it has occurred before, what is the history?如果发生之前，有什么历史？
What is the current proved average level of non conformance –attach documentation and KPI’s
什么是目前被证实不一致的平均水平–附加文档和KPI
If a measure of the trend of the problem is not already available then implement one now. Without this information you cannot judge the effect of your actions. Transfer the information obtained into this section of the 8-D. at appropriate intervals.
What is the specification?
如果一个问题的趋势的措施是不可用，现在实现一个。

如果没有这些信息，你就无法判断你的行为的效果。

转让获得这部分的8-d.在适当的时间间隔内的信息。

规格是什么？
Problem recognition:
问题识别：
➢Effect - Something resulting from a
cause.
➢从效应引起的东西。

➢Cause - Something producing an effect.
The problem statement is a factual
description of the PROBLEM EFFECT and
is just a simple description of the
SYMPTOMS
原因的东西产生效果。

问题陈述是一个事实描述的问题，只是一个简单的描述的症状
Why is there an action to take place?为什么要采取行动？
Customer impact, cost impact, safety impact.客户的影响，成本的影响，安全的影响。

Do all parties agree the definition and resulting impact?各方同意的定义和产生的影响？
When did it occur?它是什么时候发生的？When is the problem reported defective?
问题是什么时候报告的问题？
When is the problem repaired?问题什么时候修？When does the problem occur?问题是什么时候发生的？Who is concerned with the problem?
谁关心这个问题？
Who is reporting the problem?谁报告问题？
Who is rectifying the problem?谁在纠正这个问题？Who is the problem affecting?谁是影响的问题？
Where do they take place?他们在哪里举行？Where is it seen在哪里看到
Where does it originate它起源于何处
Where are all the places where the event takes place (shop floor, services, machine, process step, …)? Where is it seen? Where does it originate ?凡发生在事件发生的地方（车间、服务、机器、过程、步骤、…）看到了哪里？它起源于何处？How do we know we have a problem?我们怎么知道我们有问题？
How is the problem rectified?问题如何纠正？
How frequently is the problem experienced?这个问题有多频繁？
How is the effect of the problem being measured?测量问题的效果如何？
How is the problem detected?这个问题是怎样被发现的？
Establish the cross-functional team建立跨职能团队
A cross-functional team is essential to ensure all aspects are considered and a fix is found.
一个跨职能的团队是必要的，以确保所有方面被认为是和一个固定的发现。

Name: Responsibility: Contact details
The 8D process is for complex and systematic problems and cannot therefore be completed successfully by individuals. Gather a team (minimum 3-4 people) together, representing different functions that may have an influence on the problem and that are prepared to assist in its resolution. Record the names and functions they represent together with contact phone and fax numbers where appropriate.
8D过程是复杂的系统问题，因此不能由个人成功完成。

聚集一个团队（至少3-4人）一起，代表了不同的功能，可能会影响的问题，准备协助解决。

记录在适当的情况下，他们所代表的姓名和功能，以及联系电话和传真号码。

Everyone associated with the problem should be included: Management and shop floor people.
与问题相关的所有人都应该包括：管理层和车间层。

The team members should be reviewed at each step to ensure the right people are included.
每一步都要检讨小组成员，以确保包括正确的人。

It is important that an overall leader is identified to coordinate activities, take responsibility for the process, remove barriers and coach the team.
重要的是，一个总的领导者被确定为协调活动，负责过程，消除障碍和教练的团队。

Initial analysis初步分析
Where should the non-conformity originally have been detected? 未符合本已被发现的地方？ What was the reason for non-detection? 非检测的原因是什么？
At this stage, it may be appropriate to BRAINSTORM all possible causes and arrange into an Ishikawa. Unless you are very confident what the cause is this should be done. 在这个阶段，可以讨论所有可能的原因和安排成一个石川。

除非你非常有信心，这是什么原因造成的。

Manufacturing Supply Chain
(Internal to 1st tier supplier) (Internal and external to 1st tier)
Hang potential causes of the problem off the cause and effect diagram legs under the appropriate heading. List whatever comes into your head no matter how daft it may seem. Quantity is more important than quality at this stage. When you have exhausted all ideas, identify those that are the most likely and undertake a root cause analysis
on this these items first – record these actions in the immediate actions.
在适当的标题下，将问题的原因和效果图的腿上的问题的潜在原因。

列出任何进入你的头，无论它看起来如何愚蠢。

在这个阶段，数量比质量更重要。

当你用尽了所有的想法，找出那些最有可能的，并对这些项
目进行一个根本原因分析，记录这些行动的立即行动。

Problem
People Process Materials Machinery Specification Environment People Process Planning Materials Suppliers
Environment
Solution Cost Feasibility Total xxxx 1 1 1 yyyy 2 2 4
zzzz
3
3
9 – The best
Immediate actions – contain the problem
The problem that has been identified is having an impact now on the customer. This should be a simple explanation of the: 目前已经确定的问题是对客户的影响。

这应该是一个简单的解释：
➢ Containment plan : Including other equipment that could be affected. How will the problem be contained?
• Prevent it from being seen at Airbus 阻止它被看见在空中客车
• Prevent the same issue arising at other sites, products or production lines of the suppliers • 防止在其他地点、产品或生产线的供应商处产生同样的问题 • What tests are being performed, by who and where. • 什么样的测试正在进行，由谁和在哪里。

• How are finished products in stores, WIP, at suppliers and customers being managed? • 如何在商店•成品，在制品，在供应商和客户的管理？ • What is the planned date for permanent resolution? • “永久解决方案的计划日期是什么？”
• You are likely to encounter communication and action implementation across various entities and
organisations. How will you manage this?
• 在各种实体和组织中，你可能会遇到沟通和行动的执行。

你如何管理这个？
➢ What course will the root cause analysis take i.e. what are the investigations to be undertaken. ➢ 什么课程的根本原因分析，采取即进行调查是什么。

• Define what actions need to be done in order to find the root cause. • 定义需要做什么才能找到根本原因。

Actions can be prioritised using by weighting: 行动可以优先使用权：
No.
Task 任务
Owner 业主
Target Date 目标日期
Actual Date
实际日期 1 All tasks must have an owner, from the cross-functional team, target and completion dates.
所有的任务必须有一个拥有者，从跨职能的团队，目标和完成日期。

2 3 …
Cost
Feasibility
x
x x
x
FREQUENCY
I CLASS 1
381318251813831I
7.03
III 7.04IIII III 7.05IIII IIII III 7.06IIII IIII IIII III 7.07IIII IIII IIII IIII IIII 7.08IIII IIII IIII III
7.09IIII IIII III 7.10IIII III
7.11III 7.127.13TALLY
Diagnose Root Cause(s) 诊断根原因
Data collection: Tally / check sheets 数据收集：理货/检查表
Time series graphs – key performance indicators – KPI’s
时间序列图––KPI 关键绩效指标
Supply Chain Performance
20406080100Week 33Week 34Week 35Week 36Week 37Week 38Week 39Week 40Week 41Week 42Week 43Week 44Week 45
Week Number
-14
-12-10-8-6-4-20246OTD %
unplanned hours
OTD to FAL days late
delivery to FAL days late
Pareto and weighted Pareto of most significant frequency / cost / impact
帕累托和加权帕累托的最显着的频率/成本/影响
Scatter diagram to show relationships between variables.
分散图显示变量之间的关系。

Manufacturing Supply Chain
(Internal to 1st tier supplier) (Internal and external to 1st tier)
Revisit or create an Ishikawa and identify most likely cause(s). Identify possible causes internally and externally (in the supply chain) 重新审视或创建一个石川，并确定最有可能的原因。

找出可能的原因，在内部和外部（在供应链）
Record the top 3 probable causes into the boxes at the head of the three columns in the table below, probable cause 1, probable cause 2, etc. 记录下表中三列的头3个可能原因，可能原因2，可能原因1，等等。

Now ask the question why did this happen and record the answer in the next box down, then ask the question “why did this happen to the statemen t you have just recorded?” and put the answer in the next box down. Continue until you can not answer any more questions (this may happen before you have asked why 5 times).
现在问这个问题为什么这样做，记录下一个盒子里的答案，然后问这个问题“为什么这发生在你刚才记录的语句？“把答案放在下一个盒子里。

继续，直到你不能回答任何问题（这可能会发生在你问为什么5次）。

This is the route cause of the problem. If the answer to any of the questions results in more than one issue you must transfer to a Fault Tree Analysis.
这是造成问题的原因。

如果问题的答案在一个以上的问题，你必须转移到一个故障树分析。

PROBABLE CAUSE 1 可能原因1
PROBABLE CAUSE 2 可能原因2 PROBABLE CAUSE 3
可能原因3
Why 1
The ‘5 Why’ analysis is a simple tool to try and dig down to the actual root cause. The description you have recorded in the first step is probably still a symptom of this root cause and unless the root cause is identified and eliminated the problem (symptoms) will just continue to occur.
“5个原因”的分析是一个简单的工具，试图挖掘到实际的根本原因。

您已经记录在第一步
的描述可能仍然是这个根本原因的症状，除非确定和消除的根本原因，消除了问题（症状）将继续发生。

Paperwork Defects - Pareto Anaylsis
20406080100120140Y e l l o w l a b e l s
J A A f o r m /8130.3f o r m
D e l i v e r y
n o t e
A U K l i a b i l i t y (l o s t )
O t h e r i s s u e s
Type of Defect
T o t a l P i e c e P a r t s
20406080100Strong, positive relationship X Y
Problem People
Process Materials Machinery Specification Environment
People Process Planning Materials Suppliers Environment
Why 2
Why 3 Ask yourself the question why did the symptom recorded in the ‘Probable Cause 1’ occur and record the answer in ‘Why 1’. Now ask the question again, why did the symptom in ‘Why 1’ occur
and record the answer in ‘Why 2’. Continue down until you can no longer get an answer to the
question why – this is likely to be the root cause of the problem!
问自己这个问题，为什么在“可能的原因1”中记录的症状，并记录在“为什么1”的答
案。

现在又问这个问题，为什么“为什么1”的症状出现，并记录在“为什么2”的答案。

继续下去，直到你不能再对这个问题有一个答案，这很可能是问题的根源！
Why 4
Why 5 If you have really found the root cause, you should be able to force it to happen, under controlled conditions – can you do this ?
如果你真的找到了根本原因，你应该能够强迫它发生，在控制条件下，你能做到吗？
Permanent Action:永久性的动作：
Describe possible solutions.
Describe in detail the favoured solution (include why this is the favoured solution):
详细描述所喜欢的解决方案（包括为什么这是最喜欢的解决方案）：
•Describe what needs to be achieved to eliminate the problem described in 1.
•描述需要实现的1个问题，以消除所描述的问题。

•What actions will be done, when and by who
•什么行动将做，当和由谁
•How will success / improvement be measured
•·如何衡量成功/改善
WWWWHW is used to define the objective, to quantify it and to identify the involved actors.
wwwwhw是用来界定的目标，它涉及到确定和量化的演员。

Do you have the right team? Revisit the cross functional team.你有正确的团队吗？重新审视跨职能团队。

No. Task Owner Target Date Actual
Date
1 Against the root cause(s) you have defined from the ‘5 Why’ analysis identify what actio ns need to be taken to
eliminate the root cause permanently, who needs to take action and what is the target/ action date of completion.
你从“5个原因”的分析中确定了哪些行为需要采取哪些措施来消除根本原因，谁需要采取行动和目标/行动日期完成。

2 Review the skills within the team since it is quite probable that you will require specialised skills to complete
this section i.e. Technical Support/ Maintenance/ Engineering etc. The mentor should recruit these
additional associates into the team to assist if required. Do not remove any of the original team members they still have a valuable role to play.
审查团队内的技能，因为这是非常可能的，你将需要专业技能，以完成这一部分，即技术支持/维护/工程等。

导师应招募这些额外的联营公司，以协助如果需要。

不要删除任何原有的团队成员，他们仍然有一个宝贵的作用发挥。

3 IMPORTANT! Try not to change more than one thing at any one time since it is difficult to assign any
observed improvement. If you are dealing with a systematic problem, changing one variable will have an
impact on others. If you change more than one variable at a time, it will not be possible to know what the root cause was.
重要！尝试在任何一个时间都不改变一件事情，因为它很难分配任何观察到的改善。

如果你正在处理一个系统问题，改变一个变量会影响别人。

如果你在一段时间中改变多个变量，就不可能知道什么是根源。

4. Never make a permanent change to the process or product until you have tried one first to prove your theory.
Always carry out line trials in controlled conditions to judge any effect on surrounding processes.
永远不要对这个过程或产品做出永久性的改变，直到你试过一次证明你的理论。

在受控条件下进行在线试验，以判断对周围过程的影响。

Always record the point of embodiment (POE) of a change with a brief description of that change so that you can judge its effect.
总是体现记录点（POE）一个简短的描述，这样你可以判断其效果的变化。

Prevention预防
Describe what actions will be taken to ensure this event or problem will not occur in other factories, production lines, products, suppliers, etc.描述将采取什么行动，以确保这一事件或问题不会发生在其他工厂，生产线，产品，供应商等。

Are there any tasks that have not been done?
是否有没有做过的任务？
Validation of Solution & Permanent Control Measures
解决方案和永久性控制措施的验证
Quantify savings量化储蓄
What is the time frame that is needed to verify the solution works验证解决方案所需的时间框架是什么
How many parts need to pass through the time?需要多少零件通过时间？
Always monitor the outcome of an implemented action for at least 30 days to validate its success as a permanent solution to the problem.
始终监测实施行动的结果，至少30天，以验证其成功的问题作为一个永久的解决方案。