客诉回馈报告8D写作程序及重点

8 Discipline Process of Problem-Solving ( 8D 的写作程序及重点) -------------------------------------1. Purpose:The document defines the process of corrective action fordefects of (1) Field feedback(2) OQC inspection in Wintek. Wintek has to open 8D sheet for concerningfailure such as critical failure or lot reject or repeated failure.To investigate what the root cause of defects are resulted by and how to improve them in order to control the quality of out-going.主旨: 此份文件定义了矫正措施单( 8D )的程序及步骤,针对(1)客户反应的问题以及(2)OQC 出货检验判退问题, 尤其针对重大性, 整批性或重复性的失效, Wintek 必须提出一份完整又有效解问题的报告-- 8D.并调查问题发生的真正原因及改善措施进而维持本公司产品的出货质量.2. Reference:2.1 8-Discipline form & 8-Discilpline instructions2.2 8D Example3. Responsibility:3.1 8D of Exterior Feedback From Field or Customers3.1-1 Sales department : Communication between Wintek and Customerin defect feedback.3.1-2 Relevant department : Relevant departments(such as QA, ME, PD,R&D...) have to submit a corrective action.3.1-3 QE : Come out a Eight-Discipline sheet(8D) according to correctiveaction from relevant department as when Field/Customer feedbackproblem.4. Procedure:DISCIPLIINE 1. USE TEAM APPROACH* Team size: 4 to 10 people.* Skill diversity among team member.* Choose a champion.+ Include all activities that can help define the problem and casual factors and implement corrective action.( 负责窗口由不同部门成员4~10位所组织的小组, 选出一位负责人, 并且能够定义问题及原因, 执行矫正措施.)DISCIPLIINE 2. DESCRIBE PROBLEM* Relate in customer terms.* A change in condition has occurred-relate it to some prior or desirable condition.* The changes must be quantifiable.+ Utilize all indicators to identify and quantify the problem as completely as possible in customer terms or symptoms. To describe the data as clearly as possible.( 尽可能的将问题的数量, 数据, 型号, 鉴定, 状况, 差异, 现象, 依据客户的观点描述清楚)DISCIPLIINE 3. DEFINE ROOT CAUSE* The real reason the condition changes.* Ask "Why" until the real reason is exposed.* Each problem may have several root causes.+ Ask the question, "Why" as many times as required to drive to definition of theunderlying root causes. Remark the condition of the root occurred as station,location, date, member, action..( 问出真正造成问题的原因, 也许有许多个, 但要求直到找出潜在原因为止, 并记录发生问题之状况如站别, location,日期, 人员, 动作..)DISCIPLIINE 4. IMPLEMENT INTERIM CORRECTIVE ACTIONS* Immediate* Keep the problem from getting to the customer.* Will it cause other defects ?* Keep track of exact date of action.+ Take immediate action to contain the problem within the Company and in the field.Record the status and quantity for rework products.( 临时对策要能立即解决厂内及市场上的问题,避免问题再发生在客户身上, 并持续追踪正确日期及效果,以及是否会衍生另外的问题, 记录rework 的数量及状况)DISCIPLIINE 5. IMPLEMENT PERMANENT CORRECTIVE ACTIONS* Eliminate root causes of the problem.* Remove cultural barriers.* Permanent Corrective Actions must be concrete.* Keep track of exact date of action implementation, lot number.+ Eliminate root causes of the problem.+ Implement ONGOING CONTROL actions as applicable.+ Correct products already produced.( 针对有效解决问题的永久对策要能排除真因的再现, 追究正确导入日期, Lot 等记录.完成质量控制动作.)DISCIPLIINE 6. VERIFY EFFECTIVENESS OF ACTIONS* Verify both containment and permanent actions* Use data to convince team of effectiveness* Keep track of dates and effectiveness percentages so that the customer knows when and how much of the problem went away.+ Measure effectiveness of actions identified in the step 4 and 5 in quantifiable terms.Record the DPPM on date of happen and correction in OQA and PQC.(追踪并记录效果确认, 提供OQA, PQC 问题检出时以及对策导入后的DPPM, 至少三天)DISCIPLIINE 7. PREVENT RECURRENCE* Change Culture* Wish list+ Modify management and operating systems practices, procedures and processes to prevent recurrence of similar problem.( 将防止问题重现的管理方式, 作业标准, 质量程序, 依现况作更完整有效地调整)DISCIPLIINE 8. CONGRATULATE YOUR TEAM* Keep it short* Be sincere+ Recognize the cooperation contribution of the team member.5. Details5.1 The 8-D (8-Discipline worksheet) form or similar format should be used when:5.1.1 The Production/Field attributable fallout consistently exceeds the agreedDPPM goal.5.1.2The Production/Field meets the agreed DPPM goal but one failure symptomcontributes more than 20% to the supplier attributable fallout.5.1.3 A defect occurred that should have been contained within the manufacturingprocess.5.1.4The defect is induced by the Production's process.5.1.5The failing parameter was not tested by Production.5.2 Containment / Corrective Action RequirementsDefinitions: Containment - short term, temporary fixCorrective Action - longer term, permanent fixWhere containment action has been requested, the supplier should perform a risk assessment of the exposure in their finished goods. This would normally be based on a functional / visual screen of a statistically significant sample.5.3 Goals1. Containment plan available within 2 working days of receipt of 8-D2. Containment plan implemented within 5 working days of receipt of 8-D3. Corrective action plan available within 5 working days of receipt 8-D4. QA agreed Corrective Action in place within 3 months of receipt of 8-DThe goals set here are general guidelines; each 8-D situation should be assessed for its criticality and urgency.5.4Explanation of Responsibility for team members :5.4.1 Responsibilities:5.4.1.1 The Originator:●Initiate the 8-D●Copy the 8-D to all related manufacturing sites (as applicable)5.4.2 The Responsible :●Shall provide responses in 8-D format.●Communicate 8-D details internally necessary●Respond with Containment / Corrective Action Plans as per goals●Provide weekly updates to QA as per regular report plan●Achieve goals on time scales for implementation ofcontainment and corrective actions●Communicate corrective action plan to all supplier sites forawareness5.5 Explanation for each discipline :5.5.1 DISCIPLINE 1 : TEAM MEMBERSSELECT AND RECORD INTERNAL AND EXTERNAL TEAM MEMBERS SELECT A TEAM CHAMPION (MANAGEMENT MEMBER WHO WILL REMOVE ROAD BLOCKS FOR THE TEAM)SELECT A TEAM LEADER (A MEMBER WHO DIRECTS EFFORTS AND TAKES RESPONSIBILITY FOR TEAM)5.5.2 DISCIPLINE 2 : DESCRIBE THE PROBLEMUSE TERMS UNDERSTOOD BY THE CUSTOMER DESCRIBE THE CHANGE IN CONDITION OR PRE-EXISTING CONDITION WHICH CAUSED THE PROBLEM EXPRESS THE CONDITION IN QUANTIFIABLE TERMS5.5.3 DISCIPLINE 3 : CONTAINMENT PLANDESCRIBE WHO, WHAT, WHEN AND HOW YOU WILL CAPTURE AND CONTAIN THE DEFECTS NOW, AND PREVENT THEM FROM GETTING TO THE USTOMER CONSIDER THE EFFECT OF THE CONTAINMENT PLAN ON:-COST-DELIVERY-INDUCEMENT OF OTHER TYPES OF DEFECTS5.5.4 DISCIPLINE 4 : DEFINE THE ROOT CAUSEDESCRIBE WHY THE CHANGE IN CONDITION OCCURRED, OR IDENTIFY THE"HOLE" IN THE SYSTEM WHICH ALLOWED THE PRE-EXISTING CONDITION TO GO UNDETECTED CATEGORIZE THE ROOT CAUSES, e.g. MATERIAL, MACHINE, METHODS, MANPOWER, METHODS, ENVIRONMENT5.5.5 DISCIPLINE 5 : IMPLEMENT PERMANENT CORRECTIVE ACTIONSDESCRIBE WHO, WHAT, WHEN AND HOW YOU WILL IMPLEMENT CHANGES IN MATERIAL, MANPOWER, METHODS, ETC. TO TOTALLY ELIMINATE THE ROOT CAUSE OF THE PROBLEM CONSIDER PERMANENT C/A PLAN IMPACT UPON: - INDUCING OTHER TYPES OF DEFECTS-ELIMINATION OF CONTAINMENT ACTIVITIES (I.E..: IF C/APLAN WORKS CONTAINMENT ACTIVITIES SHOULD NOLONGER BE REQUIRED)5.5.6 DISCIPLINE 6 : VERIFY EFFECTIVENESS OF ACTIONSDESCRIBE VERIFICATION RESULTS IN QUANTIFIABLE TERMS. (E.G.: ACHIEVED CPK - 1.5 OR DECREASED DEFECT OCCURRENCES TO ZERO, ETC.) CONTINUE CONTAINMENT ACTIVITIES UNTIL PERMANENT C/A ACTIONS ARE VERIFIED AS BEING EFFECTIVE5.5.7 DISCIPLINE 7 : PREVENT RECURRENCEDESCRIBE THE INTERNAL AND /OR EXTERNAL CULTURAL OR SYSTEMATIC CHANGES THAT MUST BE MADE TO PREVENT THE PROBLEM FROM RECURRING THE TEAM CHAMPION IS RESPONSIBLE FOR TAKING THESE RECOMMENDATIONS BACK TOMANAGEMENT AND DRIVING IMPLEMENTATION5.5.8 DISCIPLINE 8 : CONGRATULATE YOUR TEAMCHAMPION AND TEAM LEADER RECOGNIZES TEAM MEMBERS FOR THEIR ROLE IN SOLVING THE PROBLEM。