8D培训教材.docx
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8D培训教材
8DTrainingMaterial/培训教材
CorrectiveActionProcedures
8-DisciplineFormApproach
用8D解决问题的正确行为步骤
Contents/目录
·Whatisthe8-Discipline？
什麼是8D？
·Whenshall8-Disciplinebeused？
什麼時候用8D？
·Containment＆Correctiveaction.暫時對策＆永久對策.
·Goals.目標.
·Responsibilities.職責.
·The8-Disciplineindetail.8D詳細說明.
·ProblemAnalysis.分析問題.
·Theprocedureofproblemanalysis.分析問題的步驟.
·Casestudy.案例研究.
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Whatisthe8-Discipline?
·ASystemicapproachutilizedforrootcauseFindingandproblemsolving
----Discipline1:
UseTeamApproach
----Discipline2:
DescribeTheProblem
----Discipline3:
DescribeTheRootCause
----Discipline4:
ContainmentPlan
----Discipline5:
PermannentC/APlan
----Discipline6:
VerificationOfEffectiveness
----Discipline7:
PreventRecurrence
----Discipline8:
CongratulateYourTeam,CaseClose.
什么是8D?
·8D是为寻找根本原因和解决问题而利用的一种系统方法.
----步驟1:
成立團隊
----步驟2:
描述問題
----步驟3:
原因分析
----步驟4:
暫時對策
----步驟5:
永久對策
----步驟6:
效果評估
----步驟7:
防止再現
----步驟8:
任務完成
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Whenshall8-Disciplineused?
·ThefalloutconsistentlyovertheDPPMgoal.
·MeettheDPPMgoalbutonefailuremorethan20%tothefallout.
·Adefectoccurredthatshouldhavebeencontainedwithin
theprocess.
·Thedefectisinducedbytheprocess.
·Thefailingparamentwasnottestedbyprocess.
什么时候用8D?
·持續不良超過DPPM目標值.
·達到DPPM目標值,但是某種原因引起的不良超過總不良數的20%.
·應當在制程中的不良發生時,而在制程外發生.
·制程引起的不良.
·在制程中有不能被檢測出來的不良因素時.
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Definitions-Containment＆CorrectiveAction
·Containment-Shortterm,temporaryfix.
·RiskassessmentofF/G＆Field.
---Functional/Visualscreenofastatisticallysignificantsample.
---ByScreening,Testing,Inspectionmethod--Nonvalueadded.
---Failurecostishappene.
·CorrectiveAction-Longterm,permanentfix.
·Preventthedefectunitproduced.
·Nofailurecost.
暂时对策＆永久对策的定义
·暫時對策---短期和暫時的決定.
·成品＆已出成品的風險評估.
----一個具有功能性或可視性的有統計意義的篩選樣品.
----通過檢查,測試,篩選這些方法–沒有附加價值.
----出現失敗成本.
·永久對策---長期和永久決定.
·預防不良產生.
·無失敗成本.
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Goals–SupplierDevelopmentProcess
·Containmentplanavailablewithin2workingdaysofreceiptof8D.
·Containmentplanimplementedwithin5workingdaysofreceiptof8D.
·Correctiveactionplanavailablewithin5workingdaysofreceiptof8D.
·CompanyagreedCorrectiveActioninplacewithin3months
ofreceiptof8D.
目标–供应商改善程序
·在接到8D的2個工作日內要得到可行的暫時對策.
·在接到8D的5個工作日內要執行暫時對策.
·在接到8D的5個工作日內要得到可行的永久對策.
·在接到8D的3個月內要執行公司認同的永久對策.
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Goals–SupplierRatingSystem
·Problemidentificationandactionplanwithin48hoursofproblemnotification.
·Containmentplanwithin24hoursofproblemidentification.
·Correctiveactionplanwithin48hoursofrootcauseidentification.
·Problemclosurewithin24hoursofrootcauseaction.
目标–供应商改善的速率系统
·在問題出現的48小時之內要去鑒定問題和制定計劃.
·在鑒定問題完成後的24小時之內要有暫時對策.
·在找到根本原因後的48小時之內要有永久對策.
·在永久對策執行後的24小時之內問題得到解決.
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Responsibilities
·Theoriginator
---Initiatethe8D.
---Copythe8Dtoallcompanymanufacturingsites.（asapplicable）
·Thesupplier.
---Provideresponsesin8Dformat.
---Communicate8Ddetailinternallyasnecessary.
---RespondwithContainment/CorrectiveActionPlanaspergoals.
---ProvideweeklyupdatestoCPQteamasperBusinessplan.
---AchievegoalsontimescalesforimplementationofContainmentandCorrectiveActions.
---Communicatecorrectiveactionplantoallsuppliersitesforawareness.
职责
·發行者.
---最初的8D.
---複印8D給公司的各個製造廠商.（如果可以的話）
·供應商.
---對8D的形式提供回應.
---在內部傳達必要的8D詳細資料.
---對每一個目標提供暫時和永久對策.
---對每一個商業計畫都要每週提供修正給公司小組.
---在執行暫時和永久對策的過程中要達到預先制定的目標.
---傳達永久對策給所有的製造商以引起重視.
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The8-DisciplineInDetail
·Discipline1:
UseTeamApproach
·Discipline2:
DescribeTheProblem
·Discipline3:
DescribeTheRootCause
·Discipline4:
ContainmentPlan
·Discipline5:
PermannentC/APlan
·Discipline6:
VerificationOfEffectiveness
·Discipline7:
PreventRecurrence
·Discipline8:
CongratulateYourTeam,CaseClose.
8D的详细说明
·步驟1:
成立團隊
·步驟2:
描述問題
·步驟3:
真因分析
·步驟4:
暫時對策
·步驟5:
永久對策
·步驟6:
效果評估
·步驟7:
防止再現
·步驟8:
任務完成
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Discipline1:
TeamMembers
·Selectandrecordinternalandexternalteammembers.
·SelectTeamChampion.
---Removeroadblocksfortheteam.
·Selectateamleader.
---Directefforts＆takesresponsibility.
·Teamwork.
步骤1:
团队成员
·挑選記錄內外部團隊成員.
·選擇一個團隊資源支持者.
---為團隊排除障礙.
·選擇團隊領導.
---工作努力＆負責.
·團隊工作.
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Discipline2:
DescribetheProblem
·Usedteamsunderstoodbythecustober.
·Describethechangeinconditionorpre-existingconditionwhichcausedtheproblem.
·Expresstheconditioninquantifiableteams.
步骤2:
问题描述
·使用客戶易懂的術語.
·描述不良情形或者引起不良的原因.
·用定量的術語描述問題.
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Discipline3:
DefineTheRootCause
·Describewhythechangeinconditionoccurred.oridentifythe“Hole”inthesystemwhichallowedthepre-existingconditiontogoundetected.
·Categorizetherootcause,e.g.:
---Material;
---Machine;
---Methods;
---Manpower;
---Maintenance;
---Environment;
步骤3:
定义根本原因
·說明為什麼會有不良問題出現,或者確定導致不良而沒有被發現的系統中存在的“漏洞”.
·根本原因分類.例如:
---材料;
---儀器;
---方法;
---人為;
---維護;
---環境;
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Discipline4:
ContainmentPlan
·Describewho,what,when＆howyouwillcaptureandcontainthedefectnow,andpreventthemfromgettingtothecustomer.
·Considertheeffectofthecontainmentplanon:
---Cost;
---Delivery;
---Inducementofothertypesofdefects;
步骤4:
暂时对策
·描述何人，何物，何時＆怎樣—你才能發現和捕捉到不良問題，並且防止這些問題流到客戶手中.
·考慮暫時對策的影響:
---成本;
---運輸;
---導致其他不良的動機;
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Discipline5:
ImplementParamentC/A
·Describewho,what,when＆howyouwillimplementchangesinmaterial,manpower,methods,etc.tototallyeliminatetherootcauseoftheproblem.
·ConsiderparamentC/Aimpactupon:
---Inducingothertypesofdefects;
---Eliminationofcontainmentactivities;（i.e.IfC/Aplanworkscontainmentactivitiesshouldnolongerberequired）
步骤5:
执行永久对策
·描述何人，何物，何時＆怎樣—你才能應付由材料,人為,方法等引起的不良,從而最終解決問題.
·考慮永久對策的影響:
---是否會引起其他不良;
---排除暫時對策;（例如:
當C/A計畫執行時,暫時對策就不在需要）
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Discipline6:
VerifyEffectivenessOfActions
·Describeverificationresultsinquantifiableterm.E.G.:
---AchievedCpk-1.5;
---Decreaseddefectoccurrencestozero:
·ContinuecontainmentactivitiesuntilpermanentC/Aactionsareverifiedasbeingeffective.
步骤6:
效果评估
·用定量的術語來描述評估的結果.例如：
---Cpk值達到1.5;
---不良降到零;
·繼續執行暫時對策直到永久對策被確認是有效的;
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Discipline7:
PreventRecurrence
·Describetheinternaland/externalculturalorsystemicchangesthatmustbetopreventtheproblemfromrecurring.
·Theteamchampionisresponsiblefortakingtheserecommendationsbacktomanagementanddrivingimplementation.
步骤7:
防止再现
·防止問題再現而必須執行的一些改變對策,這些可能是內外部文化或系統的改變.
·團隊領導有責任將這些對策應用到管理中並推行使用;
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Discipline8:
CongratulateYourTeam
·Championandteamleaderrecognizesteammembersfortheirroleinsolvingtheproblem.
步骤8:
任务完成
·上級和團隊領導應承認隊員在解決問題中發揮的作用.
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ProblemAnalysis
·WhyP/Afailed？
---Jumpingtoconclusion.
·Basedonlimitedinformationabouttheproblem.
---Failuretodefingtheproblem.
·Flounderinamassofinformation.
·Notabletoclearlyfocusonexactlywhatitistryingtoresolve.
---Actionoverskill.
·Takemanyactionsatonce.
·Theactionsarenotcheckedtoseeiftheyreallycorrecttheproblem.
·Ifproblemdisappears,nooneiscertainwhy.
问题分析
·為什麼永久對策會失敗?
---直接得出結論.
①對問題只作有限的瞭解.
---描述問題失敗.
①有一大堆資訊卻無從下手.
②不能正確集中在需要解決的問題上.
---方法過多.
①一次性採用過多的方法.
②沒有檢查所使用的方法是否適合解決問題.
③如果問題一旦消失,沒有一個能被確定成原因.
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TheProcedureOFProblemAnalysis
·DescribetheProblem.
---Statetheproblem.
---Specifytheproblem.
①What,Where,When,Extent.
·IdentifyPossibleCauses.
---Useknowledge,experience.
---Identifydistinctionsandchanges.
·EvaluatePossibleCauses.
---Testpossiblecausestodeterminemostpossiblecause.
·ConfimeTureCause.
---Verifyassumptionsmadeintesting;conductobservation;tryfixandcheckresult.
问题分析的程序
·描述問題.
---陳述問題.
---詳細說明問題.
①何事,何地,何時,程度.
·確定可能的原因.
---運用知識和經練.
---確定區別和改變.
·評估可能的原因.
---測試這些原因並找出實際上可能導致問題的因素.
·確定真正原因.
---檢驗測試中的假定;研究觀察;修改並檢查結果.
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ProblemAnalysis----DescribeProblem
·StateProblem.
---Whyisthedefectiveobject（unit）?
.
---Whatisthedefect.
·SpecifyProblem.
ISISNOT
What
Whatspecificobjecthasthedefect?
Whatsimilarobjectcouldreasonablyhasthedefect,butdoesnot?
Whatisthespecificdefect?
Whatotherdefectscouldreasonablybeobserve,butarenot?
Where
WhereisthedefectiveobjectWhereelsecouldthedefectivebeobserve,butisnot?
Observed（geographically）?
Whereisthedefectontheobject?
Whereelsecouldthedefectivebeontheobject,butisnot?
分析问题------描述问题
·問題所處的狀態.
---不良的物件是什麼?
---什麼是不良.
·對問題進行詳細說明.
是不是
什麼
什麼樣的特定物件有不良?
什麼樣相似的物件有可能發生同樣的不良,但實際上並沒有發生?
特定的不良是什麼?
什麼樣的其他不良有可能被發現,但實際上並沒有被發現?
何地
在何地發現不良物體?
不良物件有可能在其他地方發現,但實際上並沒有被發現?
不良是發生在物件的哪個地方?
不良還有可能發生在物件的其他地方,但實際上並沒有發生?
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ProblemAnalysis----DescribeProblem
·SpecifyProblem.
ISISNOT
When
WhenwasthedefectivefirstobjectobservedWhenelsecouldthedefectiveobjecthavebeenfirst（inclock/calendartime）?
observed,butwasnot?
WhensincethattimehasthedefectiveobjectWhatothertimecouldthedefectiveobjecthavebeen
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