8D方法TA8DTrainingcourse.ppt

8DISCIPLINESTOPROBLEMSOLVING解决问题的8个步骤,8-D2000,TennecoAutomotive8-D/2000,2,ThiscoursewasdevelopedbyateamofTennecoAutomotiveemployeeswhohaveworkedonproblemsolvingeffortsforthepastfifteentotwentyyears.ThiscourseisasummaryoftheproblemsolvingprocessthatwasformerlyknownasPEP(PeopleEliminatingProblems)withintheridecontrolbusinessunitandQUIP(QualityImprovementProcess)withintheexhaustbusinessunit.FordMotorCompanyisacknowledgedasthedeveloperofthe“8-D”process.ThankstoKayShreve(Monroe,MI),MichaelBrown(Paragould,AR)andEuniceSpradlin(Cozad,NE)fortheirworkonthisproject.,TennecoAutomotive8-D/2000,3,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。感谢为此课程做出努力的KayShreve(Monroe,MI),MichaelBrown(Paragould,AR)andEuniceSpradlin(Cozad,NE),TennecoAutomotive8-D/2000,4,D-1FormtheTeam组建小组D-2DescribetheIssue描述问题D-3ContainmentActivities应急措施D-4FindandVerifyRootCause找出根本原因D-5SelecttheBestSolution挑出最好的解决方法D-6VerificationofCorrectiveAction确认纠正措施D-7PreventRecurrence防止再发生D-8CongratulatetheTeam祝贺小组,8-DisciplinesofProblemSolving解决问题的8个步骤,TennecoAutomotive8-D/2000,5,D-1FormTheTeam,Size大小5to7CoreMembers5-7个核心成员SupportNeeded需要的支持Whatleveloftheorganization需要什么水平的组织Change改变Accordingtoneeds根据需要Roles角色Defineroles/responsibilities定义角色/责任WHERE地点SeenonObject根据目标SeenGeographically地理位置(Supplier/Customer/Etc)（供应商/客户/等）,TennecoAutomotive8-D/2000,6,D-1FormTheTeam,Training培训Arrangefortrainingofallteammembersifnottrainedyet如果还没有培训过安排所有小组成员的培训Records记录InitiateTACCT(TennecoAutomotiveCustomerConcernTracking)Systemreport;initiateactionregister建立TACCT（TA顾客跟踪）系统报告和行动记录,TennecoAutomotive8-D/2000,7,D-1FormTheTeamCAUTIONS!注意,Ensurecross-functionalteammembers确保小组成员具有多功能Includeprocessowners(thosewhodothework)使每个步骤都要有相关责任人Includechampionandleaderasroad-blockremovers要有CHAMPION和领导人作为排清障碍的人,TennecoAutomotive8-D/2000,8,D-2DescribetheIssue,Definetheissueintermsofwhatiswrongwithwhat描述什么出现了什么问题WHAT什么Objectwastheissueseenon目标是发生的问题Whatdefectwasseen发现了什么缺陷WHERE地点SeenonObjectSeenGeographically(Supplier,Customer,Etc.),TennecoAutomotive8-D/2000,9,D-2DescribetheIssue,WHEN什么时候Firstseen第一次看见Whenelseseen什么时间看到另外的Whenseenintheprocess什么时间在工序中看到HOWBIG有多严重Howmanyobjectshavethedefect多少目标有缺陷？Howmanydefectsperobject每个目标有多少缺陷？Whatisthetrend趋势是什么,TennecoAutomotive8-D/2000,10,D-2DescribetheIssue,TOOLSTOUSE使用的工具Processflowdiagram工艺流程图Checksheetstocollectdata收集数据的检查表Anydatathatisreportingtheissue任何反映问题的数据Customercomplaints顾客埋怨CurrentSPC/Datacollectionsheets当前SPC/数据收集表pFMEAScrap/reworkreports废品/返工报告,TennecoAutomotive8-D/2000,11,D-2DescribetheIssue,RECORDS记录DescribetheissueintheTACCTsystem在TACCT系统中描述问题SearchtheTACCTsystemtodetermineifthisissuehasbeenaddressedbyanyotherfacility/group检查TACCT系统看是否此问题其他工厂也有出现,TennecoAutomotive8-D/2000,12,D-2DescribetheIssue,TennecoAutomotive8-D/2000,13,D-2DescribetheIssue,TennecoAutomotive8-D/2000,14,D-2DescribetheIssue,TennecoAutomotive8-D/2000,15,D-2DescribetheIssue,TennecoAutomotive8-D/2000,16,D-2DescribetheIssueCAUTIONS!,Stateissueinquantifiableterms描述问题时要量化Usedatatosupportproblemstatement用数据支持问题的陈述Describesymptom/effectoftheissue描述问题症状和影响Avoidjumpingtoconclusionofcause避免跳到原因的总结,TennecoAutomotive8-D/2000,17,D-3ContainmentActions,DetermineifContainmentisNeeded决定是否需要应急措施IFYES如果需要Defineaction(s)定义行动Assignresponsibility分配职责Implement实施Document记录Monitor监控Establishexitcriteria建立停止行动的标准,TennecoAutomotive8-D/2000,18,D-3ContainmentActions,IFNO如果不需要Documentreasonswhycontainmentaction(s)arenotrequired记录不需要的原因RECORDS记录Documentcontainmentaction(s)onTACCTsystem在TACCT系统记录应急措施,TennecoAutomotive8-D/2000,19,D-3ContainmentAction(s)CAUTIONS!,Ensurecustomerprotection确保顾客保护Determineanddocumentcriteriaforbegin/exitcontainmentactions确定并记录开始/结束应急措施的标准Communicatetokeyprocessowners与每个步骤负责人沟通,TennecoAutomotive8-D/2000,20,D-4FindandVerifyRootCause,BrainstormforPotentialCauses对可能原因进行头脑风暴FreeWheelingUseFlipCharts用活动挂图RoundRobin循环赛StickyNotes粘贴纸SignUpList签名单,TennecoAutomotive8-D/2000,21,D-4FindandVerifyRootCause,Brainstormingrules头脑风暴的规则AvoidCriticism避免批评WelcomeExaggeration欢迎夸张Wilder/Better思维越广越好SolicitQuantity注重数量AsManyAsPossible越多越好EncourageBuildingonOtherIdeas鼓励在其他主义基础上发挥StimulateParticipation鼓励参与RecordAllIdeas记录所有想法DiscussionComesLater然后讨论,TennecoAutomotive8-D/2000,22,D-4FindandVerifyRootCause,Consider考虑：Whatwashappening什么发生了Whatwas“normal”什么是“正常的”Whatchanged什么发生了改变Whatstarted什么开始了Whatstopped什么结束了VERIFY确定Cantheproblembeturned“on”and“off”问题是否可被打开或关掉,TennecoAutomotive8-D/2000,23,D-4FindandVerifyRootCause,ToolsToUse使用的工具FiveWhys5个WHYFishbone/CausecalculatetheCpK(CpKmustbeequaltoorgreaterthan1.67)以后3周里收集每个特殊的缺陷的数据，计算CpK（CpK应该大于或等于1.67）Testforcharacteristic“X”;zerodefectsallowed测试性能“X”，不允许任何缺陷,TennecoAutomotive8-D/2000,34,D-6VerificationofCorrectiveActions,VERIFICATIONMETHODSTrackovertimeinarea“Y”forthenext3months;overtimeshouldnotexceed“A”hourspermonth在“Y”区跟踪以后3个月的加班时间；加班应不超过每月“A”小时,TennecoAutomotive8-D/2000,35,D-6VerificationofCorrectiveActions,RECORDS记录DocumentverificationmethodsinTACCTsystem在TACCT系统中记录验证方法IncludeitemsfromimplementationplaninActionRegister在行动记录中要有行动实施项,TennecoAutomotive8-D/2000,36,D-6VerificationofCorrectiveActionsCAUTIONS!,Ensurecontainmentisnotendedtoosoon确保应急措施不要结束过早Avoidshorttermimpact避免短期效应,TennecoAutomotive8-D/2000,37,D-7PreventRecurrence,Identifywhatallowedtheproblemtooccurbysearching:通过检查以下项找出问题发生原因Systems系统Practices实践Procedures程序Reviewotherareaswherethisproblemcouldoccur检查其它此问题可发生的领域,TennecoAutomotive8-D/2000,38,D-7PreventRecurrence,TOOLSTOUSE工具Brainstorming头脑风暴ActionPlanning行动计划ProcessFlowDiagrams工艺流程图pFMEAs,TennecoAutomotive8-D/2000,39,D-7PreventRecurrence,MethodtoPreventRecurrence避免再发生的方法：Identifytheopportunity确认什么时候可能再发生Definethescope定义发生的范围Analyzethecurrentprocess分析当前流程Envisionthefutureprocess预想将来流程Pilotandverifytheproposedchange引导并确认建议的变化,TennecoAutomotive8-D/2000,40,D-7PreventRecurrence,MethodtoPreventRecurrence-contd防止再发生的方法包括以下Implementthechange实施改变Changeallpertinentrecords改变所有相关记录Obtaincustomerapprovalpriortochangeifrequired如果要求在变化前获得顾客许可ContinuallyImprove持续改进,TennecoAutomotive8-D/2000,41,D-7PreventRecurrence,RECORDS记录ListimplementationplansonTACCTsystem;providecontactsource(teamleader)forotherswhomayseekresolutionofthisissueinthefuture在TACCT系统上列出实施计划；给其他在将来可对此问题寻求解决方法的人提供联系方式（如：小组领导）,TennecoAutomotive8-D/2000,42,D-7PreventRecurrenceCAUTIONS!,Ensurequalitysystemrequirements(QS-9000)areadheredto确保遵守质量体系(QS-9000)要求Ensurecustomerapprovalisobtained