8D中英文对照课件.ppt

1,TIAutomotive8DProblemSolvingTIAutomotive问题解决8D(8条规则),Whatisthe8Dprocess?何谓8D流程？Whyaddressproblemsolvingusing8Ds?为何在问题解决方面运用8D？Whatinhibitorsexisttoefficientproblemsolving?高效解决问题存在哪些阻力？Disciplines1through8规则1到8Horizontal8Ds横向分析8D8DForms8D规则的形式LaunchLunacyExercise开始疯狂练习8DQuiz8D规则测验,2,FlowchartForProblemResolution问题解决方案流程图,DontMessWithIt!不要混淆！,YES是,NO不是,YES是,YOUIDIOT!你犯错了！,NO没有,WillitBlowUpInYourHands?是否在你手里被毁？,NO不是,LookTheOtherWay关注其它方式,AnyoneElseKnows?还有谁了解？,YoureSCREWED!你受到胁迫！,YES是,YES有,NO没有,HideIt隐瞒,CanYouBlameSomeoneElse?你能责备他人吗？,NO不,NOPROBLEM!没有问题！,Yes能,IsItWorking?可行吗？,DidYouMessWithIt?你是否搅混？,3,Whatisthe8D(EightDiscipline)ProblemSolvingProcess?何谓8（8条规则）问题解决流程？8DisaSTANDARDIZEDmethodtoresolveaproblemwhentheCAUSEoftheproblemisUNKNOWN.当问题的起因不明时，8D是一个解决问题的标准化模式。8DisaFORMATtocommunicatecorrectiveactions.8D是对一个纠正措施进行沟通的格式。Amethodtoincreaseawarenessandtoreportprogressonimprovements.一种提升了解度和报告进展的方式。8Disaproblemsolvingtool.8D是一种解决问题的工具。Asaprocess,8Dsshouldbestartedfromthemomentaproblembecomesevident.作为一个流程，8D应该在问题变明显时启动。Asastandard,8Disacodeofconduct:.作为一种标准，8D是行为守则。Factbased以事实为依据Datadriven以数据为导向Commitmenttoattacktherootcause-notthesymptoms追寻问题根源而非表象,4,InhibitorstoEfficientProblemSolving:阻碍有效解决问题的几大因素:,Problemisnotdescribedcorrectly.未正确阐述问题。Theproblemdescriptionmustbefocusedenoughfortheteamtohandleeffectively.问题阐述必须被足够重视，使团队能有效解决。Theproblemsolvingeffortisexcessivelyexpedited.问题解决过分迅速。Stepsareskippedtoobtainaquicksolution.为快速获得问题解决方案而省略一些步骤。Poorteamparticipation.团队参与性差Notalltheteammembersparticipatedeffectively.并非所有团队成员都能有效参与。Theteamfailedtoconsiderallthepossiblecauses.团队未将问题起因考虑周全。Nologicalthoughtprocessused.未采纳合理思考过程。Problemsolvingeffortlacksthedisciplinetoprioritize,analyzeandreviewtheproblem.解决问题过程中缺少对其分类、分析和评估的规则。,5,InhibitorstoEfficientProblemSolving:(continued)阻碍有效解决问题的几大因素:（续）,Lackoftechnicalskills.缺少技能。Problemsolversarenottrainedinproblemsolvingmethods,dataanalysis.解决问题者在解决方法和数据资料分析方面未受过培训。ManagementImpatience.管理急躁Excessivelyaggressivetimetableprohibitsaproperproblemdescription,adequateanalysis,rootcausedeterminationandeffectiveimplementationofcorrectiveactions.过分急进的日程表阻碍合适的问题阐述、足够的分析，问题根源确定和有效实施纠正措施。Potentialrootcausemis-identifiedasTHErootcause.错把问题的可能原因当作问题的真正根源。Problemrecursbecausetherealrootcauseismissed.因没有认清问题的真正根源导致问题重现。Permanentcorrectiveactionnotimplemented.没有实施永久性的纠正措施。Managementdoesnotagreewiththeteamssolution;doesnotapprovecorrectiveactionsrecommended.管理部门不同意团队的解决方案；不批准建议的纠正措施。,6,7,8,9,10,11,12,13,14,Whyaddressproblemswiththe8DisciplineTechnique?为何以8条规则的技巧来解决问题,HistoricalProblemSolvingMethods传统解决问题的方式Threetimesaslongandthreetimesasexpensiveasprevention.在问题防御方面需要多花三倍的时间和经费52%ofproblemsrecur.问题重复率达52%Therefore因此80%oftimeisspentonresolvingroutineproblems.80%的时间花在解决常规问题上Theorganizationischaracterizedasgoodat“situationalcontrol”-FireFighters.机构被认为是善于“局面控制”救火员。Problemsolvinghistoricallyperformedatexecutive(expert)levels.以往都是由管理（专家）层来解决问题,8D-Planning3to5members.团队规模；3到5人Champion支持者Hasownershipoftheproblem.问题的所有人Supportsthefinaldecision.支持最终决策Hasauthoritytoimplementthefinaldecision.具有执行最终决策的权利Assiststheteamby:通过以下几点支持团队Settingtheimportanceofthetask.设定任务重点Maintainspressuretocompletethetask不断施压以完成任务。Providesleadership.提供领导Reviewstheteamsprogress.评估团队的进展Leader领导者GroupMember组员Servesastheprojectmanager.担当项目经理Assuresthattheteamcompletesthetask.确保团队完成任务Setsthemeetingdates.设定会议日期Establishestheagenda.制定会议议程Hasultimatecontrolwithintheteam.在团队内部具有完全控制权Setsgoalsandobjectives.设定目标,Becomeawareoftheproblem.意识到问题Formateam.组成一个团队,1.,16,8DisciplineProblemSolvingTechnique条规则解决问题的技巧,Teammembers.团队成员Bodyofthetaskforce.特别工作组Havetherequiredskills.具所需技能Committedtofollowthe8Dprocess.严格遵循8条规则Musthavegoodjudgement;expectedtomakecompetentevaluationsandrecommendations.必须具备良好的判断力，能作出恰当的评估和建议。Recorder记录员GroupMember组员Takesnotesandpublishes/distributesminutes.作笔记和公布/分发会议纪要。Assistsleaderwithmeetinglogistics.协助领导做好会议后勤工作。Tracksandrecordssignificantnon-teammembercontributions.跟踪和记录非团队成员所作的重大贡献。Takescareofadministrativedetails.关注管理方面的细节。Managesthedatastorage.作好数据/资料存档。Facilitator促进者Optionalposition.可选角色Neutraltosubjectcontent.主题的中立者Encouragesparticipation.鼓励参与Expertingroupprocesses.团队流程中的专家Monitorsandsteersthegrouptowardthedeclaredobjective.监控和驾驭团队朝所定目标努力,17,8DisciplineProblemSolvingTechnique条规则解决问题的技巧,Problemdescriptionisthekeyelementofproblemsolving.问题阐述是问题解决过程中的关键环节ItisadescriptionofWHATISWRONGWITHWHAT.阐述什么是错的，错在哪里Statethesymptom,extentandconsequenceoftheproblem.陈述问题的症状，范围和后果Useaflowdiagramtovisualizetheprocess.运用流程图来说明该流程UseaTimelinetosetthekeytime/dates.以时线来设定关键时间和日期AskwhathasChangedon/about/neartheproblem.询问问题本身和相关情况发生了什么变化Usethe5Wsand2Hstospecifytheproblem.用5W和2H详述问题Who谁What什么When何时Where何地Why为什么How如何Howmany多少UsetheIs/Is-NotFormat.运用是/否格式,DescribetheProblem.问题阐述,2.,18,8DisciplineProblemSolvingTechnique条规则解决问题的技巧,DescribetheProblem.问题阐述,2.,19,8DisciplineProblemSolvingTechniqueOperationalDefinition条规则解决问题的技巧运行定义,20,8DisciplineProblemSolvingTechniqueOperationalDefinition(continued)条规则问题解决技巧营运定义（续）,21,8DisciplineProblemSolvingTechnique条规则解决问题的技巧,UsetheIs/Is-NotFormat用是/否格式,22,8DisciplineProblemSolvingTechnique8条规则解决问题技巧,UsetheIs/Is-NotFormat用是/否格式,23,ChryslerDrain-BackCheckValve克莱斯勒回排逆止阀TypicalProblemwithanUnknownCause原因不清的典型问题VeryexcitedCustomer(Quality,Purchasing)非常兴奋的客户（质量，采购）VeryexcitedSalesTeam-YourBoss非常兴奋的销售团队你的老板Youhavenoclue你没有线索ThePanelofexpertshas10opinions专家座谈形成10种观点,24,ChryslerTruck-Drain-backCheckValve克莱斯勒卡车-回排逆止阀,25,ChryslerTruck-Drain-backCheckValve莱斯勒卡车-回排逆止阀,26,NewHavenDrainBackCheckValve8D新港回排逆止阀8条规则Step2ProblemDescription第2步问题阐述,27,8DisciplineProblemSolvingTechnique条规则解决问题技巧,Identifyallpotentialcauseswhichcouldexplainwhythisproblemhasoccurred.识别可解释为何发生问题的所有可能原因Isolateandverifytherootcausebytestingeachpotentialcauseagainsttheproblemdescription.按照问题阐述来分离并确定问题根源Useacauseandeffects(Fishbone)diagram.采用一张因果（鱼骨）图Graphicallyidentifiesallpastorpresentpotentialcauses.以图表鉴别所有过去或现在的可能导致问题产生的原因。SummarizeontheMOSTLIKELYrootcause.归纳最有可能的问题根源Askwhathaschanged?询问什么已改变？In,On,AroundorAboutthedifference.有关的不同点。Whatarethekeydatesofchange?变化的关键日期是什么？AskthequestionWHY?Atleast5times.问为什么，至少5次Askinwhatwaycouldthispotentialcausehavecreatedtheproblem?询问这些潜在原因是以什么方式导致问题产生的？,Defineandverifyrootcauses.定义和核实问题根源Identifyandselectpotentialrootcauses.识别和选择可能的问题根源Selectthemostlikelyrootcause.选择最有可能的问题根源,3.,28,8DisciplineProblemSolvingTechnique条规则解决问题技巧,TypicalElementsforCauseandEffectDiagram因果图的典型要素Manpower人力Material材料Methods方式MotherNature(Environment)自然力量（环境）Machinery机械设备,Defineandverifyrootcauses.定义和核实问题根源Identifyandselectpotentialrootcauses鉴别和选择潜在问题的根源,3.,29,30,鱼骨图分析,31,ChryslerDrain-BackCheckValve克莱斯勒回排逆止阀,Leak泄漏,ORingO形圈,Dimensions尺寸,IDMachiningID加工,Plating电镀,OversizeID特大IDUndersizestemOD偏小的阀杆Undersizegroove偏小的槽,OutofRound不圆ExcessiveToolMarks过多的工具标记,Damaged损坏的Missing缺少的Mislocared错位的,ResidueinO-Ringbore在O形圈孔的残渣,32,NewHavenDrainBackCheckValve8D新港回排逆止阀8条规则PotentialRootCauseAnalysisandInvestigations潜在根源的分析和调查,33,NewHavenDrainBackCheckValve8D新港回排逆止阀8条规则PotentialRootCauseAnalysisandInvestigations潜在根源的分析和调查,34,接上表,2019/12/16,35,可编辑,36,8DisciplineProblemSolvingTechnique条规则解决问题技巧,ProcessFlowDiagrams流程图Describetheprocess描述流程Whatisfirst.whatisnext?第一是什么.其次是什么Timelines日程安排WhathappenedWhen?发生了什么，什么时候发生？,Defineandverifyrootcauses.定义和核实问题根源Identifyandselectpotentialrootcauses鉴别和选择可能的问题根源,3.,37,8DisciplineProblemSolvingTechnique条规则解决问题技巧,ParetoAnalysis帕累托分析SeparatingtheVitalfewfromtheTrivialmany把关键的少数与无关紧要的多数分开80/20Rule80/20原则,Defineandverifyrootcauses.定义和核实问题根源Identifyandselectpotentialrootcauses鉴别和选择可能的问题根源,3.,38,8DisciplineProblemSolvingTechnique条规则解决问题技巧,DefineandimplementCONTAINMENTactionstoisolatethecustomerfromtheeffectoftheproblem.定义和实施围堵措施以使客户免受影响Verifythatthecontainmentactioniseffective.核实该围堵措施的效率Typicalcontainment:典型围堵100%inspection-100%检查Replacementwith“certifiedstock”替换“已证明的库存”Alternatesourceforraw(orcomponent)materials.改变原材料和零部件货源Alternatemethodofprocessing.改变加工方式Increasedinspection.提高检查比例Increasedfrequencyoftoolchanges.提高更换工具频率Verification:确认Plan计划Do(Implement)实施Check(Follow-upandreport)核对（跟踪和报告）Act(Evaluatetheperformanceofthecontainment)行动（评估围堵措施执行情况）,Implementshort-term(interim)correctiveaction.展开短期（临时）纠正措施Verifyeffectivenessoftheactionstaken.核实所采取措施的效率,4.,39,NewHavenTransCoolerCheckValve8D新港输冷管逆止阀Step4ContainmentAction第四步围堵措施,40,41,42,43,44,45,8DisciplineProblemSolvingTechnique8条规则解决问题技巧,Plan计划Defineandimplementthebestpermanentcorrectiveactions.定义和实施最佳永久纠正措施Do(Implement)实施Chooseongoingcontrolstoensuretherootcauseiseliminated.选择正在进行中的控制手法以确保消除问题根源Check(Follow-upquantifyWhat,Where,WhenandHowmuch.列出问题细节；量化什么，哪里，何时，何地和多少,52,TIAutomotive-8DProblemSolvingTechnique8条规则解决问题技巧07/09/01Step2:DescribetheProblem(continued)第2步：阐述问题（续）,53,TIAutomotive-8DProblemSolvingTechniqueTIAutomotive-8条规则解决问题技巧Step3:DeterminethePotentialandMostLikelyRootCause第3步：确定潜在的和最有可能的问题根源。,Notethattherootcausemustmeetallthecriteriainthedefectdescription.注意问题根源必须符合缺陷阐述中的所有标准。,54,TIAutomotive-8DProblemSolvingTechniqueTIAutomotive-8条规则解决问题技巧Step4:ContaintheProblem;take(ShortTerm)ActionTaken:第4步：控制问题；实施（短期）措施,Visitstothecustomer,dispositionofmaterials,detailsofinternalcontainmentactions(sortsandreworks),verificationoftheinternalcontainmentactionstaken访问客户，材料配置，内部围堵措施（分类和重做）细节，确认所采取的内部围堵措施,55,TIAutomotive-8DProblemSolvingTechniqueTIAutomotive-8条规则解决问题技巧Step5:DetermineandImplementthePermanent(LongTerm/Irreversible)CorrectiveActionswhichareneeded:第5步：决定和实施所需的永久（长期/不可取消）的纠正措施,56,TIAutomotive-8DProblemSolvingTechniqueTIAutomotive-8条规则解决问题技巧Step6:VerifythatthePermanentCorrectiveActionsTakenareEffective:第六步：核实所采取永久纠正措施的成效,UsePayntercharts,capabilitystudies,Paretoanalysisforbeforeandafter,etc.todemonstratethatpermanentcorrectiveactionstakenareeffective.用裴恩特图表、能力研究、帕累托等方法来分析“之前，之后”的情况以证明所采取永久纠正措施是有成效的。,57,TIAutomotive-8DProblemSolvingTechniqueTIAutomotive-8条规则解决问题技巧Step7:ExamineyourSystems:第7步：检查你的系统PreventionSystems预防系统OtherProcessessimilartothoseaffectedbythisproblem其它与受该问题影响相似的流程,UpdateFMEAs,ControlPlans,inspectioninstructionsandothercontroldocumentsthatareassociatedwiththisproblem.Examineotherprocessesandproductsforthepotentialforsimilarproblems.更新失效模式与效应分析、控制计划、检查说明和其它与该问题相关联的控制文件。检查其他程序和产品以预防类似问题发生。,58,TIAutomotive-8DProblemSolvingTechniqueTIAutomotive-8条规则解决问题技巧Step8:Describehowyoucongratulatedtheteamforitseffortsandsuccess.第8步：阐述你如何向经过努力而取得成绩的团队祝贺。,59,仅因缺少润滑油而导致一架喷气式飞机坠毁,60,8DQuiz8D测试,Whatisan8D?8D（8条规则）是什么？Aproblemsolvingprocess.a)一种问题解决流程b)Astandardcodeofconduct.b)一种行为符号c)Areportingformat.c)一种汇报格式Whenisappropriatetoforma8Dteam?2.什么时候应该组成一个8D团队？Wheneverthereisaproblema)一旦出现问题时b)Whenyourcustomertellsyoutodoso.b)当客户叫你这么做的时候c)Wheneverthereisaproblemwithanunknowncause.c)一旦出现不明原因的问题时d)Whentheresidentexpertisnotavailable.d)当没有常驻专家的时候Whataresomeofthetypesofinhibitorstoefficient/effectiveproblemsolving?3.哪些是阻碍有效解决问题的因素？Thefactthatteamspreventquickdecisiveaction.a)团队没有快速作出决定b)Problemswhicharedescribedinadequately,incorrectly.b)描述得不完整、不正确的问题c)Managementorcustomerimpatience.c)管理层或客户的急噪情绪d)Thepotentialrootcauseismisidentifiedasthetruerootcause.d)可能的根源被错认作真正的根源e)Permanentcorrectiveactionsarenotimplemented.e)没有实施永久的纠正措施WhatistheroleoftheChampioninthe8Dprocess?4.8D流程中支持者扮演的角色是什么？Tofacilitatethemeetings.a)促进会议b)Toleadtheteammeetings.b)主持团队会议c)Toprovidethesolutionoftheproblem.c)提供问题的解决方案d)Tosupporttheteamseffortsthroughoutthe8Dprocess.d)在整个8D流程中支持团队的努力,61,5.Whataretheimportantfactorsinchoosingwhoshouldbeonateam?选择团队成员的重要因素是什么？a)Size,support,age,change,environment.a)大小、支持、年龄、改变、环境b)Size,support,expertise,change,environment.b)大小、支持、专门技术、改变、环境c)Size,support,expertise,analyticalskills,environment.c)大小、支持、专门技术、分析能力、环境d)Size,expertise,analyticalskills,teamskills,environment.d)大小、专门技术、分析能力、团队合作能力、环境6.WhatisthepurposeoftheIS/ISNOTanalysis?6.是否分析的目的是什么？a)Toclearlydefinetheproblem.a)明确定义问题b)Toselectpossiblerootcausesoftheproblem.b)挑选可能的问题根源c)Todecidebetweenvarioussolutionstotheproblem.c)在各种问题解决方案中作抉择d)Toselectthepeoplewhoshouldworkontheproblem.d)挑选解决问题的人7.Whataretherecommendedactionsifyouhaveincompletedataforyourproblemdescription?7.如果你描述问题时碰到资料不完整应该做什么？a)Takeyourbestguessatrootcause.a)对根源做最聪明的猜测b)Takeimmediatecorrectiveaction.b)立刻采取纠正措施c)Refusetoworkontheproblem.c)停止解决问题d)Seekoutanexperttosolvetheproblem.d)找专家来解决问题e)Takeinterimcorrectiveactionandmonitortheresultsclosely.e)采取临时的纠正措施