The Lean Enterprise 22 8D approach(8D方法).ppt

1,improvementinitiativespresentsteam-orientedproblemsolvingasystematicproblemsolvingprocess8-d,2,problemstakelongertosolvethantoprevent.iftheresnotimetodoitrightthefirsttime,youwillhavetofindthetimetodoitoverandover.andover.usethe8-dproblemsolvingdisciplineonlywhenthecauseisunknownifyoudontknowwhyaproblemhappened,allyourcorrectiveactionsareguesses,notfixes.85%ofproblemaresystemoriented.only15%arelocalcauses.knowledgeoftheentiresystemisessential.,3,problemsolvingproblems:,problemisdescribedincorrectlyorinadequatelysomeofthe8-dstepsareskippedorsluffedoffpoorteammakeuporpoorparticipationlackofteamtechnicalexpertiseandskillsincorrectorincompleterootcausewasidentifiedpreconceivednotionscloudedtheproblemsolvingprocess,4,thechosen,manyproblemsolvingmethodsexist:fordtypicallyusesamethodcalled8dgmtypicallyusesamethodcalled5pchryslertypicallyusesamethodcalled7dmanycompaniesusea4swehavechosentousethe8dprocessasitincorporatestheothermethods,5,.,documentaprocedureforproblemsolving,6,the8dprocessconsistsof8specificproblemsolvingdisciplines.d1.useteamapproachd2.describetheproblemd3.implementandverifyinterim(containment)actionsd4.defineandverifyrootcausesd5.verifycorrectiveactionsd6.implementpermanentcorrectiveactionsd7.preventrecurrenced8.congratulateyourteam,theinitialeventisthatyoubecomeawareofaproblemyoucanignoreit-anditwillbiteyouagainevenharderoryoucanbegintheprocesstoeliminateitscause,7,d1.useteamapproachestablishasmallgroupofpeoplewiththe:process/productknowledge,allocatedtime,authority,andskillintherequiredtechnicaldisciplinestosolvetheproblemandimplementcorrectiveactions.thegroupmusthaveanactivelyinteresteddesignatedchampion.d2.describetheproblemspecifytheinternal/externalcustomerproblembyidentifyinginquantifiabletermsthewho,what,when,where,why,how,howmany(5w2h)fortheproblem.d3.implementandverifyinterim(containment)actionsdefineandimplementcontainmentactionstoisolatetheeffectofproblemfromanyinternal/externalcustomeruntilcorrectiveactionisimplemented.verifytheeffectivenessofthecontainmentaction.d4.defineandverifyrootcausesidentifyallpotentialcauseswhichcouldexplainwhytheproblemoccurred.isolateandverifytherootcausebytestingeachpotentialcauseagainsttheproblemdescriptionandtestdata.identifyalternativecorrectiveactionstoeliminaterootcause.d5.verifycorrectiveactionsthroughpre-productiontestprogramsquantitativelyconfirmthattheselectedcorrectiveactionswillresolvetheproblemforthecustomer,andwillnotcauseundesirablesideeffects.definecontingencyactions,ifnecessary,basedonriskassessment.d6.implementpermanentcorrectiveactionsdefineandimplementthebestpermanentcorrectiveactions.chooseon-goingcontrolstoensuretherootcauseiseliminated.onceinproduction,monitorthelong-termeffectsandimplementcontingencyactions,ifnecessary.d7.preventrecurrencemodifythemanagementsystems,operatingsystems,practices,andprocedurestopreventrecurrenceofthisandallsimilarproblems.d8.congratulateyourteamrecognizethecollectiveeffortsoftheteam.,8,discipline#1-(d1),teammembersmustbe:willingtocontributecapableofintelligentlydiagnosingproblemstrainable-willingtolearn:newimprovementmethodsfromeachothernewproblemsolvingmethodsteamplayerstrustingteammemberswillingtodotheirpart,bringingtheirexpertiseandskillstobearontheproblembasicteamprinciplesfocusonthesituationissueorbehavior,nototherpersonsmaintaintheself-confidenceandself-esteemofothersmaintainconstructiverelationshipswithyourteammembersandsupportpersonneltakeinitiativetomakethingsbetterleadbyexamplegoodteammemberswillencourageandbespontaneousacceptandgiveconsiderationoffthewallideasandoutoftheboxthinkingandsuggestions-overcomepreconceivednotions-neverrejectapossibilityjustbecausewelookedatthatlastyearde-emphasizeranknotengageinbrownnosingorpowerpushing,9,discipline#2-(d2),definetheproblemspecificallyandclearlydeterminetheextentoftheproblemnarrowthefocusoftheproblemsolvingsummarizealltheknownfactsindefiningtheproblem:truthisseparatedfromfictionopinionisseparatedfromfactemotionisseparatedfromreality,frequentlythewrongproblemissolvedandtheissuethatcausedthecustomercomplaintisnotaddressed.itisimperativethecustomercomplaintbeclearlyunderstood.theonlymethodtoensurethisistohavedirectcustomercontact.itisnotunusualforacomplainttobemisrepresentedbysomeonewhoisreportingitratherthanexperiencingit.reportingsystemsandtallysheetsareoftenusedthatmis-classifyproblemsinprearrangedbutincorrectstandardcategories.partofthe5w2hproblemdefinitionistostatethecustomercomplaintclearlyandaccurately.,10,5w2hhelpscharacterizetheproblemforfurtheranalysis.who.identifyindividualsassociatedwiththeproblem.characterizecustomerswhoarecomplaining.whoishavingdifficulty?what.describetheproblemadequately.doestheseverityoftheproblemvary?areoperationaldefinitionsclear(e.g.,defects)?isthemeasurementsystemrepeatableandaccurate?where.ifadefectoccursonapart,whereisthedefectlocated?whatisthegeographicdistributionofcustomercomplaints?wherethedifficultiesbeingdetected?when.identifythetimetheproblemstartedanditsprevalenceinearliertimeperiods.doallproductionshiftsexperiencethesamefrequenciesoftheproblem?whattimeoftheyeardoestheproblemoccur?why.anyknownexplanationcontributingtotheproblemshouldbestated.how.inwhatmodeofoperationdidtheproblemoccur?whatprocedureswereused?howmany.whatistheextentoftheproblem?istheprocessinstatisticalcontrol?(e.g.,pchart),11,inadditiontothe5w2hanalysis,itisoftenusefultoidentify:whattheproblemis-and-whattheproblemisnotaproblemsolvingworksheetthatcombines5w2handis/isnotanalysiscanbeagoodtooltoensureallaspectsofdefiningtheproblemhavebeenconsidered,12,who,what,when,where,why,how,howmany:1.whatisthemagnitudeoftheproblem?2.hastheproblembeenincreasing,decreasing,orremainingconstant?3.istheprocessstable?4.whatindicatorsareavailabletoquantifytheproblem?5.canyoudeterminetheseverityoftheproblem?canyoudeterminethevariouscostsoftheproblem?canyouexpressthecostinpercentages,dollars,pieces,etc.?6.dowehavethephysicalevidenceontheprobleminhand?7.haveallsourcesofproblemindicatorsbeenused?8.havefailedpartsbeenanalyzedindetail?9.isthereanactionplantocollectadditionalinformation?,customerterms/symptoms:1.whoisthecustomer?2.whatcustomerfirstobservedthedefect?3.towhomwasitreported?4.whatistheproblemdefinitionincustomerterms?5.whatistheproblemdefinitioninourterms?6.haveweverifiedtheproblemwithon-sitevisitswiththecustomer?haveweseenitforourselves?,5w2hquestions,13,discipline#3-(d3),isolatethecustomerfromreoccurrencesoftheproblemimmediategathering,quarantine,andlock-upofallsuspectproductstopproductionfromknownproblemsources/contributorsexaminedata-factualevidencetohelpdeterminewhattocontainandwhotostopverifybyexperimentationanddatatrackingandcollectionthattheproblemhasbeencontained,containmentactionsarenotandnevershouldbeconsideredpermanentsolutionstoaproblem.,14,d3-implementinterim(containment)actionsobjective:defineandimplementcontainmentactionstoisolatetheeffectoftheproblemfromanyinternalorexternalcustomeruntilcorrectiveactionisimplemented.verifytheeffectivenessofthecontainmentactions.stateallcontainmentactionsandwhentheywillbeimplemented.performteststoevaluatetheeffectiveness.statetheresults.statetheproceduresforon-goingevaluationoftheeffectiveness(e.g.,controlcharts,checksheets,etc.).coordinateanactionplanforimplementinginterimactions.thesearchforrootcauseshouldproceedconcurrentlywiththeimplementationofcontainmentactions.assessingquestions:youarepreparedforareviewwhenyoucananswerthesequestions:verification1.haveallalternativeactionsbeenevaluated?2.areresponsibilitiesforcorrectactionsclear?3.istherequiredsupportavailable?4.whenwilltheactionsbecompleted?5.doesthecontainmentactionprotectthecustomerfromtheeffectsoftheproblem?containmentactions1.whatcontainmentactionshavebeenidentified?2.haveyouensuredthatimplementationoftheinterimsolutionwillnotcreateotherproblems?3.willallinterimactionslastuntillong-rangeactionscanbeimplemented?4.haveyoucoordinatedtheactionplanwiththecustomer?confirmationactions1.havetestsbeendonetoevaluatetheeffectivenessoftheinterimactions?2.canyouconductcontrolledexperimentstopredicttheoutcomeoftheactions?3.canyoutryouttheactionsonasmallscaletotestiftheywillbeeffective?4.isdatabeingcollectedtoensureactionswillremaineffective?,15,collectandanalyzedatacollectdatatodetermineimportanceofpotentialcauses.severalpotentialcausesmayneedtobeanalyzedthroughdata.sixstepsininvestigatingapotentialcause1)howcouldthepotentialcausehaveresultedintheproblem?2)whattypeofdatashouldbecollectedtoproveit?3)preparethematerialstoconductthestudy4)collectthedata5)analyzestatistically6)stateconclusions,16,collectandanalyzedatatodetermineifapotentialcauseisarootcauseaftercause-and-effectdiagramshavebeencompleted,dataneedstobecollectedtodeterminewhichpotentialcausesareimportant.paretodiagramsandchecksheetsareveryeffectiveinestablishingtheimportanceofthepotentialcauses.itisamistakenbeliefthatdataorientedproblemsolvingcanbeaccomplishedbycollectingrelevantdataonaproblem,analyzingtheresults,anddecidingthecorrectsolution.oncedataiscollectedandanalyzed,newquestionsoftenarise,soanotherdatacollectionandanalysisiterationisnecessary.manyproblemscanhavemorethanonerootcause.datacollectedinvestigatingonepotentialcausemaynotaddressotherimportantpotentialcauses.severalpotentialcausesmayneedtobestudiedusingthedatacollectionandanalysisprocess.onceapotentialcausehasbeenselectedforinvestigation,thefollowingstepsarerequired:statehowthepotentialcausecouldhaveresultedinthedescribedproblem.establishwhattypeofdatacanmosteasilyproveordisprovethepotentialcause.developaplanonhowthestudywillbeconducted.identifytheactionsonanactionplan.organizeandpreparetherequiredmaterialstoconductthestudy.collecttherequireddata.useappropriatestatisticaltoolsemphasizinggraphicalillustrationsofthedata.outlineconclusionsfromthestudy.doesthedataestablishthepotentialcauseasbeingthereasonfortheproblemordoesthedatapointtoanotherpotentialcausethatneedstobeinvestigatedalso?datacollectionmaybeassimpleaschecksheetsorassophisticatedasdesignofexperiments.byusinggraphicaltools,quickcomprehensionbyallparticipantsaswellasaccuratelycommunicatedinformationwillresult.,17,discipline#4-(d4)defineandverifyrootcauses,onceyouhavesatisfiedyourselfyouhaveidentifiedtherootcause(s),retestandverifyalldatapointingtothesuspectedrootcause(s)-maketheproblemcomeandgo!,theimportantthinghereistobesureyouhaveidentifiedandtestedallpotentialcauses,18,d4-defineandverifyrootcausesobjective:identifyallpotentialcauseswhichcouldexplainwhythisproblemoccurred.isolateandverifytherootcausebytestingeachpotentialcauseagainsttheproblemdescriptionandtestdata.identifyalternativecorrectiveactionstoeliminaterootcauses.identifypotentialcausesdefinetheeffectsforacause-&-effectdiagramclearly.preparea5m,process,orstratificationcause-&-effectdiagramforeacheffect.youmaychoosetouseacombination.teammembersshouldeachassumetheiractivitycausestheproblem.eachshouldaskthemselveshowcouldwhatidopossiblygeneratetheproblem?.prepareatimelineanalysisiftheproblemwasnotalwayspresent.identifywhatchanged,when?performacomparativeanalysistodetermineifthesameorasimilarproblemexistedinrelatedproductsorprocesses.identifypastsolutionsandrootcauseswhichmaybeappropriateforthecurrentproblem.checkthelessonslearneddataandsimilarproductdfmea/pfmeasidentifyseveralpotentialcauses.developaplanforinvestigatingeachcause,andupdatetheactionplan.evaluateapotentialcauseagainsttheproblemdescription.,19,problemsolvingtools-rootcauseidentificationandverificationflowchartingcauseandeffectdiagramsscatterdiagramshistogramschecksheetsparetochartsrunchartscontrolchartsbrainstorming,problemsolvingtechniquesusebrainstormingandcauseandeffectdiagramstonarrowpotentialrootcausescompareselectedpotentialrootcausestotheis/isnotdatainvestigateseveralrootcausesatthesametimeconductexperimentstoverifyyourselectedrootcause(s)doadoe-taguchistudyifnecessaryaskforadditionalhelpifnecessary,d4-defineandverifyrootcausesanalyzepotentialcausesusetheiterativeprocesstoanalyzeeachpotentialcause:hypothesisgeneration:howdoesthepotentialcauseresultintheproblem?design:whattypeofdatacanmosteasilyproveordisprovethehypothesis?preparation:obtainmaterialsandprepareachecksheet.datacollection:collectthedata.analysis:usesimple,graphicalmethodstodisplaydata.interpretation:isthehypothesistrue?investigateseveralpotentialcausesindependently.useanactionplantomanagetheanalysisprocessforeachpotentialcausebeingstudied.,20,21,causeandefectdiagrams,onceaclearandspecificproblemidentificationhasbeenmade,acauseandeffectanalysisshouldbecompleted.causeandeffectdiagramsaregraphicrepresentationsofpotentialproblemcauses.theyaresometimescalled:fishbonediagrams,ishikawadiagramsorcauseandeffectdiagramstherearevarioustypesofcauseandeffectdiagramsincluding:processflow,5m(sometimescalled5mande),stratificationthetypec&ediagramutilizedshouldbetheone(ormore)thatprovidesthebestdetailedbreakdownofpotentialcauses.askyourself:whatvariabilitycouldresultinthestatedproblem?”addeachidentifiedpotentialsourceofvariationtothec&ediagramwithoutvariability,eithertherearenoproblems(allgood)oreverythingsaproblem(allbad)withvariability,thereareprobablysomegoodandsomebad.continuetoaskthequestionforeachmainbranchofthecause-and-effectdiagram.theobjectiveistoidentifyallpotentialcausesoftheproblem(byidentifyingsourcesofvariability).,22,d4-defineandverifyrootcauses,validaterootcausesclearlystaterootcause(s)andidentifydatawhichsuggestsaconclusion.verifyrootcausefactorsarepresentintheproductorprocess.canwegeneratetheproblemindependently?canwemakeitcomeandgo?verifyyourrootcausecandidates-maketheproblemcomeandgo-turnitonandoff-,23,d4-assessingquestions:potentialcauses:1.haveyoudrawntheprocessflowandstratificationc&ediagramsandidentifiedallsourcesofvariation?2.haveallsourcesofinformationbeenusedtodefinethecauseoftheproblem?3.doyouhavethephysicalevidenceoftheproblem?4.canyouestablisharelationshipbetweentheproblemandtheprocess?5.doyoucontinuallychallengethepotentialrootcauseswiththequestionwhythenfollowwithbecausetoconstructalternativepotentialcauses?6.isthisauniquesituationoristhelikelyproblemsimilartopastexperience?7.whataretheis,isnotdifferences?8.hasacomparativeanalysisbeencompletedtodetermineifthesameorsimilarproblemexistedinrelatedproducts?9.whataretheexperiencesofrecentactionsthatmayberelatedtothisproblem?10.whymightthishaveoccurred?11.whyhaventweexperiencedthisbefore?12.whatchanged?manufacturing:engineering:-newsuppliers?-anypatterntotheproblem?-newtools?-geographically?-newoperators?-timeofyear?-processchanges?-builddates?-measurementsystem?-didtheproblemexistatprogramsign-off?-rawmaterials?-wasitconditionallysigned-off?-vendor-suppliedparts?-didtheproblemexistonprototypevehicles?-dootherplantshaveasimilarproblem?-didtheproblemexistonthefunctionalbuilds?-didtheproblemexistonthe4-ps?(pre-productionproductprove-out),24,d4-assessingquestions:data:1.whatdataisavailabletoindicateanychangesintheprocess?2.doesdataexisttodocumentthecustomersproblem?rootcause1.ifthepotentialcauseistherootcause,thenhowdoesitexplainallweknowabouttheproblem?howhasthisbeenverified?2.isthereanypossibilitythatthereisanothercontributingcausebesidestheonewehaveidentified?howisthisbeingevaluated?otherpotentialcauses1.whatevidencedoyouhavethatotherpotentialcausesareactuallyoccurring?2.iftheyareoccurring,whatunwantedeffectsmighttheyproduce?3.doactionsneedtobetakentoensurethatotherpotentialcausesdonotcreateunwantedeffects?,25,discipline#5-(d5),tothispointwehavefocusedon:understandinganddefiningtheproblemcontainingtheeffectsoftheproblemidentifyingandverifyingtherootcauseoftheproblemnowweneedtopermanentlysolvetheproblemselectalternativesolutionsconfirmthepotentialsolutionsthroughtestingprogramsverifythatthesolutioneliminatestheproblemanditseffects,26,avoidband-aidsolutionsband-aidsgenerally:havethetermtemporaryattachedtothemsomewherecoverorhideaproblembutdontremoveitarecontainments-notsolutionswearebeyondcontainment-wearelookingfortheonceandforall,alltime,neverseetheproblemagainfixwhenidentifyingsolutions:considerthecostandthevalueconsiderimplementationissuesconsidertimingconsidertheeffectivenessreliabilityfeasibilityaccuracyconsiderpotentialsideeffectsyoudontwanttocureacoldonlytodeveloppneumonia,discipline#5-(d5),27,d5chooseandverifycorrectiveactionsobjective:throughpre-productiontestprogramsquantitativelyconfirmthattheselectedcorrectiveactionswillresolvetheproblemforthecustomer,andwillnotcauseanyundesirablesideeffects.definecontingencyactions,ifnecessary,basedonriskassessment.runpilottests.artificiallysimulatethesolutiontoallowactualprocessorfieldevaluation.fieldtestthesolutionusingpilotcustomergroups.verifycarefullythatanotherproblemisnotgeneratedbythesolution.monitorresults.quantifychangesinkeyindicators.stressthecustomer/userevaluation.assessingquestions:confirmationtestingquestions.1.canyoulistandmeasurealloftheindicatorsrelatedtothisproblem?2.whichoftheindicatorsaremostdirectlyrelatedtotheproblem?canyouusetheindicatorstomeasureproblemseverity?3.canyoudeterminehowoftenoratwhatintervalstomeasuretheproblem(hourly,daily,weekly,monthly)?4.iftherearenochangesintheindicatorsaftertakingaction,canyoudeterminewhattodo?willyouneedtotakecause,actionorverificationmeasures?5.doallindicatorsreflectconclusiveresolution?6.hastheteamprioritizedthecustomer/userevaluationaftertheimplementation?7.whatscientificmethodsarebeingusedtoverifyeffectivenessintheshorttermandtopredicttheoutcomeinthelongterm?verificationquestions:1.hasthecustomerbeencontactedtodetermineadatewhenverificationwillbeevaluated?2.whatdatahasbeenestablishedforfollow-up?3.hasatimelinechartbeencompleted?4.havefieldtestsbeenconductedusingpilotcustomergroups?5.havedatesbeenestablishedwhenverificationofeffectivenesswillbeevaluated?,28,discipline#6-(d6),installthebestsolutionforpermanentcorrectiveactionuseon-goingmonitoringtoensurerootcauseshavebeeneliminatedmonitorthelongtermeffectsbackuptheeffectivenesswithdatacorrectiveactionsremovetherootcausenotjusttheeffectscorrectiveactionsarepermanent,29,d6-implementpermanentcorrectiveactionsobjective:defineandimplementthebestperma