(英文版本8D流程及报告解析).ppt

8 DProblemSolvingProcess ObjectivesProvidesparticipantswithhand onexperienceusingasystematicprocessforresolvingcomplexcauseunknownsituations2 Theproblemsolvingprocessiscomposedof8systematicstepswithdecisionanalysisandproblemdefinitiontechniquesarefeatured Itemphasizesonutilizationofcrossfunctionteamsandprovidesappropriatecompositionofthoseteams3 Thebusinessimpacttheachievementofsixsigmaqualityandultimatelytotalcustomersatisfactionbyutilizingaproblemsolvingprocesstofindrootcausesandachievepermanentsolutions 8 DProblemSolvingProcess 8 DProblemSolvingProcess CourseOutline1 Apply8stepsystematicprocessinidentifying correctionandresolvingcomplexproblem2 Choosetheappropriateanalyticalandsystematicteamthroughthe8steps3 Practiceusingthe8stepsreportingsystemincludingpreparationofaconcernanalysisreport4 Workingasateam 8 DProblemSolvingProcess Overview Step1 TeamFormation Step2 DescribetheIssue Step3 ContainmentPlan Step4 RootCauseAnalysis Step5 CorrectiveActionPlan Step6 PreventiveAction Step7 Verification Step8 Congratulations TABLEOFCONTENTS 8 DProblemSolvingProcess Overview StructuredTeamProblemSolving Objective Touseefficient data basedapproachforproblemsolving correctiveactionStrategiesLearnthesystematicstepsforeffectiveteam orientedproblemsolvingUsetheapproachasframeworkforapplyingstatistical qualitativemethodstoyourorganization spriorityconcernReporttheresultsofyourproblem solvingeffortsfordocumentation futurereferenceContinuetoimproveyourorganizationbyapplyingthesemethods projectbyprojecttoeachconcernonprioritylist 8 DProblemSolvingProcess Usethe8STEPPROBLEMSOLVINGprocessonlywhenthecauseisunknown 8 DProblemSolvingProcessInhibitors 1 ProblemDescribedIncorrectly problemdescriptionwasnotclearenoughinscopefortheteamtohandle2 Problem SolvingEffortRushed toobtainaquicksolution stepsintheproblem solvingprocesswereskipped3 PoorTeamParticipation teammemberdidnotparticipateeffectively4 NoLogicalProcess adisciplinedsystemtoprioritize analyze reviewproblemwasnotavailable 8 DProblemSolvingProcessInhibitors 5 LackofTechnicalSkills statistics problem solvingmethodswerenotknowbyteammembers6 Management sImpatience alllevelsofmanagementdemandtoknowexactlywhenaproblemwillbesolved 7 Mis identifiedRootCause apotentialcauseiscauseidentifiedasarootcause concludingtheprobleminvestigation8 PermanentCorrectiveActionNotImplemented arootcausemaybeidentified butnoactiontakentoimplementthepermanentcorrectiveactions 8 DProblemSolvingProcess Systematic yetflexible Superiorusualmethods Efficientinterdepartmentalcommunication Widespreadfamiliarity Effectivemanagementevaluation control Moreskills creativity Buy ineasesimplementation Gooddataisindisputable Eliminatespersonalbiases TiedDemmingphilosophy Powerful commonlyavailablestatisticaltoolsSTEPSprovidesframeworkforapplicationofmethods StandardformatforreportingallactionLaterreferenceprovidesinsighttoproblemsolution Provideastructure Commonapproach Teamwork Factbased Qualitymethod Documentation 8 DProblemSolvingProcess ApplyingSteps Predicatedonteamapproach Useforacauseunknownsituationwhereyouareconcern Mustbedriventop downtoprovideadequateresources Managementbyfactanddata Requireactionplanninganddocumentationforeachstep Focusoneffectivelyusingtheprocessnotonwritingthereport Nopreconceptions Step1 InitiateProjectTeam ObjectiveToestablishateamofgroupofpeoplewithproduct processknowledge skillintheappropriatetechnicaldisciplinesandallocatedtimeandauthoritytotakeneededactiontosolvetheproblemSupportingConceptsandMethods Employeeinvolvement participative management TeamLeadershipskillforgroupdynamic Meetingfacilitationskills 8 DProblemSolvingProcess STEP1TeamFormation Step1 Action Issue Managementmustdetermineiftheinitialstatementofconcernisworthfurtherproblemsolvinginvestigation Managementwilldesignatetheirstafftosponsortheteamasa champion Teammembershallbedesignated representingalldepartmentsthatmaybeconcernedwiththeproblem Managementshallidentifytheexpectedtimecommitmentfromteammemberandmakearrangementforpeoplestimeavailability Teammembermustreachconsensusonamissionstatement goals anddocumentitinwriting 8 DProblemSolvingProcess STEP1TeamFormation Step1 TeamComposition MembersGoodteammemberarepersonswhoare willingtocontribute capableofdiagnosingproblem trainableintheuseofimprovementmethods teamplayers ratherthango it alone TeamSize5 9memberisoptimum 8 DProblemSolvingProcess STEP1TeamFormation Step1 UseTeamApproach 8 DProblemSolvingProcess STEP1TeamFormation actionplanestablished agendawrittenfornextmeeting Minutesofpreviousmeetingavailable Step1 UseTeamApproach 8 DProblemSolvingProcess STEP1TeamFormation PoweroftheTeamApproach Commitmentfrommanydisciplines expertise breaksdowninherentbarriers diversityofknowledge expertise highmorale widerangeofideas observations open honestcommunication positiveconfrontation norightanswer everyonehassomethingtocontribute Step1 UseTeamApproach 8 DProblemSolvingProcess STEP1TeamFormation 8 DProblemSolvingProcess STEP1TeamFormation Step1 UseTeamApproach WhyTeamsMayFail Noleaderempoweredtoimplementideas personalityconflicts domination byonemember negativeattitudes excessivemanagementexpectations notenoughtime insufficientproblemsolvingskillsbymembers undefinedprogress nosenseofurgency nogoals lackofdata facts notsharedbyall 8 DProblemSolvingProcess STEP1RequirementsforSuccess Step1 UseTeamApproach 8 DProblemSolvingProcess HintsforProblemSolving Priorities Participation FocusedActivityCausalAnalysisLeadership 8 DProblemSolvingProcess TeamworkforProblemSolving consensusdecision making buyin tochange jobenrichment AdvantagesofTeams 8 DProblemSolvingProcess Step1 TeamworkRoles LEADER Empoweredtoholdmeeting testtheories spokespersonfortheteam hastheday to dayauthority responsibleforoverallcoordination PARTICIPANTS diversebackgrounds responsibilities expertsfromthefloorresponsibleforcarryingoutassignments receptivetotheconsensusdecisionmakingprocess keepsopenmindonpossibilities 8 DProblemSolvingProcess Step1 TeamworkBuilding COMMITMENT COMMUNICATION LEADERSHIP MEETINGEFFECTIVESS RECOGNITION FEEBACK CONFLICTRESOLUTION CONSENSUALDECISIONMAKING 8 DProblemSolvingProcess STEP2DescribeTheIssue Step2 DefinetheProblem Objective Todeterminetheextentoftheproblem itseffectsinquantifiabletermsresultinginanarrowerfocusforcontainmentandcause findingefforts SupportingConceptsandMethods Processflowcharts is isnotanalysis checksheets paretodiagrams controlcharts Aproblemwelldefinedisaproblemhalf solved 8 DProblemSolvingProcess STEP2DescribeTheIssue Step2 DefinetheProblem Procedure 1 CustomerComplaint2 5W 2H3 Subdivide4 DeviationsStatement includebenchmark prioritize decideonteamtoaddress onedeviationperstatement5 DataCollectionDefine6 Operational flowdiagram wording collect fourdimensions stratify summarize7 ComparativeAnalysis8 ReviseProblem is isnot STATEMENT tableofknownfacts 8 DProblemSolvingProcess STEP2DescribeTheIssue Step2 DefinetheProblem Procedure 1 CUSTOMERCOMPLAINT describethesymptomsexperiencedbythecustomer user intheirterms makesurethecustomercomplaintisclearlyunderstood fromthecustomers viewpoint searchforcomparativesituations 8 DProblemSolvingProcess STEP2DescribeTheIssue Step2 DefinetheProblem Procedure 8 DProblemSolvingProcess STEP2DescribeTheIssue Step2 DefinetheProblem 2 5W 2H Who IdentifythecustomerswhoarecomplainingWhat WhatistheprobleminoperationaldefinitionsWhere IdentifydefectlocationsWhen IdentifythetimewhentheproblemstartedWhy StateanyknownexplanationsoftheproblemHow IdentifythesituationsormodeofoperationproblemoccurredHowmany Quantifytheextent severityoftheproblem Procedure 8 DProblemSolvingProcess STEP2DescribeTheIssue Step2 DefinetheProblem 3 SUBDIVIDE ASKSOMESEPARATIONQUESTIONS whatisreallytroublingus willoneactioncorrectourproblem howmanythingsarewediscussing Etc PRIORITIZE probablecustomerimpact probablenegativegrowth impactonpeople productivity resources DECIDEONTEAM ifsubdividedproblemareverydiverse beappropriatetoformadditionalteams Procedure 8 DProblemSolvingProcess STEP2DescribeTheIssue Step2 DefinetheProblem 4 DevelopDeviationStatement theexpressionofthedifferencebetweenwhatshouldhavehappened whatwasexpectedtohappen whatactualhappenedincludesthebenchmarkforgoodperformancetoprovideabasisofcomparison containsreferencetoonedeviationonly Writeasmanydeviationstatementsasareneeded Procedure 8 DProblemSolvingProcess STEP2DescribeTheIssue Step2 DefinetheProblem 5 DATACOLLECTION FlowChart processflowchartthatdetailsallalternativeprocesspaths Collectthedata anticipatethetypeofknowledgetobegained decidewhatdatawillbecollected decidewhowillcollectthedata decidewhen where howdatawillbecollected decidewhowillanalysisthedata collectthedataassoonaspossible Stratify stratifythedataintoseparateprocessstream Summarize summarizetheevidenceoftheproblemtoestablishbaseline Procedure 8 DProblemSolvingProcess STEP2DescribeTheIssue Step2 DefinetheProblem 6 OPERATIONALDEFINITION BeSpecific BeConcise BEPrecise Procedure 8 DProblemSolvingProcess STEP2DescribeTheIssue Step2 DefinetheProblem 6 OPERATIONALDEFINITION SEARCH whatisthedefectinquestion needtoknowwhatthedefectcouldbebutisnot wherewasthediscrepancyobserved wherecouldthediscrepancyhavebeenobservedbutwasnot whereonthepartisthedefect whereonthepartcouldthedefectbebutisnot whenwasthenonconformanceobserved whencouldthenonconformanceobserved Observedbutwasnot Procedure 8 DProblemSolvingProcess STEP2DescribeTheIssue Step2 DefinetheProblem Application Toallowateamidentifytheactualfloworsequenceofeventsinaprocessthatanyproductorservicefollows Flowchartscanbeappliedtoanythingfromthetravelsofaninvoiceorflowofmaterials tothestepsinamakingsaleorservicingaproduct FlowChart Purpose Showunexpectedcomplexity problemareas redundancy unnecessaryloops andwheresimplificationandstandardizationmaybepossible Compareandcontraststheactualversustheidealflowofaprocesstoidentifyimprovementopportunities Allowtheteamtocometoagreementonthestepsoftheprocessandtoexaminerwhichactivitiesmayimpacttheprocessperformance Identifieslocationswhereadditionaldatacanbecollectedandinvestigated Servesasatrainingaidtounderstandthecompleteprocess Procedure 8 DProblemSolvingProcess STEP2DescribeTheIssue Step2 DefinetheProblem FlowChart Construction 1 Determinetheframeorboundaryoftheprocess2 Determinethestepsintheprocess3 Sequencethesteps4 Drawtheflowchartforcompleteness5 Testtheflowchartforcompleteness6 Finalizetheflowchart Procedure 8 DProblemSolvingProcess STEP2DescribeTheIssue Step2 DefinetheProblem Procedure 8 DProblemSolvingProcess STEP2DescribeTheIssue Step2 DefinetheProblem Anovalisusedtoshowthematerial informationoraction inputs tostarttheprocessortoshowtheresultsattheend output ortheprocessAboxorrectangleisusedtoshowataskoractivityperformedintheprocess Althoughmultiplearrowsmaycomeintoeachbox usuallyonlyoneoutputorarrowleaveseachactivitybox Adiamondshowsthosepointsintheprocesswhereayes noquestionisbeingaskedoradecisionrequiredAcirclewitheitheraletteroranumberidentifiesabreakintheflowchartandcontinuedelsewhereonthesamepageanotherpageArrowshowthedirectionofflowoftheprocess A Objectivetodefine implement verifyeffectivenessoftemporaryactionstoisolateprocesscustomerfromtheeffectsoftheproblem SupportingConceptsandMethods checksheets histograms controlcharts Step3 ImplementContainmentAction 8 DProblemSolvingProcess STEP3ContainmentAction Step3 ImplementContainmentAction Takestimebeforetheteamidentifiestherootcause s Actionsshouldbeimmediate oncetheproblemhasbeendefined Containmentactionsarequickfixesdesignedonlytoaddresstheeffect Containmentactionsaddcosttotheproduct Containmentactionsaretemporaryuntilcorrectiveactionsareimplemented 8 DProblemSolvingProcess STEP3ContainmentAction 100 inspectiontosortoutdefects stopproductionfromaknowsourceoftheproblem purchasesubjectpartsratherthanmakein house singlesourcetooneratherthanmultiplesuppliers changetoolingmorefrequently 8 DProblemSolvingProcess STEP3ContainmentAction Step3 ImplementContainmentAction 8 DProblemSolvingProcess STEP3ContainmentFollow Up Containmentactionsmustlastuntiltherootcauseisidentified correctiveactionisimplemented Decisionmakingtoolsareused whenchoosingtheactionneeded Riskassessmentisanimportantstepduringthedecision makingprocess Theeffectivenessofthecontainmentactionmustbemonitor 8 DProblemSolvingProcess Step3 TheProcess DefinePossibleAction AvoidRipple ImplementCA Document PlanTests Experiment Inform AddressAllAspects Definepossibleactions Documentallactionstaken Performtheexperimentstoquantitativelyprovethattheproblemeffectsarecontained Addressallaspectsoftheproblem Informcustomer Implementsthechosenactions ChooseCA sthatwillnotcreatemoreproblem Plantesttoverifytheeffectivenessoftheactions 8 DProblemSolvingProcess STEP4RootCauseAnalysis Objectivetoidentify testallpotentialcauseusingtheproblemdescription testdatatoisolate verifytherootcause SupportingConceptsandMethods brainstorming cause effectdiagrams checksheets histogram controlcharts capabilitystudies GageR R scatterdiagram designofexperiments FMEA s 8 DProblemSolvingProcess STEP4RootCauseAnalysis TwoSourcesofRootCause thespecificlocalcausethatresultedintheproblem thesystematiccausethatispartoftheexistingdesign manufacturingsystemthatallowedthespecificlocalcausetooccur SystematicProcedureforthisstep 8 DProblemSolvingProcess STEP4RootCauseAnalysis Ask WhatChanged NoChanges NoNewProblem Reviewproblemstatementtofinddifferencesbetweenwhattheproblemis whatitisnot 8 DProblemSolvingProcess STEP4RootCauseAnalysis 8 DProblemSolvingProcess STEP4RootCauseAnalysis Step4 ASK5WHY s Reviewsymptomsoreffectsoftheproblem Todriveteam sunderstandingfromtheeffecttothecause ask WHY FIVETIMES ASK WHY untilyoucannolongerask WHY thenproceedwiththeprocess 8 DProblemSolvingProcess STEP4RootCauseAnalysis Step4 BRAINSTORMPOTENTIALCAUSE allpossiblecauseoftheproblemshouldbeidentified bestwaytoproduceamaximumamountofideaistoconductabrainstormingsession cause and effectdiagramisanexcellenttooltoassistinbrainstormingforcauses 8 DProblemSolvingProcess STEP4RootCauseAnalysis Step4 Cause EffectDiagram 8 DProblemSolvingProcess STEP4RootCauseAnalysis Step4 SELECT Select ChoosePotentialCauseToInvestigate investigateseveralcauseatthesametime causearechosenviaroutinegroup CompareSelectedCauseToIs IsNotData investigateseveralcauseatthesametime truecauseoftheproblemshouldexplainresultingis isnotdata ArrangeForTechnicalAssistance makearrangementforthemtohelpplanthedatacollection conducttheexperiments analyzethedata DataCollectionTools datacollectiontoolmustbematchedtothedata exampleoftools checksheet designofexperiments 8 DProblemSolvingProcess STEP4RootCauseAnalysis Step4 CONDUCTPARALLELINVESTIGATIONS PotentialCause1 Potentia2Cause2 Potentia3Cause3 8 DProblemSolvingProcess STEP4RootCauseAnalysis Step4 VERIFICATION TURNITON TURNOFF Thetruerootcauseshouldbeabletoexplainallofthedata factscollecteduptothistime 8 DProblemSolvingProcess STEP4RootCauseAnalysis Step4 IDENTIFY VERIFYSUMMARY ProblemSolvingSteps provideconciseproblemdefinition describeproblemindetail is isnot identifydifferences changes dates developlistofpossiblecauses selectmostlikelycauses test verifyrootcause turniton turnitoff 8 DProblemSolvingProcess STEP5CorrectiveActionPlan Step5 PermanentCorrectiveaction Objectivetoselectfromalternativesolutionstotheproblem quantitativelyconfirmthroughtestprogramsthattheproblemcauseareeliminated withoutundesirablesideeffects SupportingConceptsandMethods checklistsheets histograms capabilitystudies controlcharts scatterdiagram designofexperiments WeibullAnalysis FMEA s 8 DProblemSolvingProcess STEP5CorrectiveActionPlan TeammustquantitativelyconfirmthattheactionwillresolvetheproblemfortheCUSTOMER MOSTCRITICALSTEP 8 DProblemSolvingProcess STEP5CorrectiveActionPlan GenerateAlternativeSolution remediesfortherootcause s usebrainstormingand oracause and effectdiagramtogeneratethealternativesolution SelectAnAppropriateSolution anappropriatesolutionmustconsider cost implementationissue timing effectiveness potentialsideeffects anyotherelementsimportanttoyouorthecustomer 8 DProblemSolvingProcess STEP5CorrectiveActionPlan Planning statetheobjectivesoftheplan definethestandardstoachieve identify listinchronologicalordertheactionplansteps ProblemPrevention identifykeystepsintheplan identifythepotentialproblemintheexecution completion identifypossiblecauseofpotentialproblems identifytheoptimummethodtopreventorcontrolthesecause identifyprotectionaction s ifproblemstilloccur developcuestoinitiatetheprotectionactions s designatewhoisresponsibleforinitiatingtheprotectionaction review revise communicatethefinalplan identifyassessmentpoints Step5 Takeaction 8 DProblemSolvingProcess STEP5CorrectiveActionPlan TrackIndicators trackstatisticalindicatorstoverifyeffectivenesswithdata CorrectDefectivesAlreadyProduced rework scrapinventory addressserviceaspects correctproductdesign tooling equipment PlanContingencyActionIfPermanentActionsCannotBeImplementedRemoveContainmentActionsAfterVerifyingCorrectiveActionNotifyAllPersonnelAffectedByTheChanges Step5 Takeaction 8 DProblemSolvingProcess STEP5CorrectiveActionPlan rightway evaluateeachpossibleactionagainstapredetermineddecisioncriteriaprovethatthecorrectiveactionwilleliminatetheproblem duringthesetest containmentactionmustberemovedtemporarily focusshouldbeplacedonestablishingproperindicators correctiveactiondecisioncriteriaisestablishedthoughthedecisionmakingprocess Step5 Takeaction Implementsolution determinetheproblemgoesaway 8 DProblemSolvingProcess STEP6PREVENTPROBLEMRECURRENCE Objectivetomodifythemethods equipment material processprocedures managementsystem practicestopreventthis relatedproblemfromoccurring SupportingConceptsandMethods processflowcharts operationaldefinitions FMEA s controlplans 8 DProblemSolvingProcess STEP6PREVENTPROBLEMRECURRENCE Modifymanagementsystem operatingsystem practices procedurestopreventrecurrenceoftheproblem createnewprocessflowdiagram updateforms procedures makechangestothesystem standardizenewpractices discouragereplicationofeffort 8 DProblemSolvingProcess STEP6PREVENTPROBLEMR