8-Disciplines of Problem Solving解决问题的8个步骤.ppt

1 TennecoAutomotive8 D 2000 8DISCIPLINESTOPROBLEMSOLVING解决问题的8个步骤 8 D2000 2 TennecoAutomotive8 D 2000 ThiscoursewasdevelopedbyateamofTennecoAutomotiveemployeeswhohaveworkedonproblemsolvingeffortsforthepastfifteentotwentyyears ThiscourseisasummaryoftheproblemsolvingprocessthatwasformerlyknownasPEP PeopleEliminatingProblems withintheridecontrolbusinessunitandQUIP QualityImprovementProcess withintheexhaustbusinessunit FordMotorCompanyisacknowledgedasthedeveloperofthe 8 D process ThankstoKayShreve Monroe MI MichaelBrown Paragould AR andEuniceSpradlin Cozad NE fortheirworkonthisproject 3 TennecoAutomotive8 D 2000 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 4 TennecoAutomotive8 D 2000 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 5 TennecoAutomotive8 D 2000 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 6 TennecoAutomotive8 D 2000 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 7 TennecoAutomotive8 D 2000 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 8 TennecoAutomotive8 D 2000 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 9 TennecoAutomotive8 D 2000 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 10 TennecoAutomotive8 D 2000 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 11 TennecoAutomotive8 D 2000 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 12 TennecoAutomotive8 D 2000 D 2DescribetheIssue 13 TennecoAutomotive8 D 2000 D 2DescribetheIssue 14 TennecoAutomotive8 D 2000 D 2DescribetheIssue 15 TennecoAutomotive8 D 2000 D 2DescribetheIssue 16 TennecoAutomotive8 D 2000 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 17 TennecoAutomotive8 D 2000 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 18 TennecoAutomotive8 D 2000 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 19 TennecoAutomotive8 D 2000 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 20 TennecoAutomotive8 D 2000 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 21 TennecoAutomotive8 D 2000 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 22 TennecoAutomotive8 D 2000 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 23 TennecoAutomotive8 D 2000 D 4FindandVerifyRootCause ToolsToUse使用的工具FiveWhy s5个WHYFishbone Cause Effect鱼骨图 原因和影响DataAnalysis数据分析ScatterDiagram散点图DesignofExperimentTools设计实验工具 24 TennecoAutomotive8 D 2000 D 4FindandVerifyRootCause RECORDS记录IdentifyrootcauseonTACCTsystem在TACCT系统上标注根本原因 25 TennecoAutomotive8 D 2000 D 4RootCauseCAUTIONS Don tjumptoconclusions不要直接跳到结论Donotstopthe8 DprocessbecauseContainmentActionshavereducedthepain不要因为应急计划已经减轻了问题而停止8DDon treactonlytothesymptoms gotothecause不要只针对表面采取行动 要深入到原因 26 TennecoAutomotive8 D 2000 D 5SelectBestSolution EVALUATEbasedon评价建立在以下基础上Effectontheproblem对问题的影响Practicality实用性Cost费用Acceptance接受程度Timetoimplement utilize实施的时间 27 TennecoAutomotive8 D 2000 D 5SelectBestSolution IMPLEMENTATIONPLAN实施计划Whatisrequired需要什么Whoisresponsibleforwhat谁负责什么Establishtargetdates确定目标日期Involveaffectedparties包括所有相关方Obtainmanagementsupport获得管理上的支持DocumentChanges更新记录Anticipateunwantedeffects要对意外的影响有个预估 28 TennecoAutomotive8 D 2000 D 5SelectBestSolution TOOLSTOUSE工具EvaluationGrid评估表BenchmarkingReview基准的回顾PokaYokeReview找错回顾CostBenefitAnalysis成本利益分析RECORDS记录RecordsolutionsonTACCTsystem在TACCT系统记录解决方法 29 TennecoAutomotive8 D 2000 D 5SelectingBestSolutionCAUTIONS Ensuresolutioncanefficientlybeimplemented确保解决方法能有效地实施Obtainbuy infromkeystakeholders从主要投资方获取买入品Identifyallcosts impact s ofproposedsolution确定建议的解决法的费用 影响 30 TennecoAutomotive8 D 2000 D 6VerificationofCorrectiveActions ON GOINGCONTROLS持续地控制Quantifiable Measurable量化并可测Clearlymeetsobjectives goals明确地达到目标 31 TennecoAutomotive8 D 2000 D 6VerificationofCorrectiveActions REVIEWCONTAINMENT回顾应急行动Canitberemoved能否取消Containmentcannotberemoveduntilverificationdataprovesthatthestatedobjective goalhasbeenmet直到有可靠数据证明要求的目标已达到才可停止应急行动 32 TennecoAutomotive8 D 2000 D 6VerificationofCorrectiveActions VERIFICATIONMETHODS确认的方法Increasefrequencyoftestingof X testfrom6pcspermonthto3pcsperdayfornext3months把 X 测试的频率从每月6件提高到在以后的三月中每天3件100 sortfordefect X forthenextfiveshipments以后的5次货运用100 的划分法诊断 X 33 TennecoAutomotive8 D 2000 D 6VerificationofCorrectiveActions VERIFICATIONMETHODSCollectdataforspecificdefectforthenext3weeks calculatetheCpK 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 34 TennecoAutomotive8 D 2000 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 35 TennecoAutomotive8 D 2000 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 36 TennecoAutomotive8 D 2000 D 6VerificationofCorrectiveActionsCAUTIONS Ensurecontainmentisnotendedtoosoon确保应急措施不要结束过早Avoidshorttermimpact避免短期效应 37 TennecoAutomotive8 D 2000 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 38 TennecoAutomotive8 D 2000 D 7PreventRecurrence TOOLSTOUSE工具Brainstorming头脑风暴ActionPlanning行动计划ProcessFlowDiagrams工艺流程图pFMEAs 39 TennecoAutomotive8 D 2000 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 40 TennecoAutomotive8 D 2000 D 7PreventRecurrence MethodtoPreventRecurrence cont d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 41 TennecoAutomotive8 D 2000 D 7PreventRecurrence RECORDS记录ListimplementationplansonTACCTsystem providecontactsource teamleader forotherswhomayseekresolutionofthisissueinthefuture在TACC