欧洲空中客车飞机公司8D报告模板.doc

Airbus Owner:Who is the Airbus coordinating personDate:When the 8-D was initiated.Supplier Name:Supplier Owner:Product Name / PN:Aircraft Type:Reference Number:Current StatusImmediate actions complete(Step 4)Permanent Actions Actions defined.(Step 6 defined, not implemented)Long Term Corrective Action implemented. Monitoring/evaluating effectiveness.(Step 6 Implemented)Long Term Corrective Action confirmed effective. Problem closed.(Step 8 Closed)Brief description of the problemWhat are the difficulties (include data and evidence)? Accurately describe the problem and gain a common understanding of it.Do all parties agree the definition and resulting impact?If it has occurred before, what is the history?What is the current proved average level of non conformance attach documentation and KPIsIf a measure of the trend of the problem is not already available then implement one now. Without this information you cannot judge the effect of your actions. Transfer the information obtained into this section of the 8-D. at appropriate intervals.What is the specification?Problem recognition: Effect - Something resulting from a cause. Cause - Something producing an effect.The problem statement is a factual description of the PROBLEM EFFECT and is just a simple description of the SYMPTOMSWhy is there an action to take place?Customer impact, cost impact, safety impact.Do all parties agree the definition and resulting impact? When did it occur?When is the problem reported defective?When is the problem repaired?When does the problem occur?Who is concerned with the problem?Who is reporting the problem?Who is rectifying the problem?Who is the problem affecting?Where do they take place?Where is it seenWhere does it originateWhere are all the places where the event takes place (shop floor, services, machine, process step, )? Where is it seen? Where does it originate ?How do we know we have a problem?How is the problem rectified?How frequently is the problem experienced?How is the effect of the problem being measured?How is the problem detected?Establish the cross-functional team A cross-functional team is essential to ensure all aspects are considered and a fix is found.Name:Responsibility:Contact detailsThe 8D process is for complex and systematic problems and cannot therefore be completed successfully by individuals. Gather a team (minimum 3-4 people) together, representing different functions that may have an influence on the problem and that are prepared to assist in its resolution. Record the names and functions they represent together with contact phone and fax numbers where appropriate.Everyone associated with the problem should be included: Management and shop floor people.The team members should be reviewed at each step to ensure the right people are included.It is important that an overall leader is identified to coordinate activities, take responsibility for the process, remove barriers and coach the team.Initial analysisWhere should the non-conformity originally have been detected?What was the reason for non-detection?At this stage, it may be appropriate to BRAINSTORM all possible causes and arrange into an Ishikawa. Unless you are very confident what the cause is this should be done.Manufacturing Supply Chain(Internal to 1st tier supplier) (Internal and external to 1st tier)Hang potential causes of the problem off the cause and effect diagram legs under the appropriate heading. List whatever comes into your head no matter how daft it may seem. Quantity is more important than quality at this stage. When you have exhausted all ideas, identify those that are the most likely and undertake a root cause analysis on this these items first record these actions in the immediate actions.Immediate actions contain the problem The problem that has been identified is having an impact now on the customer. This should be a simple explanation of the: Containment plan: Including other equipment that could be affected. How will the problem be contained? Prevent it from being seen at Airbus Prevent the same issue arising at other sites, products or production lines of the suppliers What tests are being performed, by who and where. How are finished products in stores, WIP, at suppliers and customers being managed? What is the planned date for permanent resolution? You are likely to encounter communication and action implementation across various entities and organisations. How will you manage this? What course will the root cause analysis take i.e. what are the investigations to be undertaken. Define what actions need to be done in order to find the root cause.CostFeasibilityxxxxActions can be prioritised using by weighting:No.TaskOwnerTarget DateActual Date1All tasks must have an owner, from the cross-functional team, target and completion dates.23Diagnose Root Cause(s)Data collection: Tally / check sheetsTime series graphs key performance indicators KPIsPareto and weighted Pareto of most significant frequency / cost / impactScatter diagram to show relationships between variables. Manufacturing Supply Chain (Internal to 1st tier supplier) (Internal and external to 1st tier) Revisit or create an Ishikawa and identify most likely cause(s). Identify possible causes internally and externally (in the supply chain)Record the top 3 probable causes into the boxes at the head of the three columns in the table below, probable cause 1, probable cause 2, etc.Now ask the question why did this happen and record the answer in the next box down, then ask the question “why did this happen to the statement you have just recorded?” and put the answer in the next box down. Continue until you can not answer any more questions (this may happen before you have asked why 5 times).This is the route cause of the problem. If the answer to any of the questions results in more than one issue you must transfer to a Fault Tree Analysis.PROBABLE CAUSE 1PROBABLE CAUSE 2PROBABLE CAUSE 3Why 1The 5 Why analysis is a simple tool to try and dig down to the actual root cause. The description you have recorded in the first step is probably still a symptom of this root cause and unless the root cause is identified and eliminated the problem (symptoms) will just continue to occur.Why 2Why 3Ask yourself the question why did the symptom recorded in the Probable Cause 1 occur and record the answer in Why 1. Now ask the question again, why did the symptom in Why 1 occur and record the answer in Why 2. Continue down until you can no longer get an answer to the question why this is likely to be the root cause of the problem!Why 4Why 5If you have really found the root cause, you should be able to force it to happen, under controlled conditions can you do this ?Permanent Action:Describe possible solutions.Describe in detail the favoured solution (include why this is the favoured solution): Describe what needs to be achieved to eliminate the problem described in 1. What actions will be done, when and by who How will success / improvement be measuredWWWWHW is used to define the objective, to quantify it and to identify the involved actors.Do you have the right team? Revisit the cross functional team.No.TaskOwnerTarget DateActual Date1Against the root cause(s) you have defined from the 5 Why analysis identify what actions need to be taken to eliminate the root cause permanently, who needs to take action and what is the target/ action date of completion.2Review the skills within the team since it is quite probable that you will require specialised skills to complete this section i.e. Technical Support/ Maintenance/ Engineering etc. The mentor should recruit these additional associates into the team to assist if required. Do not remove any of the original team members they still have a valuable role to play.3IMPORTANT! Try not to change more than one thing at any one time since it is difficult to assign any observed improvement. If you are dealing with a systematic problem, changing one variable will have an impact on others. If you change more than one variable at a time, it will not be possible t