8DProblem Solving Process(英文版)(ppt 69页).ppt

8-DProblemSolvingProcess,ObjectivesProvidesparticipantswithhand-onexperienceusingasystematicprocessforresolvingcomplexcauseunknownsituations2.Theproblemsolvingprocessiscomposedof8systematicstepswithdecisionanalysisandproblemdefinitiontechniquesarefeatured.Itemphasizesonutilizationofcrossfunctionteamsandprovidesappropriatecompositionofthoseteams3.Thebusinessimpacttheachievementofsixsigmaqualityandultimatelytotalcustomersatisfactionbyutilizingaproblemsolvingprocesstofindrootcausesandachievepermanentsolutions,8-DProblemSolvingProcess,8-DProblemSolvingProcess,CourseOutline1.Apply8stepsystematicprocessinidentifying,correctionandresolvingcomplexproblem2.Choosetheappropriateanalyticalandsystematicteamthroughthe8steps3.Practiceusingthe8stepsreportingsystemincludingpreparationofaconcernanalysisreport4.Workingasateam,8-DProblemSolvingProcess,OverviewStep1:TeamFormationStep2:DescribetheIssueStep3:ContainmentPlanStep4:RootCauseAnalysisStep5:CorrectiveActionPlanStep6:PreventiveActionStep7:VerificationStep8:Congratulations,TABLEOFCONTENTS,8-DProblemSolvingProcessOverview,StructuredTeamProblemSolving,Objective-Touseefficient,data-basedapproachforproblemsolving-expertsfromthefloorresponsibleforcarryingoutassignments-receptivetotheconsensusdecisionmakingprocess-keepsopenmindonpossibilities,8-DProblemSolvingProcess,Step1-TeamworkBuilding,COMMITMENTCOMMUNICATIONLEADERSHIPMEETINGEFFECTIVESSRECOGNITION&FEEBACKCONFLICTRESOLUTIONCONSENSUALDECISIONMAKING,8-DProblemSolvingProcess-STEP2DescribeTheIssue,Step2-DefinetheProblem,Objective,Todeterminetheextentoftheproblem&itseffectsinquantifiabletermsresultinginanarrowerfocusforcontainmentandcause-findingefforts,SupportingConceptsandMethods,Processflowchartsis/isnotanalysischecksheetsparetodiagramscontrolcharts,“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.CUSTOMERCOMPLAINTdescribethesymptomsexperiencedbythecustomer(user)intheirtermsmakesurethecustomercomplaintisclearlyunderstood-fromthecustomersviewpointsearchforcomparativesituations,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.SUBDIVIDEASKSOMESEPARATIONQUESTIONS-whatisreallytroublingus?-willoneactioncorrectourproblem?-howmanythingsarewediscussing?Etc?PRIORITIZE-probablecustomerimpact-probablenegativegrowth-impactonpeople,productivity,resourcesDECIDEONTEAM-ifsubdividedproblemareverydiverse,beappropriatetoformadditionalteams,Procedure,8-DProblemSolvingProcess-STEP2DescribeTheIssue,Step2-DefinetheProblem,4.DevelopDeviationStatementtheexpressionofthedifferencebetweenwhatshouldhavehappened(whatwasexpectedtohappen)&whatactualhappenedincludesthebenchmarkforgoodperformancetoprovideabasisofcomparisoncontainsreferencetoonedeviationonly.Writeasmanydeviationstatementsasareneeded,Procedure,8-DProblemSolvingProcess-STEP2DescribeTheIssue,Step2-DefinetheProblem,5.DATACOLLECTIONFlowChart-processflowchartthatdetailsallalternativeprocesspathsCollectthedata-anticipatethetypeofknowledgetobegained-decidewhatdatawillbecollected-decidewhowillcollectthedata-decidewhen,where&howdatawillbecollected-decidewhowillanalysisthedata-collectthedataassoonaspossibleStratify-stratifythedataintoseparateprocessstreamSummarize-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,SupportingConceptsandMethodschecksheetshistogramscontrolcharts,Step3-ImplementContainmentAction,8-DProblemSolvingProcess-STEP3ContainmentAction,Step3-ImplementContainmentAction,Takestimebeforetheteamidentifiestherootcause(s)Actionsshouldbeimmediate,oncetheproblemhasbeendefinedContainmentactionsarequickfixesdesignedonlytoaddresstheeffectContainmentactionsaddcosttotheproductContainmentactionsaretemporaryuntilcorrectiveactionsareimplemented,8-DProblemSolvingProcess-STEP3ContainmentAction,100%inspectiontosortoutdefectsstopproductionfromaknowsourceoftheproblempurchasesubjectpartsratherthanmakein-housesinglesourcetooneratherthanmultiplesupplierschangetoolingmorefrequently,8-DProblemSolvingProcess-STEP3ContainmentAction,Step3-ImplementContainmentAction,8-DProblemSolvingProcess-STEP3ContainmentFollow-Up,Containmentactionsmustlastuntiltherootcauseisidentified&correctiveactionisimplementedDecisionmakingtoolsareused-whenchoosingtheactionneededRiskassessmentisanimportantstepduringthedecision-makingprocessTheeffectivenessofthecontainmentactionmustbemonitor,8-DProblemSolvingProcess-Step3-TheProcess,DefinePossibleAction,AvoidRipple,ImplementCA,Document,PlanTests,Experiment,Inform,AddressAllAspects,Definepossibleactions,Documentallactionstaken,Performtheexperimentstoquantitativelyprovethattheproblemeffectsarecontained,Addressallaspectsoftheproblem,Informcustomer,Implementsthechosenactions,ChooseCAsthatwillnotcreatemoreproblem,Plantesttoverifytheeffectivenessoftheactions,8-DProblemSolvingProcess-STEP4RootCauseAnalysis,Objectivetoidentify&testallpotentialcauseusingtheproblemdescription&testdatatoisolate&verifytherootcause,SupportingConceptsandMethodsbrainstormingcause&effectdiagramschecksheetshistogramcontrolchartscapabilitystudiesGageR&RscatterdiagramdesignofexperimentsFMEAs,8-DProblemSolvingProcess-STEP4RootCauseAnalysis,TwoSourcesofRootCause:thespecificlocalcausethatresultedintheproblemthesystematiccausethatispartoftheexistingdesign/manufacturingsystemthatallowedthespecificlocalcausetooccur,SystematicProcedureforthisstep:,8-DProblemSolvingProcess-STEP4RootCauseAnalysis,Ask,“WhatChanged”,NoChanges,NoNewProblem!Reviewproblemstatementtofinddifferencesbetweenwhattheproblemis&whatitisnot,8-DProblemSolvingProcess-STEP4RootCauseAnalysis,8-DProblemSolvingProcess-STEP4RootCauseAnalysis,Step4-ASK5WHYs,ReviewsymptomsoreffectsoftheproblemTodriveteamsunderstandingfromtheeffecttothecause,ask,“WHY?”FIVETIMES!”,ASK“WHY?”untilyoucannolongerask“WHY?”thenproceedwiththeprocess,8-DProblemSolvingProcess-STEP4RootCauseAnalysis,Step4-BRAINSTORMPOTENTIALCAUSE,allpossiblecauseoftheproblemshouldbeidentifiedbestwaytoproduceamaximumamountofideaistoconductabrainstormingsessioncause-and-effectdiagramisanexcellenttooltoassistinbrainstormingforcauses,8-DProblemSolvingProcess-STEP4RootCauseAnalysis,Step4-Cause&EffectDiagram,8-DProblemSolvingProcess-STEP4RootCauseAnalysis,Step4-SELECT,SelectChoosePotentialCauseToInvestigate-investigateseveralcauseatthesametime-causearechosenviaroutinegroupCompareSelectedCauseToIs/IsNotData-investigateseveralcauseatthesametime-truecauseoftheproblemshouldexplainresultingis&isnotdataArrangeForTechnicalAssistance-makearrangementforthemtohelpplanthedatacollection,conducttheexperiments&analyzethedataDataCollectionTools-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,ProblemSolvingStepsprovideconciseproblemdefinitiondescribeproblemindetail(is/isnot)identifydifferences,changes&datesdeveloplistofpossiblecausesselectmostlikelycauses&testverifyrootcause(turniton.turnitoff),8-DProblemSolvingProcess-STEP5CorrectiveActionPlan,Step5-PermanentCorrectiveaction,Objectivetoselectfromalternativesolutionstotheproblem&quantitativelyconfirmthroughtestprogramsthattheproblemcauseareeliminated,withoutundesirablesideeffects,SupportingConceptsandMethodschecklistsheetshistogramscapabilitystudiescontrolchartsscatterdiagramdesignofexperimentsWeibullAnalysisFMEAs,8-DProblemSolvingProcess-STEP5CorrectiveActionPlan,TeammustquantitativelyconfirmthattheactionwillresolvetheproblemfortheCUSTOMER,MOSTCRITICALSTEP,8-DProblemSolvingProcess-STEP5CorrectiveActionPlan,GenerateAlternativeSolutionremediesfortherootcause(s)usebrainstormingand/oracause-and-effectdiagramtogeneratethealternativesolution,SelectAnAppropriateSolutionanappropriatesolutionmustconsider:-cost-implementationissue-timing-effectiveness-potentialsideeffects-anyotherelementsimportanttoyouorthecustomer,8-DProblemSolvingProcess-STEP5CorrectiveActionPlan,Planningstatetheobjectivesoftheplan&definethestandardstoachieveidentify&listinchronologicalordertheactionplansteps,ProblemPreventionidentifykeystepsintheplanidentifythepotentialproblemintheexecution/completionidentifypossiblecauseofpotentialproblemsidentifytheoptimummethodtopreventorcontrolthesecauseidentifyprotectionaction(s)ifproblemstilloccurdevelopcuestoinitiatetheprotectionactions(s)designatewhoisresponsibleforinitiatingtheprotectionactionreview,revise&communicatethefinalplan-identifyassessmentpoints,Step5-Takeaction,8-DProblemSolvingProcess-STEP5CorrectiveActionPlan,TrackIndicatorstrackstatisticalindicatorstoverifyeffectivenesswithdata,CorrectDefectivesAlreadyProducedrework/scrapinventoryaddressserviceaspectscorrectproductdesign,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,SupportingConceptsandMethodsprocessflowchartsoperationaldefinitionsFMEAscontrolplans,8-DProblemSolvingProcess-STEP6PREVENTPROBLEMRECURRENCE,Modifymanagementsystem,operatingsystem,practices&procedurestopreventrecurrenceoftheproblem!createnewprocessflowdiagramupdateforms&proceduresmakechangestothesystemstandardizenewpracticesdiscouragereplicationofeffort,8-DProblemSolvingProcess-STEP6PREVENTPROBLEMRECURRENCE,Identifywhatsystem,practices,proceduresallowedtheproblemtooccur,Identifychanges,reinforcements,andimprovements,Developplanstocoordinatenecessaryactions,Implementtheimprovementplan,IdentifyImpactItemsteamshouldidentifysystemwhichhaveanimpactontheproblem&takeintoconsiderationthat:Theexistingmanagementsystem,practicesandproceduresmayneedtobemodifiedtosupportthecorrectiveactionTheengineering,productionanddesignprocessmayalsoneedtobechanged&improved,whichmayrequiretheinitiationofaprocessimprovementstudy,8-DProblemSolvingProcess-STEP6PREVENTPROBLEMRECURRENCE,Teammustmodifythenecessarysystem,practices&proceduretopreventrecurrenceoftheproblemproblemsolvingreturnstheprocesstothestandardoperatingconditionprocessimprovementdevelopsprocess,practicesandprocedurethatestablishahigherperformancelevelimplementingsystematicimprovemen