8D解决问题的步骤介绍(共23页).ppt

1、1本资料来源28D (Eight Disciplines) Welcome to Nick Liang / Customer Service3What is 8D:8D(Eight Disciplines):D1. Team MembersD2. Describe the ProblemD3. Containment PlanD4. Define the Root CauseD5. Define the Corrective ActionsD6. Verification of ActionD7. Prevent RecurrenceD8. Congratulation4解決問題的步驟解決問題

2、的步驟 - 8D THEME: IF YOU CANNOT PROVE ITYOU CANNOT SAY IT( 若是你無法證明若是你無法證明, 則請勿亂下定論則請勿亂下定論 )當一個工程師之基本要求（Engineering sense )5D1 D1 Team MembersSelect team members (Internal/Key Person)Select team champion - Management member who will (can) remove road blocks for the teamSelect team leader A member who c

3、an take the responsibility for the team 6開會技巧開會技巧會前會前 1.準備AGENDA, 議題, 發通知預告時間地點 2.蒐集所有資料 3.設定會議目標 4.會前再提醒會中會中 1. 掌握主題,時間,進度,氣氛 2. 尊重每個參與人,鼓勵發言 3. 誘導腦力激盪 4. 禁止少數人發言佔用時間及離題. 5. 定出個別 actions 之follow-up action 負責人, 及完成時間 (by 5W1H) 會後會後 1. 很快發出會議記錄 2. 追蹤 Follow-up actions, then檢討得失.7D2 Problem Descriptio

4、n D2 Problem Description ( definition )( definition )釐清釐清 把問題說清楚把問題說清楚, ,是成功是成功( (解決解決) )的一半的一半眾說紛紜霧煞煞,從何下手費思量老“獅”心中有定見,新秀跳下結論套一見鍾情不可靠,天縱英明難得找膽大心細看問題,3W時地物,1H有多少分析手法花樣多,圖表統計效力高搞錯對象會白忙,且莫任意把捷徑抄8 D2 Problem Description D2 Problem Description ( definition )( definition )釐清釐清 把問題說清楚把問題說清楚, ,是成功是成功( (解決解

5、決) )的一半的一半要多清楚才算清楚要多清楚才算清楚? ?1.打破砂鍋問到底Develop Operation Definition2.四維具體化與量化 什麼東西什麼東西? What? (Identify symptom) 那裡發生那裡發生? Where? (Space, process flow) 何時發生何時發生? When? (Time, D/C) 影響多大影響多大? How Big? (Qty, $, Defect %)9D2. Describe problemUse terms understood by the customerDescribe the problem as det

6、ailed as possible (3W/1H)Express the condition in quantifiable termsWhatWhereWhenHow Big10D3 Containment Actions圍堵圍堵 亡羊補牢要有效亡羊補牢要有效客戶老闆聲聲催客戶老闆聲聲催, ,圍堵對策趕快上圍堵對策趕快上. .亡羊補牢要有效亡羊補牢要有效, ,挖東補西找麻煩挖東補西找麻煩. .障眼對策擋一時障眼對策擋一時, ,當心愈補愈大坑當心愈補愈大坑11D3. Containment Plan Describe Who, What, When, and How you will capt

7、ure/contain the defects now. Must prevent defects from getting to the customer immediately.Consider the effect of the containment plan on Cost, Delivery, Inducement of other types of defects.12D4 Root Cause(s)尋根尋根 事出必有因事出必有因, , 追根究底找真因追根究底找真因事出有因連根挖,確認真因把它當開關 Turn off因果循環拿來用,解釋真象全靠它分析技巧派上場,直指真因三兩下13

8、D4. Define the Root CauseDescribe why the change in condition occurred, or identify the “HOLE” in the system which allowed the pre-existing condition to go undetected.Categorize the root causes, eg.: Manpower/ Machine/Material/Method + Environment, PDCA, DOE, FMEA, Benchmark, QC 7 Toolsetc.14D5 Corr

9、ective Actions 步署步署 一針見血一針見血, ,藥到病除藥到病除散彈打鳥效果差,唬爛遲早被抓包,客戶抓狂找別家人盡其才顯神通,藥到病除一身輕,客戶參與創雙贏15D5 Corrective ActionsDescribe WHO, WHAT, WHEN and HOW you will implement changes in Material, Manpower, Methods, etc, to totally eliminate the root cause of the problem.16D6 Verification of Actions Describe verifi

10、cation results in QUANTIFIABLE terms. (eg, Achieved Cpk, Decreased Defect Rateetc.)Continue containment activities until permanent C/A actions are verified as being effective.17D7 Action(s) to Prevent recurrence 防弊防弊 避免歷史重演避免歷史重演歷史重演我會怕,不知面子那裡掛.必要資訊省不下,文書作業標準化,推廣成果利益大.18D7 Action(s) to Prevent recur

11、rence Describe the internal and/or external culture or systemic changes that must be made to prevent the problem from recurring.The team champion is responsible for taking these recommendations back to management and driving implementation.19D8 Congratulate your Team大功告成留鴻爪,展現成果得鼓勵堅持過程最可佩團隊合作最難忘,解散歸建下次再會208D慶功重點慶功重點 - 享受成果 - 適當鼓勵,認同 ReviewRevie