D报告培训教案(共48张)

1、1数据说话证据说事深入分析准确阐述 2012年10月17日2012.10.17GS/wey2面对问题不可以各自为政、自我本位主义，否则将无法有效解决问题。面对问题应群策群力，互相帮助、相互提拔、如此才能彻底解决问题。8D 精神精神2012.10.17GS/wey32012.10.17GS/wey4An CAR/8D Report is a method to document, communicate, track and drive resolutions for quality issues.CAR/8D是针对品质问题而进行文件化、沟通、追踪及解决问题的方法。An CAR/8D repor

2、t is Ford Motor Companys format for problem solving. It is the preferred method used throughout our industry.CAR/8D报告是福特公司解决问题的格式。它是我们所有行业首选的解决问题的方法。CARCCR、CAR、VCR。CCR8D2012.10.17GS/wey5Immediate Containment. 采取迅速的围堵措施（短期对策）Clear identification of Root Cause. 真正识别问题产生的根本原因（真因）Robust Corrective Actio

3、ns. 充分的纠正措施Verified Corrective Actions. 验证纠正措施System fixes. 系统化（即纠正措施标准化或文件化）100% On-time response. 100%准时反应（即及时解决问题，准时回复客户）Eliminate the problems the first time. 做到第一次就消除问题所在Prevention of future problems. 实现潜在问题的预防2012.10.17GS/wey6Not identifying the true processes, escape, and system root causes.

4、没有识别出过程、流出及系统的根本原因（真因）Not implementing system corrective actions. 没有实施系统性纠正措施Not properly containing entire pipeline of product. 没有针对产品的所有流程采取正确的围堵措施Unclear or ambiguous wording. 对问题采取的不明确或模棱两可的描述Not meeting customer expectations regarding content and cycle time. 不符合客户关于内容及回复时间的要求2012.10.17GS/wey7 A

5、ll corrective action requests must be completed using an 8D report (unless a different method is required by Customer). 所有的纠正措施要求必须采用8D报告形式（除非客户要求采用不同的方法 Must use Corporate format. 必须采用Glorysky公司的格式 Must use 8D checklist as a guideline in completing the 8Ds. 在完成报告的过程中必须采用8D检查表进行检查2012.10.17GS/wey8D1

6、 Establish a Team 组建问题解决小组D2 Describe the Problem 描述问题D3 Contain the problem 采取围堵措施（即短期对策）D4 Identify the root causes 识别/确认根本原因（真因）D5 Corrective Actions 确认纠正措施D6 Implement Corrective Actions 实施纠正措施（即长期对策）D7 Prevent Recurrence 防止再发D8 Congratulate the Team 小组庆祝2012.10.17GS/wey9 Establish Cross Functio

7、nal Team. 建立跨功能小组 Identify a Champion. 确定小组长 Members should be from all affected areas, not just quality! i.e. Sales, Logistics, Marketing, Engineering, Line Operators, Production Mgmt., etc 小组成员应来自于所有被涉及区域，并非只是品质部！如销售、物流、市场、工程、生产线操作工、生产管理等等 The Team should ask themselves do they have the correct sk

8、ill mix to solve the problem? 小组应询问自己是否具有解决问题所必需的能力?2012.10.17GS/wey10 Clearly Identify and Define the Problem. 明确识别和定义问题 In many cases Problems are ambiguous or imprecise. 在许多案例中，问题是模棱两可或不明确的 Clarity ensures that everyone is trying to solve the same Problem. 明确问题可确保任何人将尽力去解决问题2012.10.17GS/wey11 Wha

9、t is the Problem? Describe the failure mode. 问题是什么? 描述失效模式 Where was it detected? 问题是在哪里被发现? When was it detected? 问题是什么时候被发现? What lots/date codes are affected? 被影响的批次/日期码是那些? How many pieces are affected? 被影响的数量是多少? Is the Customer information included? 是否包含客户信息?2012.10.17GS/wey12Poor Problem Desc

10、ription 差劲的问题描述 “Customer received wrong part.” 客户接收到错误零件Good Problem Description 完美的问题描述 “Customer received incorrect value CRCW-0603 resistors on 4/1/12. Customer P.O. 441960 (GS P.O. X765644-30) specified CRCW-0603, 8.2K ohm and received CRCW-0603, 82K ohm parts.” 客户在4/1/12接收到阻值错误的CRCW-63电阻。客户订单号

11、码441960（ GS订单号码X765644-30）指定的CRCW-63电阻的阻值为8.2欧姆，而收到的CRCW-63电阻的阻值为82欧姆。2012.10.17GS/wey13Containment is similar to quarantine. Quarantine does not cure a disease, but it keeps it from spreading. 围堵相似于病人隔离。隔离虽不能医好疾病，但可以防止疾病的传播Find and segregate nonconforming products to prevent shipment to Customer. 查

12、找和隔离不良品，防止发往客户Shutdown processes/equipment that is producing bad product. 停止正在制造不良的加工或装配Make sure containment actions are effective. 确保围堵措施是有效的2012.10.17GS/wey14Has an effective containment method been identified and documented? 是否有有效的围堵方法已经被确定和文件化?Have dates (or date codes) for temporary containmen

13、t actions been identified? 是否已经确定了临时围堵措施实施的日期?Have actions been verified with before and after data? 是否已经验证了围堵措施实施前后的效果?Has the entire pipeline been contained (production, warehouse, distributors)? 是否对产品的所有流程采取了围堵措施（如生产线、仓库及发 货）?Has detailed instructions on containment been issued to people responsi

14、ble for containment? 是否给负责实施围堵措施的人员发放了详细的清拉单?2012.10.17GS/wey15 Poor Containment 差劲的围堵措施 “Operator was alerted of the failure.”让操作工提防/注意此不良 Good Containment 完美的围堵措施 “Production and warehouse material was inspected on 4/1/12 by J. Smith (quality assurance personnel) and there were 0 lots out of 320 c

15、ontaining mixed devices.” Number? NG? Defect rate？ J. Smith（质量保证人员）于4/1/12检查了生产线及仓库材料:数量？NG？不良率？2012.10.17GS/wey16 Root cause is the disease (starting point) that sets in motion the cause and effect chain that creates the problem or problems. 根本原因是产生问题或问题群的原因和影响开始发作的病因（发作点） Be wary of selecting symp

16、toms instead of root causes If you fix a symptom you wont solve the problem. 必须提防以症状代替病因，如果你仅仅关注一个症状，你将不能 解决问题 Poor root cause selection results in poor corrective actions. 选择不正确的根本原因将导致不正确的纠正措施 Use tools such as 5 Why analysis to ensure that the root cause has been identified. 应用象“5个为什么”分析法，确保根本原因被

17、识别和确定2012.10.17GS/wey17Has the process root cause been identified and established? 制程根本原因是否已经被识别和确定?Has the escape root cause been identified and established? 流出根本原因是否已经被识别和确定?Has the system root cause been identified and established? 系统根本原因是否被识别和确定?Do the three root causes explain all we know about

18、 the problem (timing, failure mode, failure amount, etc)? 三种根本原因是否可以解说我们所知道的问题所有方面（如时 间、失效模式、失效数量等等） ?Was the root cause analysis performed using the 5 why technique? 根本原因分析是否使用了“5个为什么”方法?2012.10.17GS/wey18 Who:Identify customers complaining What:Identify the problem adequately and accurately When:T

19、iming when did the problem start Where:Location where is it occurring Why:Identify known explanations How:In what mode or situation did the problem occur? How many:Magnitude quantify problem2012.10.17GS/wey19 何人 ：识別哪一个客戶在抱怨 何事 ：适当、精确地识別问题 何時 ：从什么时候问题开始发生 何地 ：什么地方发生问题 为何 ：识別已知的解释 如何 ：在什么模式或状态下发生这问題 多

20、少 ：量化问题的程度2012.10.17GS/wey20Poor Root Cause Statement 差劲的根本原因 “Operator placed wrong label on Package. It was an Operator Error.” 操作工在包装箱上贴错了标签，是操作工的错。 Good Root Cause Statement 完美的根本原因 “Process Root Cause: An incorrect label was placed on the package because the current system allows for multiple l

21、ots to be processed (batch printing) at one workstation.” 制程根本原因：目前的系统允许在同一个岗位加工种类不同的批次，导 致错误的标签被贴在包装箱上 “Escape Root Cause: The mis-labeled product escaped because there was no verification step at or after the label process. ” 流出根本原因：贴错标签的产品流出是因为在该岗位或后续过程没有标 签验证步骤2012.10.17GS/wey21Corrective action

22、s should fix the disease or root cause. 纠正措施必须是针对病因或根本原因（真因）Corrective actions should address process, escape, and system root causes. 纠正措施必须致力于制程、流出及系统的根本原因 （真因）Negative effects of corrective actions should be considered. 必须考虑纠正措施带来的负面影响（即边界效应）Retraining of operators is not a corrective action. 操作工

23、的再教育不属于纠正措施范畴Increased inspection is not a corrective action. 增加检查（人员、数量、频次等）也不属于纠正措施范畴2012.10.17GS/wey22 Have primary and alternative corrective actions been identified? 是否已识别和确定首选及多选的纠正措施 Do corrective actions address process, escape, and system root causes? 纠正措施是否是针对制程、流出及系统的根 本原因 Have negative e

24、ffects of corrective actions been considered? 是否考虑了纠正措施的负面影响（即边界效应）2012.10.17GS/wey23Poor Corrective Action 差劲的纠正措施 “Re-train operator.” 操作工再培训Good Corrective Action 完美的纠正措施 “Process Corrective Action: Change workflow to a serial process whereby only one lot is at the printing station at all times.

25、This will eliminate the chance of mixing the product labels.” 制程纠正措施：变更流程，在任何时间标签印刷岗位只加工单一批次 “Escape Corrective Action: Implement a barcode verification step to ensure that customer label matches the factory label.”流出纠正措施：实施标签验证步骤，确保工厂标签和客户 标签一致2012.10.17GS/wey24 Step where we monitor /validate that

26、 the corrective actions have eliminated the root cause(s). 确定我们监控/验证纠正措施是否已经消除了根本原因的步骤 Dates for the start and completion of the corrective action should be identified along with the responsible person. 和纠正措施实施责任人一起确定纠正措施开始实施和完成的日期2012.10.17GS/wey25 Have corrective action dates along with responsibl

27、e individual been identified? 是否已经确定纠正措施实施日期和责任人? Have corrective actions been validated to eliminate root cause(s)? 对纠正是否进行了验证，它能否消除根本原因?2012.10.17GS/wey26 Poor Corrective Action 差劲的纠正措施 “Complete.” 已完成 Good Corrective Action 完美的纠正措施 “Corrective actions stated in D5 were completed on 4/1/12 by J. S

28、mith. Post labeling inspection has discovered 0 failures out of 400 lots inspected as of 5/1/12.” J. Smith已于4/1/12完成了D5中描述的纠正措施。 5/1/12在标签检查岗位共检查了400个批次，没有发现一批标签不良。2012.10.17GS/wey27 Prevent the problem from returning by addressing production, business, management, or engineering processes. 通过向生产、业务

29、、管理层、工程传达，以防止问题再发2012.10.17GS/wey28Do preventive actions address basic system issues? 预防措施阐述是否基于基本的系统问题Have FMEAs, control plans, and/or procedures been updated to ensure that the systems will prevent issues from re-occurring? FMEA、控制计划及/或程序是否已经被更新，以确保系统可以防止问题再发Have preventive actions been agreed up

30、on by all affected areas? 预防措施是否已经征得被影响区域的认可Do unfinished preventive actions have a champion and a projected completion date? 未完成预防措施是否确定了组长和其完成日期 2012.10.17GS/wey29Poor Preventive Action 差劲的预防措施 “Same as corrective actions.” 预防措施同于纠正措施Good Preventive Actions 完美的预防措施 “Work instruction and control pl

31、an have been changed on 4/1/12 to eliminate batch processing and to add barcode verification processes” 作业指导书及控制计划已于4/1/12进行变更，以消除批次处理问题及增加标签验证过程 “Audit checklist was modified on 4/1/12 to include monthly checks to ensure single lot processing.” 检查表已于4/1/12修订，以确保单一批次生产。2012.10.17GS/wey30 Varies by f

32、acility but most often overlooked. 2012.10.17GS/wey31 8D should supply facts not emotions. 8D应该提供事实，不应带有感情色彩 Avoid using internal acronyms. 避免使用公司内部缩写 Be complete in your descriptions. 叙述应该完整 It is our responsibility to fix Glorysky problems even if we do not have traceability information. 即使没有可追溯的信

33、息，但关注Glorysky问题是我们的责任2012.10.17GS/wey32We must take customer issues personally, responding with urgency and decisiveness to quickly resolve them. 我们必须亲自处理客户问题，紧急和明确的反应，以快速解决问题 Quick implementation of solutions that eliminate the problem forever, across all relevant products, processes and applicatio

34、ns. 针对所有相关产品、制程和应用，快速采取解决方案，以彻底消除问题Self impose containment, without hesitation, where variation is an issue or the root-cause is not known and eliminated. 仓促、自我欺瞒的围堵措施若被实施，则变差作为问题或根本原因不会被知道和消除Everyone in the organization must be accountable for quality improvement. 任何组织成员均应致力于品质改善We must change our

35、expectation, behavior, and accountability; only accepting, and giving, the customer excellence! 我们必须完善我们的愿望、行为和责任，不仅仅是接受和满足客户要求。2012.10.17GS/wey33Working together in an open and honest way - we can exceed our customers expectations!开放和诚实的合作态度我们将超越顾客的期望!If we do not make Changes, Nothing will Change!

36、Must Want To Make A DifferencePersonalize It.Achieve Results!如果我们不求变革，将不会有任何变化!力求创新!人性化!达成结果!2012.10.17GS/wey34项目名称：主导员：包拯队 长: 展昭领航员：公孙策日 期：重和元年正月二十一日GSPCB2012.10.17GS/wey35项目范畴 凶杀命案问题陈述 刀伤身亡步骤1：团队分工步骤2：问题描述步骤3：短期对策步骤4：问题寻找步骤5：解决方案步骤6：长期措施步骤7：效果验证步骤8：圆满成功2012.10.17GS/wey36NameFunctionChampion包拯Manag

37、erTeam Leader展昭Quality EngineerMembers公孙策Production Supervisor张龙、赵虎Production Engineer王朝、马汉Logistic Supervisor潘银莲、王婆Maintenance Engineer武松、武大郎Security， Cooks宋江、林冲Training Supervisor2012.10.17GS/wey37 问题陈述：西门春雪状告开封府，家兄西门庆中刀身亡，死于重和元年正月二十一日,单身，死年33岁。2012.10.17GS/wey381、包拯下令：人命关天，立即封锁现场，由王朝至西门公司调查情况。查验西门公司是否还有他人伤亡；2、由马汉至西门子公司金莲饭庄调查情况。查验西门子公司是否还有他人伤亡；3、安抚西门公司家人，派遣王婆至西门公司问候；4、由张龙赵虎稽查开封镇，巡查治安如何，是否有伤及无辜；并封锁镇喉要道，防止凶犯潜逃；2012.10.17GS/wey39Problem: 问题：因何而死？Why? 为什么：西门庆为何而死？-被菜刀所杀。为什么：死于