DisciplinesofProlemolving解决问题的8个步骤

1、8 DISCIPLINES TO PROBLEM SOLVING解决问题的8个步骤1Tenneco Automotive 8-D/2000This course was developed by a team of Tenneco Automotive employees who have worked on problem solving efforts for the past fifteen to twenty years. This course is a summary of the problem solving process that was formerly known as

2、 PEP (People Eliminating Problems) within the ride control business unit and QUIP (Quality Improvement Process) within the exhaust business unit. Ford Motor Company is acknowledged as the developer of the “8-D” process. Thanks to Kay Shreve (Monroe, MI), Michael Brown (Paragould, AR) and Eunice Spra

3、dlin (Cozad, NE) for their work on this project.2Tenneco Automotive 8-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 Kay Shreve (Monroe, MI), Michael Brown (Paragould, AR) and Eunice Spradlin (Cozad, NE)3Tenn

4、eco Automotive 8-D/2000D-1 Form the Team组建小组D-2 Describe the Issue描述问题D-3 Containment Activities应急措施D-4 Find and Verify Root Cause找出根本原因D-5 Select the Best Solution挑出最好的解决方法D-6 Verification of Corrective Action确认纠正措施D-7 Prevent Recurrence防止再发生D-8 Congratulate the Team祝贺小组8 - Disciplines of Problem S

5、olving解决问题的 8个步骤4Tenneco Automotive 8-D/2000D-1 Form The TeamSize大小5 to 7 Core Members5-7个核心成员Support Needed需要的支持What level of the organization需要什么水平的组织Change改变According to needs 根据需要Roles角色Define roles/responsibilities定义角色/责任WHERE地点Seen on Object根据目标Seen Geographically地理位置(Supplier/Customer/Etc)（供应

6、商/客户/等）5Tenneco Automotive 8-D/2000D-1 Form The TeamTraining培训Arrange for training of all team members if not trained yet如果还没有培训过安排所有小组成员的培训Records记录Initiate TACCT (Tenneco Automotive Customer Concern Tracking) System report; initiate action register建立TACCT（TA顾客跟踪）系统报告和行动记录6Tenneco Automotive 8-D/20

7、00D-1 Form The Team CAUTIONS ! ! ! 注意Ensure cross-functional team members确保小组成员具有多功能Include process owners (those who do the work)使每个步骤都要有相关责任人Include champion and leader as road-block removers要有CHAMPION和领导人作为排清障碍的人7Tenneco Automotive 8-D/2000D-2 Describe the IssueDefine the issue in terms of what i

8、s wrong with what描述什么出现了什么问题WHAT什么Object was the issue seen on目标是发生的问题What defect was seen发现了什么缺陷WHERE地点Seen on ObjectSeen Geographically(Supplier, Customer, Etc.)8Tenneco Automotive 8-D/2000D-2 Describe the IssueWHEN什么时候First seen第一次看见When else seen什么时间看到另外的When seen in the process什么时间在工序中看到HOW BIG

9、有多严重How many objects have the defect多少目标有缺陷？How many defects per object每个目标有多少缺陷？What is the trend趋势是什么9Tenneco Automotive 8-D/2000D-2 Describe the IssueTOOLS TO USE使用的工具Process flow diagram工艺流程图Check sheets to collect data收集数据的检查表Any data that is reporting the issue任何反映问题的数据Customer complaints顾客埋怨C

10、urrent SPC/Data collection sheets当前SPC/数据收集表pFMEAScrap/rework reports废品/返工报告10Tenneco Automotive 8-D/2000D-2 Describe the IssueRECORDS记录Describe the issue in the TACCT system在TACCT系统中描述问题Search the TACCT system to determine if this issue has been addressed by any other facility / group检查TACCT系统看是否此问

11、题其他工厂也有出现11Tenneco Automotive 8-D/2000D-2 Describe the Issue12Tenneco Automotive 8-D/2000D-2 Describe the Issue13Tenneco Automotive 8-D/2000D-2 Describe the Issue14Tenneco Automotive 8-D/2000D-2 Describe the Issue15Tenneco Automotive 8-D/2000D-2 Describe the Issue CAUTIONS ! ! ! State issue in quant

12、ifiable terms描述问题时要量化Use data to support problem statement用数据支持问题的陈述Describe symptom / effect of the issue描述问题症状和影响Avoid jumping to conclusion of cause避免跳到原因的总结16Tenneco Automotive 8-D/2000D-3 Containment ActionsDetermine if Containment is Needed决定是否需要应急措施IF YES如果需要Define action(s)定义行动Assign respons

13、ibility分配职责Implement实施Document记录Monitor监控Establish exit criteria建立停止行动的标准17Tenneco Automotive 8-D/2000D-3 Containment ActionsIF NO如果不需要Document reasons why containment action(s) are not required记录不需要的原因RECORDS记录Document containment action(s) on TACCT system在TACCT系统记录应急措施18Tenneco Automotive 8-D/2000

14、D-3 Containment Action(s) CAUTIONS ! ! ! Ensure customer protection确保顾客保护Determine and document criteria for begin / exit containment actions确定并记录开始/结束应急措施的标准Communicate to key process owners与每个步骤负责人沟通19Tenneco Automotive 8-D/2000D-4 Find and Verify Root CauseBrainstorm for Potential Causes对可能原因进行头脑

15、风暴Free WheelingUse Flip Charts用活动挂图Round Robin循环赛Sticky Notes粘贴纸Sign Up List签名单20Tenneco Automotive 8-D/2000D-4 Find and Verify Root CauseBrainstorming rules头脑风暴的规则Avoid Criticism避免批评 Welcome Exaggeration欢迎夸张Wilder / Better思维越广越好Solicit Quantity注重数量As Many As Possible越多越好Encourage Building on Other

16、Ideas鼓励在其他主义基础上发挥Stimulate Participation鼓励参与Record All Ideas记录所有想法Discussion Comes Later然后讨论21Tenneco Automotive 8-D/2000D-4 Find and Verify Root CauseConsider考虑：What was happening什么发生了What was “normal”什么是“正常的”What changed什么发生了改变What started什么开始了What stopped什么结束了VERIFY确定Can the problem be turned “on

17、” and “off”问题是否可被打开或关掉22Tenneco Automotive 8-D/2000D-4 Find and Verify Root CauseTools To Use使用的工具Five Whys 5个WHYFishbone / Cause & Effect鱼骨图/原因和影响Data Analysis数据分析Scatter Diagram散点图Design of Experiment Tools设计实验工具23Tenneco Automotive 8-D/2000D-4 Find and Verify Root CauseRECORDS记录Identify root caus

18、e on TACCT system 在TACCT系统上标注根本原因24Tenneco Automotive 8-D/2000D-4 Root Cause CAUTIONS ! ! ! Dont jump to conclusions不要直接跳到结论Do not stop the 8-D process because Containment Actions have reduced the pain不要因为应急计划已经减轻了问题而停止8DDont react only to the symptoms - go to the cause不要只针对表面采取行动，要深入到原因25Tenneco Au

19、tomotive 8-D/2000D-5 Select Best SolutionEVALUATE based on评价建立在以下基础上Effect on the problem对问题的影响Practicality实用性Cost费用Acceptance接受程度Time to implement / utilize实施的时间26Tenneco Automotive 8-D/2000D-5 Select Best SolutionIMPLEMENTATION PLAN实施计划What is required需要什么Who is responsible for what谁负责什么Establish

20、target dates确定目标日期Involve affected parties包括所有相关方Obtain management support获得管理上的支持Document Changes更新记录Anticipate unwanted effects要对意外的影响有个预估27Tenneco Automotive 8-D/2000D-5 Select Best SolutionTOOLS TO USE工具Evaluation Grid评估表Benchmarking Review基准的回顾Poka Yoke Review找错回顾Cost Benefit Analysis成本利益分析RECO

21、RDS记录Record solutions on TACCT system在TACCT系统记录解决方法28Tenneco Automotive 8-D/2000D-5 Selecting Best Solution CAUTIONS ! ! ! Ensure solution can efficiently be implemented确保解决方法能有效地实施Obtain buy-in from key stake holders从主要投资方获取买入品Identify all costs / impact(s) of proposed solution确定建议的解决法的费用/影响29Tenne

22、co Automotive 8-D/2000D-6 Verification of Corrective ActionsON-GOING CONTROLS持续地控制Quantifiable & Measurable量化 并可测Clearly meets objectives / goals明确地达到目标30Tenneco Automotive 8-D/2000D-6 Verification of Corrective ActionsREVIEW CONTAINMENT回顾应急行动Can it be removed能否取消Containment cannot be removed until

23、verification data proves that the stated objective / goal has been met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31Tenneco Automotive 8-D/2000D-6 Verification of Corrective ActionsVERIFICATION METHODS确认的方法Increase frequency of testing of “X” test from 6 pcs per month to 3 pcs per day for next 3 months把“X”测试的频率从每月6件提高

24、到在以后的三月中每天3件100% sort for defect “X” for the next five shipments以后的5次货运用100%的划分法诊断“X”32Tenneco Automotive 8-D/2000D-6 Verification of Corrective ActionsVERIFICATION METHODSCollect data for specific defect for the next 3 weeks; calculate the CpK (CpK must be equal to or greater than 1.67)以后3周里收集每个特殊的

25、缺陷的数据，计算CpK（ CpK应该大于或等于1 .67）Test for characteristic “X”; zero defects allowed测试性能“X”，不允许任何缺陷33Tenneco Automotive 8-D/2000D-6 Verification of Corrective ActionsVERIFICATION METHODSTrack overtime in area “Y” for the next 3 months; overtime should not exceed “A” hours per month 在“Y”区跟踪以后3个月的加班时间；加班应不超

26、过每月“A”小时34Tenneco Automotive 8-D/2000D-6 Verification of Corrective ActionsRECORDS记录Document verification methods in TACCT system在TACCT系统中记录验证方法Include items from implementation plan in Action Register在行动记录中要有行动实施项35Tenneco Automotive 8-D/2000D-6 Verification of Corrective Actions CAUTIONS ! ! ! Ens

27、ure containment is not ended too soon确保应急措施不要结束过早Avoid short term impact避免短期效应36Tenneco Automotive 8-D/2000D-7 Prevent RecurrenceIdentify what allowed the problem to occur by searching:通过检查以下项找出问题发生原因Systems系统Practices实践Procedures程序Review other areas where this problem could occur检查其它此问题可发生的领域37Tenn

28、eco Automotive 8-D/2000D-7 Prevent RecurrenceTOOLS TO USE工具Brainstorming头脑风暴Action Planning行动计划Process Flow Diagrams工艺流程图pFMEAs38Tenneco Automotive 8-D/2000D-7 Prevent RecurrenceMethod to Prevent Recurrence避免再发生的方法：Identify the opportunity确认什么时候可能再发生Define the scope定义发生的范围Analyze the current process

29、分析当前流程Envision the future process预想将来流程Pilot and verify the proposed change引导并确认建议的变化39Tenneco Automotive 8-D/2000D-7 Prevent RecurrenceMethod to Prevent Recurrence - contd防止再发生的方法包括以下Implement the change实施改变Change all pertinent records改变所有相关记录Obtain customer approval prior to change if required如果要求在变化前获得顾客许可Continually Improve持续改进40Tenneco Automotive 8-D/2000D-7 Prevent RecurrenceRECORDS记录List implementation plans on TACCT system; provide contact source (team leader) for others who may seek resolution of this issue in the future在TACCT系统上列出实施计划；给其他在将来可对此问题寻求解决