8D问题解决方式

1、8-D Problem Solving 8-D 问题解决方式Sauer-Danfoss ShanghaiNovember, 2005Sauer-Danfoss strives to be a Six-Sigma company, using lean concepts, building to customer order, delivering less than 250 DPM product, 97% on-time through a High-Performing Organization!萨澳丹佛斯努力成为6西格玛公司，通过高性能的组织结构, 运用精益生产的概念，满足客户要求，达到

2、250以下的百万分之废品率、97的准时交货率.OUR DESTINATION 我们的目标To be the preferred global supplier and partner in our chosen markets by: 我们要在国际市场中成为全球首选的供应商及合作伙伴:Providing the highest value solutions to our customers, 为我们的客户提供最高价值的解决方案，Being recognized as the most competent supplier, 被客户公认为最优秀的供应商，Being seen as the co

3、mpany easiest to do business with. 被客户视为最易于合作的公司。OUR GUIDING VALUES 我们的价值观We are a rich mixture of PEOPLE of diverse nationality, culture and thought. This diversity is a major source of our strength. Each individual has the unique ability and responsibility to contribute, and each has the opportuni

4、ty to participate, grow and develop. 我们是融合了各民族文化及思想的大家庭。人是我们力量的主要源泉。我们每个人需要贡献自己独特的能力并肩负自己的责任，而每个人也都有机会参与、成长与发展。 We are bound together as a TEAM by trust, common goals and mutual respect. We know that when the team wins, we all win. We do what we say we are going to do. 我们通过彼此的信任、共同的目标与相互的尊重团结一心成为团队。

5、我们明白团队的胜利就是我们个人的胜利。我们言必出，行必果。We treat assignments from our CUSTOMERS as expressions of trust. They can count on us to provide them with solutions that meet or exceed their expectations. 我们将客户交付的每一项任务都视为是他们对我们表达的信任。客户相信我们能提供解决方案以达到甚至超出他们的期望。We value people, organizational focus, innovation and techno

6、logy as the means of achieving global LEADERSHIP. We insist on quality in everything we do. Besides courage, leadership demands never-ending improvement. We are a dynamic company that embraces change to achieve new opportunities and lead our global markets. 我们将人才、团队、创新及技术看作完善全球性管理的方法。我们坚持质量第一。领导层除了需

7、要具备勇气之外，还必须不断改进。我们大家充满活力，迎接每一次新的挑战与机遇，争取在国际市场上占据领导地位。As a good CORPORATE CITIZEN we demonstrate concern for the interests and well-being of our communities. We conduct our business with integrity and in a manner which protects the environment of our employees, our community and our customers. 我们作为社会

8、的一员，密切关注社会与人民的利益。我们以诚经营，并力求保护员工、社会及客户的环境。OUR JOURNEY 我们的旅程To create value for our customers and shareholders by providing systems, products and services relating to propel, work and control functions, as we meet the needs of mobile equipment manufacturers globally.我们提供具备驱动、运作及控制功能的系统、产品及服务，为客户与股东创造价

9、值，满足全球行走机械设备制造商的需要。OUR FOUR POINTS OF STRATEGY 我们的四大战略重点CUSTOMER FOCUS 以客户为中心Ensure customer intimacy by truly understanding our customers needs with the goal of meeting or exceeding their expectations in all areas, including quality, innovation, flexibility and total value. 与客户保持良好关系，真正理解他们的需求，在质量、

10、革新、适应度及总体价值等各项领域中达到并超越客户的期望。Expand our systems offerings by including the engineering of complete solutions, and acting as system integrator regardless of product source.将我们的系统供给范围扩展到工程整体解决方案，并且成为任何产品来源的系统集合体。 Support our customers globally, adding local structures and facilities where necessary to

11、provide the expected level of Sauer-Danfoss product and service support. 进行全球性客户支持，必要时在当地市场增加人员及生产设施以满足客户对萨澳丹佛斯产品和维修服务的需求。PEOPLE AND ORGANIZATION 人员机构With an emphasis on teaming, organize around the work to be done, engaging the flexibility and talent of all of our employees. 我们重视团队合作，并力求使员工的能动性及才能得

12、到充分发挥。Reward initiative, recognizing that taking risks will, at times, result in failure; and value innovation, knowing that only by doing something different will we achieve different, and better, results. 我们鼓励主动进取精神，同时也必须认识到冒险有时也会带来失败。我们提倡创新精神，知道只有以不同的方法才能将事情做得更好。 Create an employee development st

13、ructure that expands the knowledge base of all employees, growing the capabilities of individuals in all functions, building our overall organizational strength, and ensuring leadership continuity. 创建员工发展结构以扩展所有员工的知识面，使他们在各自的岗位上发挥各自的能力，加强我们整体组织的力量，并确保领导层的连贯性。OPERATIONAL APPROACH 运作方式Create a change

14、environment where we sustain our competitive advantage by continuously reviewing and renewing our business processes, methods and technologies to achieve lowest total cost in all activities. 不断回顾并更新我们的业务流程、方法与技术，将运作成本降到最低，这样才能确保我们在日益变化的市场环境中都保持竞争力。Instill a sense of urgency in, and responsibility fo

15、r, everything we do to keep us ahead of the ever increasing expectations of our customers. 向员工慢慢灌输紧迫感与责任感，使大家认识到自己所作的每一件事都必须满足顾客日益增长的要求。FINANCIAL PERFORMANCE 财务状况Focus on shareholder value by driving both top line growth and profitability. 将重点放在股东利益上，推动公司的发展与盈利。Achieve continuous improvement on the

16、returns on each and every investment made (machine tools, facilities, new products, distribution channels, etc.). 争取在每一项投资上不断提高投资回报率（机械工具、设施、新产品、分销渠道等）。OUR DESTINATIONTo be the preferred global supplier and partner in our chosen markets by: Providing the highest value solutions to our customers,Bein

17、g recognized as the most competent supplier,Being seen as the company easiest to do business with. OUR GUIDING VALUESWe are a rich mixture of PEOPLE of diverse nationality, culture and thought. This diversity is a major source of our strength. Each individual has the unique ability and responsibilit

18、y to contribute, and each has the opportunity to participate, grow and develop. We are bound together as a TEAM by trust, common goals and mutual respect. We know that when the team wins, we all win. We do what we say we are going to do. We treat assignments from our CUSTOMERS as expressions of trus

19、t. They can count on us to provide them with solutions that meet or exceed their expectations. We value people, organizational focus, innovation and technology as the means of achieving global LEADERSHIP. We insist on quality in everything we do. Besides courage, leadership demands never-ending impr

20、ovement. We are a dynamic company that embraces change to achieve new opportunities and lead our global markets.As a good CORPORATE CITIZEN we demonstrate concern for the interests and well-being of our communities. We conduct our business with integrity and in a manner which protects the environmen

21、t of our employees, our community and our customers.OUR JOURNEYTo create value for our customers and shareholders by providing systems, products and services relating to propel, work and control functions, as we meet the needs of mobile equipment manufacturers globally.OUR FOUR POINTS OF STRATEGYCUS

22、TOMER FOCUSEnsure customer intimacy by truly understanding our customers needs with the goal of meeting or exceeding their expectations in all areas, including quality, innovation, flexibility and total value. Expand our systems offerings by including the engineering of complete solutions, and actin

23、g as system integrator regardless of product source.Support our customers globally, adding local structures and facilities where necessary to provide the expected level of Sauer-Danfoss product and service support. PEOPLE AND ORGANIZATIONWith an emphasis on teaming, organize around the work to be do

24、ne, engaging the flexibility and talent of all of our employees. Reward initiative, recognizing that taking risks will, at times, result in failure; and value innovation, knowing that only by doing something different will we achieve different, and better, results. Create an employee development str

25、ucture that expands the knowledge base of all employees, growing the capabilities of individuals in all functions, building our overall organizational strength, and ensuring leadership continuity. OPERATIONAL APPROACHCreate a change environment where we sustain our competitive advantage by continuou

26、sly reviewing and renewing our business processes, methods and technologies to achieve lowest total cost in all activities. Instill a sense of urgency in, and responsibility for, everything we do to keep us ahead of the ever increasing expectations of our customers. FINANCIAL PERFORMANCEFocus on sha

27、reholder value by driving both top line growth and profitability. Achieve continuous improvement on the returns on each and every investment made (machine tools, facilities, new products, distribution channels, etc.).CUSTOMER FOCUS以客户为中心Win-Win Negotiations双赢谈判Customer Awareness关注客户QFD8D Problem Sol

28、ving8D 问题解决方式Effective Customer Service Skills有效的客户服务技巧Dealing with the Disappointed Customer处理失望的客户Value Analysis价值分析FMEA实效模式分析System Modeling and System Knowledge系统建模及系统知识EOs/SDsDesired OutcomesEOS/SDS所期望的的成果Increaseusageof8DisciplineProblem Solving增加使用用8D解决问题题Develop usage in allpartsofourbusines

29、s发展到各各个领域域“ItisnowaSauer-Danfoss QualityPolicythat the8Dformatbethe standard tooltocommunicateand solve significant problems in thecompany.”EOFebruary2004萨澳丹丹佛斯的的质量方方针规定定8D是用来进进行沟通通和解决决公司出出现的重重大问题题的标准准工具。EOFebruary2004EOs/SDsDesired OutcomesEOS/SDS所期望的的成果Createacommonvocabulary创建一个个共同的的词汇Improve Sau

30、er-Danfosscycletime andquality in solvingproblems改进萨澳澳丹佛佛斯在解解决问题题方面的的周期及及质量EOs/SDsDesired OutcomesEOS/SDS所期望的的成果Emphasizethe documentationofsolved problems强调已解解决问题题的归档档Understand how8Drelates toSauer-Danfoss qualityobjectivesandgoals.理解8D与萨澳-丹佛斯质质量目标标之间的的相互关关系Encouragepersonalgrowth鼓励个人人发展Problem So

31、lving问题的解解决Youand afriend areenjoyinga friendly (butcompetitive) round of golf.Asyouapproachthe 16thhole,youhit an amazingdrivethatlandsjust short of thegreen.As youwalk up to where yourgolfball landed,you noticethat theball hasrolledintoa paper bagcarelessly leftonthe groundbysomeone.你和朋友友正在进进行一场场高

32、尔夫夫球的友友谊赛。当你打打到第16个洞时，你作了了惊人一一击，球球刚好停停在草坪坪外。可可当你走走到球的的旁边，却发现现这只球球滚进了了一个纸纸袋里Problem Solving问题的解解决Therulesofgolfsaythatyouwilllose astroke if youremovethe ballfromthebag.Strikingthe ballwhileitremainsinthebag,maycauseyou tomis-hit theball.What areyour ideas forsolving thisproblem?根据高尔尔夫球赛赛的规则则，如果果你把球球

33、从纸袋袋里拿出出来，那那你将会会失去一一次打球球的机会会，如果果不去移移动这个个纸袋，你有可可能打不不到球.对于解决决这个问问题你有有什么想想法？Problem Solving&Introductions问题的解解决和介介绍What is yourname?你的姓名名？Whatcompany do youwork for?你所工作作的公司司？What areyoudesiredoutcomesforthistraining?你期望在在这个培培训中学学到什么么？What areyour ideas forsolving thegolf balldilemma?你对于解解决高尔尔夫球这这种进退退两

34、难局局面的想想法？8-DProblemSolving8-D问题解决决方式Started at FordasTOPS-Team Oriented,Data Driven在福特公公司最先先开始实实施，以以TOPS 团队导向向，数据据驱动。Proventoolforsolvingmanufacturing,assembly,and officeproblems.解决制造造、装配配、办公公室问题题的经验验证的工工具。IncludesIS/ IS NOTandmanyothertechnicaltools包括“是是/否”和许许多其它它技术工工具。8-DProblemSolving8-D问题解决决方式Ex

35、cellentplanning, tracking,anddocumentationtool.优秀的计计划、跟跟踪和文文件管理理工具。Recognized industry standard(Internetsearch8dproblem solving)公认的行行业标准准。（网网上搜索索“8dproblemsolving”）Sauer-Danfoss ProblemSolvingToolset萨澳丹丹佛斯解解决问题题的工具具CQARStandardproblem tooltorecord andsolvecustomerperceiveddefectsCQAR是解决客客户质量量问题的的标准工

36、工具8DProblem Solving8步法解决决问题Sauer-Danfoss ProblemSolvingToolset萨澳丹丹佛斯解解决问题题的工具具-Tool to go to formore difficultproblems.The CQARsolutioncan notbedetermined within4 hours.-用于解决决更困难难的问题题。CQAR解决方法法不能在在4小时内确确定。SixSigmaComplex problemsolvingtool.When 8D hasmultiplepotentialrootcausesand requires morecompl

37、extools.复杂问题题的解决决方式。当8D发现多种种潜在的的原因需需要更复复杂的工工具。8DProblem SolvingProcess0. Become Aware of the Problem1. Assemble a Team if Necessary2. Describe the Problem and the Expectation3. Implement and Verify Interim Containment Actions5.Defineand VerifyPermanentCorrectiveActions6. Implement Permanent Correcti

38、ve Actions7.Prevent Recurrence8.JOBWELLDONE!4. Define and Verify Root Causes8-D问题解决决方式0.意识到问问题1.必要的话话，成立立一个小小组2.描述问题题和期望望3.贯彻和核核实“临临时围堵堵”行动动5.确定和核核实永久久性纠正正行动6. 实施永久性纠正行动7.防止复发发8.圆满完成成工作！4.确定和核核实问题题根源Step 0第0步BecomeAwareofthe Problem意识到问问题HowWeBecome Aware of Problems我们如何何意识到到问题CQARCQARCustomercall客户

39、的电电话FirstPass Yield首次通过过率Quality质量Cost (Excessivescrap, etc.)成本（过过多的报报废，等等）Delivery交货WarrantyData质保期成成本?？Step 1Assemblea TeamifNecessary第一步若必要组组成一个个团队Form asmallteamofpeoplewiththeinterestand thenecessaryskills to effectively workthroughthe8-D process.组成一个个小组，小组成成员对8-D有兴趣并并具有必必要的技技能，以以便能够够有效地地完成8-D的

40、工作Assemblea Team: Steps成立一个个小组：步骤Selectasmallnumberofpeople选定一小小部分人人组成一一个小组组Determineroles确定角色色Develop groundrules发展基本本规则Determinecustomer确定客户户Determinescope, timetable,deliverables确定范围围、时间间表、可可交付使使用的结结果Step 2DescribetheProblemandthe Expectation第二步描述问题题和期望望Specify theinternal/externalcustomerproblem

41、 by identifying in quantifiabletermsthewho,what,when,where,why,how, howmany (5W2H)forthe problem.用可量化化的术语语:来详细说说明内部部和外部部客户的的问题Describeinquantifiabletermsthe customer expectation andthevision.用可量化化的术言言说明客客户的期期望和前前景“who(何人),what (何事),when (何时),where(何处),why(为何),how(怎样),howmany(多少)”5W2H。DescribetheProb

42、lem:Steps描述问题题：具体体步骤Describetheproblem描述问题题Refineproblemstatement进一步描描述问题题Writeproblem statement写出问题题陈述Writecustomerexpectation写出客户户的期望望Writevisionstatement写出前景景陈述Keys to ProblemStatement问题陈述述的关键键TheProblemDescriptionphaseinvolvesascompleteofdata collectionaspossible.描述问题题阶段涉涉及到尽尽可能收收集相关关的数据据。Mayreq

43、uiretime to collectthe data可以规定定时间来来收集数数据。Itiskeytoget theProblem Statementaccurate.准确描述述问题是是关键。ToolsforProblemDescription描述问题题的工具具DataCollection数据的收收集5Ws &2Hs“who(何人),what (何事),when (何时),where(何处),why(为何),how(怎样),howmany(多少)”Charting图表5 Whys5个为什么么5 Ws& 2HsWho(Customer, end user,)What(What product,

44、What p/n, s/n,)Where(Location, On what machine, )When(On what dates were failures, After how many hours, )Why(Include any partial conclusions.)How(Under what circumstances, what type of failure)How many(How many failures, Out of how many total)5 Ws& 2Hs谁(客户、最终使用者，)什么(什么产品, 什么零件号, 系列号,)哪里(位置, 在哪台机器,

45、)何时(实效日期, 故障前的运行时间, )为什么(包括一些部分结论，)程度(失效时的工况, 失效类型，)多少(多少故障, 百分比。)Whatswrongwithwhat?Why?_Can you prove it? (if yes, proceed. If no, go back 1 step)YNWhy?_Can you prove it? (if yes, proceed. If no, go back 1 step)YNWhy?_Can you prove it? (if yes, proceed. If no, go back 1 step)YNWhy?_Can you prove i

46、t? (if yes, proceed. If no, go back 1 step)YNWhy?_Can you prove it? (if yes, proceed. If no, go back 1 step)YNProblem InvestigationWorksheetAskWhyFive Times什么出了了什么问问题?为什么?_你能证实吗？ (若肯定，继续，若否定，回到上一步）是否为什么?_你能证实吗? (若肯定，继续，若否定，回到上一步）是否为什么?_你能证实吗? (若肯定，继续，若否定，回到上一步）是否为什么?_你能证实吗? (若肯定，继续，若否定，回到上一步）是否为什么?_

47、你能证实吗? (若肯定，继续，若否定，回到上一步）是否问题调查查表问5遍为什么么5 Whys ExampleInitial problemstatementM46pumpsare leakingatpressuredecay.Why?Thefastenertorque is low.Canyou prove it?Yes, thetorquewas measured below spec.Why?Thetorque toolisnot calibrated.Canyou prove it?No,therecouldbemanyreasons forlowtorque.Finalproblem

48、statementThefastenertorque is below speconsomeM46pumpspriortopressuredecaytest.5个为什么么的范例例最初的问问题描述述M46泵在压力力测漏试试验中泄泄漏.为什么?紧固件扭扭矩低.你能证明明吗?是的，经经过测量量此扭矩矩没有达达到规定定要求.为什么?这个扳手手没有被被校准.你能证明明吗?不，很多多原因可可能造成成低扭矩矩的.最后的问问题描述述在一些M46泵中的紧紧固件扭扭矩在测测漏试验验前低于于规定要要求CustomerExpectationandOur Vision客户的期期望和我我们解决决的前景景CustomerE

49、xpectation客户的期期望What willthe situationlook liketothe customer after the8Disfinished?8D完成后客客户的情情形如何何？Getcustomeragreement.取得客户户的认同同。VisionStatement远景描述述What willour processlooklike internallytomeetthecustomerexpectation?我们什么么样的工工艺流程程会满足足客户所所期望的的？Expectation& VisionExample客户的期期望和我我们解决决的前景景范例Customerex

50、pectation.客户的期期望.LeaksonM46pumps(in thefirst1000 hours of pumplife)mustnotexceed 50 DPM.M46泵的泄漏漏(在最初的的1000小时泵寿寿命内)不能超过过50DPM.Vision.解决的前前景.Wewill haveaprocess thattorquesM46fasteners to theproduction specwithacpk2.我们将会会设计一一个工艺艺来确保保M46的扭矩在在规定范范围内(cpk2)Step 2: Required InformationProblem Statement: Wh

51、o(Customer, end user,)What(What product, What p/n, s/n,)Where(Location, On what machine, )When(On what dates were failures, After how many hours, )Why(Include any partial conclusions.)How(Under what circumstances, what type of failure)How many(How many failures, Out of how many total)Customer Expect

52、ation:Vision Statement:第二步：必要的的信息描述问题: 谁(客户、最终使用者，)什么(什么产品, 什么零件号, 系列号,)哪里(位置, 在哪台机器, )何时(实效日期, 故障前的运行时间, )为什么(包括一些部分结论，)程度(失效时的工况, 失效类型，)多少(多少故障, 百分比。)客户期望:前景陈述:Step 2ChecklistDoes theteam haveapreliminaryproblem statement?Istheproblemstatementrefinedwith whys?Have actionsbeenassignedformoreinforma

53、tionneeded?Does theteam haveafinalproblem statementthat canbeproven?Hasacustomerexpectationbeen written?Hasavisionstatement beenwritten?Does thecustomeragreewith theproblem statementandexpectation?第2步 团队队清单有没有进进行初步步的问题题描述?问题的描描述有没没有通过过5Why来细化?是否已分分配好任任务来收收集更多多的信息息?有没有已已被确认认的最终终的问题题描述?客户的期期望是否否已被记记录?

54、解决的前前景陈述述是否已已被记录录?客户对于于问题的的描述及及期望是是否认同同?第2步 检查查清单Sauer-Danfoss Standard萨澳丹丹佛斯的的标准Team ActivityProblem Statement小组活动动问题的陈陈述Problem Statements问题陈述述Details Theswing,travel,hoist,tilt,toolcylinder,and stick cylinder functionspowered by theS-D155H4776(5section)and 155H4778 (3 section) PVG120proportional

55、valve moveintermittentlywithoutanelectrical commandsignal on theLAGrantBDRE toolcarriers.This problemhas beenexperiencedon multiple BDREtoolcarriersover thepast 3yearsinmultiplelocations.The problemisintermittent andtendstoprogresswith machineusage(500hours).细节-在LAGrantBDRE刀具输送送机上,由S-D155H4776(5sect

56、ion)和155H4778(3section)PVG120比例阀驱驱动的摇摇摆、平平移、提提升、倾倾斜、刀刀具和保保持油缸缸功能在在没有电电控制信信号的情情况下，间歇性性地运动动。这种种问题在在过去3年，在多多个地方方的很多多BDRE刀具输送送机上发发生。问问题的发发生是间间歇性的的，有随随着机器器的使用用（500小时）而而增多地地倾向。Problem Statements问题陈述述陈述:Who-What-Where-When-Why-How-HowMany-流量控制制阀芯在在没有电电控制信信号的情情况下间间歇性地地离开中中位。LAGrantBDRE刀具输送送机PVG120 155H4776和

57、155H4778比例阀多处(没有确切切的数量量信息)在客户处处运行500小时以后后。?并非因为为电控制制信号需要调调查? 需要调查查? -需要调查查Statement:Who-What-Where-When-Why-How-HowMany-Flow controlspoolmovesfromneutral intermittently withoutanelectricalcommand signalLAGrantBDRE toolcarrierPVG120 155H4776and 155H4778 proportionalvalvesMultiplelocations(exact count

58、 is notavailable)After500hoursofoperation at thecustomer.? not duetoelectrical commandneedsinvestigation? needsinvestigation? -needsinvestigationProblem Statements问题陈述述Details GeneralElectric(GE)isexperiencingshaftsealandpumpfailuresontheS-D Series90250ccHydrostaticPistonPumpona turbinestarterapplic

59、ation.TheshoulderoftheSeries 90 pumpfrontroller bearingfailsinapproximately2 hours,causing theshaftseal to wearand leak, andcreatinga lowchargepressurecondition,renderingthe pumpunable to operate.This failuremodehasbeenobservedon6 pumps built in atimeperiodofNovember2001through June2002.Expectation

60、forstarter systemlife (pump life) is 500hours.细节通用电气气在涡轮轮起动器器应用时时，S-D系列的90250cc液压柱塞塞泵的轴轴密封和和泵失效效。90系列泵的的前滚轴轴承承的挡肩肩在大约约2小时后出出现问题题，造成成轴密封封磨损、泄漏，从而导导致一个个低补油油压力环环境，使使泵无法法运行。这种故故障模式式在2001年11月至2002年6月生产的的6个泵上发发生。起起动器系系统的期期望寿命命 （泵泵的寿命命）是500小时。Problem Statements问题陈述述90250cc系列液压压柱塞泵泵的轴密密封在涡涡轮起动动器应用用时失效效多种通用用