8dreport（英文版本8D流程及报告解析）课件

8-DProblemSolvingProcess8-DProblemSolvingProcessObjectivesProvidesparticipantswithhand-onexperienceusingasystematicprocessforresolvingcomplexcauseunknownsituations2.Theproblemsolvingprocessiscomposedof8systematicstepswithdecisionanalysisandproblemdefinitiontechniquesarefeatured.Itemphasizesonutilizationof

crossfunctionteamsandprovidesappropriatecompositionofthoseteams3.Thebusinessimpacttheachievementofsixsigmaqualityandultimatelytotalcustomersatisfactionbyutilizingaproblemsolvingprocesstofindrootcausesandachievepermanentsolutions8-DProblemSolvingProcessObjectives8-DProblemSolving8-DProblemSolvingProcessCourseOutline1.Apply8stepsystematicprocessinidentifying,correctionandresolvingcomplexproblem2.Choosetheappropriateanalyticalandsystematicteamthroughthe8steps3.Practiceusingthe8stepsreportingsystemincludingpreparationofaconcernanalysisreport4.Workingasateam8-DProblemSolvingProcessCou8-DProblemSolvingProcessOverviewStep1:TeamFormationStep2:DescribetheIssueStep3:ContainmentPlanStep4:RootCauseAnalysisStep5:CorrectiveActionPlanStep6:PreventiveActionStep7:VerificationStep8:CongratulationsTABLEOFCONTENTS8-DProblemSolvingProcessO8-DProblemSolvingProcess—OverviewStructuredTeamProblemSolving

Objective--Touseefficient,data-basedapproachforproblemsolving&correctiveactionStrategiesLearnthesystematicstepsforeffectiveteam-orientedproblemsolvingUsetheapproachasframeworkforapplyingstatistical&qualitativemethodstoyourorganization’spriorityconcernReporttheresultsofyourproblem-solvingeffortsfordocumentation&futurereferenceContinuetoimproveyourorganizationbyapplyingthesemethods,projectbyprojecttoeachconcernonprioritylist8-DProblemSolvingProcess—Ov8-DProblemSolvingProcessUsethe8STEPPROBLEMSOLVINGprocessonlywhenthecauseisunknown!!!8-DProblemSolvingProcessUse8-DProblemSolvingProcessInhibitors1.ProblemDescribedIncorrectly-problemdescriptionwasnotclearenoughinscopefortheteamtohandle2.Problem-SolvingEffortRushed-toobtainaquicksolution,stepsintheproblem-solvingprocesswereskipped3.PoorTeamParticipation-teammemberdidnotparticipateeffectively4.NoLogicalProcess-adisciplinedsystemtoprioritize,analyze&reviewproblemwasnotavailable8-DProblemSolvingProcessIn8-DProblemSolvingProcessInhibitors5.LackofTechnicalSkills-statistics&problem-solvingmethodswerenotknowbyteammembers6.Management’sImpatience-alllevelsofmanagementdemandtoknowexactlywhenaproblemwillbesolved.7.Mis-identifiedRootCause-apotentialcauseiscauseidentifiedasarootcause,concludingtheprobleminvestigation8.PermanentCorrectiveActionNotImplemented-arootcausemaybeidentified,butnoactiontakentoimplementthepermanentcorrectiveactions8-DProblemSolvingProcessIn8-DProblemSolvingProcess-Systematic,yetflexible-Superiorusualmethods-Efficientinterdepartmentalcommunication-Widespreadfamiliarity-Effectivemanagementevaluation&control-Moreskills&creativity-Buy-ineasesimplementation-Gooddataisindisputable-Eliminatespersonalbiases-TiedDemmingphilosophy-Powerful&commonlyavailablestatisticaltoolsSTEPSprovidesframeworkforapplicationofmethods-StandardformatforreportingallactionLaterreferenceprovidesinsighttoproblemsolutionProvideastructureCommonapproachTeamworkFactbasedQualitymethodDocumentation8-DProblemSolvingProcess-S8-DProblemSolvingProcessApplyingSteps

PredicatedonteamapproachUseforacauseunknownsituationwhereyouareconcernMustbedriventop-downtoprovideadequateresourcesManagementbyfactanddataRequireactionplanninganddocumentationforeachstepFocusoneffectivelyusingtheprocessnotonwritingthereportNopreconceptions!!!8-DProblemSolvingProcess--Step1-InitiateProjectTeam

ObjectiveToestablishateamofgroupofpeoplewithproduct&processknowledge,skillintheappropriatetechnicaldisciplinesandallocatedtimeandauthoritytotakeneededactiontosolvetheproblemSupportingConceptsandMethodsEmployeeinvolvement/participative,managementTeamLeadershipskillforgroupdynamicMeetingfacilitationskills8-DProblemSolvingProcess-STEP1TeamFormationStep1-InitiateProjectTeamStep1-Action&IssueManagementmustdetermineiftheinitialstatementofconcernisworthfurtherproblemsolvinginvestigationManagementwilldesignatetheirstafftosponsortheteamasa“champion”Teammembershallbedesignated,representingalldepartmentsthatmaybeconcernedwiththeproblemManagementshallidentifytheexpectedtimecommitmentfromteammemberandmakearrangementforpeoplestimeavailabilityTeammembermustreachconsensusonamissionstatement&goals,anddocumentitinwriting8-DProblemSolvingProcess-STEP1TeamFormationStep1-Action&IssueManaStep1-TeamCompositionMembersGoodteammemberarepersonswhoare:

willingtocontribute

capableofdiagnosingproblem

trainableintheuseofimprovementmethods

teamplayers,ratherthango-it-alone

TeamSize5-9memberisoptimum8-DProblemSolvingProcess-STEP1TeamFormationStep1-TeamCompositionMeStep1-UseTeamApproachDeterminetheproblemneedsan8DArealltheneededareasofknowledge&experiencerepresented?Teamsizecorrect?(5/9member)Establishtime&authoritytoworkonproblemAYESNONOSelectindividualsfortheteamEstablishateamLeader8-DProblemSolvingProcess-STEP1TeamFormationStep1-UseTeamApproachDete-actionplanestablished-agendawrittenfornextmeeting-MinutesofpreviousmeetingavailableAEstablishteamadvisorsAreallareasoftechnicalexpertiserepresented?TeamestablishworkingrelationshipsIsteammembersclearongoing&rolesYESNONOStep1-UseTeamApproach8-DProblemSolvingProcess-STEP1TeamFormation-actionplanestablishedAEstaPoweroftheTeamApproachCommitmentfrommanydisciplines(expertise)breaksdowninherentbarriersdiversityofknowledge&expertisehighmoralewiderangeofideas&observationsopen,honestcommunicationpositiveconfrontation-“norightanswer”everyonehassomethingtocontributeStep1-UseTeamApproach8-DProblemSolvingProcess-STEP1TeamFormationPoweroftheTeamApproachCo8-DProblemSolvingProcess-STEP1TeamFormationStep1-UseTeamApproachWhyTeamsMayFailNoleaderempoweredtoimplementideaspersonalityconflicts,domination,byonemember,negativeattitudesexcessivemanagementexpectations,notenoughtimeinsufficientproblemsolvingskillsbymembersundefinedprogress-nosenseofurgency,nogoalslackofdata/facts,notsharedbyall8-DProblemSolvingProcess-S8-DProblemSolvingProcess-STEP1RequirementsforSuccessDirectionteamdiscussiontoclarify&ensureunderstanding&commitmentbyallTimeadequatetimerequiredfromallparticipantstoperformthetaskTrainingprovidepeopleskillsneededtoapproachthesituationResourcetechnicalexpertisemaybeneededSpaceworkareafordatacollectionorinteractionLeadershipFacilitator;coordinatetheresources;meetings&reportingtheprogramStep1-UseTeamApproach8-DProblemSolvingProcess-S8-DProblemSolvingProcess-HintsforProblemSolvingPriorities

ParticipationFocusedActivityCausalAnalysis

Leadership8-DProblemSolvingProcess-8-DProblemSolvingProcess-TeamworkforProblemSolvingSkills-moretalents-moreexperience-moreknowledge-moretechnicalcompetence-crossdepartmentallines-increasedproductivity-increaseddignitymorale-consensusdecision-making-”buyin”tochange-jobenrichment-bettersolution-solutionsmorelikelytobeaccepted-responsetocompletestatedmissionCommunicationParticipationEffectivenessAdvantagesofTeams8-DProblemSolvingProcess-T8-DProblemSolvingProcessStep1-TeamworkRolesLEADER-Empoweredtoholdmeeting&testtheories-spokespersonfortheteam-hastheday-to-dayauthority&responsibleforoverallcoordinationPARTICIPANTS-diversebackgrounds/responsibilities;-expertsfromthefloorresponsibleforcarryingoutassignments’-receptivetotheconsensusdecisionmakingprocess-keepsopenmindonpossibilities8-DProblemSolvingProcessSte8-DProblemSolvingProcessStep1-TeamworkBuildingCOMMITMENTCOMMUNICATIONLEADERSHIPMEETINGEFFECTIVESSRECOGNITION&FEEBACKCONFLICTRESOLUTIONCONSENSUALDECISIONMAKING8-DProblemSolvingProcessSte8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblemObjectiveTodeterminetheextentoftheproblem&itseffectsinquantifiabletermsresultinginanarrowerfocusforcontainmentandcause-findingeffortsSupportingConceptsandMethodsProcessflowchartsis/isnotanalysischecksheetsparetodiagramscontrolcharts8-DProblemSolvingProcess“Aproblemwelldefinedisaproblemhalf-solved”8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblem“Aproblemwell8-DProblemSolProcedure1.CustomerComplaint 2.5W,2H3.Subdivide 4.DeviationsStatement

-includebenchmark -prioritize-decideonteamtoaddress -onedeviationperstatement5.DataCollectionDefine 6.Operational

-flowdiagram -wording-collect -fourdimensions-stratify-summarize7.ComparativeAnalysis8.ReviseProblem

-is/isnot -STATEMENT-tableofknownfacts8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblemProcedure1.CustomerComplaintProcedure1.CUSTOMERCOMPLAINTdescribethesymptomsexperiencedbythecustomer(user)intheirtermsmakesurethecustomercomplaintisclearlyunderstood-fromthecustomers’viewpointsearchforcomparativesituations8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblemProcedure1.CUSTOMERCOMPLAINTProcedure8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblem2.5W,2HWho?IdentifythecustomerswhoarecomplainingWhat?WhatistheprobleminoperationaldefinitionsWhere?IdentifydefectlocationsWhen?IdentifythetimewhentheproblemstartedWhy?StateanyknownexplanationsoftheproblemHow?IdentifythesituationsormodeofoperationproblemoccurredHowmany?Quantifytheextent&severityoftheproblemProcedure8-DProblemSolvingPProcedure8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblem3.SUBDIVIDE

ASKSOMESEPARATIONQUESTIONS

-whatisreallytroublingus? -willoneactioncorrectourproblem? -howmanythingsarewediscussing?Etc?

PRIORITIZE

-probablecustomerimpact -probablenegativegrowth -impactonpeople,productivity,resources

DECIDEONTEAM

-ifsubdividedproblemareverydiverse,beappropriatetoformadditionalteamsProcedure8-DProblemSolvingPProcedure8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblem4.DevelopDeviationStatement

theexpressionofthedifferencebetweenwhatshouldhavehappened(whatwasexpectedtohappen)&whatactualhappenedincludesthebenchmarkforgoodperformancetoprovideabasisofcomparisoncontainsreferencetoonedeviationonly.WriteasmanydeviationstatementsasareneededProcedure8-DProblemSolvingPProcedure8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblem5.DATACOLLECTIONFlowChart

-processflowchartthatdetailsallalternativeprocesspathsCollectthedata

-anticipatethetypeofknowledgetobegained -decidewhatdatawillbecollected -decidewhowillcollectthedata -decidewhen,where&howdatawillbecollected -decidewhowillanalysisthedata -collectthedataassoonaspossibleStratify

-stratifythedataintoseparateprocessstreamSummarize

-summarizetheevidenceoftheproblemtoestablishbaselineProcedure8-DProblemSolvingPProcedure8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblem6.OPERATIONALDEFINITIONBeSpecific!!!BeConcise!!!BEPrecise!!!Procedure8-DProblemSolvingPProcedure8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblem6.OPERATIONALDEFINITIONSEARCH

-whatisthedefectinquestion? -needtoknowwhatthedefectcouldbebutisnot -wherewasthediscrepancyobserved? -wherecouldthediscrepancyhavebeenobservedbutwasnot? -whereonthepartisthedefect? -whereonthepartcouldthedefectbebutisnot? -whenwasthenonconformanceobserved? -whencouldthenonconformanceobserved? Observedbutwasnot?Procedure8-DProblemSolvingPProcedure8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblemApplication-Toallowateamidentifytheactualfloworsequenceofeventsinaprocessthatanyproductorservicefollows-Flowchartscanbeappliedtoanythingfromthetravelsofaninvoiceorflowofmaterials,tothestepsinamakingsaleorservicingaproductProcedure8-DProblemSolvingPFlowChart:Purpose-Showunexpectedcomplexity,problemareas,redundancy,unnecessaryloops,andwheresimplificationandstandardizationmaybepossible.-Compareandcontraststheactualversustheidealflowofaprocesstoidentifyimprovementopportunities.-Allowtheteamtocometoagreementonthestepsoftheprocessandtoexaminerwhichactivitiesmayimpacttheprocessperformance-Identifieslocationswhereadditionaldatacanbecollectedandinvestigated-Servesasatrainingaidtounderstandthecompleteprocess Procedure8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblemFlowChart:Purpose-ShowuneFlowChart:Construction1.Determinetheframeorboundaryoftheprocess2.Determinethestepsintheprocess3.Sequencethesteps4.Drawtheflowchartforcompleteness5.Testtheflowchartforcompleteness6.FinalizetheflowchartProcedure8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblemFlowChart:Construction1.DeProcedure8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblemAnovalisusedtoshowthematerial,informationoraction(inputs)tostarttheprocessortoshowtheresultsattheend(output)ortheprocessAboxorrectangleisusedtoshowataskoractivityperformedintheprocess.Althoughmultiplearrowsmaycomeintoeachbox,usuallyonlyoneoutputorarrowleaveseachactivitybox.Adiamondshowsthosepointsintheprocesswhereayes/noquestionisbeingaskedoradecisionrequiredAcirclewitheitheraletteroranumberidentifiesabreakintheflowchartandcontinuedelsewhereonthesamepageanotherpageArrowshowthedirectionofflowoftheprocessAProcedure8-DProblemSolvingPObjective

todefine,implement&verifyeffectivenessoftemporaryactionstoisolateprocesscustomerfromtheeffectsoftheproblemSupportingConceptsandMethodschecksheetshistogramscontrolchartsStep3-ImplementContainmentAction8-DProblemSolvingProcess-STEP3ContainmentActionObjectiveSupportingConceptsStep3-ImplementContainmentActionTakestimebeforetheteamidentifiestherootcause(s)Actionsshouldbeimmediate,oncetheproblemhasbeendefinedContainmentactionsarequickfixesdesignedonlytoaddresstheeffectContainmentactionsaddcosttotheproductContainmentactionsaretemporaryuntilcorrectiveactionsareimplemented8-DProblemSolvingProcess-STEP3ContainmentActionStep3-ImplementContainment100%inspectiontosortoutdefectsstopproductionfromaknowsourceoftheproblempurchasesubjectpartsratherthanmakein-housesinglesourcetooneratherthanmultiplesupplierschangetoolingmorefrequently8-DProblemSolvingProcess-STEP3ContainmentActionStep3-ImplementContainmentAction100%inspectiontosortoutd8-DProblemSolvingProcess-STEP3ContainmentFollow-UpContainmentactionsmustlastuntiltherootcauseisidentified&correctiveactionisimplementedDecisionmakingtoolsareused-whenchoosingtheactionneededRiskassessmentisanimportantstepduringthedecision-makingprocessTheeffectivenessofthecontainmentactionmustbemonitor8-DProblemSolvingProcess8-DProblemSolvingProcess-Step3-TheProcessDefinePossibleActionAvoidRippleImplementCADocumentPlanTestsExperimentInformAddressAllAspectsDefinepossibleactionsDocumentallactionstakenPerformtheexperimentstoquantitativelyprovethattheproblemeffectsarecontainedAddressallaspectsoftheproblemInformcustomerImplementsthechosenactionsChooseCA’sthatwillnotcreatemoreproblemPlantesttoverifytheeffectivenessoftheactions8-DProblemSolvingProcess8-DProblemSolvingProcess-STEP4RootCauseAnalysisObjectivetoidentify&testallpotentialcauseusingtheproblemdescription&testdatatoisolate&verifytherootcauseSupportingConceptsandMethodsbrainstormingcause&effectdiagramschecksheetshistogramcontrolchartscapabilitystudiesGageR&RscatterdiagramdesignofexperimentsFMEA’s8-DProblemSolvingProcess8-DProblemSolvingProcess-STEP4RootCauseAnalysisTwoSourcesofRootCause:thespecificlocalcausethatresultedintheproblemthesystematiccausethatispartoftheexistingdesign/manufacturingsystemthatallowedthespecificlocalcausetooccur8-DProblemSolvingProcessSystematicProcedureforthisstep:Reviewproblemdefinition&existingdata,lookingforcluestopotentialcauseAsk“Whatchangedwhen?”ANDASK.“Why?Why?Why?Why?Why?Brainstormallpotentialcauseusingacauseand-effectdiagramSelectthemostlikelycause,comparethemtotheproblemdefinitionConductparallel,fact-basedinvestigationsofthemostlikelycause8-DProblemSolvingProcess-STEP4RootCauseAnalysisSystematicProcedureforthisAsk,“WhatChanged”NoChanges,NoNewProblem!Reviewproblemstatementtofinddifferencesbetweenwhattheproblemis&whatitisnot8-DProblemSolvingProcess-STEP4RootCauseAnalysisAsk,“WhatChanged”NoChanges,8-DProblemSolvingProcess-STEP4RootCauseAnalysisStep4-ASK5WHY’sReviewsymptomsoreffectsoftheproblemTodriveteam’sunderstandingfromtheeffecttothecause,ask,“WHY?”FIVETIMES!!!”ASK“WHY?”untilyoucannolongerask“WHY?”…thenproceedwiththeprocess8-DProblemSolvingProcess8-DProblemSolvingProcess-STEP4RootCauseAnalysisStep4-BRAINSTORMPOTENTIALCAUSEallpossiblecauseoftheproblemshouldbeidentifiedbestwaytoproduceamaximumamountofideaistoconductabrainstormingsessioncause-and-effectdiagramisanexcellenttooltoassistinbrainstormingforcauses8-DProblemSolvingProcess8-DProblemSolvingProcess-STEP4RootCauseAnalysisStep4-Cause&EffectDiagramMETHODSMACHINEMATERIALMANEFFECT8-DProblemSolvingProcess8-DProblemSolvingProcess-STEP4RootCauseAnalysisStep4-SELECTSelectChoosePotentialCauseToInvestigate-investigateseveralcauseatthesametime-causearechosenviaroutinegroupCompareSelectedCauseToIs/IsNotData-investigateseveralcauseatthesametime-truecauseoftheproblemshouldexplainresultingis&isnotdataArrangeForTechnicalAssistance-makearrangementforthemtohelpplanthedatacollection,conducttheexperiments&analyzethedataDataCollectionTools-datacollectiontoolmustbematchedtothedata-exampleoftools:checksheet,designofexperiments8-DProblemSolvingProcess8-DProblemSolvingProcess-STEP4RootCauseAnalysisStep4-CONDUCTPARALLELINVESTIGATIONSPotentialCause1Potentia2Cause2Potentia3Cause3RootCauseRootCauseRootCauseProblemSolved8-DProblemSolvingProcess8-DProblemSolvingProcess-STEP4RootCauseAnalysisStep4-VERIFICATIONTURNITON…..….TURNOFFThetruerootcauseshouldbeabletoexplainallofthedata&factscollecteduptothistime8-DProblemSolvingProcess8-DProblemSolvingProcess-STEP4RootCauseAnalysisStep4-IDENTIFY&VERIFYSUMMARYProblemSolvingStepsprovideconciseproblemdefinitiondescribeproblemindetail(is/isnot)identifydifferences,changes&datesdeveloplistofpossiblecausesselectmostlikelycauses&testverifyrootcause(turniton…….turnitoff)8-DProblemSolvingProcess8-DProblemSolvingProcess-STEP5CorrectiveActionPlanStep5-PermanentCorrectiveactionObjectivetoselectfromalternativesolutionstotheproblem&quantitativelyconfirmthroughtestprogramsthattheproblemcauseareeliminated,withoutundesirablesideeffectsSupportingConceptsandMethodschecklistsheetshistogramscapabilitystudiescontrolchartsscatterdiagramdesignofexperimentsWeibullAnalysisFMEA’s8-DProblemSolvingProcess8-DProblemSolvingProcess-STEP5CorrectiveActionPlanTeammustquantitativelyconfirmthattheactionwillresolvetheproblemfortheCUSTOMERMOSTCRITICALSTEP8-DProblemSolvingProcess8-DProblemSolvingProcess-STEP5CorrectiveActionPlanGenerateAlternativeSolutionremediesfortherootcause(s)usebrainstormingand/oracause-and-effectdiagramtogeneratethealternativesolutionSelectAnAppropriateSolutionanappropriatesolutionmustconsider:-cost-implementationissue-timing-effectiveness-potentialsideeffects-anyotherelementsimportanttoyouorthecustomer8-DProblemSolvingProcess8-DProblemSolvingProcess-STEP5CorrectiveActionPlanPlanningstatetheobjectivesoftheplan&definethestandardstoachieveidentify&listinchronologicalordertheactionplanstepsProblemPreventionidentifykeystepsintheplanidentifythepotentialproblemintheexecution/completionidentifypossiblecauseofpotentialproblemsidentifytheoptimummethodtopreventorcontrolthesecauseidentifyprotectionaction(s)ifproblemstilloccurdevelopcuestoinitiatetheprotectionactions(s)designatewhoisresponsibleforinitiatingtheprotectionactionreview,revise&communicatethefinalplan-identifyassessmentpointsStep5-Takeaction8-DProblemSolvingProcess8-DProblemSolvingProcess-STEP5CorrectiveActionPlanTrackIndicatorstrackstatisticalindicatorstoverifyeffectivenesswithdataCorrectDefectivesAlreadyProducedrework/scrapinventoryaddressserviceaspectscorrectproductdesign,tooling,equipmentPlanContingencyActionIfPermanentActionsCannotBeImplementedRemoveContainmentActionsAfterVerifyingCorrectiveActionNotifyAllPersonnelAffectedByTheChangesStep5-Takeaction8-DProblemSolvingProcess8-DProblemSolvingProcess-STEP5CorrectiveActionPlanWrongwayrightwayevaluateeachpossibleactionagainstapredetermineddecisioncriteriaprovethatthecorrectiveactionwilleliminatetheproblem(duringthesetest,containmentactionmustberemovedtemporarily)-focusshouldbeplacedonestablishingproperindicators-correctiveactiondecisioncriteriaisestablishedthoughthedecisionmakingprocessStep5-TakeactionImplementsolution&determine

theproblemgoesaway8-DProblemSolvingProcess8-DProblemSolvingProcess-STEP6PREVENTPROBLEMRECURRENCEObjectivetomodifythemethods,equipment,material,processprocedures&managementsystem&practicestopreventthis&relatedproblemfromoccurringSupportingConceptsandMethodsprocessflowchartsoperationaldefinitionsFMEA’scontrolplans8-DProblemSolvingProcess8-DProblemSolvingProcess-STEP6PREVENTPROBLEMRECURRENCEModifymanagementsystem,operatingsystem,practices&procedurestopreventrecurrenceoftheproblem!createnewprocessflowdiagramupdateforms&proceduresmakechangestothesystemstandardizenewpracticesdiscouragereplicationofeffort8-DProblemSolvingProcess8-DProblemSolvingProcess-STEP6PREVENTPROBLEMRECURRENCEIdentifywhatsystem,practices,proceduresallowedtheproblemtooccurIdentifychanges,reinforcements,andimprovementsDevelopplanstocoordinatenecessaryactionsImplementtheimprovementplan8-DProblemSolvingProcessIdentifyImpactItemsteamshouldidentifysystemwhichhaveanimpactontheproblem&takeintoconsiderationthat:Theexistingmanagementsystem,practicesandproceduresmayneedtobemodifiedtosupportthecorrectiveactionTheengineering,productionanddesignprocessmayalsoneedtobechanged&improved,whichmayrequiretheinitiationofaprocessimprovementstudy8-DProblemSolvingProcess-STEP6PREVENTPROBLEMRECURRENCEIdentifyImpactItems8-DProblTeammustmodifythenecessarysystem,practices&proceduretopreventrecurrenceoftheproblemproblemsolvingreturnstheprocesstothestandardoperatingconditionprocessimprovementdevelopsprocess,practicesandprocedurethatestablishahigherperformancelevelimplementingsystematicimprovementsn