8D 培训专业知识讲座

8Dtraining第1页TrainingObjective:Trainsothatwedon’tstopatonlycorrectiveaction,butdriveforrootcausepreventativeactionofproblems.

Key:Findingthetruerootcauseoftheproblem!第2页Why8DMethodology:Containingor“quickfixing”aqualityproblemwithcorrectiveactionsintheshorttermdoesnotkeepthemfromrecurring.Apoorandquickinvestigationofaproblemdoesnotleadtofindingthetrueunderlyingrootcauseofthatproblem.ItischeaperforCustomer,UsandVendorto eliminaterootcauseproblemsfromour processesthroughpreventiveaction.RealityCheck:Wearenotgettingtotherootcauseofourqualityandproductionprocessproblems.Therefore,we

failtopreventourproblemsfromrecurringandstruggletoreachourqualityandproductiongoals.第3页Inimmediateresponsetoanypoorquality

findingsfoundanywhereinthecompany.Informationabouttheproblemwilldryuprapidlyifitisnotinvestigatedquicklyaftertheproblemoccurs.When&Where8DMethodology:第4页WhoisResponsible:

Everybodyisresponsibleforqualityandpreventingqualityproblems.Ifyouaregiventhetaskofcompleting preventiveactiononaproblem,youareexpectedtobelikea

ProjectManagerintheinvestigationandsolvingofthisproblem.Thismayincludethedelegationofneededactionstosubjectexpertsinotherareas.Timemustbetakentodriveallproblemsolvingsteps:ValidationInvestigationPreventiveActionCorrectiveAction第5页AskingWhyFiveorMoreTimes:AskingWhyfiveormoretimescanhelpuncovertherootproblemandleadtocorrections.例如：机器不能运转了？为何机器会停顿？（由于电量超出负荷，烧断保险丝）为何电量会超出负荷？（轴承润滑不够）为何润滑不够？(Pump未充足汲起)为何pump未充足汲起？(轴有磨耗，附着了某些胶状物)为何产生磨耗？（没安装滤网，切下粉屑掉下去所致）Note:SometimesHow,What,WhenandWhereareusedinplaceofWhyateachstepinordertodrivetorootcause.第6页8DSteps:(AbnormalCase)What’sabnormalcase:SpecificcaseCustomerComplaint,OutofControl(SPC/Cpk,Defectratejump…)Incomingfail/MRB,Environment,LineStop,ORTfail,Calibration,Internalaudit……1stDiscipline:TeamForming

DefinetheTeamLeaderandMembers2ndDiscipline:ProblemDescription1.Problemhappenedstatusdescription:

(Whatcomponent?Whichlocation?Whatisthespec?

Whofoundit-IQCorProduction?When?Whichlot?AnyPhoto?......)

2.Problemsymptom/riskpreliminaryanalysis:

(1st/2nd/3rd

….symptomdescription,High/Lowrisk?Reliability/occasionalcase?)第7页8DSteps:(AbnormalCase)3rdDiscipline:ContainmentActionAccordingtopreliminaryanalysisabove,takethenecessarycontainmentaction(s)belowfortheproduct/materialdisposition,(Rework,sorting,screening,scrap,stopline,purge,inspect-tightensamplingplan,riskrun/waive…)

Remark:

Doesthisaffectotherproductfamilies/types?第8页8DSteps:(AbnormalCase)4thDiscipline:RootCauseAnalysisCauseandEffectDiagram(FishboneDiagram)–6M(Man,Machine,Material,Method,MotherNature,Measurement)If100%(visual)inspectioninproduction,WHYnotfound?WHYnottrained?WHYnospec?WHY…(atleast5WHYs).

EachWHYshallhave5W1H----What,when,where,who,why,how(Wherewasthestation?Whowastheinspector?Whenwasitproduced?Whatisthemethod?....)

ImportantWHY,Whyproduced?Whyflowout?第9页8DSteps:(AbnormalCase)4thDiscipline:RootCauseAnalysis(Cont.)Rootcausevalidation:

(Antithesisexperiment,Repetitionexperiment,Correlation,Regression,Hypothesis,Testing,SPC/Cpk,ANOVA,DOE/Taguchi,….)Remark:Thisstepisveryimportant,butmanyengineersignoreit.

第10页5thDiscipline:CorrectiveActionShortTermSolution:

Retraining,Re-certify,Fixingthelight/magnifyingglass,Re-inspectionafterrepairetc,Revisethework/inspectioninstruction.

Remark:Cut-indate/lot/workorder?Howtoidentify?8DSteps:(AbnormalCase)第11页8DSteps:(AbnormalCase)6thDiscipline:PreventiveActionLongTermSolution:“defectprevention”Processchange,(Shopfloor)systemchange,Equipmentfix,Newtechnology,Newworkinstructions,Establishinspectorqualificationprocedure,EstablishlinestartcheckingprocedureReviewalltheproduct/materialspec.

SPCcontrol,earlywarmingsystem…Remark:Cut-indate/lot/workorder?Howtoidentify?第12页8DSteps:(AbnormalCase)7thDiscipl