8D方法论哲学和持续改进（英文版）

1The8-DMethodology-

APhilosophyandAPartOfContinuousImprovement

8-DisciplinesProblemSolving28Discipline-AProblemSolvingMethodology

8-DisciplinesProblemSolving3AwarenessofProblemUseTeamApproach

DescribetheProblemImplementandVerifyInterim(Containment)Action(s)IsthePotentialCauseaRootCause?

IdentifyPotentialCause(s)SelectLikelyCausesIdentifyPossibleSolutionsImplementPermanentCorrectiveActions

PreventRecurrenceCongratulateYourTeam

VerifyCorrectiveActions

1.2.3.4.5.6.7.8.The8-DSystem

8-DisciplinesProblemSolvingYES

IdentifyPotentialCause(s)SelectLikelyCausesIdentifyPossibleSolutionsImplementPermanentCorrectiveActions

PreventRecurrenceCongratulateYourTeam

VerifyCorrectiveActionsNo4TypicalProcessTimeLineInitiateContainmentActionsSymptomAppearsInternalAnd/orExternalProblemSolvingEffortsWithdrawContainmentActionsEstablishTeamSecondAssessmentInternalGroupImplementPermanentCorrectiveActinsVerifyPermanentCorrectiveActionsThirdAssessmentInternalGroupWithInternal/ExternalCustomerInvolvementFirstAssessmentInternalIndividual

8-DisciplinesProblemSolving5ProcessVariationAllvariationiscaused.Therearespecificreasonswhyyouweightfluctuateseveryday,whysalesgoup,andwhyMariaperformsbetterthanRobert.Managementmustrecognizethatvariationsinproductionorqualitywithinmanufacturingorserviceprocessescanbeviewedas“specialcause”variations,whicharebestremovedbyteammembersoperatingtheprocessand“commoncause”variations,whichrequiremanagementactiontochangesomeinherentfeatureoftheprocess.TherearefourmaintypesofcausesCommoncausesarethemyriadofever-presentfactors(e.g.,processinputsorconditions)thatcontributeinvaryingdegreestorelativelysmall,apparentlyrandomshiftsinoutcomesdayafterday,weekafterweek,monthaftermonth.Thecollectiveeffectofallcommoncausesisoftenreferredtoassystemvariationbecauseitdefinestheamountofvariationinherentinthesystem.Specialcausesarefactorsthatsporadicallyinducevariationoverandabovethatinherentinthesystem.Frequently,specialcausevariationappearsasanextremepointorsomespecific,identifiablepatternindata.Specialcausesareoftenreferredtoasassignablecausesbecausethevariationtheyproducecanbetrackeddownandassignedtoanidentifiablesource.(Incontrast,itisusuallydifficult,ifnotimpossible,tolinkcommoncausevariationtoanyparticularsource.)SpecialCausevariationresultsfromeventswhichareoccurringoutsidetheprocess.Forexample,arelativelymajorchangeintemperatureorhumiditycouldcausesignificantvariation(pointsoutsidecontrollimits)intheprocess.

8-DisciplinesProblemSolving6

CauseofVariation

Whenallvariationinasystemisduetocommoncauses,theresultisastablesystemsaidtobeinstatisticalcontrol.Thepracticalvalueofhavingastablesystemisthattheprocessoutputispredictablewithinarangeorband.Forexample,ifastableorderentrysystemhandles30to60ordersaday,itwillrarelysliptofewerthan30orrisetomorethan60

SpecialCausesIfsomevariationisduetospecialcauses,thesystemissaidtobeunstablesinceyoucannotpredictwhenthenextspecialcausewillstrikeand,therefore,cannotpredicttherangeofvariation.Ifasystemisunstableandsubjecttospecialcausevariation,itscapabilitymightsporadically(andunpredictably)dropsharplybeloworrisesharply.CommonCauses

8-DisciplinesProblemSolving7ProcessVariationTamperingisadditionalvariationbyunnecessaryadjustmentsmadeinanattempttocompensateforcommoncausevariation.TamperingwithaprocessoccurswhenwerespondtovariationIntheprocess(suchasby“adjusting”theprocess)whentheprocesshasnotshifted.Inotherwords,itiswhenwetreatvariationduetocommoncausesasvariationduetospecialcauses.Thisisalsocalled“respondingtoafalsealarm,”sinceafalsealarmiswhenwethinkthattheprocesshasshiftedwhenitreallyhasn’tInpractice,tamperinggenerallyoccurswhenweattempttocontroltheprocesstolimitsthatarewithinthenaturalcontrollimitsdefinedbycommoncausevariation.Wetrytocontroltheprocesstospecifications,orgoals.Theselimitsaredefinedexternallytotheprocess,ratherthanbeingbasedonthestatisticsoftheprocess.Ratherthanusingthesuggestedcontrollimitsdefinedat±3standarddeviationsfromthecenterline,weinsteadchoosetouselimitsthataretighter(ornarrower)thanthese(sometimescalledWarningLimits).Wemightdothisbasedonthefaultynotionthatthiswillimprovetheperformanceofthechart,sinceitismorelikelythatsubgroupswillplotoutsideoftheselimits.Forexample,usinglimitsdefinedat±2standarddeviationsfromthecenterlinewouldproducenarrowercontrollimitsthanthe±3standarddeviationlimits.However,youcanuseprobabilitytheorytoshowthatthechanceofbeingoutsideof±3standarddeviationcontrollimitforaNormally-distributedstatisticis.27%iftheprocesshasnotshifted.Onaverage,youwouldseeafalsealarmassociatedwiththeselimits,thechanceofbeing370subgroups(=1/0.0027).Using±2standarddeviationcontrollimits,thechanceofbeingoutsidethelimitswhentheprocesshasnotshiftedis4.6%,correspondingtofalsealarmsevery22subgroups!

8-DisciplinesProblemSolving8ProcessVariationDemingshowedhowtamperingactuallyincreasesvariation.Itcaneasilybeseenthatwhenwereacttothesefalsealarms,wetakeactionontheprocessbyshiftingitslocation.Overtime,thisresultsinprocessoutputthatvariesmuchmorethatiftheprocesshadjustbeenleftalone.Structuralvariationisregular,systematicchangesinoutput.Typicalexamplesincludeseasonalpatternsandlong-termtrends.Thestrategyforspecialcausesissimple:gettimelydata.Investigateimmediatelywhenthedatasignalsaspecialcauseis/waspresent.findoutwhatwasdifferentorspecialaboutthatpoint.Seektopreventbadcausesfromrecurring.seektokeepgoodCauseshappening.Thestrategyforimprovingacommoncausesystemismoresubtle.Inacommoncausesituation,allthedataarerelevant,notjustthemostrecentoroffendingfigure.Ifyouhavedataeachmonthforthepasttwoyears,youwillneedtolookatofthatdata

8-DisciplinesProblemSolving9ProcessVariationDistinguishingbetweenthefourtypesofcausesiscriticalbecausetheappropriatemanagerialactionsarequitedifferentforeach.Withoutthisdistinction,managementwillneverbeabletotellrealimprovementfrommereadjustmentoftheprocessortampering.Inpractice,themostimportantdifferencetograspfirstisthedifferencebetweenspecialcausevariationandcommoncausevariation.

8-DisciplinesProblemSolving10AnalysisvsActionThe‘disciplines’whichmakeupthe8-Dprocessaredividedinto

AnalysisandActionsteps.AnalysisStepsD2ProblemDescriptionAnalysis-AmethodtoorganizeinformationabouttheSymptomintoaProblemDescriptionthroughtheuseofrepeated

WHYs.D4RootCauseAnalysis-AprocesstoarriveatRootcausepaths.ActionStepsD3Containment–AninterimVerifiedactionthatwillpreventtheSymptomfromreachingthecustomer.D5ChooseCorrectiveAction-Thebestcorrectiveactionwhich,whenimplementedinD6,permanentlyeliminatestherootCauseoftheproblem.D6ImplementCorrectiveAction-ThebestcorrectiveactionfromD5thatisintroducedintotheprocessandValidatedovertime.D7SystemPreventiveAction-Actionswhichaddressthesystemthatallowedtheproblemtooccur.

8-DisciplinesProblemSolving11

ProblemvsSymptomAtthispointitisimportanttodistinguishbetweenaproblemandasymptom.Asymptom,forexample,couldbeasplitinaseam.Generally,thereareaseriesofproblemsassociatedwithaprocessthatcausesasymptom(inthiscasetheseamsplit).Asymptomoftenillustratesa‘gap’betweenthedesiredquality(oftheseam)anditsactualquality.TheseamsplitbecauseofaproblemintheprocessEverycompanyhasitsowninternalsystemforappraisingsymptomsandproblems.Sometimesasymptomoccurswhere1personcanevaluatetheproblemandaddressit.Othertimesthesymptomissignificantandrequiresateamtoinvestigateandremovethecause.

8-DisciplinesProblemSolving12WhenAn8-DIsNecessary

Using‘GoodJudgment’isthefirststepindecidingwhentostartan8-D.Often,however,an8-Disacustomerrequirementinresponsetoaproblem.Ideally,aMeasurablewillindicatewhenan8-Dshouldbestared.Whenanundesirabletrendinaprocessdevelops,correctiveactioncanbetakentoreducethecauseofthevariationbeforeasymptomoccursintheprocessandescapestothecustomer.Iftheundesirabletrendtriggersquestions,adecisionmustbemadewhetherthesymptomcanbefixedbyanindividualorwhetherthesymptomrequiresfurtheranalysis.Furtheranalysistypicallyindicatesit’stimetoassemblean8-Dproblemsolvingteam.Often,anindicationthatan8-Disnecessaryresultsfromfeedbackfromthecustomerthatthereisaconcernwiththeproduct.ThatconcernshowsupasaSymptomthathasbeendetectedbythecustomer.

8-DisciplinesProblemSolving13Atthispoint,eachofyou(inyourthoughts)iswantingtheinstructortoprovideablack&whiteexplanationofwhenaformal8-Disrequired.Unfortunately,theansweristhattheonlytimean8-dis‘required’iswhenacustomerrequiresit.Eachcompanyprovidesaninternalthreshold.Itistypicallysomewhatsubjective.Thereisno‘absolute’insofaraswhenorhowfar.ManycompaniesuseaReviewBoard.But-eachhasit’sownpath.WhenAn8-DIsNecessary

8-DisciplinesProblemSolving14SymptomAppearsInternaland/orExternalSecondAssessmentInternalGroupFirstAssessmentInternalIndividualThirdAssessmentInternalGroupwithInternal/ExternalCustomerInvolvementTherearetypicallyseveralAssessmentpointsinacompany’sEvaluationofasymptom.EachassessmentisadecisionPoint-firstbyoneormoreIndividuals.thenby‘official’Groups.Ateachpoint,‘reason’isusedtoDecidewhethera‘full’8-DisNecessary.

WhenAn8-DIsNecessary8-DisciplinesProblemSolving15Verificationvs.ValidationVerificationandValidationareoftennotwellunderstood.VerificationandValidationworkTogetherasasortof‘before’(Verification)and‘after’(Validation)proof.o

Validationprovides‘INSURANCE’ATatapointintimethattheactionwilldowhatitisintendedtodowithoutcausinganotherproblem.Predictive.oValidationprovidemeasurable‘evidence’overtimethattheactionworkedproperly.PAYNTERCHART(Thirdshift)ContainmentAction:ChangeShiftStartingTimes.CorrectiveAction:OpenSecondEntrance,ChangeShiftStartingTimesBacktoNormal.CorrectiveAction:TaskGroupEstablished.StepProcessPurpose

8-DisciplinesProblemSolving16InvestigativeQuestionsWhatdoesthisstatementtellyou?Whatinformationdoesitreallycontain?Whatquestionsdoesitbringtomind?10-10-321NOWOffersYou50%OffOnAllCalls

8-DisciplinesProblemSolving17InvestigativeQuestionsWhatotherdetailsmightyouwanttoknowabout?Whatwastheprogrambefore?10-10-321NOWOffersYou50%OffOnAllCalls

50%offofwhat?Allcallseverywhere?8-DisciplinesProblemSolving18

D1UseTeamApproach

8-DisciplinesProblemSolving19TeamApproachEstablishasmallgroupoffolkswiththeprocess/productknowledge,allocatedtime,authorityandskill(s)intherequiredtechnicaldisciplinestosolvetheproblemandimplementcorrectiveactions.Thegroupmusthaveadesignatedchampion.Teammembersmustbeempoweredwiththepotentialto‘changetherules’.

8-DisciplinesProblemSolving20AwarenessofProblemUseTeamApproach

DescribetheProblemImplementandVerifyInterim(Containment)Action(s)IsthePotentialCauseaRootCause?

IdentifyPotentialCause(s)SelectLikelyCausesIdentifyPossibleSolutionsImplementPermanentCorrectiveActions

PreventRecurrenceCongratulateYourTeam

VerifyCorrectiveActions

1.2.3.4.5.6.7.8.The8-DSystemYES

IdentifyPotentialCause(s)SelectLikelyCausesIdentifyPossibleSolutionsImplementPermanentCorrectiveActions

PreventRecurrenceCongratulateYourTeam

VerifyCorrectiveActionsNo

8-DisciplinesProblemSolving21ATeamApproachWhenaproblemcannotbesolvedquicklybyanindividual,itisnecessarytoformaTeam.Theteamwillengageintheinvestigationandresolutionoftheproblem.Manyfactorsarecriticaltoestablishagroupandtoensurethatthegroupcanworkeffectivelytogether.Usingateamapproachisnotjustastepintheproblemsolvingprocess,butanoverridingframeworkfordecisionmaking.Itisnecessarytoreevaluateteammembershipcontinually.ModelforeffectiveTeamwork:StructureGoalsRolesProceduresInterpersonalrelationships

8-DisciplinesProblemSolving22EstablishingATeam(Flow)SelectChampionRecognitionofCommonCausevsSpecialCauseRelationshipCommonPolicy/GoalButDifferentMeasuresAtDifferentOrganizationalLevelsSelectTeamMembersVerifyCross-FunctionalTeamRepresentation&ExpertiseSelectLeaderBeginInvestigation

8-DisciplinesProblemSolving23TheTeam-BasicsWhatisateam?twoormoreindividualswhocoordinateactivitiestoaccomplishacommontaskorgoal.MaintainingFocusAseparateteamforeachproductorproject.BrainstormBrainstorming(theTeam)isnecessaryastheintentistodiscovermanypossiblepossibilities.

8-DisciplinesProblemSolving24DefineScopeOfTeamSelectteammembersandfunctionsDefinerolesandresponsibilitiesIdentifyexternalcustomerneeds,expectationsandrequirementsIdentifyinternalcustomerneeds,expectationsandrequirementsCompletepreliminarystudiesIdentifycosts,timingandconstraintsIdentifydocumentationprocessandmethodDevelopinvestigationplan

8-DisciplinesProblemSolving25NaturalWorkGroupvsTeamMembershipMemberSelectionProjectIdentificationTeamLifeSpanleadership

8-DisciplinesProblemSolving26

TeamStructureSizeFourto10members.Largerteamsbecomelesseffectiveandhaveminimalcommitmenttotheproblemsolvingeffort.Largerteamsshouldasseswhetherasteeringcommitteeand/orsubgroupsshouldbeestablishedSupportNeeded‘Appropriate’levelsoftheorganizationmustberepresented.EnvironmentMeetinglocationsarecriticaltogoodteamwork.Asiteshouldbequietandnotdisruptivetoteammembers.Asiteneartheworkareapermitseasydatacollectionandcustomerinteractionisbeneficial.

8-DisciplinesProblemSolving27TeamOrganization

Cross-functional

DesignEngineering(Typicallytheleader)QualityAssurancePurchasingManufacturingEngineeringMaterialControlSales/MarketingEtc.ParticipationappropriateforphasebeingconductedResources–Teamdefines‘Needs’*Should*involvecustomerorsubcontractorparticipation(notalwaysfeasible)

8-DisciplinesProblemSolving28DecisionMakingCriteria/ModelOnepersonmakesthedecisionOnepersonconsultsthegroup,thenmakesthefinaldecisionTeamorgroupmakesdecisionbasedupon

majorityruleorconsensus8-DisciplinesProblemSolving

29RolesInATeamSeveralrolesneedtobeestablishedfortheteam.Theserolesare:Leader,Champion,RecordKeeper(Recorder),Participantsand(ifneeded)FacilitatorLeaderGroupmemberwhoensuresthegroupperformsitsdutiesandresponsibilities.Spokesperson,callsmeetings,establishesmeetingtime/durationandsets/directsagenda.Day-to-dayauthority,responsibleforoverallcoordinationandassiststheteaminsettinggoalsandobjectives.RecordKeeper.WritesandpublishesminutesParticipantsRespecteachothersideas.Keepanopenmind.Bereceptivetoconsensusdecisionmaking.UnderstandassignmentsandacceptthemwillinglyChampion

Guide,direct,motivate,train,coach,advocatetouppermanagement.

8-DisciplinesProblemSolving30InputsToTeamFieldservicereportsProblemsandissuesreportedfromInternalcustomersInternalevaluationsusingsurrogatecustomersRoadtrips(e.g.:Struts)Managementcommentsand/ordirectionGovernmentrequirementsand/orregulationsContractreviewInputfromhighersystemleverorpastQFDprojectsMediacommentaryandanalysisCustomerlettersandsuggestionsThingsgoneRight/WrongreportsDealercommentsFleetoperatorcomments8-DisciplinesProblemSolving

31TeamGoalsForanygrouptocometogetherasateam,itiscriticalthateveryonebeclearontheteam’sgoal(s).Allteammembermustsharethatgoal.Ifanyteammembershavedifferentgoalsorhaveindividualgoalsdifferentorseparatefromthestatedgoal.theseshouldbecommunicatedtotheteamtoavoidroadblockstothesuccessoftheteam.Thegoalneedstobeclearlyspecified,quantifiable,andsupportedbyallteammembers.Thegoalshouldbechallenging,butstillbeattainable.Bywriting(documenting)theteam’sgoal,allindividualsontheteamandtheadvisortotheteamwill‘stickto’andunderstandthegoal.

8-DisciplinesProblemSolving32BasicTeamRulesTeammustdeveloptheirowngroundrulesOncedeveloped,everyonemustlivebythemGroundRulesareanaidto“self-management”TeamcanmodifyorenhancetherulesastheycontinuetomeetDetermineifthereshouldbeameetingDecidewhoshouldattendProvideadvancenoticesMaintainmeetingminutesorrecordsEstablishgroundrulesProvideandFollowanagendaEvaluatemeetingsAllowNointerruptions8-DisciplinesProblemSolving

33TeamMeetingResponsibilityClarifyParticipateListenSummarizeStayontrackManagetimeTestforconsensusEvaluatemeetingprocess

8-DisciplinesProblemSolving34Team-to-TeamCommunicationManagebyusingaTeamCaptainorChampionUnderstandingof‘HowWeWorkAsATeam’ShouldhaveaFocusPerson&DistributedMinutesCustomerteamsInternalteamsSupplierteamsSub-TeamsSubcontractorsshouldbeencouragedtoembraceAPQPandQS90008-DisciplinesProblemSolving

35SuccessfulTeamsAremanagementdirectedandfocusedBuildtheirownidentityAreaccountableandusemeasurementsHavecorporatechampionsFitintotheorganizationArecross-functional

8-DisciplinesProblemSolvingSometeamsjust“DoNotWork”36TeamCheckList

8-DisciplinesProblemSolving37D2DescribeTheProblem

8-DisciplinesProblemSolving38DescribetheProblemSpecifytheinternal/externalcustomerproblembyidentifyinginquantifiabletermstheWho,What,When,Where,Why,How,HowMany(5W2H)fortheproblem.

8-DisciplinesProblemSolving39AwarenessofProblemUseTeamApproach

DescribetheProblemImplementandVerifyInterim(Containment)Action(s)IsthePotentialCauseaRootCause?

IdentifyPotentialCause(s)SelectLikelyCausesIdentifyPossibleSolutionsImplementPermanentCorrectiveActions

PreventRecurrenceCongratulateYourTeam

VerifyCorrectiveActions

1.2.3.4.5.6.7.8.The8-DSystemYES

IdentifyPotentialCause(s)SelectLikelyCausesIdentifyPossibleSolutionsImplementPermanentCorrectiveActions

PreventRecurrenceCongratulateYourTeam

VerifyCorrectiveActionsNo8-DisciplinesProblemSolving

40DescribetheProblemProblemdefinitionisthebasisofproblemsolving.Thedefinitionisusedduringbrainstormingsessionstoidentifypotentialcauses.Potentialcausesarethosemostlikelycauseshatappearonthesurfacetobethesourceoftheproblem.APotentialcausemaybetherootcausebutmustbesupportedbyevidence.Partoftheproblemsolvingprocessistoidentifytherootcauseoftheproblemandunderstandwhyitexistedinthefirstplace.Onlythencanapermanentsolutionbechosenandimplemented,tomakecertaintheproblemwillneversurfaceagain.Therootcauseisthereasontheproblemexists–Whenitiscorrectedorremovedfromthesystem,theproblemwilldisappear.Itisimportanttoimproveourunderstandingoftoday’stechnologytomakepossibletheplanningrequiredtoachievequalityandproductivitybreakthroughsfortomorrowandintothefuture.

8-DisciplinesProblemSolving41DescribetheProblemItisimportantthattheproblembedescribedintermsthathavethesamemeaningtoeveryone.Thisisbestachievedthroughanoperationaldefinition.Anoperationaldefinitionconsistsofverifiablecriteriathathavethesamemeaningtotheproductionworkers,manager,customer,engineer,buyer,technician,teammembers,etc.,andareusedforpast,presentandfuturecomparisonsandanalysis.Sometimesproblemsaremistakenlydescribedintermsofsymptoms:Machineisdownduetoelectricalproblem.Nobackupmachineoralternativeavailable.Thescrapratehasincreasedform“X”datefrom3%to22%.Customerwarrantyclaimson“X”enginecomponentis12%.Failureofdurabilitytestsofatransmissioncomponentat50,000mileswilldelaylaunch.

8-DisciplinesProblemSolving42DescribetheProblemItisnotuncommonforproblemstobereportedassymptoms.Moreexamplesare:noise,won’twork,nopower,machinedown,brokentool,headfrozeup,contaminated,roughsurface,porosity,shortageofparts,rattles,qualityproblem,wornout,linestopped,nottospecification,labourproblem,managementproblem,toomuchvariation,ect.Theproblemsolvingteammustthenuseasystematicapproachtodefinetherealprobleminasmuchdetailaspossible.Adefinitionoftheproblemcanbestbedevelopedusingapproachesthatorganizethefactstogetacomparativeanalysis.Theseapproachesdothisbyaskingwhat‘is