8D中英文对照

1、1TI Automotive 8D Problem Solving TI Automotive 问题解决8D(8条规则) What is the 8D process? 8D流程？ Why address problem solving using 8Ds? 为何在问题解决方面运用8D？ What inhibitors exist to efficient problem solving? 高效解决问题存在哪些阻力？ Disciplines 1 through 8 规则1到8 Horizontal 8Ds 横向分析8D 8D Forms 8D规则的形式 Launch Lunacy Exerci

2、se 开始疯狂练习 8D Quiz 8D规则测验2Flowchart For Problem Resolution问题解决方案流程图Dont Mess With It!不要混淆！不要混淆！YES是NO不是YES是YOU IDIOT!你犯错了！你犯错了！NO没有Will it Blow UpIn Your Hands?是否在你手里被毁？是否在你手里被毁？NO不是Look The Other Way关注其它方式关注其它方式Anyone ElseKnows?还有谁了解？Youre SCREWED!你受到胁迫！你受到胁迫！YES是YES有NO没有Hide It隐瞒隐瞒Can You Blame Som

3、eone Else?你能责备他人吗？你能责备他人吗？NO不NO PROBLEM!没有问题！Yes能Is It Working?可行吗？可行吗？Did You Mess With It?你是否搅混？你是否搅混？3What is the 8D (Eight Discipline) Problem Solving Process?何谓8（8条规则）问题解决流程？ 8D is a STANDARDIZED method to resolve a problem when the CAUSE of the problem is UNKNOWN. 当问题的起因不明时， 8D是一个解决问题的标准化模式。 8

4、D is a FORMAT to communicate corrective actions. 8D是对一个纠正措施进行沟通的格式。 A method to increase awareness and to report progress on improvements. 一种提升了解度和报告进展的方式。 8D is a problem solving tool. 8D是一种解决问题的工具。 As a process, 8Ds should be started from the moment a problem becomes evident. 作为一个流程， 8D应该在问题变明显时启动

5、。 As a standard, 8D is a code of conduct:. 作为一种标准，8D是行为守则。 Fact based 以事实为依据 Data driven 以数据为导向 Commitment to attack the root cause - not the symptoms 追寻问题根源而非表象4Inhibitors to Efficient Problem Solving:阻碍有效解决问题的几大因素: Problem is not described correctly. 未正确阐述问题。 The problem description must be focuse

6、d enough for the team to handle effectively. 问题阐述必须被足够重视，使团队能有效解决。 The problem solving effort is excessively expedited. 问题解决过分迅速。 Steps are skipped to obtain a quick solution. 为快速获得问题解决方案而省略一些步骤。 Poor team participation. 团队参与性差 Not all the team members participated effectively. 并非所有团队成员都能有效参与。 The t

7、eam failed to consider all the possible causes. 团队未将问题起因考虑周全。 No logical thought process used. 未采纳合理思考过程。 Problem solving effort lacks the discipline to prioritize, analyze and review the problem. 解决问题过程中缺少对其分类、分析和评估的规则。5Inhibitors to Efficient Problem Solving: (continued)阻碍有效解决问题的几大因素:（续） Lack of t

8、echnical skills. 缺少技能。 Problem solvers are not trained in problem solving methods, data analysis. 解决问题者在解决方法和数据资料分析方面未受过培训。 Management Impatience. 管理急躁 Excessively aggressive timetable prohibits a proper problem description, adequate analysis, root cause determination and effective implementation of

9、 corrective actions. 过分急进的日程表阻碍合适的问题阐述、足够的分析，问题根源确定和有效实施纠正措施。 Potential root cause mis-identified as THE root cause. 错把问题的可能原因当作问题的真正根源。 Problem recurs because the real root cause is missed. 因没有认清问题的真正根源导致问题重现。 Permanent corrective action not implemented. 没有实施永久性的纠正措施。 Management does not agree with

10、 the teams solution; does not approve corrective actions recommended. 管理部门不同意团队的解决方案；不批准建议的纠正措施。68 Discipline Problem Solving Technique 8 条规则解决问题的技巧 Criteria: 标准 A problem exists with an Unknown Cause. 一个不知原因的问题存在 AND 和 The scope and complexity of the problem requires the skill and talent of a Team

11、to solve. 问题涉及的范围和复杂性需要一个具备技能和才干的团队去解决 1. Become aware of the problem 发现问题 Form a team 组成一个团队 2. Describe the problem 阐述问题 3. Define and verify root causes 定义和核实问题根源 Identify and select potential root causes 识别和选择可能的问题根源 Select the most likely root cause 选择最有可能的问题根源 4. Implement short-term (interim)

12、 corrective action 实施短期（临时）的纠正措施 Verify effectiveness of the actions taken 核实措施执行的效率 5. Implement long-term (permanent) corrective action 实施长期（永久）的纠正措施 6. Verify effectiveness of actions taken (ICA & PCA) 核实措施执行的效率(临时纠正措施 & 永久纠正措施) 7. Describe what systems changes have been implemented to pr

13、event recurrence 阐述运用了什么系列变化来防止问题重现 Similar Processes 类似的流程 Related control procedures 相关的控制程序 8. Recognize the accomplishments of the team 认可团队的成绩 78 Discipline Problem Solving Technique, 8 条规则解决问题的技巧 1. Become aware of the problem 发现问题 Form a team 组成一个团队 Use the Team Approach 运用团队方式 Establish a sm

14、all group (3 - 5 people) with product/process knowledge. 建立一个 3-5 人小组，成员具备产品和工艺流程知识。 The team must have the time and authority to research and test theories. 该团队必须有时间和权力去研究和检验某些理论。 The team must have a leader who can drive the group through the process. 团队必须具有一位能在整个过程中驾驭全体人员的领导。 The team must have a

15、 Champion that will be able to implement corrective actions. 团队必须有一个支持者能实施修正方案。 88 Discipline Problem Solving Technique 8 条规则解决问题的技巧 2. Describe the problem 阐述问题 Use the 5 Ws and 2 Hs to specify the problem. 运用 5W 和 2H 详细说明问题 Who 谁 What 什么 When 何时 Where 何地 Why 为什么 How 怎么样 How many 多少 Use the Is/Is-N

16、ot Format 用是/否格式 98 Discipline Problem Solving Technique 8 条规则解决问题的技巧 3. Define and verify root causes 定义和核实问题根源 Identify and select potential root causes 识别和选择可能的问题根源 Select the most likely root cause 选择最有可能的问题根源 Identify all potential causes which would explain why the problem has occurred. 识别所有能解

17、释问题产生的可能原因. Isolate and verify the root cause by testing it against the problem description. 按照问题阐述来分离并确定问题根源. Identify alternative corrective actions to eliminate the root cause. 确定可选纠正措施以消除问题根源. 108 Discipline Problem Solving Technique 8 条规则解决问题的技巧 4. Implement short-term (interim) corrective acti

18、on 实施短期(临时)的纠正措施 Verify effectiveness of the actions taken 核实措施执行的效率 Define and implement CONTAINMENT (Band-Aid) actions to isolate the customer from the problem. 定义和实施围堵（权宜之计）措施把客户与问题隔离开。 Verify the effectiveness of the ICA. 核实临时纠正措施执行的效率。 118 Discipline Problem Solving Technique 8 条规则解决问题的技巧 5. Im

19、plement long-term (permanent) corrective action 实施长期（永久性）的纠正措施 Define and implement Permanent (irreversible) corrective actions (PCA). 定义和实施永久（不能取消）的纠正措施(PCA) Implement on-going controls to ensure that the root cause is eliminated. 实施连续控制以保证问题根源被消除 Monitor the impact of the PCA to verify corrective

20、actions are effective 监控永久纠正措施（PCA）的影响，确保修正措施的有效性 128 Discipline Problem Solving Technique 8 条规则解决问题的技巧 6. Verify effectiveness of actions taken (ICA & PCA) 检验方案（临时纠正措施和永久纠正措施）执行的效率 Quantitatively confirm that the corrective actions youve implemented are effective. 从量化角度确认你所采取的纠正措施是有效的。 Assure t

21、hat the corrective actions do not cause undesirable side effects. 确保纠正措施不会产生副面影响。 138 Discipline Problem Solving Technique 8 条 规 则 解 决 问 题 的 技 巧 7. Describe what system s changes have been im plem ented to prevent recurrence 阐 述 运 用 了 什 么 系 列 变 化 来 防 止 问 题 重 现 Sim ilar Processes 类 似 流 程 Related cont

22、rol procedures 相 关 控 制 程 序 M odify the m anagem ent system s, operating system s, practices and procedures to prevent recurrence. 修 正 管 理 体 系 、 营 运 系 统 、 惯 例 和 程 序 以 防 问 题 重 现 。 Exam ine sim ilar processes for the possibility of a sim ilar problem . Im plem ent corrective actions as appropriate. 检 查

23、 可 能 产 生 类 似 问 题 的 相 似 流 程 。 实 施 适 当 的 纠 正 措 施 。 8. Recognize the accom plishm ents of the team 认 可 团 队 的 成 绩 Recognize the collective efforts of the team . 认 可 团 队 为 解 决 问 题 所 作 的 努 力 14Why address problems with the 8 Discipline Technique?为何以8条规则的技巧来解决问题Historical Problem Solving Methods传统解决问题的方式Th

24、ree times as long and three times as expensive as prevention.在问题防御方面需要多花三倍的时间和经费52% of problems recur.问题重复率达52%Therefore因此80% of time is spent on resolving routine problems.80%的时间花在解决常规问题上The organization is characterized as good at “situational control” -Fire Fighters.机构被认为是 善于“局面控制”救火员 。Problem so

25、lving historically performed at executive (expert) levels.以往都是由管理（专家）层来解决问题8D - Planning & Problem Prevention8D计划和问题防御Greatest return on experience.对经验的最大回报Permanent Corrective Action is realized.实行永久纠正措施Therefore因此The organizations time and effort is spent on planning and prevention of problems

26、.机构的时间和精力都花在计划和问题防御上The organization controls the situation.机构控制局面Moderate need for experience using the 8D/team approach.运用8 条规则/团队方式，需要适度经验。158 Discipline Problem Solving Technique条规则解决问题的技巧Team size; 3 to 5 members.团队规模；3到5人Champion支持者Has ownership of the problem.问题的所有人Supports the final decision

27、.支持最终决策Has authority to implement the final decision.具有执行最终决策的权利Assists the team by:通过以下几点支持团队Setting the importance of the task.设定任务重点Maintains pressure to complete the task不断施压以完成任务。Provides leadership.提供领导Reviews the teams progress.评估团队的进展Leader领导者Group Member组员Serves as the project manager.担当项目经

28、理Assures that the team completes the task.确保团队完成任务Sets the meeting dates.设定会议日期Establishes the agenda.制定会议议程Has ultimate control within the team. 在团队内部具有完全控制权Sets goals and objectives.设定目标Become aware of the problem.意识到问题 Form a team.组成一个团队1.168 Discipline Problem Solving Technique 条规则解决问题的技巧Team me

29、mbers.团队成员Body of the task force.特别工作组Have the required skills.具所需技能Committed to follow the 8D process.严格遵循8条规则Must have good judgement; expected to make competent evaluations and recommendations.必须具备良好的判断力，能作出恰当的评估和建议。Recorder记录员Group Member组员Takes notes and publishes/distributes minutes.作笔记和公布/分发会

30、议纪要。Assists leader with meeting logistics.协助领导做好会议后勤工作。Tracks and records significant non-team member contributions.跟踪和记录非团队成员所作的重大贡献。Takes care of administrative details.关注管理方面的细节。Manages the data storage.作好数据/资料存档。Facilitator促进者Optional position.可选角色Neutral to subject content.主题的中立者Encourages part

31、icipation.鼓励参与Expert in group processes.团队流程中的专家Monitors and steers the group toward the declared objective. 监控和驾驭团队朝所定目标努力178 Discipline Problem Solving Technique 条规则解决问题的技巧Problem description is the key element of problem solving.问题阐述是问题解决过程中的关键环节It is a description of WHAT IS WRONG WITH WHAT.阐述什么

32、是错的，错在哪里State the symptom, extent and consequence of the problem.陈述问题的症状，范围和后果Use a flow diagram to visualize the process.运用流程图来说明该流程Use a Timeline to set the key time/dates.以时线来设定关键时间和日期Ask what has Changed on/about/near the problem.询问问题本身和相关情况发生了什么变化Use the 5 Ws and 2 Hs to specify the problem.用5W

33、和2H详述问题Who 谁What 什么When 何时Where 何地Why 为什么How 如何How many 多少Use the Is/Is-Not Format.运用是/否格式Describe the Problem. 问题阐述2.188 Discipline Problem Solving Technique 条规则解决问题的技巧Describe the Problem.问题阐述2.WHO 谁谁 Identify individuals associated with the problem. 鉴别与问题相关的人。 Characterize customers who are compl

34、aining. 描绘抱怨的客户 Which operators are having difficulty? 那些操作者有困难？ Which customers are complaining? 哪些客户在抱怨？ WHAT 什么什么 Are the operational differences clear? 运作差异是否清楚？ Is there physical evidence of the problem to examine? 问题是否有物证可作检查？ Have the failures been thoroughly examined and the results document

35、ed? Are there photographs available? 不合格处是否已作彻底检查，其结果是否已有文字记载？是否有照片？ WHERE 何地何地 If the defect occurs on a part, where is the defect located? 如果缺陷出现在零件上，那么存在于什么地方？ What is the geographic distribution of the customer complaints? 抱怨客户的地理分布位置如何？ WHEN 何时何时 Identify the time the problem started and its pr

36、evalence in earlier time periods. 确定问题发生的时间和以前哪个时间段这类问题频频发生。 Do all production shifts have the same problem? 是否所有生产班次都有相同的问题？ What time of year does the problem occur? 问题发生在年度中的哪段时间？ WHY 为什么为什么 Describe any known explanation that may contribute to the problem. 描述任何已知的会导致问题发生的原因 HOW 如何如何 In what mode

37、 of operation does the problem occur. 问题发生在什么运行模式下。 What procedures were used when the problem occurred? 问题发生时，哪种程序正被使用着？ HOW MANY 多少多少 What is the extent of the problem? 问题的范围是什么？ Has the problem increased or decreased? 问题多了还是少了？ 198 Discipline Problem Solving TechniqueOperational Definition 条规则解决问

38、题的技巧运行定义Description of Problem 问题的阐述问题的阐述 What the Problem Is: 问题问题是是什么什么？ What the Problem Is Not: 什么不是问题？什么不是问题？ We Need More Information On: 我们需要更多信息关于：我们需要更多信息关于： WHO is the customer 客户是谁？ WHAT on the object: 物品上有什么？ WHAT is the problem/defect: 问题/缺陷是什么： WHERE; seen, on the object: 物品上哪里可以看到问题 W

39、HERE; seen, geographically: 在何处看到 208 Discipline Problem Solving TechniqueOperational Definition (continued) 条规则问题解决技巧营运定义（续）Description of Problem 阐述问题阐述问题 What the Problem Is: 问题问题是是什么什么？ What the Problem Is Not: 什么不是问题？什么不是问题？ We Need More Information On: 我们需要更多信息我们需要更多信息关于关于: WHEN; first seen: 何

40、时第一次看见 WHEN; else seen: 何时再次看见： WHEN; seen in the process: 何时在流程中看见 HOW BIG; is the problem: 问题有多大 How many: 有多少 How many defects per object: 每个物品有多少缺陷 WHAT is the trend: 趋势是什么： 218 Discipline Problem Solving Technique 条规则 解决问题的技巧Use the Is/Is-Not Format用是/否格式Describe the Problem.阐述问题2. Is 是是 IS NOT

41、 否否 WHO 谁谁 Who has notified you of the problem. 谁通知你这个问题 Who is affected by the problem 谁受这个问题影响 Who could have notified you of the problem, but did not. 谁原本可以通知你这个问题，但没有做。 Who could have been affected by the problem but is not. 谁可能已受该问题影响，但却没有。 WHAT 什么什么 What is the object you are having a problem

42、with? 有问题的物品是什么？ What is the problem (defect)? 问题（缺陷）是什么？ Could be happening, but is not. 可能发生，但没有。 What could be the problem, but is not. 什么可能是问题，但不是。 WHERE 何地何地 Where do you see the defect on the object? 你在哪里看到物品上这个缺陷？ Be specific in terms of inside to outside, side to side, end to end, one object

43、 to another. 从里到外，每一面，首尾，一个和另一个物品，要精确 Where geographically have you seen the problem? 在哪个位置你曾看到这个问题 ？ Where on the object is the problem not seen? 物品上的哪里是看不见问题的？ Does the problem cover the entire object. 问题是否覆盖整个物品。 Where else geographically, could you have observed the defective object, but did not

44、. 从其它位置你可观察到有缺陷的物品，但没有。 228 Discipline Problem Solving Technique8条规则解决问题技巧Use the Is/Is-Not Format用是/否格式Describe the Problem.阐述问题2. IS 是是 IS NOT 否否 WHEN 何何时时 When did you first notice the problem? 你什么时候第一次发现这个问题 Be specific as possible on time of day. 在哪天的什么时间, 要尽量精确。 At what point of the process fl

45、ow do you see the problem? 你在流程中的哪一点发现了问题 Do you have any information of production dates and times? 你有否了解生产日期和时间方面的信息 When in time could it have been first observed, but was not? 问题什么时候可被首次发现，但没有 Where else in the process flow, life, or operating cycle might you have observed the defect, but did no

46、t? 在哪个流程、生命或运行周期你可以观察到这一缺陷，但没有 What other times could you have observed the defective object, but did not? 在其它什么时间你可以观察到有缺陷的物品，但没有。 HOW BIG 有多大 How much of each object has the problem? 每个物品中有多少这类问题？ What is the trend. 趋势是什么 How many objects have the problem? 多少物品具有这种问题？ How many defects do you see o

47、n each object? 在每个物品上你看见多少个缺陷？ How big is the problem in terms of dollars, people, time? 在金钱，人和时间方面问题有多大？ How many objects could have the defect, but do not? 多少物品可能有类似缺陷，其实没有？ What other trends could have been observed, but were not? 其它什么趋势可以被观察到，其实没有？ How many objects could have the defect, but do

48、not? 多少物品可能有类似缺陷，其实没有？ How big could the defect be, but is not? 这一缺陷可能有多大，其实没有？ 23Chrysler Drain-Back Check Valve克莱斯勒回排逆止阀Typical Problem with an Unknown Cause原因不清的典型问题Very excited Customer (Quality, Purchasing)非常兴奋的客户（质量，采购）Very excited Sales Team -Your Boss非常兴奋的销售团队你的老板You have no clue你没有线索The Pan

49、el of experts has 10 opinions专家座谈形成10种观点24Chrysler Truck - Drain-back Check Valve克莱斯勒卡车-回排逆止阀25Chrysler Truck - Drain-back Check Valve莱斯勒卡车-回排逆止阀26DESCRIPTION OF PROBLEM 问问题题阐阐述述 WHAT THE PROBLEM IS:？ 什什么么是是问问题题？ WHAT THE PROBLEM IS NOT: 什什么么不不是是问问题题？ WE NEED MORE INFORMATION ON: 我我们们需需要要更更多多信信息息关关于

50、于： WHAT is the problem/defect: 什什么么是是问问题题/缺缺陷陷？ Transmission oil leak on drain back check valve; 17825 (Form Rite) and 16851 (H&H) 润润滑滑油油在在回回排排逆逆止止阀阀上上发发生生泄泄露露 Any others 其其它它问问题题 WHERE; seen, on the object: 物物 品品 上上 哪哪里里可可以以看看到到问问题题 Transmission oil leakage past internal o-ring; seen at hose cr

51、imp end. 润润滑滑油油通通过过内内部部 O 形形圈圈泄泄露露，在在软软管管弯弯曲曲头头部部可可观观察察到到。 Threaded end 螺螺纹纹状状头头部部 WHERE; seen geographically: 在在何何处处看看到到 JNAP, Toledo III, Warren Truck, St. Louis, Pilette JNAP，Toledo III,和和 Warren 卡卡车车厂厂，St. Louis, Pilette Lago, Saitillo, Austria 奥奥地地利利 Lago, Saitillo WHEN; first seen: 何何时时第第一一次次看

52、看见见 9-21-95 at JNAP JNAP，95 年年 9 月月 21 日日 Never before at a customers plant. 从从来来未未在在客客户户厂厂里里看看见见 WHEN; else seen: 何何时时再再次次看看见见 9-28-95 at Warren Truck Warren 卡卡车车厂厂 95 年年 9 月月 28 日日 WHEN; seen in the process: 在在流流程程中中何何时时看看见见 Following roller test at Warren Truck. Following brake torque test at JNA

53、P.在在 Warren 卡卡车车厂厂做做滚滚轮轮测测试试后后；在在JNAP 做做制制动动转转矩矩测测试试后后 HOW BIG; is the problem: 问问题题有有多多大大？ How many: 多多少少 How many defects per object: 每每个个物物品品有有多多少少缺缺陷陷 Approximately 1 cc of transmission oil. 约约 1 立立方方厘厘米米润润滑滑油油 Steady drip 稳稳定定的的滴滴落落 Mist 薄薄雾雾 Seep 渗渗漏漏 Gross leakage 总总泄泄漏漏量量 What is the trend:

54、趋趋势势是是什什么么 Dont know 不不知知道道 Dont know 不不知知道道 Quantification of the number of leaks in New Haven, H&H, Form Rite, Chrysler plants 在在新新港港，H&H, Form Rite 和和克克莱莱斯斯勒勒厂厂泄泄漏漏的的量量化化。 New Haven Drain Back Check Valve 8D新港回排逆止阀8条规则Step 2 Problem Description第2步问题阐述278 Discipline Problem Solving Techniq

55、ue条规则解决问题技巧Identify all potential causes which could explain why this problem has occurred.识别可解释为何发生问题的所有可能原因Isolate and verify the root cause by testing each potential cause against the problem description.按照问题阐述来分离并确定问题根源Use a cause and effects (Fishbone) diagram.采用一张因果（鱼骨）图Graphically identifies

56、all past or present potential causes.以图表鉴别所有过去或现在的可能导致问题产生的原因。Summarize on the MOST LIKELY root cause.归纳最有可能的问题根源Ask what has changed?询问什么已改变？In, On, Around or About the difference.有关的不同点。What are the key dates of change? 变化的关键日期是什么？Ask the question WHY? At least 5 times.问为什么，至少5次Ask in what way cou

57、ld this potential cause have created the problem?询问这些潜在原因是以什么方式导致问题产生的？Define and verify root causes.定义和核实问题根源Identify and select potential root causes.识别和选择可能的问题根源Select the most likely root cause.选择最有可能的问题根源3.288 Discipline Problem Solving Technique 条规则解决问题技巧Typical Elements for Cause and Effect D

58、iagram 因果图的典型要素Manpower人力Material材料Methods方式Mother Nature (Environment)自然力量（环境）Machinery机械设备Define and verify root causes.定义和核实问题根源Identify and select potential root causes鉴别和选择潜在问题的根源3.2930鱼骨图分析31Chrysler Drain-Back Check Valve克莱斯勒回排逆止阀Leak泄漏 O Ring O形圈 Dimensions尺寸ID MachiningID 加工Plating电镀Oversiz

59、e ID特大 IDUndersize stem OD偏小的阀杆Undersize groove 偏小的槽Out of Round不圆Excessive Tool Marks过多的工具标记Damaged损坏的Missing缺少的Mislocared错位的Residue in O- Ring bore在O 形圈孔的残渣32POTENTIAL ROOT CAUSES 潜在根源潜在根源 ACTIONS & INVESTIGATIONS 措施和调查措施和调查 NEED FURTHER INFORMATION 需进一步信息需进一步信息 O-Ring O 形圈形圈 Damaged 损坏的损坏的 Mi

60、ssing 缺少的缺少的 Mislocated 错位的错位的 Failed part analysis shows that all o-rings are in their proper place and are undamaged. 对发生错误的部件进行分析对发生错误的部件进行分析显示所有显示所有 O 形圈位于合形圈位于合适的适的地方并未受损。地方并未受损。 Need to determine if the o-ring material is optimal. 需确认需确认 O 形圈材料是否是最佳的形圈材料是否是最佳的 S. Gunderson 10-03. Results Conclusion is that o-ring material is appropriate fo