QP0318D手法内部异常矫正培训ppt课件

1、8D手法&内部异常矫正培训品 保 课 制 定：莫 凯文管中心龚四英总经理室核准：林小姐修订日期：2009年 9月 7日 B版制定日期：2006年 9月 6日 A版品保课讲义编号：QP031 共39 页Part 1.流程介紹客戶投訴業務受理開出客戶埋怨處理單品保課開出返工回饋單庫存調查返工挑選NGNG報廢確認不良狀況開出內部異常矯正單缘由分析改善對策改善執行效果確認NG結果回復于CAR中業務課追蹤結案記錄于CAR追蹤表&客戶埋怨履歷表中歸檔Page 18 Ds (8 Disciplines) Methodology:A practical way to resolve problemsStep

2、1. Team approach; 步骤1 担任处理问题的小组;Step 2. Problem discription; 步骤2 问题描画;Step 3. Short-term containment actions; 步骤3 短期应急措施;Step 4. Define and verify root causes; 步骤4 确定并核实根本缘由;Step 5. Select permanent corrective actions; 步骤5 选择长期纠正措施;Step 6. Implement permanent actions; 步骤6 实施长期纠正措施;Step 7. Actions to

3、 prevent problem recurrence; 步骤7 防止问题再发生采取的措施;Step 8. Problem solved. 步骤8 问题处理.Page 2Part 1. 1.8D手法介紹 Step 1. Team approach 步骤1 担任处理问题的小组Team Membership and responsibilities A team leader is responsible to follow the method. He defines the individuals and skills required. He compiles the data associ

4、ated with the problem (technical, qualitative, quantitative, costs,); Opening of an 8D report; During the first meeting, the team leader shall define the responsibilities and define the methodologies and measurables for follow-up (specific meeting, frequency, other facilitators,).小组成员及职责组长担任按程序办事。由他

5、指定所需的人员和技艺，并搜集与问题有关的数据信息 (技术、定性的、定量的、本钱，.);开场运用8D报告在初次会议上，组长应定义职责并确定跟踪措施的评定方法(特别会议、频次、其他方法，.)。Page 3D1：小组成立关键要点:成员资历，具备工艺、产品的知识目的分工程序小组建立Page 4Step 2. Problem discription; 步骤2 问题描画Description of the problem and its effects: Describe the problem phenomenon as observed in its environment or the risk o

6、f appearance of the problem; Identify qualitatively and quantitatively (by material, environment, labor, means, method) the effects and their given conditions; Attach the documents of this description (anomaly report, indicators, graphics,).问题描画及其后果： 描画该环境下察看的景象或出现问题的风险； (经过资料、环境、人工、手段、方法)定性和定量地断定该问

7、题产生的后果和所处的环境； 随附阐明文件 (异常报告，指示参数，图形，.)Page 5D2：问题阐明目的:用量化的术语详细阐明与该问题有关的内/外部顾客埋怨,如什么、地点、时间、程度、频率等。“什么东西出了什么问题方法：质量风险评定，FMEA分析Page 6D2：问题阐明关键要点:搜集和组织一切有关数据以阐明问题问题阐明是所描画问题的特别有用的数据的总结审核现有数据，识别问题、确定范围细分问题，将复杂问题细分为单个问题问题定义，找到和顾客所确认问题一致的阐明，“什么东西出了什么问题，而缘由又未知风险等级Page 7錯誤的描画:752298鉚釘牙孔不良.733860尺寸超差.正確的描画:7522

8、98鉚釘M2.5牙孔通規入3圈,不良率5%.733860長度尺寸206+/-0.2mm超差偏大至206.37mm,不良率10%.Page 8Step 3. Short-term containment actions; 步骤3 短期应急措施Short-term containment actions: If the effect of the detected problem degrades the performance or the product, process or service specifications, we should immediately begin action

9、s that will assure continued functioning from the clients point of view (sorting, delivery control, recaputure, repair, rework, etc.) and isolate the effects of the problem until the permanent corrective actions have been put in place. Verification of the effectiveness of the temporary actions; 1st

10、distribution of the 8D report to the individuals responsible for the containment actions and copy this information to management if there is a red alert.短期应急措施假设发现的问题将降低产品、过程或效力的性能或技术规范，从客户的角度出发 我们应立刻采取措施保证功能的延续性 (挑选、发货控制、取回、返修、返工等) 并隔离问题带来的后果直到采取长期纠正措施；验证暂时措施的有效性；8D报告初次颁发给担任应急措施的人员，如遇严重问题时，将报告拷贝给管理

11、层。Page 9D3：实施并验证暂时措施关键要点:评价紧急呼应措施找出和选择最正确“暂时抑制措施决策实施，并作好记录验证DOE、PPM分析、控制图等Page 10短期緊急對策:1.客戶500pcs不良品由我司派人全檢,挑出不良品我司以良品交換.2.我司庫存1000pcs废品由我司全檢小組依據SIP全檢.全檢后挑出不良品10pcs.Page 11Step 4. Define and verify root causes; 步骤4 确定并核实根本缘由Define and verify root causes: Search for and/or determine the most likely

12、causes from the data analysis given by the description of the problem and supported by additional testing, if necessary; Be sure that all the likely causes are considered by comparing their effects to those which were observed. A cause/effect matrix makes it possible to identify the causes and to pr

13、ioritize the search and validation of the solution; Document the possible solutions in terms of feasibility, performance, cost, etc. Estabilish the criterion by which the choosen solution will be selected.确定并核实根本缘由 从问题描画并借助附加实验(如有必要)进展数据分析，寻觅和/或确定最能够的缘由；经过对能够的缘由所产生的后果和察看的结果相比较确保一切能够的缘由都加以思索。可经过因果矩阵图

14、确定缘由并最先找到处理问题的有效方法； 将能够处理问题方案的可行性，实施情况，本钱等方面构成文件； 建立选择处理问题方案的准那么.Page 12Step 4. Define and verify root causes; 步骤4 确定并核实根本缘由Cause/Effect matrixHow made?Problem(Effect)ManMaterial/Info.MachineMethodEnvironmentMeasurementWhy did it get out?ManMaterial/Info.MachineMethodEnvironmentMeasurementPage 13D4：

15、确定并验证根本缘由目的: 用统计工具列出可以用来解释问题原因的一切潜在缘由，将问题阐明中提到的呵斥偏向的一系列事件或环境或缘由相互隔离测试并确定产生问题的根本缘由。方法：FMEA、PPM、DOE、控制图Page 14D4：确定并验证根本缘由关键要点:评价能够缘由列表中的每一个缘由缘由可否使问题排除验证控制方案Page 155 Why 1H 工具豐田生產方式: “反覆提出五次為什麼垂直式思索, 針對問題一層又一層地深化通常第一個答案不會是真正的答案5 Why 可以找出真正的缘由找缘由用5Why+想方法用1How簡單的案子能够4W,3W或2W即找出root cause,但複雜的或許要5 Why,

16、6 Why, 7 Why最後要加 1H,How to fix it.Page 165 Why範例 : 為何牙孔通規入3圈問1.為何牙孔通規入3圈 答1.因為供應商來料不良問2.為何供應商來料不良 答2.因為供應商鉚釘熱處理后碳粉卡在牙紋里.問3.為何碳粉卡在牙紋里. 答3.因為電鍍時無法將碳粉清洗出來.問4.為何無法將碳粉清洗出來. 答4.因為牙紋太長電鍍清洗液無法滲入.Page 17Step 5. Select permanent corrective actions;步骤5 选择长期纠正措施Select permanent corrective actions: This choice i

17、s made according to the magnitude of the problem as given by the criterion; Prior to enacting the solutions, they should be validated to be sure they have the anticipated effect; we should not only eliminate the causes of the problem but also be sure they do not creat secondary effects which degrade

18、s the situation in another way. In this case define other solutions that optimize the product function and minimize negative effects on functionality; 2nd distribution of the 8D report to the individuals responsible for implementing the chosen pernament corrective actions provide update to the perso

19、n who observed the anomaly.选择长期纠正措施 按给定的规范根据问题的大小实施该步骤； 在制定问题的处理方案前，应有效保证能到达预期的效果；我们不仅应消除问题的缘由也应确保不会在其他方面使情况变得更糟而呵斥间接的影响。在此前提下，确定能优化产品功能的其他处理方案并将尽量减少负面影响。 8D报告第二次颁发给担任实施选择的长期纠正措施的人员。提供最新信息给察看异常情况的人员。Page 18D5：选择并验证永久纠正措施目的:在消费前测试方案，并对方案进展评审以确定所选的校正措施可以处理客户问题，同时对其它过程不会有不良影响。方法：FMEAPage 19D5：选择并验证永久纠正

20、措施关键要点:重新审视小组成员资历决策，选择最正确措施重新评价暂时措施，如必要重新选择验证管理层承诺执行永久纠正措施控制方案Page 20选择并验证永久纠正措施: 選擇:更改鉚釘設計結構,將鉚釘攻牙通孔改為兩頭攻牙.使電鍍清洗時清洗液能滲入到牙紋末端.验证:我司打樣50pcs測試OK,并將客戶RD確認OK.Page 21Step 6. Implement permanent actions; 步骤6 实施长期纠正措施Implement permanent corrective actions: Implement the solutions and update the associated

21、data; The effectiveness of the solutions will be measured by a follow-up of the disappearance of the problem. This measure may require the development of specific tools for a given solution; 3rd distribution of the 8D report which gives more specific information to management. Implementing the solut

22、ions go beyond the teams activity scope and may require management intervention/decision.实施长期纠正措施 实施处理方案并更新相关数据； 处理方案的效果将经过对问题消逝的跟踪来表达。这个措施能够要求为选定的处理方案开发特殊工具； 8D报告的详细信息第三次颁发给管理层。实施小组活动范围外的处理方案能够要求管理层的参与/决策。Page 22D6：实施永久纠正措施目的:制定一个实施永久措施的方案，确定过程控制方法并纳入文件，以确保根本缘由的消除。在消费中运用该措施时应监视其长期效果。方法：防错、统计控制Page

23、23D6：实施永久纠正措施关键要点:重新审视小组成员执行永久纠正措施，废除暂时措施利用缺点的可丈量性确认缺点曾经排除控制方案、工艺文件修正Page 24Step 7. Actions to prevent problem recurrence; 步骤7 防止问题再发生采取的措施Actions to prevent problem recurrence: Update the quality system (particulary the procedures, guides, specifications or tools used concerning the problem) to gen

24、eralize and implement the solutions to impact potential or similar problem; If the generalization is a new process or process change, this generalization may require management agreement. This will be carried out either immediately or by a continuous improvement plan.防止问题再发生采取的措施 更新质量体系(特别是与问题有关的程序，

25、指南，技术规范或运用的工具)，并总结和实施影响潜在的或类似的问题的处理方案； 假设总结方案的过程是个新过程或其过程有所更改，确定处理方案能够要求管理层的同意认可。这即可立刻实施，也可经过继续改良方案实施。Page 25D7：预防再发生目的:修正现有的管理系统、操作系统、任务惯例、设计与规程以防止这一问题与一切类似问题反复发生。Page 26D7：预防再发生关键要点:选择预防措施验证有效性决策组织、人员、设备、环境、资料、文件重新确定Page 27预防再发生 修訂供應商承認書及我司圖紙,后續全部導入运用兩頭攻牙鉚釘,并驗證其改善效果OK.Page 28Step 8. Problem solved

26、. 步骤8 问题处理Problem solved: The problem is considered solved. The validated, verfied and implemented solutions are approved, in particular by the members of the management whose authority is required. The 8D is signed. The final distribution of the 8D report particulary to the members of management involved with the initial problem and the implementation of the final solutions.问题处理 确认问题已处理。赋予权限的管理层应同意阅历证的和实施的有效处理方案。签署8D报告。 8D报告最终发布给涉及最初问题发生和最终问题处理的相关管理层；Page 29D8：小组祝贺目的:成认小组的集体努力，对