Bosch的D教材教学课件

1、1Problem Solving Process . Problems Must be SolvedGoal achieved: Problems solvedProblem solving processProduct realizationProcessesInputProductResultImproveCustom e rREQUIREMENTCustom e rSATISFACTIONProduct PlanningProductionQuality 第2页/共22页第1页/共22页第1页，共22页。2Problem Solving Process PSPro - Overview

2、8-D(CDQ 0508)Custom e rREQUIREMENTCustom e rSATISFACTIONInputProduct realizationProductResult3x 5x Why Elementary quality toolsShaininSix SigmaLessons learnedBosch supporting tools- IQIS- QAM第3页/共22页第2页/共22页第2页，共22页。3Problem Solving Process What is a Problem?Deviation from targettargetTimePerformanc

3、etargetTimePerformancetargetTimePerformancetargetTimePerformanceactualactualactualactualfrom the beginninggradually from the startgradually after some timesuddenlyProblem第4页/共22页第3页/共22页第3页，共22页。4Problem Solving Process PSPro and the 8-D MethodA core element of the problem solving processapplied thr

4、oughout all Bosch divisions is the 8-D method第5页/共22页第4页/共22页第4页，共22页。5Problem Solving Process 8-D Overview8-D methodD 1D 2D 3D 4D 5D 6D 7D 8Today, this worldwide recognized problem solving method is applied as automotive industry standard and beyond第6页/共22页第5页/共22页第5页，共22页。6Problem Solving Process

5、8-D HistoryAt the end of the 1960s, Jet Propulsion Laboratory (JPL) in the USA developed the 4-D method. The method consisted of four Dos:Do: Problem description Do: Containment actions Do: Root cause analysis Do: Corrective actionsAt the beginning of the 1970s, this method was adopted by Ford and,

6、shortly after, as well by other car manufacturers.第7页/共22页第6页/共22页第6页，共22页。7Problem Solving Process 8-D History (contd)At the end of the 1970s, application of the problem solving method was intensified at Ford, Fords subsidiaries and its suppliers: The method was expanded to include 6-D, 8-D, 12-D a

7、nd 14-DFor normal application, the 8-D method proved the most logical Nowadays, the 14-D method is applied internally within Ford for severe recall actionsIn 1981, the 8-D method was declared as global standard for Ford and all its suppliers. Only a few years later, the entire US automotive industry

8、 followed suit. By the end of the 1980s, the 8-D method had been adopted by most of the European car manufacturers and system suppliers. Today, the 8-D method is the most well-known and most widely used problem solving technique in the world. 第8页/共22页第7页/共22页第7页，共22页。8Problem Solving Process 8-D Ste

9、psProblem description D 1D 2D 3D 4D 5D 6D 7D 8Creation of problem solving teamRoot cause analysisDetermination of preventive actions to avoid recurrence of the defectContainment actionsDetermination of corrective actionsand verification of effectivenessFinal meeting and conclusionIntroduction of cor

10、rective actionsand effectiveness monitoring第9页/共22页第8页/共22页第8页，共22页。9Problem Solving Process D1: Creation of Problem Solving TeamD 1 D 2 D 3 D 4 D 5 D 6 D 7 D 8Select team membersMembers with appropriate skills are nominated based on the problem descriptionA team leader and a mentor are appointedCon

11、firmation of the team structure and assignment of responsibilities among the team membersActionTaskTarget第10页/共22页第9页/共22页第9页，共22页。10Problem Solving Process D2: Problem DescriptionD 2 D 3 D 4 D 5 D 6 D 7 D 8 D 1Precise problem descriptionCollect Information, data, facts and figuresDescribe the probl

12、em (defect/deviation) as accurately as possible giving quantitative detailsAnswer the questions belowWho?What?When?Where?Why?How?How often?All problem solving team members must have a clear and fact based understanding of the problemProblemPastPresent The cause ofthe deviationis unknown at first(Tar

13、get situation) (Current situation)Describe deviation (problem) on the basis of factsActionTaskTarget第11页/共22页第10页/共22页第10页，共22页。11Problem Solving Process D3: Containment Actions D 1 D 2 D 4 D 5 D 6 D 7 D 8 D 3Determine the most suitable containment actions Containment action must be taken to safegua

14、rd the situation, in order to prevent a recurrence of the problem at the customerContainment actions therefore serve only as a safeguard and often bear no relation to the cause of the problem Cost considerations should play little or no part in the initial responseA schedule for implementing the con

15、tainment actions must be developed and the effectiveness of these actions must be assessedInstant information and support to the customer and implementation of containment actions as quickly as possibleActionTaskTarget第12页/共22页第11页/共22页第11页，共22页。12Problem Solving Process D4: Root Cause Analysis D 1

16、D 2 D 3 D 5 D 6 D 7 D 8 D 4Determination of the root causeAll possible causes of the defect must be consideredAll possible causes should be determined and compared with the problem profile through systematic application of valid procedures, based on the physical, chemical and technical relationships

17、 and application of appropriate quality toolsThe Why questioning technique should be applied determining the root cause Confirmation of the root causeActionTaskTarget第13页/共22页第12页/共22页第12页，共22页。13Problem Solving Process D5: Determination of Corrective Actions and Verification of Effectiveness D 1 D

18、2 D 4 D 3 D 6 D 7 D 8D 5Confirm optimum corrective actionsAll measures that can solve and ultimately eliminate the problem must be compiledThe effectiveness of the measures must be verified and side-effects must be assessed“Optimum corrective action must be determined and confirmed Action plan with

19、introduction timing and responsibilities must be determined and releasedApproval and application release of corrective actionsActionTaskTarget第14页/共22页第13页/共22页第13页，共22页。14Problem Solving Process D6: Introduction of Corrective Actions and Effectiveness Monitoring D 1 D 2 D 4 D 5 D 3 D 7 D 8 D 6Estab

20、lish plan to introduce corrective actionsAs many actions as required, but as few as possible, should be implemented in accordance with D5 resultDecision about the need to continue containment actionsDetermination of process monitoring requirements and needof documentationImplementation of the correc

21、tive actionActionTaskTarget第15页/共22页第14页/共22页第14页，共22页。15Problem Solving Process D7: Determination of Preventive Actions to Avoid Recurrence of the Problem D 1 D 2 D 3 D 4 D 5 D 6 D 8 D 7Formulate measures to improve and safeguard processesProcess-related evaluation and analysis is keyIdentical and

22、similar products and processes are in focusApplication of the 3x 5x Why questioning techniqueWhy was the problem . not predicted by the product planning/engineering process?. not prevented by the production/manufacturing process?. not protected by the quality assurance process?Knowledge gained is us

23、ed to improve processesRelease and application of corrective actions for system and process improvementActionTaskTarget第16页/共22页第15页/共22页第15页，共22页。16Problem Solving Process D8: Final Meeting and Conclusion D 1 D 2 D 3 D 4 D 5 D 6 D 7 D 8Final meeting of the 8-D teamDuring the concluding discussion,

24、the problem solving team conducts a critical evaluation of all 8-D steps and actionsThe 8-D report is officially closedCombined efforts by the team are acknowledged by supervisors and praised accordinglyThe customer is informed of the conclusion and sent the 8-D report, signed by those responsible.T

25、he completed 8-D report is archivedFinal conclusion of 8-D activities related to this problemActionTaskTarget第17页/共22页第16页/共22页第16页，共22页。17Problem Solving Process Purpose of PSProProblem solving process for analyzing and eliminating the root causes of problems at BoschCustomer-oriented action throug

26、h fast, thorough provision of information to the customerSolving of problems through target-focused application Determination of root causes, prevention of reoccurrence and sustained elimination of system errors Information exchange at Bosch based on IQIS and the Lessons Learned process第18页/共22页第17页

27、/共22页第17页，共22页。18Problem Solving Process Application of the 8-D MethodRoot cause of the identified deviation is not knownIt is not possible for one individual to determine the cause of the problem, due to a lack of factual informationImportance of the problemmeans teamwork is necessary第19页/共22页第18页/

28、共22页第18页，共22页。19Handle the customer complaints processPT/HotlinePT-ACE/HotlinePT-ACE/Hotline-APcomplaintsInformation transferHandle the complaintsQMM-MYQMM-CNQMM3XWith MFG3XsupportIf not applicable for ACE-AP, the information will be forwarded to PT-ACE/hotline. If not applicable for ACE, the inform

29、ation will be returned to source complainant. IDC etc: answer to the complainant with 8D report.CSO and OEM etc: answer to the complainant with e-mail or letter (if required 8D report)The immediate action must be fixed in 2 working days.The final answer must be fixed in 10 working days.Tracking and

30、reminding.OEM andIDC etc.Status answer as info to AP hotline, final answer as info to AP hotline *Answer Wei Qing (PT-ACE/QMM-CN)Cao James (PT-ACE/QMM-CN)Loh HengLeong (PT-ACE/QMM-MY PgP/QMM6)Kleiber Roland (PT-ACE/QMM-AP HzP/QMM3)All answer to CSO, OEM, end user must be approved by QMM-AP, deputy P

31、T-ACE/QMMComplainant CSO in APCSO in CNCSO in EuropeCSOIf received complaints directly, must forward to ACE-AP/HotlineThe coordinatoris QMM1-AP第20页/共22页第19页/共22页第19页，共22页。20Problem Solving Process Internal | C/QMM | 2/28/2007 | Robert Bosch GmbH reserves all rights even in the event of industrial property rights. We reserve all rights of disposal such as copying and passing on to third parties.案例：以下通过一件发生在我们身边的平常小事，来说明8D报告（纠正/预防措施）的写法。事由：出租屋内，一日早晨，小王正在水龙边洗脸准备上班，刚洗完脸，突然家中打来电话，于是把脸帕一挂就去屋内接电话，接完电话就去上班。下午下班回家时发现家中全部被水淹了。铺在地上的草席和被子全都漂在水中。D1-成立改善小组：马上叫上住在隔壁的几个同事，组成事故处理小组。小组成员：张三、李四、王五。D2（第二步）：问题