8D解决问题的步骤介绍

1、1本资料来源28D(EightDisciplines)WelcometoNick Liang /CustomerService3What is 8D:8D(EightDisciplines):D1.TeamMembersD2.Describethe ProblemD3.ContainmentPlanD4.Define theRoot CauseD5.Define theCorrective ActionsD6.Verification of ActionD7.PreventRecurrenceD8.Congratulation4解決問題題的步驟驟- 8D THEME:IFYOUCANNOT P

2、ROVE ITYOUCANNOT SAYIT(若是你無無法證明明,則請勿亂亂下定論論)當一個工工程師之之基本要要求（Engineeringsense)5D1Team MembersSelectteammembers (Internal/KeyPerson)Selectteamchampion- Managementmember whowill (can) removeroad blocksforthe teamSelectteamleaderA memberwhocan takethe responsibility fortheteam6開會技巧巧會前1.準備AGENDA,議題,發通知預預告時

3、間間地點2.蒐集所有有資料3.設定會議議目標4.會前再提提醒會中1.掌握主題題,時間,進度,氣氛2.尊重每個個參與人人,鼓勵發言言3.誘導腦力力激盪4.禁止少數數人發言言佔用時時間及離離題.5.定出個別別actions之follow-upaction負責人,及完成時時間(by5W1H)會後1.很快發出出會議記記錄2.追蹤Follow-upactions,then檢討得失失.7D2Problem Description(definition)釐清把問題說說清楚,是成功(解決)的一半眾說紛紜紜霧煞煞煞,從何下手手費思量量老“獅”心中有有定見,新秀跳下下結論套套一見鍾情情不可靠靠,天縱英明明難得找找

4、膽大心細細看問題題,3W時地物,1H有多少分析手法法花樣多多,圖表統計計效力高高搞錯對象象會白忙忙,且莫任意意把捷徑徑抄8D2Problem Description(definition)釐清把問題說說清楚,是成功(解決)的一半要多清楚楚才算清清楚?1.打破砂鍋鍋問到底底Develop OperationDefinition2.四維具體體化與量量化什麼東西西? What?(Identifysymptom)那裡發生生? Where?(Space, processflow)何時發生生? When? (Time,D/C)影響多大大? HowBig? (Qty,$,Defect %)9D2.Descr

5、ibeproblemUsetermsunderstoodbythecustomerDescribetheproblemasdetailedaspossible(3W/1H)Express theconditioninquantifiable termsWhatWhereWhenHowBig10D3ContainmentActions圍堵亡羊補牢牢要有效效客戶老闆闆聲聲催催,圍堵對策策趕快上上.亡羊補牢牢要有效效,挖東補西西找麻煩煩.障眼對策策擋一時時,當心愈補補愈大坑坑11D3.ContainmentPlan DescribeWho, What, When, andHowyou willcap

6、ture/contain thedefects now.Must preventdefectsfrom gettingtothe customer immediately.Considertheeffect of thecontainmentplan on Cost,Delivery, Inducementofothertypesofdefects.12D4Root Cause(s)尋根事出必有有因,追根究底底找真因因事出有因因連根挖挖,確認真因因把它當當開關Turn off因果循環環拿來用用,解釋真象象全靠它它分析技巧巧派上場場,直指真因因三兩下下13D4.Definethe RootCau

7、seDescribewhythe changeinconditionoccurred, or identify the“HOLE”inthe systemwhichallowed thepre-existingcondition to go undetected.Categorize theroot causes,eg.:Manpower/Machine/Material/Method+Environment,PDCA,DOE,FMEA,Benchmark, QC 7Toolsetc.14D5Corrective Actions步署一針見血血,藥到病除除散彈打鳥鳥效果差差,唬爛遲早早被抓包包,

8、客戶抓狂狂找別家家人盡其才才顯神通通,藥到病除除一身輕輕,客戶參與與創雙贏贏15D5Corrective ActionsDescribeWHO, WHAT, WHENand HOWyouwillimplementchangesinMaterial,Manpower, Methods, etc,tototallyeliminatethe rootcauseofthe problem.16D6VerificationofActionsDescribeverificationresultsinQUANTIFIABLEterms. (eg,AchievedCpk,DecreasedDefect Rat

9、eetc.)Continuecontainmentactivities until permanentC/Aactionsareverifiedasbeingeffective.17D7Action(s)toPreventrecurrence防弊避免歷史史重演歷史重演演我會怕怕,不知面子子那裡掛掛.必要資訊訊省不下下,文書作業業標準化化,推廣成果果利益大大.18D7Action(s)toPreventrecurrenceDescribetheinternaland/or external cultureorsystemicchangesthat mustbemadetoprevent theproblem fromrecurring.Theteamchampionisresponsiblefortaking these recommendationsback to managementand drivingimplementation.19D8CongratulateyourTeam大功告成成留鴻爪爪,展現成果果得鼓勵勵堅持過程程最可佩佩團隊合作作最難忘忘,解散歸建建下次再再會2