8D解决问题的步骤介绍课件

1本资料来源1本资料来源28D(EightDisciplines)WelcometoNickLiang/CustomerService28D(EightDisciplines)3Whatis8D:

8D(EightDisciplines):D1.TeamMembersD2.DescribetheProblemD3.ContainmentPlanD4.DefinetheRootCauseD5.DefinetheCorrectiveActionsD6.VerificationofActionD7.PreventRecurrenceD8.Congratulation3Whatis8D:

8D(EightDiscipli4解決問題的步驟-8DTHEME:

IFYOUCANNOTPROVEITYOUCANNOTSAYIT(若是你無法證明,則請勿亂下定論)當一個工程師之基本要求（Engineeringsense)4解決問題的步驟-8DTHEME:IFYOUCA5D1TeamMembersSelectteammembers(Internal/KeyPerson)Selectteamchampion-Managementmemberwhowill(can)removeroadblocksfortheteamSelectteamleader–Amemberwhocantaketheresponsibilityfortheteam5D1TeamMembers6開會技巧會前

1.準備AGENDA,議題,發通知預告時間地點

2.蒐集所有資料

3.設定會議目標

4.會前再提醒會中

1.掌握主題,時間,進度,氣氛

2.尊重每個參與人,鼓勵發言

3.誘導腦力激盪

4.禁止少數人發言佔用時間及離題.

5.定出個別actions之follow-upaction負責人,及完成時間(by5W1H)

會後

1.很快發出會議記錄

2.追蹤Follow-upactions,then檢討得失.6開會技巧會前7D2ProblemDescription(definition)

釐清–

把問題說清楚,是成功(解決)的一半眾說紛紜霧煞煞,從何下手費思量老“獅”心中有定見,新秀跳下結論套一見鍾情不可靠,天縱英明難得找膽大心細看問題,3W時地物,1H有多少分析手法花樣多,圖表統計效力高搞錯對象會白忙,且莫任意把捷徑抄7D2ProblemDescription(d8

D2ProblemDescription(definition)

釐清

–

把問題說清楚,是成功(解決)的一半要多清楚才算清楚?1.打破砂鍋問到底DevelopOperationDefinition2.四維具體化與量化

什麼東西?What?(Identifysymptom)

那裡發生?Where?(Space,processflow)

何時發生?When?(Time,D/C)

影響多大?HowBig?(Q’ty,$,Defect%)8

D2ProblemDescription(9

D2.DescribeproblemUsetermsunderstoodbythecustomerDescribetheproblemasdetailedaspossible(3W/1H)ExpresstheconditioninquantifiabletermsWhatWhereWhenHowBig9

D2.DescribeproblemUseter10D3ContainmentActions

圍堵–亡羊補牢要有效客戶老闆聲聲催,圍堵對策趕快上.亡羊補牢要有效,挖東補西找麻煩.障眼對策擋一時,當心愈補愈大坑10D3ContainmentActions

圍堵–11D3.ContainmentPlan

DescribeWho,What,When,andHowyouwillcapture/containthedefectsnow.Mustpreventdefectsfromgettingtothecustomerimmediately.Considertheeffectofthecontainmentplanon–Cost,Delivery,Inducementofothertypesofdefects.11D3.ContainmentPlanDescrib12D4RootCause(s)

尋根–事出必有因,追根究底找真因事出有因連根挖,確認真因把它當開關Turnoff因果循環拿來用,解釋真象全靠它分析技巧派上場,直指真因三兩下12D4RootCause(s)

尋根–事出必有因,13D4.

DefinetheRootCauseDescribewhythechangeinconditionoccurred,oridentifythe“HOLE”inthesystemwhichallowedthepre-existingconditiontogoundetected.Categorizetherootcauses,eg.:Manpower/Machine/Material/Method+Environment,PDCA,DOE,FMEA,Benchmark,QC7Tools…etc.13D4.DefinetheRootCauseDes14D5CorrectiveActions步署–一針見血,藥到病除散彈打鳥效果差,唬爛遲早被抓包,客戶抓狂找別家人盡其才顯神通,藥到病除一身輕,客戶參與創雙贏14D5CorrectiveActions15D5CorrectiveActionsDescribeWHO,WHAT,WHENandHOWyouwillimplementchangesinMaterial,Manpower,Methods,etc,tototallyeliminatetherootcauseoftheproblem.15D5CorrectiveActionsDescrib16D6VerificationofActionsDescribeverificationresultsinQUANTIFIABLEterms.(eg,AchievedCpk,DecreasedDefectRate…etc.)ContinuecontainmentactivitiesuntilpermanentC/Aactionsareverifiedasbeingeffective.16D6VerificationofActionsD17D7Action(s)toPreventrecurrence

防弊–避免歷史重演歷史重演我會怕,不知面子那裡掛.必要資訊省不下,文書作業標準化,推廣成果利益大.17D7Action(s)toPreventrecu18D7Action(s)toPreventrecurrenceDescribetheinternaland/orexternalcultureorsystemicchangesthatmustbemadetopreventtheproblemfromrecurring.Theteamchampionisresponsiblefortakingtheserecommendationsbacktomanagementanddrivingimplementation.18D7Action(s)toPreventrecu19D8CongratulateyourTeam大功告成留鴻爪,展現成果得鼓勵堅持過程最可佩團隊合作最難忘,解散歸建下次再會19D8CongratulateyourTeam大功告208D慶功重點-享受成果

-適當鼓勵,認同

Review成功的原因208D慶功重點21CaseStudy

(Examples)21CaseStudy

(Examples)22

培養全員之Engineeringsense養成全面而完整之邏輯思考能力養成跨部門溝通協調能力可據以改善品質,提昇製程水準人人皆可運用自如,可解決大部分問題22培養全員之Engineeringsense23本资料来源1本资料来源248D(EightDisciplines)WelcometoNickLiang/CustomerService28D(EightDisciplines)25Whatis8D:

8D(EightDisciplines):D1.TeamMembersD2.DescribetheProblemD3.ContainmentPlanD4.DefinetheRootCauseD5.DefinetheCorrectiveActionsD6.VerificationofActionD7.PreventRecurrenceD8.Congratulation3Whatis8D:

8D(EightDiscipli26解決問題的步驟-8DTHEME:

IFYOUCANNOTPROVEITYOUCANNOTSAYIT(若是你無法證明,則請勿亂下定論)當一個工程師之基本要求（Engineeringsense)4解決問題的步驟-8DTHEME:IFYOUCA27D1TeamMembersSelectteammembers(Internal/KeyPerson)Selectteamchampion-Managementmemberwhowill(can)removeroadblocksfortheteamSelectteamleader–Amemberwhocantaketheresponsibilityfortheteam5D1TeamMembers28開會技巧會前

1.準備AGENDA,議題,發通知預告時間地點

2.蒐集所有資料

3.設定會議目標

4.會前再提醒會中

1.掌握主題,時間,進度,氣氛

2.尊重每個參與人,鼓勵發言

3.誘導腦力激盪

4.禁止少數人發言佔用時間及離題.

5.定出個別actions之follow-upaction負責人,及完成時間(by5W1H)

會後

1.很快發出會議記錄

2.追蹤Follow-upactions,then檢討得失.6開會技巧會前29D2ProblemDescription(definition)

釐清–

把問題說清楚,是成功(解決)的一半眾說紛紜霧煞煞,從何下手費思量老“獅”心中有定見,新秀跳下結論套一見鍾情不可靠,天縱英明難得找膽大心細看問題,3W時地物,1H有多少分析手法花樣多,圖表統計效力高搞錯對象會白忙,且莫任意把捷徑抄7D2ProblemDescription(d30

D2ProblemDescription(definition)

釐清

–

把問題說清楚,是成功(解決)的一半要多清楚才算清楚?1.打破砂鍋問到底DevelopOperationDefinition2.四維具體化與量化

什麼東西?What?(Identifysymptom)

那裡發生?Where?(Space,processflow)

何時發生?When?(Time,D/C)

影響多大?HowBig?(Q’ty,$,Defect%)8

D2ProblemDescription(31

D2.DescribeproblemUsetermsunderstoodbythecustomerDescribetheproblemasdetailedaspossible(3W/1H)ExpresstheconditioninquantifiabletermsWhatWhereWhenHowBig9

D2.DescribeproblemUseter32D3ContainmentActions

圍堵–亡羊補牢要有效客戶老闆聲聲催,圍堵對策趕快上.亡羊補牢要有效,挖東補西找麻煩.障眼對策擋一時,當心愈補愈大坑10D3ContainmentActions

圍堵–33D3.ContainmentPlan

DescribeWho,What,When,andHowyouwillcapture/containthedefectsnow.Mustpreventdefectsfromgettingtothecustomerimmediately.Considertheeffectofthecontainmentplanon–Cost,Delivery,Inducementofothertypesofdefects.11D3.ContainmentPlanDescrib34D4RootCause(s)

尋根–事出必有因,追根究底找真因事出有因連根挖,確認真因把它當開關Turnoff因果循環拿來用,解釋真象全靠它分析技巧派上場,直指真因三兩下12D4RootCause(s)

尋根–事出必有因,35D4.

DefinetheRootCauseDescribewhythechangeinconditionoccurred,oridentifythe“HOLE”inthesystemwhichallowedthepre-existingconditiontogoundetected.Categorizetherootcauses,eg.:Manpower/Machine/Material/Method+Environment,PDCA,DOE,FMEA,Benchmark,QC7Tools…etc.13D4.DefinetheRootCauseDes36D5CorrectiveActions步署–一針見血,藥到病除散彈打鳥效果差,唬爛遲早被抓包,客戶抓狂找別家人盡其才顯神通,藥到病除一身輕,客戶參與創雙贏14D5CorrectiveActions37D5CorrectiveActionsDescribeWHO,WHAT,WHENandHOWyouwillimplementchangesinMaterial,Manpower,Methods,etc,tototallyeliminatetherootcauseoftheproblem.15D5CorrectiveActionsDescrib38D6VerificationofActionsDescribeverificationresultsinQUANTIFIABLEterms.(eg,AchievedCpk,DecreasedDefectRate…etc.)ContinuecontainmentactivitiesuntilpermanentC/Aactionsarever