dreor英文本D流程及报告解析

8-DProblemSolvingProcessObjectivesProvidesparticipantswithhand-onexperienceusingasystematicprocessforresolvingcomplexcauseunknownsituations2.Theproblemsolvingprocessiscomposedof8systematicstepswithdecisionanalysisandproblemdefinitiontechniquesarefeatured.Itemphasizesonutilizationof

crossfunctionteamsandprovidesappropriatecompositionofthoseteams3.Thebusinessimpacttheachievementofsixsigmaqualityandultimatelytotalcustomersatisfactionbyutilizingaproblemsolvingprocesstofindrootcausesandachievepermanentsolutions8-DProblemSolvingProcess8-DProblemSolvingProcessCourseOutline1.Apply8stepsystematicprocessinidentifying,correctionandresolvingcomplexproblem2.Choosetheappropriateanalyticalandsystematicteamthroughthe8steps3.Practiceusingthe8stepsreportingsystemincludingpreparationofaconcernanalysisreport4.Workingasateam8-DProblemSolvingProcessOverviewStep1:TeamFormationStep2:DescribetheIssueStep3:ContainmentPlanStep4:RootCauseAnalysisStep5:CorrectiveActionPlanStep6:PreventiveActionStep7:VerificationStep8:CongratulationsTABLEOFCONTENTS8-DProblemSolvingProcess—OverviewStructuredTeamProblemSolving

Objective--Touseefficient,data-basedapproachforproblemsolving&correctiveactionStrategiesLearnthesystematicstepsforeffectiveteam-orientedproblemsolvingUsetheapproachasframeworkforapplyingstatistical&qualitativemethodstoyourorganization’spriorityconcernReporttheresultsofyourproblem-solvingeffortsfordocumentation&futurereferenceContinuetoimproveyourorganizationbyapplyingthesemethods,projectbyprojecttoeachconcernonprioritylist8-DProblemSolvingProcessUsethe8STEPPROBLEMSOLVINGprocessonlywhenthecauseisunknown!!!8-DProblemSolvingProcessInhibitors1.ProblemDescribedIncorrectly-problemdescriptionwasnotclearenoughinscopefortheteamtohandle2.Problem-SolvingEffortRushed-toobtainaquicksolution,stepsintheproblem-solvingprocesswereskipped3.PoorTeamParticipation-teammemberdidnotparticipateeffectively4.NoLogicalProcess-adisciplinedsystemtoprioritize,analyze&reviewproblemwasnotavailable8-DProblemSolvingProcessInhibitors5.LackofTechnicalSkills-statistics&problem-solvingmethodswerenotknowbyteammembers6.Management’sImpatience-alllevelsofmanagementdemandtoknowexactlywhenaproblemwillbesolved.7.Mis-identifiedRootCause-apotentialcauseiscauseidentifiedasarootcause,concludingtheprobleminvestigation8.PermanentCorrectiveActionNotImplemented-arootcausemaybeidentified,butnoactiontakentoimplementthepermanentcorrectiveactions8-DProblemSolvingProcess-Systematic,yetflexible-Superiorusualmethods-Efficientinterdepartmentalcommunication-Widespreadfamiliarity-Effectivemanagementevaluation&control-Moreskills&creativity-Buy-ineasesimplementation-Gooddataisindisputable-Eliminatespersonalbiases-TiedDemmingphilosophy-Powerful&commonlyavailablestatisticaltoolsSTEPSprovidesframeworkforapplicationofmethods-StandardformatforreportingallactionLaterreferenceprovidesinsighttoproblemsolutionProvideastructureCommonapproachTeamworkFactbasedQualitymethodDocumentation8-DProblemSolvingProcessApplyingSteps

PredicatedonteamapproachUseforacauseunknownsituationwhereyouareconcernMustbedriventop-downtoprovideadequateresourcesManagementbyfactanddataRequireactionplanninganddocumentationforeachstepFocusoneffectivelyusingtheprocessnotonwritingthereportNopreconceptions!!!Step1-InitiateProjectTeamObjectiveToestablishateamofgroupofpeoplewithproduct&processknowledge,skillintheappropriatetechnicaldisciplinesandallocatedtimeandauthoritytotakeneededactiontosolvetheproblemSupportingConceptsandMethodsEmployeeinvolvement/participative,managementTeamLeadershipskillforgroupdynamicMeetingfacilitationskills8-DProblemSolvingProcess-STEP1TeamFormationStep1-Action&IssueManagementmustdetermineiftheinitialstatementofconcernisworthfurtherproblemsolvinginvestigationManagementwilldesignatetheirstafftosponsortheteamasa“champion”Teammembershallbedesignated,representingalldepartmentsthatmaybeconcernedwiththeproblemManagementshallidentifytheexpectedtimecommitmentfromteammemberandmakearrangementforpeoplestimeavailabilityTeammembermustreachconsensusonamissionstatement&goals,anddocumentitinwriting8-DProblemSolvingProcess-STEP1TeamFormationStep1-TeamCompositionMembersGoodteammemberarepersonswhoare:willingtocontributecapableofdiagnosingproblemtrainableintheuseofimprovementmethodsteamplayers,ratherthango-it-aloneTeamSize5-9memberisoptimum8-DProblemSolvingProcess-STEP1TeamFormationStep1-UseTeamApproachDeterminetheproblemneedsan8DArealltheneededareasofknowledge&experiencerepresented?Teamsizecorrect?(5/9member)Establishtime&authoritytoworkonproblemAYESNONOSelectindividualsfortheteamEstablishateamLeader8-DProblemSolvingProcess-STEP1TeamFormation-actionplanestablished-agendawrittenfornextmeeting-MinutesofpreviousmeetingavailableAEstablishteamadvisorsAreallareasoftechnicalexpertiserepresented?TeamestablishworkingrelationshipsIsteammembersclearongoing&rolesYESNONOStep1-UseTeamApproach8-DProblemSolvingProcess-STEP1TeamFormationPoweroftheTeamApproachCommitmentfrommanydisciplines(expertise)breaksdowninherentbarriersdiversityofknowledge&expertisehighmoralewiderangeofideas&observationsopen,honestcommunicationpositiveconfrontation-““norightanswer”everyonehassomethingtocontributeStep1-UseTeamApproach8-DProblemSolvingProcess-STEP1TeamFormation8-DProblemSolvingProcess-STEP1TeamFormationStep1-UseTeamApproachWhyTeamsMayFailNoleaderempoweredtoimplementideaspersonalityconflicts,domination,byonemember,negativeattitudesexcessivemanagementexpectations,notenoughtimeinsufficientproblemsolvingskillsbymembersundefinedprogress-nosenseofurgency,nogoalslackofdata/facts,notsharedbyall8-DProblemSolvingProcess-STEP1RequirementsforSuccessDirectionteamdiscussiontoclarify&ensureunderstanding&commitmentbyallTimeadequatetimerequiredfromallparticipantstoperformthetaskTrainingprovidepeopleskillsneededtoapproachthesituationResourcetechnicalexpertisemaybeneededSpaceworkareafordatacollectionorinteractionLeadershipFacilitator;coordinatetheresources;meetings&reportingtheprogramStep1-UseTeamApproach8-DProblemSolvingProcess-HintsforProblemSolvingPrioritiesParticipationFocusedActivityCausalAnalysisLeadership8-DProblemSolvingProcess-TeamworkforProblemSolvingSkills-moretalents-moreexperience-moreknowledge-moretechnicalcompetence-crossdepartmentallines-increasedproductivity-increaseddignitymorale-consensusdecision-making-”buyin””tochange-jobenrichment-bettersolution-solutionsmorelikelytobeaccepted-responsetocompletestatedmissionCommunicationParticipationEffectivenessAdvantagesofTeams8-DProblemSolvingProcessStep1-TeamworkRolesLEADER-Empoweredtoholdmeeting&testtheories-spokespersonfortheteam-hastheday-to-dayauthority&responsibleforoverallcoordinationPARTICIPANTS-diversebackgrounds/responsibilities;-expertsfromthefloorresponsibleforcarryingoutassignments’-receptivetotheconsensusdecisionmakingprocess-keepsopenmindonpossibilities8-DProblemSolvingProcessStep1-TeamworkBuildingCOMMITMENTCOMMUNICATIONLEADERSHIPMEETINGEFFECTIVESSRECOGNITION&FEEBACKCONFLICTRESOLUTIONCONSENSUALDECISIONMAKING8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblemObjectiveTodeterminetheextentoftheproblem&itseffectsinquantifiabletermsresultinginanarrowerfocusforcontainmentandcause-findingeffortsSupportingConceptsandMethodsProcessflowchartsis/isnotanalysischecksheetsparetodiagramscontrolcharts“Aproblemwelldefinedisaproblemhalf-solved””8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblemProcedure1.CustomerComplaint2.5W,2H3.Subdivide4.DeviationsStatement-includebenchmark-prioritize-decideonteamtoaddress-onedeviationperstatement5.DataCollectionDefine6.Operational-flowdiagram-wording-collect-fourdimensions-stratify-summarize7.ComparativeAnalysis8.ReviseProblem-is/isnot-STATEMENT-tableofknownfacts8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblemProcedure1.CUSTOMERCOMPLAINTdescribethesymptomsexperiencedbythecustomer(user)intheirtermsmakesurethecustomercomplaintisclearlyunderstood-fromthecustomers’viewpointsearchforcomparativesituations8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblemProcedure8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblem2.5W,2HWho?IdentifythecustomerswhoarecomplainingWhat?WhatistheprobleminoperationaldefinitionsWhere?IdentifydefectlocationsWhen?IdentifythetimewhentheproblemstartedWhy?StateanyknownexplanationsoftheproblemHow?IdentifythesituationsormodeofoperationproblemoccurredHowmany?Quantifytheextent&severityoftheproblemProcedure8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblem3.SUBDIVIDEASKSOMESEPARATIONQUESTIONS-whatisreallytroublingus?-willoneactioncorrectourproblem?-howmanythingsarewediscussing?Etc?PRIORITIZE-probablecustomerimpact-probablenegativegrowth-impactonpeople,productivity,resourcesDECIDEONTEAM-ifsubdividedproblemareverydiverse,beappropriatetoformadditionalteamsProcedure8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblem4.DevelopDeviationStatementtheexpressionofthedifferencebetweenwhatshouldhavehappened(whatwasexpectedtohappen)&whatactualhappenedincludesthebenchmarkforgoodperformancetoprovideabasisofcomparisoncontainsreferencetoonedeviationonly.WriteasmanydeviationstatementsasareneededProcedure8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblem5.DATACOLLECTIONFlowChart-processflowchartthatdetailsallalternativeprocesspathsCollectthedata-anticipatethetypeofknowledgetobegained-decidewhatdatawillbecollected-decidewhowillcollectthedata-decidewhen,where&howdatawillbecollected-decidewhowillanalysisthedata-collectthedataassoonaspossibleStratify-stratifythedataintoseparateprocessstreamSummarize-summarizetheevidenceoftheproblemtoestablishbaselineProcedure8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblem6.OPERATIONALDEFINITIONBeSpecific!!!BeConcise!!!BEPrecise!!!Procedure8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblem6.OPERATIONALDEFINITIONSEARCH-whatisthedefectinquestion?-needtoknowwhatthedefectcouldbebutisnot-wherewasthediscrepancyobserved?-wherecouldthediscrepancyhavebeenobservedbutwasnot?-whereonthepartisthedefect?-whereonthepartcouldthedefectbebutisnot?-whenwasthenonconformanceobserved?-whencouldthenonconformanceobserved?Observedbutwasnot?Procedure8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblemApplication-Toallowateamidentifytheactualfloworsequenceofeventsinaprocessthatanyproductorservicefollows-Flowchartscanbeappliedtoanythingfromthetravelsofaninvoiceorflowofmaterials,tothestepsinamakingsaleorservicingaproductFlowChart:Purpose-Showunexpectedcomplexity,problemareas,redundancy,unnecessaryloops,andwheresimplificationandstandardizationmaybepossible.-Compareandcontraststheactualversustheidealflowofaprocesstoidentifyimprovementopportunities.-Allowtheteamtocometoagreementonthestepsoftheprocessandtoexaminerwhichactivitiesmayimpacttheprocessperformance-Identifieslocationswhereadditionaldatacanbecollectedandinvestigated-ServesasatrainingaidtounderstandthecompleteprocessProcedure8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblemFlowChart:Construction1.Determinetheframeorboundaryoftheprocess2.Determinethestepsintheprocess3.Sequencethesteps4.Drawtheflowchartforcompleteness5.Testtheflowchartforcompleteness6.FinalizetheflowchartProcedure8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblemProcedure8-DProblemSolvingProcess-STEP2DescribeTheIssueStep2-DefinetheProblemAnovalisusedtoshowthematerial,informationoraction(inputs)tostarttheprocessortoshowtheresultsattheend(output)ortheprocessAboxorrectangleisusedtoshowataskoractivityperformedintheprocess.Althoughmultiplearrowsmaycomeintoeachbox,usuallyonlyoneoutputorarrowleaveseachactivitybox.Adiamondshowsthosepointsintheprocesswhereayes/noquestionisbeingaskedoradecisionrequiredAcirclewitheitheraletteroranumberidentifiesabreakintheflowchartandcontinuedelsewhereonthesamepageanotherpageArrowshowthedirectionofflowoftheprocessAObjectivetodefine,implement&verifyeffectivenessoftemporaryactionstoisolateprocesscustomerfromtheeffectsoftheproblemSupportingConceptsandMethodschecksheetshistogramscontrolchartsStep3-ImplementContainmentAction8-DProblemSolvingProcess-STEP3ContainmentActionStep3-ImplementContainmentActionTakestimebeforetheteamidentifiestherootcause(s)Actionsshouldbeimmediate,oncetheproblemhasbeendefinedContainmentactionsarequickfixesdesignedonlytoaddresstheeffectContainmentactionsaddcosttotheproductContainmentactionsaretemporaryuntilcorrectiveactionsareimplemented8-DProblemSolvingProcess-STEP3ContainmentAction100%inspectiontosortoutdefectsstopproductionfromaknowsourceoftheproblempurchasesubjectpartsratherthanmakein-housesinglesourcetooneratherthanmultiplesupplierschangetoolingmorefrequently8-DProblemSolvingProcess-STEP3ContainmentActionStep3-ImplementContainmentAction8-DProblemSolvingProcess-STEP3ContainmentFollow-UpContainmentactionsmustlastuntiltherootcauseisidentified&correctiveactionisimplementedDecisionmakingtoolsareused-whenchoosingtheactionneededRiskassessmentisanimportantstepduringthedecision-makingprocessTheeffectivenessofthecontainmentactionmustbemonitor8-DProblemSolvingProcess-Step3-TheProcessDefinePossibleActionAvoidRippleImplementCADocumentPlanTestsExperimentInformAddressAllAspectsDefinepossibleactionsDocumentallactionstakenPerformtheexperimentstoquantitativelyprovethattheproblemeffectsarecontainedAddressallaspectsoftheproblemInformcustomerImplementsthechosenactionsChooseCA’sthatwillnotcreatemoreproblemPlantesttoverifytheeffectivenessoftheactions8-DProblemSolvingProcess-STEP4RootCauseAnalysisObjectivetoidentify&testallpotentialcauseusingtheproblemdescription&testdatatoisolate&verifytherootcauseSupportingConceptsandMethodsbrainstormingcause&effectdiagramschecksheetshistogramcontrolchartscapabilitystudiesGageR&RscatterdiagramdesignofexperimentsFMEA’s8-DProblemSolvingProcess-STEP4RootCauseAnalysisTwoSourcesofRootCause:thespecificlocalcausethatresultedintheproblemthesystematiccausethatispartoftheexistingdesign/manufacturingsystemthatallowedthespecificlocalcausetooccurSystematicProcedureforthisstep:Reviewproblemdefinition&existingdata,lookingforcluestopotentialcauseAsk“Whatchangedwhen?”ANDASK.“Why?Why?Why?Why?Why?Brainstormallpotentialcauseusingacauseand-effectdiagramSelectthemostlikelycause,comparethemtotheproblemdefinitionConductparallel,fact-basedinvestigationsofthemostlikelycause8-DProblemSolvingProcess-STEP4RootCauseAnalysisAsk,““WhatChanged”NoChanges,NoNewProblem!Reviewproblemstatementtofinddifferencesbetweenwhattheproblemis&whatitisnot8-DProblemSolvingProcess-STEP4RootCauseAnalysis8-DProblemSolvingProcess-STEP4RootCauseAnalysisStep4-ASK5WHY’sReviewsymptomsoreffectsoftheproblemTodriveteam’sunderstandingfromtheeffecttothecause,ask,“WHY?”FIVETIMES!!!”ASK“WHY?”untilyoucannolongerask“WHY?””…thenproceedwiththeprocess8-DProblemSolvingProcess-STEP4RootCauseAnalysisStep4-BRAINSTORMPOTENTIALCAUSEallpossiblecauseoftheproblemshouldbeidentifiedbestwaytoproduceamaximumamountofideaistoconductabrainstormingsessioncause-and-effectdiagramisanexcellenttooltoassistinbrainstormingforcauses8-DProblemSolvingProcess-STEP4RootCauseAnalysisStep4-Cause&EffectDiagramMETHODSMACHINEMATERIALMANEFFECT8-DProblemSolvingProcess-STEP4RootCauseAnalysisStep4-SELECTSelectChoosePotentialCauseToInvestigate-investigateseveralcauseatthesametime-causearechosenviaroutinegroupCompareSelectedCauseToIs/IsNotData-investigateseveralcauseatthesametime-truecauseoftheproblemshouldexplainresultingis&isnotdataArrangeForTechnicalAssistance-makearrangementforthemtohelpplanthedatacollection,conducttheexperiments&analyzethedataDataCollectionTools-datacollectiontoolmustbematchedtothedata-exampleoftools:checksheet,designofexperiments8-DProblemSolvingProcess-STEP4RootCauseAnalysisStep4-CONDUCTPARALLELINVESTIGATIONSPotentialCause1Potentia2Cause2Potentia3Cause3RootCauseRootCauseRootCauseProblemSolved8-DProblemSolvingProcess-STEP4RootCauseAnalysisStep4-VERIFICATIONTURNITON……..…….TURNOFFThetruerootcauseshouldbeabletoexplainallofthedata&factscollecteduptothistime8-DProblemSolvingProcess-STEP4RootCauseAnalysisStep4-IDENTIFY&VERIFYSUMMARYProblemSolvingStepsprovideconciseproblemdefinitiondescribeproblemindetail(is/isnot)identifydifferences,changes&datesdeveloplistofpossiblecausesselectmostlikelycauses&testverifyrootcause(turniton……….turnitoff)8-DProblemSolvingProcess-STEP5CorrectiveActionPlanStep5-PermanentCorrectiveactionObjectivetoselectfromalternativesolutionstotheproblem&quantitativelyconfirmthroughtestprogramsthattheproblemcauseareeliminated,withoutundesirablesideeffectsSupportingConceptsandMethodschecklistsheetshistogramscapabilitystudiescontrolchartsscatterdiagramdesignofexperimentsWeibullAnalysisFMEA’’s8-DProblemSolvingProcess-STEP5CorrectiveActionPlanTeammustquantitativelyconfirmthattheactionwillresolvetheproblemfortheCUSTOMERMOSTCRITICALSTEP8-DProblemSolvingProcess-STEP5CorrectiveActionPlanGenerateAlternativeSolutionremediesfortherootcause(s)usebrainstormingand/oracause-and-effectdiagramtogeneratethealternativesolutionSelectAnAppropriateSolutionanappropriatesolutionmustconsider:-cost-implementationissue-timing-effectiveness-potentialsideeffects-anyotherelementsimportanttoyouorthecustomer8-DProblemSolvingProcess-STEP5CorrectiveActionPlanPlanningstatetheobjectivesoftheplan&definethestandardstoachieveidentify&listinchronologicalordertheactionplanstepsProblemPreventionidentifykeystepsintheplanidentifythepotentialproblemintheexecution/completionidentifypossiblecauseofpotentialproblemsidentifytheoptimummethodtopreventorcontrolthesecauseidentifyprotectionaction(s)ifproblemstilloccurdevelopcuestoinitiatetheprotectionactions(s)designatewhoisresponsibleforinitiatingtheprotectionactionreview,revise&communicatethefinalplan-identifyassessmentpointsStep5-Takeaction8-DProblemSolvingProcess-STEP5CorrectiveActionPlanTrackIndicatorstrackstatisticalindicatorstoverifyeffectivenesswithdataCorrectDefectivesAlreadyProducedrework/scrapinventoryaddressserviceaspectscorrectproductdesign,tooling,equipmentPlanContingencyActionIfPermanentActionsCannotBeImplementedRemoveContainmentActionsAfterVerifyingCorrectiveActionNotifyAllPersonnelAffectedByTheChangesStep5-Takeaction8-DProblemSolvingProcess-STEP5CorrectiveActionPlanWrongwayrightwayevaluateeachpossibleactionagainstapredetermineddecisioncriteriaprovethatthecorrectiveactionwilleliminatetheproblem(duringthesetest,containmentactionmustberemovedtemporarily)-focusshouldbeplacedonestablishingproperindicators-correctiveactiondecisioncriteriaisestablishedthoughthedecisionmakingprocessStep5-TakeactionImplementsolution&determinetheproblemgoesaway8-DProblemSolvingProcess-STEP6PREVENTPROBLEMRECURRENCEObjectivetomodifythemethods,equipment,material,processprocedures&managementsystem&practicestopreventthis&relatedproblemfromoccurringSupportingConceptsandMethodsprocessflowchartsoperationaldefinitionsFMEA’’scontrolplans8-DProblemSolvingProcess-STEP6PREVENTPROBLEMRECURRENCEModifymanagementsystem,operatingsystem,practices&procedurestopreventrecurrenceoftheproblem!createnewprocessflowdiagramupdateforms&proceduresmakechangestothesystemstandardizenewpracticesdiscouragereplicationofeffort8-DProblemSolvingProcess-STEP6PREVENTPROBLEMRECURRENCEIdentifywhatsystem,practices,proceduresallowedtheproblemtooccurIdentifychanges,reinforcements,andimprovementsDevelopplanstocoordinatenecessaryactionsImplementtheimprovementplanIdentifyImpactItemsteamshouldidentifysystemwhichhaveanimpactontheproblem&takeintoconsiderationthat:Theexistingmanagementsystem,practicesandproceduresmayneedtobemodifiedtosupportthecorrectiveactionTheengineering,productionanddesignprocessmayalsoneedtobechanged&improved,whichmayrequiretheinitiationofaprocessimprovementstudy8-DProblemSolvingProcess-STEP6PREVENTPROBLEMRECURRENCETeammustmodifythenecessar