8D报告培训教材

8D報告培訓教材

8DTrainingTextbook8D精神

8Dspirit面對問題不可以各自為政、自我本位主義，否則將無法有效解決問題。Inthefaceofproblems,weshouldnotfragmentandself-centered,orwewillnotbeabletoeffectivelysolvetheproblem.面對問題應群策群力，互相幫助、相互提拔、如此才能徹底解決問題。Inthefaceofproblemsweshouldbebrainstorming,helpandpromoteeachother,soastocompletelysolvetheproblem.解決問題

WhatisaCAR/8D?

何謂CAR/8D?

AnCAR/8DReportisamethodtodocument,communicate,trackanddriveresolutionsforqualityissues.

CAR/8D是針對品質問題而進行檔化、溝通、追蹤及解決問題的方法。

AnCAR/8DreportisFordMotorCompany’sformatforproblemsolving.Itisthepreferredmethodusedthroughoutourindustry.

CAR/8D報告是福特公司解決問題的格式。它是我們所有行業首選的解決問題的方法。

8DisciplinestoProblemSolving

解決問題的8個準則D1EstablishaTeam組建問題解決小組D2DescribetheProblem描述問題D3Containtheproblem採取圍堵措施（即短期對策）D4Identifytherootcauses識別/確認根本原因（真因）D5CorrectiveActions確認糾正措施D6ImplementCorrectiveActions實施糾正措施（即長期對策）D7PreventRecurrence防止再發D8CongratulatetheTeam小組慶祝D1EstablishTeam

D1組建問題解決小組EstablishCrossFunctionalTeam.建立跨功能小組IdentifyaChampion.確定小組長Membersshouldbefromallaffectedareas,notjustquality!i.e.Sales,Logistics,Marketing,Engineering,LineOperators,ProductionMgmt.,etc…小組成員應來自於所有被涉及區域，並非只是品質部！如銷售、物流、市場、工程、生產線操作工、生產管理等等······TheTeamshouldaskthemselvesdotheyhavethecorrectskillmixtosolvetheproblem?小組應詢問自己是否具有解決問題所必需的能力?D2DescribetheProblem

D2描述問題ClearlyIdentifyandDefinetheProblem.

明確識別和定義問題InmanycasesProblemsareambiguousorimprecise.

在許多案例中，問題是模棱兩可或不明確的ClarityensuresthateveryoneistryingtosolvethesameProblem.

明確問題可確保任何人將盡力去解決問題D2DescribetheProblemElements

D2描述问题要素WhatistheProblem?Describethefailuremode.问题是什么?描述失效模式Wherewasitdetected?问题是在哪里被发现?Whenwasitdetected?问题是什么时候被发现?Whatlots/datecodesareaffected?被影响的批次/日期码是那些?Howmanypiecesareaffected?

被影响的数量是多少?IstheCustomerinformationincluded?是否包含客户信息?Ingeneral,weuse5W2Htodescribeproblems.Whatis5W2H

何谓5W2HWho:IdentifycustomerscomplainingWhat:IdentifytheproblemadequatelyandaccuratelyWhen:TimingwhendidtheproblemstartWhere:LocationwhereisitoccurringWhy:IdentifyknownexplanationsHow:Inwhatmodeorsituationdidtheproblemoccur?Howmany:MagnitudequantifyproblemD2DescribetheProblemExamples

D2描述問題案例PoorProblemDescription差勁的問題描述“Customerreceivedwrongpart.”客戶接收到錯誤零件GoodProblemDescription完美的問題描述“CustomerreceivedincorrectvalueCRCW-0603resistorson4/1/12.CustomerP.O.441960(GSP.O.X765644-30)specifiedCRCW-0603,8.2KohmandreceivedCRCW-0603,82Kohmparts.”客戶在4/1/12接收到阻值錯誤的CRCW-63電阻。客戶訂單號碼441960（GS訂單號碼X765644-30）指定的CRCW-63電阻的阻值為8.2歐姆，而收到的CRCW-63電阻的阻值為82歐姆。D3Containment

D3围堵措施（短期对策）Containmentissimilartoquarantine.Quarantinedoesnotcureadisease,butitkeepsitfromspreading.

圍堵相似于病人隔離。隔離雖不能醫好疾病，但可以防止疾病的傳播FindandsegregatenonconformingproductstopreventshipmenttoCustomer.

查找和隔離不良品，防止發往客戶Shutdownprocesses/equipmentthatisproducingbadproduct.

停止正在製造不良的加工或裝配Makesurecontainmentactionsareeffective.

確保圍堵措施是有效的D3ContainmentElements

D3圍堵措施要素Hasaneffectivecontainmentmethodbeenidentifiedanddocumented?

是否有有效的圍堵方法已經被確定和檔化?Havedates(ordatecodes)fortemporarycontainmentactionsbeenidentified?

是否已經確定了臨時圍堵措施實施的日期?Haveactionsbeenverifiedwithbeforeandafterdata?

是否已經驗證了圍堵措施實施前後的效果?Hastheentirepipelinebeencontained(production,warehouse,distributors)?

是否對產品的所有流程採取了圍堵措施（如生產線、倉庫及發貨）?Hasdetailedinstructionsoncontainmentbeenissuedtopeopleresponsibleforcontainment?

是否給負責實施圍堵措施的人員發放了詳細的清拉單?D3ContainmentExample

D3围堵措施案例PoorContainment差劲的围堵措施“Operatorwasalertedofthefailure.”让操作工提防/注意此不良GoodContainment完美的围堵措施“Productionandwarehousematerialwasinspectedon4/1/12byJ.Smith(qualityassurancepersonnel)andtherewere0lotsoutof320containingmixeddevices.”

Number?NG?Defectrate？J.Smith（质量保证人员）于4/1/12检查了生产线及仓库材料:数量？NG？不良率？D4RootCause

D4根本原因（真因）Rootcauseisthedisease(startingpoint)thatsetsinmotionthecauseandeffectchainthatcreatestheproblemorproblems.

根本原因是产生问题或问题群的原因和影响开始发作的病因（发作点）BewaryofselectingsymptomsinsteadofrootcausesIfyoufixasymptomyouwon’tsolvetheproblem.

必须提防以症状代替病因，如果你仅仅关注一个症状，你将不能解决问题Poorrootcauseselectionresultsinpoorcorrectiveactions.

选择不正确的根本原因将导致不正确的纠正措施Usetoolssuchas5Whyanalysistoensurethattherootcausehasbeenidentified.

应用象“5个为什么”分析法，确保根本原因被识别和确定一根釘子

丟失一個國家AnailacountrywaslostAninterestingstoryabout“5why”

WhylostacountryWhy1-whyhadtheylosttheirscountry?Becausetheyhadlostawar.Why2-whyhadtheylostawar?

Becauseoneoftheirsoldiershadn'ttakenpartinthewar.Why3-whyhaveonesoldierhadn’ttakenpartinthewar?

Becausethatsoliderhadnotahorsetoride,itcausedhecan’ttakepartinthewarlikeothers.Why4-whyhadn’tthatsoldierhaveahorsetoride?Becausehishorse’shorseshoehadlost.Why5-whyhadhishorse’shorseshoelost?Becauseblacksmithhadmissedanail,whichcausedthehorseshoehaddroppedWhy6-whyhadblacksmithmissedanail?......5Whyanalysis

灯光

杰弗逊大厦墙面破损5Whyanalysis

ThelightThewallssurfaceoftheJeffersonMemorialarebadlydamagedThewallssurfaceoftheJeffersonMemorialarebadlydamagedFrequentlycleanthewallssurfacewithcleaningsolutionwhywhyInordertoremovelargeamountsofbirddroppingsalotofbirdsgatheredaroundwhyalotofspiders.Birdsliketoeatthemalotofinsects.SpidersliketoeatthemTheinsectsareattractedtotwilight’slightwhywhywhy5Whyanalysis

豐田汽車公司前副社長大野耐一曾舉了一個例子來找出停機的真正原因DaiichiOhno,aformervicepresidentofToyotaMotorCorp.,usedanexampletofindtherealcauseofthemachinehalt.★問題一:為什麼機器停了?Question1:Whyhavethemachinehalted?答案一:因為機器超載，保險絲燒斷了。Answer1:Machineoverloading,thefusehavemeltedopen.★問題二:為什麼機器會超載?Question2:Whydidthemachineoverloaded?答案二:因為軸承的潤滑不足。Answer2:Becauseofinsufficientlubricationofbearings.★問題三:為什麼軸承會潤滑不足?Question3:Whywasthelubricationofbearings

insufficient?答案三:因為潤滑泵失靈了。Answer3:Becausethelubricationpumphaven’tworked.★問題四:為什麼潤滑泵會失靈?Question4:Whyhaven’tthelubricationpumpworked.答案四:因為它的輪軸耗損了。

Answer4:Becauseitsaxlewaswornout.★問題五:為什麼潤滑泵的輪軸會耗損?Question5:Whywasitsaxlewornout?答案五:因為雜質跑到裡面去了。

Answer5:Becausetheimpuritiesgotintheaxleoflubricationpump.經過連續五次不停地問"為什麼"，才找到問題的真正原因和解決的方法，在潤滑泵上加裝濾網。Afterconsecutivefivetimestoask"why",findtherealcauseoftheproblemandsolution-installascreenonthelubricationpump.停机的真正原因？5Whyanalysis

D4RootCauseElements

D4根本原因要素Hastheprocessrootcausebeenidentifiedandestablished?

制程根本原因是否已經被識別和確定?Hastheescaperootcausebeenidentifiedandestablished?

流出根本原因是否已經被識別和確定?Hasthesystemrootcausebeenidentifiedandestablished?

系統根本原因是否被識別和確定?Dothethreerootcausesexplainallweknowabouttheproblem(timing,failuremode,failureamount,etc…)?

三種根本原因是否可以解說我們所知道的問題所有方面（如時間、失效模式、失效數量等等）?Wastherootcauseanalysisperformedusingthe5whytechnique?

根本原因分析是否使用了“5個為什麼”方法?D4RootCauseExamples

D4根本原因案例PoorRootCauseStatement差勁的根本原因“OperatorplacedwronglabelonPackage.ItwasanOperatorError.”操作工在包裝箱上貼錯了標籤，是操作工的錯。

GoodRootCauseStatement完美的根本原因“ProcessRootCause:Anincorrectlabelwasplacedonthepackagebecausethecurrentsystemallowsformultiplelotstobeprocessed(batchprinting)atoneworkstation.”制程根本原因：目前的系統允許在同一個崗位加工種類不同的批次，導致錯誤的標籤被貼在包裝箱上“EscapeRootCause:Themis-labeledproductescapedbecausetherewasnoverificationstepatorafterthelabelprocess.”流出根本原因：貼錯標籤的產品流出是因為在該崗位或後續過程沒有標籤驗證步驟D5CorrectiveActions

D5糾正措施Correctiveactionsshouldfixthediseaseorrootcause.

糾正措施必須是針對病因或根本原因（真因）Correctiveactionsshouldaddressprocess,escape,andsystemrootcauses.

糾正措施必須致力於制程、流出及系統的根本原因

（真因）Negativeeffectsofcorrectiveactionsshouldbeconsidered.

必須考慮糾正措施帶來的負面影響（即邊界效應）Retrainingofoperatorsisnotacorrectiveaction.

操作工的再教育不屬於糾正措施範疇Increasedinspectionisnotacorrectiveaction.

增加檢查（人員、數量、頻次等）也不屬於糾正措施範疇D5CorrectiveActionsElements

D5糾正措施要素Haveprimaryandalternativecorrectiveactionsbeenidentified?

是否已识别和确定首选及多选的纠正措施Docorrectiveactionsaddressprocess,escape,andsystemrootcauses?

纠正措施是否是针对制程、流出及系统的根本原因Havenegativeeffectsofcorrectiveactionsbeenconsidered?

是否考虑了纠正措施的负面影响（即边界效应）D5CorrectiveActionExamples

D5糾正措施案例PoorCorrectiveAction差劲的纠正措施“Re-trainoperator.”操作工再培训GoodCorrectiveAction

完美的纠正措施“ProcessCorrectiveAction:Changeworkflowtoaserialprocesswherebyonlyonelotisattheprintingstationatalltimes.Thiswilleliminatethechanceofmixingtheproductlabels.”制程纠正措施：变更流程，在任何时间标签印刷岗位只加工单一批次“EscapeCorrectiveAction:Implementabarcodeverificationsteptoensurethatcustomerlabelmatchesthefactorylabel.”流出纠正措施：实施标签验证步骤，确保工厂标签和客户标签一致D6ImplementCorrectiveActions

D6實施糾正措施（長期對策）Stepwherewemonitor/validatethatthecorrectiveactionshaveeliminatedtherootcause(s).

确定我们监控/验证纠正措施是否已经消除了根本原因的步骤Datesforthestartandcompletionofthecorrectiveactionshouldbeidentifiedalongwiththeresponsibleperson.

和纠正措施实施责任人一起确定纠正措施开始实施和完成的日期D6ImplementCorrectiveActionsElements

纠正措施实施要素Havecorrectiveactiondatesalongwithresponsibleindividualbeenidentified?

是否已经确定纠正措施实施日期和责任人?Havecorrectiveactionsbeenvalidatedtoeliminaterootcause(s)?

对纠正是否进行了验证，它能否消除根本原因?D6ImplementCorrectiveActionsExamples

D6糾正措施實施案例PoorCorrectiveAction差劲的纠正措施“Complete.”已完成GoodCorrectiveAction完美的纠正措施“CorrectiveactionsstatedinD5werecompletedon4/1/12byJ.Smith.Postlabelinginspectionhasdiscovered0failuresoutof400lotsinspectedasof5/1/12.”

J.Smith已于4/1/12完成了D5中描述的纠正措施。5/1/12在标签检查岗位共检查了400个批次，没有发现一批标签不良。D7PreventRecurrence

D7防止再發Preventtheproblemfromreturningbyaddressingproduction,business,management,orengineeringprocesses.

通過向生產、業務、管理層、工程傳達，以防止問題再發D7PreventRecurrenceElements

D7防止再發要素Dopreventiveactionsaddressbasicsystemissues?

預防措施闡述是否基於基本的系統問題HaveFMEA’s,controlplans,and/orproceduresbeenupdatedtoensurethatthesystemswillpreventissuesfromre-occurring?

FMEA、控制計畫及/或程式是否已經被更新，以確保系統可以防止問題再發Havepreventiveactionsbeenagreeduponbyallaffectedareas?

預防措施是否已經征得被影響區域的認可Dounfinishedpreventiveactionshaveachampionandaprojectedcompletiondate?

未完成預防措施是否確定了組長和其完成日期

D7PreventRecurrenceExamples

D7防止再发案例PoorPreventiveAction差劲的预防措施“Sameascorrectiveactions.”预防措施同于纠正措施GoodPreventiveActions完美的预防措施“Workinstructionandcontrolplanhavebeenchangedon4/1/12toeliminatebatchprocessingandtoaddbarcodeverificationprocesses”作业指导书及控制计划已于4/1/12进行变更，以消除批次处理问题及增加标签验证过程“Auditchecklistwasmodifiedon4/1/12toincludemonthlycheckstoensuresinglelotprocessing.”检查表已于4/1/12修订，以确保单一批次生产。D8CongratulateTeam

D8小组庆祝Variesbyfacilitybutmostoftenoverlooked.

ImmediateContainment.採取迅速的圍堵措施（短期對策）ClearidentificationofRootCause.真正識別問題產生的根本原因（真因）RobustCorrectiveActions.充分的糾正措施VerifiedCorrectiveActions.驗證糾正措施Systemfixes.系統化（即糾正措施標準化或檔化）100%On-timeresponse.100%準時反應（即及時解決問題，準時回復客戶）Eliminatetheproblemsthefirsttime.做到第一次就消除問題所在Preventionoffutureproblems.實現潛在問題的預防CUSTOMER8DEXPECTATION

客戶應用8D的期望CAR/8DRequirements

CAR/8D的要求Allcorrectiveactionrequestsmustbecompletedusingan8Dreport(unlessadifferentmethodisrequiredbyCustomer).

所有的《纠正措施要求》必须采用8D报告形式（除非客户要求采用不同的方法MustuseCorporateformatorcustomerprovided.

必须采用公司的格式或者客人要求.Mustuse8Dchecklistasaguidelineincompletingthe8D’s.

在完成报告的过程中必须采用8D检查表进行检查OtherComments

其他內容8Dshouldsupplyfactsnotemotions.

8D应该提供事实，不应带有感情色彩Avoidusinginternalacronyms.

避免使用公司内部缩写Becompleteinyourdescriptions.

叙述应该完整ItisourresponsibilitytofixPrimaxproblemsevenifwedonothavetraceabilityinformation.

即使没有可追溯的信息，但关注Primax问题是我们的责任CAR(8D,CLCA)的整理手法與經驗交流CAR(8D,CLCA)writingskillsandexperienceexchanging整理一个合格的报告的原则Theprinciplesforaqualifiedreport(Whatreportisaqualifiedreport)措词适当，表达切意，思路清晰Precisewording,clearlogic因果对应，主次有序，简单明了Actionscorrespondtocause,orderlypriorities,easytounderstand衡量一个合格的报告(目标）的原则Theprinciplestomeasureareport.(Howtomeasureareport)SMART

principles

Specific

报告（目标）具体明确

Measurable

分析，改善过程及结果可量化，多用资料说话

Achievable对策具有可执行性及能达成

Relevant对策与原因之间要有关联性

Time-bound对策及方案要限定时间并及时发生如何完成一个合格的报告的手法Howtofinishaqualified8Dreport留心观察与主动收集资料（照片，实物，影像，文字）Observecarefullyandtaketheinitiativetocollecttheevidence(Photos,objects,images,words)仔细加工及处理资料（分类，归纳，图表）Carefullyprocessthedata(categ