8d+report(英文版本8D流程及报告解析)

1、8-d problem solving process,objectives provides participants with hand-on experience using a systematic process for resolving complex cause unknown situations 2. the problem solving process is composed of 8 systematic steps with decision analysis and problem definition techniques are featured. it em

2、phasizes on utilization of cross function teams and provides appropriate composition of those teams 3. the business impact the achievement of six sigma quality and ultimately total customer satisfaction by utilizing a problem solving process to find root causes and achieve permanent solutions,8-d pr

3、oblem solving process,8-d problem solving process,course outline 1. apply 8 step systematic process in identifying, correction and resolving complex problem 2. choose the appropriate analytical and systematic team through the 8 steps 3. practice using the 8 steps reporting system including preparati

4、on of a concern analysis report 4. working as a team,8-d problem solving process, overview step 1 : team formation step 2 : describe the issue step 3 : containment plan step 4 : root cause analysis step 5 : corrective action plan step 6 : preventive action step 7 : verification step 8 : congratulati

5、ons,table of contents,8-d problem solving processoverview,structured team problem solving,objective -to use efficient, data-based approach for problem solving - experts from the floor responsible for carrying out assignments - receptive to the consensus decision making process - keeps open mind on p

6、ossibilities,8-d problem solving process,step 1 - teamwork building, commitment communication leadership meeting effectivess recognition & feeback conflict resolution consensual decision making,8-d problem solving process -step 2 describe the issue,step 2 - define the problem,objective,to determine

7、the extent of the problem & its effects in quantifiable terms resulting in a narrower focus for containment and cause-finding efforts,supporting concepts and methods, process flowcharts is/is not analysis check sheets pareto diagrams control charts,“a problem well defined is a problem half- solved”,

8、8-d problem solving process -step 2 describe the issue,step 2 - define the problem,procedure,1. customer complaint 2. 5w,2h 3. subdivide 4. deviations statement - include benchmark - prioritize - decide on team to address - one deviation per statement 5. data collection define 6. operational - flow

9、diagram - wording - collect - four dimensions - stratify - summarize 7. comparative analysis 8. revise problem - is/is not - statement - table of known facts,8-d problem solving process -step 2 describe the issue,step 2 - define the problem,procedure,1. customer complaint describe the symptoms exper

10、ienced by the customer (user) in their terms make sure the customer complaint is clearly understood - from the customers viewpoint search for comparative situations,8-d problem solving process -step 2 describe the issue,step 2 - define the problem,procedure,8-d problem solving process -step 2 descri

11、be the issue,step 2 - define the problem,2. 5w , 2h,who? identify the customers who are complaining what? what is the problem in operational definitions where? identify defect locations when? identify the time when the problem started why? state any known explanations of the problem how? identify th

12、e situations or mode of operation problem occurred how many? quantify the extent & severity of the problem,procedure,8-d problem solving process -step 2 describe the issue,step 2 - define the problem,3. subdivide ask some separation questions - what is really troubling us? - will one action correct

13、our problem? - how many things are we discussing? etc? prioritize - probable customer impact - probable negative growth - impact on people, productivity, resources decide on team - if subdivided problem are very diverse, be appropriate to form additional teams,procedure,8-d problem solving process -

14、step 2 describe the issue,step 2 - define the problem,4. develop deviation statement the expression of the difference between what should have happened (what was expected to happen) & what actual happened includes the benchmark for good performance to provide a basis of comparison contains reference

15、 to one deviation only. write as many deviation statements as are needed,procedure,8-d problem solving process -step 2 describe the issue,step 2 - define the problem,5. data collection flow chart - process flow chart that details all alternative process paths collect the data - anticipate the type o

16、f knowledge to be gained - decide what data will be collected - decide who will collect the data - decide when, where & how data will be collected - decide who will analysis the data - collect the data as soon as possible stratify - stratify the data into separate process stream summarize - summariz

17、e the evidence of the problem to establish baseline,procedure,8-d problem solving process -step 2 describe the issue,step 2 - define the problem,6. operational definition, be specific! be concise! be precise!,procedure,8-d problem solving process -step 2 describe the issue,step 2 - define the proble

18、m,6. operational definition,search - what is the defect in question? - need to know what the defect could be but is not - where was the discrepancy observed? - where could the discrepancy have been observed but was not? - where on the part is the defect? - where on the part could the defect be but i

19、s not? - when was the non conformance observed? - when could the non conformance observed? observed but was not?,procedure,8-d problem solving process -step 2 describe the issue,step 2 - define the problem,application,- to allow a team identify the actual flow or sequence of events in a process that

20、 any product or service follows - flowcharts can be applied to anything from the travels of an invoice or flow of materials, to the steps in a making sale or servicing a product,flow chart : purpose,- show unexpected complexity, problem areas, redundancy, unnecessary loops, and where simplification

21、and standardization may be possible. - compare and contrasts the actual versus the ideal flow of a process to identify improvement opportunities. - allow the team to come to agreement on the steps of the process and to examiner which activities may impact the process performance - identifies locatio

22、ns where additional data can be collected and investigated - serves as a training aid to understand the complete process,procedure,8-d problem solving process -step 2 describe the issue,step 2 - define the problem,flow chart : construction,1. determine the frame or boundary of the process 2. determi

23、ne the steps in the process 3. sequence the steps 4. draw the flowchart for completeness 5. test the flowchart for completeness 6. finalize the flowchart,procedure,8-d problem solving process -step 2 describe the issue,step 2 - define the problem,procedure,8-d problem solving process -step 2 describ

24、e the issue,step 2 - define the problem,an oval is used to show the material, information or action (inputs) to start the process or to show the results at the end (output) or the process a box or rectangle is used to show a task or activity performed in the process. although multiple arrows may com

25、e into each box, usually only one output or arrow leaves each activity box. a diamond shows those points in the process where a yes/no question is being asked or a decision required a circle with either a letter or a number identifies a break in the flowchart and continued elsewhere on the same page

26、 another page arrow show the direction of flow of the process,a,objective to define, implement & verify effectiveness of temporary actions to isolate process customer from the effects of the problem,supporting concepts and methods check sheets histograms control charts,step 3 - implement containment

27、 action,8-d problem solving process -step 3 containment action,step 3 - implement containment action, takes time before the team identifies the root cause (s) actions should be immediate, once the problem has been defined containment actions are quick fixes designed only to address the effect contai

28、nment actions add cost to the product containment actions are temporary until corrective actions are implemented,8-d problem solving process -step 3 containment action,100% inspection to sort out defects stop production from a know source of the problem purchase subject parts rather than make in-hou

29、se single source to one rather than multiple suppliers change tooling more frequently,8-d problem solving process -step 3 containment action,step 3 - implement containment action,8-d problem solving process -step 3 containment follow-up, containment actions must last until the root cause is identifi

30、ed & corrective action is implemented decision making tools are used - when choosing the action needed risk assessment is an important step during the decision - making process the effectiveness of the containment action must be monitor,8-d problem solving process - step 3 - the process,define possi

31、ble action,avoid ripple,implement ca,document,plan tests,experiment,inform,address all aspects,define possible actions,document all actions taken,perform the experiments to quantitatively prove that the problem effects are contained,address all aspects of the problem,inform customer,implements the c

32、hosen actions,choose cas that will not create more problem,plan test to verify the effectiveness of the actions,8-d problem solving process - step 4 root cause analysis,objective to identify & test all potential cause using the problem description & test data to isolate & verify the root cause,suppo

33、rting concepts and methods brainstorming cause & effect diagrams check sheets histogram control charts capability studies gage r&r scatter diagram design of experiments fmeas,8-d problem solving process - step 4 root cause analysis,two sources of root cause : the specific local cause that resulted i

34、n the problem the systematic cause that is part of the existing design / manufacturing system that allowed the specific local cause to occur,systematic procedure for this step :,8-d problem solving process - step 4 root cause analysis,ask, “what changed”,no changes, no new problem! review problem st

35、atement to find differences between what the problem is & what it is not,8-d problem solving process - step 4 root cause analysis,8-d problem solving process - step 4 root cause analysis,step 4 - ask 5 whys, review symptoms or effects of the problem to drive teams understanding from the effect to th

36、e cause, ask, “why?” five times!”,ask “why?” until you can no longer ask “why?”then proceed with the process,8-d problem solving process - step 4 root cause analysis,step 4 - brainstorm potentialcause, all possible cause of the problem should be identified best way to produce a maximum amount of ide

37、a is to conduct a brainstorming session cause-and-effect diagram is an excellent tool to assist in brainstorming for causes,8-d problem solving process - step 4 root cause analysis,step 4 - cause & effect diagram,8-d problem solving process - step 4 root cause analysis,step 4 - select,select choose

38、potential cause to investigate - investigate several cause at the same time - cause are chosen via routine group compare selected cause to is/is not data - investigate several cause at the same time - true cause of the problem should explain resulting is & is not data arrange for technical assistanc

39、e - make arrangement for them to help plan the data collection, conduct the experiments & analyze the data data collection tools - data collection tool must be matched to the data - example of tools: check sheet, design of experiments,8-d problem solving process - step 4 root cause analysis,step 4 -

40、 conduct parallel investigations,potential cause 1,potentia2 cause 2,potentia3 cause 3,8-d problem solving process - step 4 root cause analysis,step 4 - verification,turn it on. .turn off,the true root cause should be able to explain all of the data & facts collected up to this time,8-d problem solv

41、ing process - step 4 root cause analysis,step 4 - identify & verify summary,problem solving steps provide concise problem definition describe problem in detail (is/is not) identify differences, changes & dates develop list of possible causes select most likely causes & test verify root cause (turn i

42、t on .turn it off),8-d problem solving process - step 5 corrective action plan,step 5 - permanent corrective action,objective to select from alternative solutions to the problem & quantitatively confirm through test programs that the problem cause are eliminated, without undesirable side effects,sup

43、porting concepts and methods checklist sheets histograms capability studies control charts scatter diagram design of experiments weibull analysis fmeas,8-d problem solving process - step 5 corrective action plan,team must quantitatively confirm that the action will resolve the problem for the custom

44、er,most critical step,8-d problem solving process - step 5 corrective action plan,generate alternative solution remedies for the root cause (s) use brainstorming and/or a cause-and-effect diagram to generate the alternative solution,select an appropriate solution an appropriate solution must conside

45、r : - cost - implementation issue - timing - effectiveness - potential side effects - any other elements important to you or the customer,8-d problem solving process - step 5 corrective action plan,planning state the objectives of the plan & define the standards to achieve identify & list in chronol

46、ogical order the action plan steps,problem prevention identify key steps in the plan identify the potential problem in the execution/completion identify possible cause of potential problems identify the optimum method to prevent or control these cause identify protection action (s) if problem still

47、occur develop cues to initiate the protection actions (s) designate who is responsible for initiating the protection action review, revise & communicate the final plan - identify assessment points,step 5 - take action,8-d problem solving process - step 5 corrective action plan,track indicators track

48、 statistical indicators to verify effectiveness with data,correct defectives already produced rework / scrap inventory address service aspects correct product design, tooling, equipment,plan contingency action if permanent actions cannot be implemented remove containment actions after verifying corr

49、ective action notify all personnel affected by the changes,step 5 - take action,8-d problem solving process - step 5 corrective action plan,right way,evaluate each possible action against a predetermined decision criteria prove that the corrective action will eliminate the problem (during these test

50、, containment action must be removed temporarily) - focus should be placed on establishing proper indicators - corrective action decision criteria is established though the decision making process,step 5 - take action,implement solution & determine the problem goes away,8-d problem solving process -

51、 step 6 prevent problem recurrence,objective to modify the methods, equipment, material, process procedures & management system & practices to prevent this & related problem from occurring,supporting concepts and methods process flowcharts operational definitions fmeas control plans,8-d problem solv

52、ing process - step 6 prevent problem recurrence,modify management system, operating system, practices & procedures to prevent recurrence of the problem! create new process flow diagram update forms & procedures make changes to the system standardize new practices discourage replication of effort,8-d

53、 problem solving process - step 6 prevent problem recurrence,identify what system, practices, procedures allowed the problem to occur,identify changes, reinforcements, and improvements,develop plans to coordinate necessary actions,implement the improvement plan,identify impact items team should iden

54、tify system which have an impact on the problem & take into consideration that : the existing management system, practices and procedures may need to be modified to support the corrective action the engineering, production and design process may also need to be changed & improved, which may require

55、the initiation of a process improvement study,8-d problem solving process - step 6 prevent problem recurrence, team must modify the necessary system, practices & procedure to prevent recurrence of the problem problem solving returns the process to the standard operating condition process improvement

56、 develops process, practices and procedure that establish a higher performance level implementing systematic improvements not only fixes the cause (s) of a problem, but prevents similar problem from arising,8-d problem solving process - step 6 prevent problem recurrence,8-d problem solving process - step 7 verification,verification important sub-step that must be performed on an goi