8D培训教材Word格式文档下载.docx

1、- Discipline 7: Prevent Recurrence- Discipline 8: Congratulate Your Team ,Case Close.什 么 是 8D ? 8D是为寻找根本原因和解决问题而利用的一种系统方法.- 步驟1: 成立團隊- 步驟2: 描述問題- 步驟3: 真因分析- 步驟4: 暫時對策- 步驟5: 永久對策- 步驟6: 效果評估- 步驟7: 防止再現- 步驟8: 任務完成Page: 2 of 23When shall 8-Discipline used ? The fallout consistently over the DPPM goal. M

2、eet the DPPM goal but one failure more than 20% to the fallout. A defect occurred that should have been contained within the process. The defect is induced by the process. The failing parament was not tested by process. 什 么 时 候 用 8D ? 持續不良超過DPPM目標值. 達到DPPM目標值,但是某種原因引起的不良超過總不良數的20%. 應當在制程中的不良發生時,而在制程

3、外發生. 制程引起的不良. 在制程中有不能被檢測出來的不良因素時. 3 of 23Definitions-Containment Corrective Action Containment-Short term,temporary fix. Risk assessment of F / G Field. - Functional/Visual screen of a statistically significant sample.- By Screening, Testing,Inspection method - Non value added.- Failure cost is happ

4、ene. Corrective Action-Long term,permanent fix. Prevent the defect unit produced. No failure cost. 暂 时 对 策 永 久 对 策 的 定 义 暫時對策 - 短期和暫時的決定. 成品已出成品的風險評估.- 一個具有功能性或可視性的有統計意義的篩選樣品.- 通過檢查,測試,篩選這些方法 沒有附加價值.- 出現失敗成本. 永久對策 - 長期和永久決定. 預防不良產生. 無失敗成本. 4 of 23Goals Supplier Development Process Containment plan a

5、vailable within 2 working days of receipt of 8D. Containment plan implemented within 5 working days of receipt of 8D. Corrective action plan available within 5 working days of receipt of 8D. Company agreed Corrective Action in place within 3 monthsof receipt of 8D. 目 标 供 应 商 改 善 程 序 在接到8D的2個工作日內要得到可

6、行的暫時對策. 在接到8D的5個工作日內要執行暫時對策. 在接到8D的5個工作日內要得到可行的永久對策. 在接到8D的3個月內要執行公司認同的永久對策. 5 of 23Goals Supplier Rating System Problem identification and action plan within 48 hours of problem notification.Containment plan within 24 hours of problem identification. Corrective action plan within 48 hours of root c

7、ause identification. Problem closure within 24 hours of root cause action.目 标 供 应 商 改 善 的 速 率 系 统 在問題出現的48小時之內要去鑒定問題和制定計劃. 在鑒定問題完成後的24小時之內要有暫時對策. 在找到根本原因後的48小時之內要有永久對策. 在永久對策執行後的24小時之內問題得到解決. 6 of 23Responsibilities The originator - Initiate the 8D. - Copy the 8D to all company manufacturing sites.

8、（as applicable） The supplier. - Provide responses in 8D format. - Communicate 8D detail internally as necessary. - Respond with Containment / Corrective Action Plan as per goals. - Provide weekly updates to CPQ team as per Business plan. - Achieve goals on time scales for implementation of Containme

9、nt and Corrective Actions. - Communicate corrective action plan to all supplier sites for awareness.职 责 發行者. - 最初的8D.- 複印8D給公司的各個製造廠商.（如果可以的話） 供應商.- 對8D的形式提供回應.- 在內部傳達必要的8D詳細資料.- 對每一個目標提供暫時和永久對策.- 對每一個商業計畫都要每週提供修正給公司小組.- 在執行暫時和永久對策的過程中要達到預先制定的目標.- 傳達永久對策給所有的製造商以引起重視. 7 of 23The 8-Discipline In Detai

10、l Discipline 1: Discipline 2: Discipline 3: Discipline 4: Discipline 5: Permannent C / A Plan Discipline 6: Discipline 7: Discipline 8:8D 的 详 细 说 明 步驟1: 步驟2: 步驟3: 步驟4: 步驟5: 步驟6: 步驟7: 步驟8: 8 of 23Discipline 1 : Team Members Select and record internal and external team members. Select Team Champion. -

11、Remove road blocks for the team. Select a team leader. - Direct efforts takes responsibility. Team work.步 骤 1 : 团 队 成 员 挑選記錄內外部團隊成員. 選擇一個團隊資源支持者. -為團隊排除障礙. 選擇團隊領導. -工作努力負責. 團隊工作. 9 of 23Discipline 2 : Describe the Problem Used teams understood by the custober. Describe the change in condition or pre

12、-existing condition which caused the problem. Express the condition in quantifiable teams.步 骤 2 : 问 题 描 述 使用客戶易懂的術語. 描述不良情形或者引起不良的原因. 用定量的術語描述問題. 10 of 23Discipline 3 : Define The Root Cause Describe why the change in condition occurred.or identify the “Hole” in the system which allowed the pre-exis

13、ting condition to go undetected. Categorize the root cause, e.g.: - Material; - Machine; - Methods; - Manpower; - Maintenance; - Environment;步 骤 3 : 定 义 根 本 原 因 說明為什麼會有不良問題出現,或者確定導致不良而沒有被發現的系統中存在的“漏洞”. 根本原因分類.例如:- 材料; - 儀器; - 方法; - 人為; - 維護; - 環境; 11 of 23Discipline 4 : Describe who, what,when how y

14、ou will capture and contain the defect now,and prevent them from getting to the customer. Consider the effect of the containment plan on: - Cost; - Delivery; - Inducement of other types of defects; 步 骤 4 : 暂 时 对 策 描述何人，何物，何時怎樣你才能發現和捕捉到不良問題，並且防止這些問題流到客戶手中. 考慮暫時對策的影響:- 成本; - 運輸; - 導致其他不良的動機; 12 of 23D

15、iscipline 5 : Implement Parament C / A Describe who, what,when how you will implement changes in material,manpower,methods,etc.to totally eliminate the root cause of the problem. Consider parament C / A impact upon: - Inducing other types of defects; - Elimination of containment activities; （i.e.If

16、C / A plan works containment activities should no longer be required）步 骤 5 : 执 行 永 久 对 策 描述何人，何物，何時怎樣你才能應付由材料,人為,方法等引起的不良,從而最終解決問題. 考慮永久對策的影響:- 是否會引起其他不良; - 排除暫時對策;（例如:當C / A計畫執行時,暫時對策就不在需要 ） 13 of 23Discipline 6 : Verify Effectiveness Of Actions Describe verification results in quantifiable term .E

17、.G.: - Achieved Cpk-1.5; - Decreased defect occurrences to zero: Continue containment activities until permanent C / A actions are verified as being effective.步 骤 6 : 效 果 评 估 用定量的術語來描述評估的結果.例如： - Cpk值達到1.5; - 不良降到零; 繼續執行暫時對策直到永久對策被確認是有效的; 14 of 23Discipline 7 : Describe the internal and / external c

18、ultural or systemic changes that must be to prevent the problem from recurring.The team champion is responsible for taking these recommendations back to management and driving implementation. 步 骤 7 : 防 止 再 现 防止問題再現而必須執行的一些改變對策,這些可能是內外部文化或系統的改變. 團隊領導有責任將這些對策應用到管理中並推行使用; 15 of 23Discipline 8 : Congrat

19、ulate Your Team Champion and team leader recognizes team members for their role in solving the problem.步 骤 8 : 任 务 完 成上級和團隊領導應承認隊員在解決問題中發揮的作用. 16 of 23Problem Analysis Why P / A failed？ - Jumping to conclusion.Based on limited information about the problem. - Failure to defing the problem.Flounder i

20、n a mass of information.Not able to clearly focus on exactly what it is trying to resolve. - Action overskill.Take many actions at once.The actions are not checked to see if they really correct the problem.If problem disappears, no one is certain why.问 题 分 析為什麼永久對策會失敗? - 直接得出結論. 對問題只作有限的瞭解.- 描述問題失敗.

21、 有一大堆資訊卻無從下手. 不能正確集中在需要解決的問題上.- 方法過多. 一次性採用過多的方法. 沒有檢查所使用的方法是否適合解決問題. 如果問題一旦消失,沒有一個能被確定成原因. 17 of 23The Procedure OF Problem Analysis Describe the Problem. - State the problem. - Specify the problem. What,Where, When,Extent. Identify Possible Causes. - Use knowledge,experience. - Identify distinctio

22、ns and changes. Evaluate Possible Causes. - Test possible causes to determine most possible cause. Confime Ture Cause. - Verify assumptions made in testing;conduct observation;try fix and check result.问 题 分 析 的 程 序描述問題. - 陳述問題.- 詳細說明問題. 何事,何地,何時,程度.確定可能的原因. - 運用知識和經練.- 確定區別和改變.評估可能的原因. - 測試這些原因並找出實際

23、上可能導致問題的因素.確定真正原因. - 檢驗測試中的假定;研究觀察;修改並檢查結果. 18 of 23Problem Analysis - Describe Problem State Problem. - Why is the defective object（unit）?. - What is the defect. Specify Problem. IS IS NOT What What specific object has the defect? What similar object could reasonably has the defect,but does not?Wha

24、t is the specific defect? What other defects could reasonably be observe, but are not?WhereWhere is the defective object Where else could the defective be observe,but is not?Observed （geographically）?Where is the defect on the object? Where else could the defective be on the object, but is not?分 析 问

25、 题 - 描 述 问 题 問題所處的狀態. - 不良的物件是什麼?- 什麼是不良.對問題進行詳細說明. 是 不 是 什麼什麼樣的特定物件有不良? 什麼樣相似的物件有可能發生同樣的不良,但實際上並沒有發生?特定的不良是什麼? 什麼樣的其他不良有可能被發現,但實際上並沒有被發現?何地在何地發現不良物體? 不良物件有可能在其他地方發現,但實際上並沒有被發現?不良是發生在物件的哪個地方? 不良還有可能發生在物件的其他地方,但實際上並沒有發生? 19 of 23 IS IS NOT When When was the defective first object observed When else could the defective object have been first （in clock/calendar time）? observed,but was not? When since that time has the defective object What other time could the defective object have been