8D解決問題的步驟介紹課件

1本資料來源1本資料來源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(dāng)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(zhǔn)備AGENDA,議題,發(fā)通知預(yù)告時間地點(diǎn)

2.蒐集所有資料

3.設(shè)定會議目標(biāo)

4.會前再提醒會中

1.掌握主題,時間,進(jìn)度,氣氛

2.尊重每個參與人,鼓勵發(fā)言

3.誘導(dǎo)腦力激盪

4.禁止少數(shù)人發(fā)言佔(zhàn)用時間及離題.

5.定出個別actions之follow-upaction負(fù)責(zé)人,及完成時間(by5W1H)

會後

1.很快發(fā)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(fèi)思量老“獅”心中有定見,新秀跳下結(jié)論套一見鍾情不可靠,天縱英明難得找膽大心細(xì)看問題,3W時地物,1H有多少分析手法花樣多,圖表統(tǒng)計(jì)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(fā)生?Where?(Space,processflow)

何時發(fā)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(bǔ)牢要有效客戶老闆聲聲催,圍堵對策趕快上.亡羊補(bǔ)牢要有效,挖東補(bǔ)西找麻煩.障眼對策擋一時,當(dāng)心愈補(bǔ)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(rèn)真因把它當(dāng)開關(guān)Turnoff因果循環(huán)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(chuàng)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(yè)標(biāo)準(zhǔn)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(xiàn)成果得鼓勵堅(jiān)持過程最可佩團(tuán)隊(duì)合作最難忘,解散歸建下次再會19D8CongratulateyourTeam大功告208D慶功重點(diǎn)-享受成果

-適當(dāng)鼓勵,認(rèn)同

Review成功的原因208D慶功重點(diǎn)21CaseStudy

(Examples)21CaseStudy

(Examples)22

培養(yǎng)全員之Engineeringsense養(yǎng)成全面而完整之邏輯思考能力養(yǎng)成跨部門溝通協(xié)調(diào)能力可據(jù)以改善品質(zhì),提昇製程水準(zhǔn)人人皆可運(yùn)用自如,可解決大部分問題22培養(yǎng)全員之Engineeringsense23本資料來源1本資料來源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(dāng)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(zhǔn)備AGENDA,議題,發(fā)通知預(yù)告時間地點(diǎn)

2.蒐集所有資料

3.設(shè)定會議目標(biāo)

4.會前再提醒會中

1.掌握主題,時間,進(jìn)度,氣氛

2.尊重每個參與人,鼓勵發(fā)言

3.誘導(dǎo)腦力激盪

4.禁止少數(shù)人發(fā)言佔(zhàn)用時間及離題.

5.定出個別actions之follow-upaction負(fù)責(zé)人,及完成時間(by5W1H)

會後

1.很快發(fā)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(fèi)思量老“獅”心中有定見,新秀跳下結(jié)論套一見鍾情不可靠,天縱英明難得找膽大心細(xì)看問題,3W時地物,1H有多少分析手法花樣多,圖表統(tǒng)計(jì)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(fā)生?Where?(Space,processflow)

何時發(fā)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(bǔ)牢要有效客戶老闆聲聲催,圍堵對策趕快上.亡羊補(bǔ)牢要有效,挖東補(bǔ)西找麻煩.障眼對策擋一時,當(dāng)心愈補(bǔ)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(rèn)真因把它當(dāng)開關(guān)Turnoff因果循環(huán)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(chuàng)雙贏14D5CorrectiveActions37D5CorrectiveActionsDescribeWHO,WHAT,WHENandHOWyouwillimplementchangesinMaterial,Manpower,Methods,etc,tototallyeliminatetherootcauseoftheproblem.15D5CorrectiveActionsDescrib38D6VerificationofActionsDescribeverificationresultsinQUANTIFIABLEterms.(eg,AchievedCpk,DecreasedDefectRate…etc.)ContinuecontainmentactivitiesuntilpermanentC/Aactionsarever