8D報告培訓教材

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(yīng)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(zhì)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(yè)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(fā)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(yīng)來自於所有被涉及區(qū)域，並非只是品質(zhì)部！如銷售、物流、市場、工程、生產(chǎn)線操作工、生產(chǎn)管理等等······TheTeamshouldaskthemselvesdotheyhavethecorrectskillmixtosolvetheproblem?小組應(yīng)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描述問題要素WhatistheProblem?Describethefailuremode.問題是什么?描述失效模式Wherewasitdetected?問題是在哪里被發(fā)現(xiàn)?Whenwasitdetected?問題是什么時候被發(fā)現(xiàn)?Whatlots/datecodesareaffected?被影響的批次/日期碼是那些?Howmanypiecesareaffected?

被影響的數(shù)量是多少?IstheCustomerinformationincluded?是否包含客戶信息?Ingeneral,weuse5W2Htodescribeproblems.Whatis5W2H

何謂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?？蛻粲唵翁柎a441960（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圍堵措施（短期對策）Containmentissimilartoquarantine.Quarantinedoesnotcureadisease,butitkeepsitfromspreading.

圍堵相似于病人隔離。隔離雖不能醫(yī)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(fā)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(jīng)被確定和檔化?Havedates(ordatecodes)fortemporarycontainmentactionsbeenidentified?

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

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

是否對產(chǎn)品的所有流程採取了圍堵措施（如生產(chǎn)線、倉庫及發(fā)貨）?Hasdetailedinstructionsoncontainmentbeenissuedtopeopleresponsibleforcontainment?

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

D3圍堵措施案例PoorContainment差勁的圍堵措施“Operatorwasalertedofthefailure.”讓操作工提防/注意此不良GoodContainment完美的圍堵措施“Productionandwarehousematerialwasinspectedon4/1/12byJ.Smith(qualityassurancepersonnel)andtherewere0lotsoutof320containingmixeddevices.”

Number?NG?Defectrate？J.Smith（質(zhì)量保證人員）于4/1/12檢查了生產(chǎn)線及倉庫材料:數(shù)量？NG？不良率？D4RootCause

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

根本原因是產(chǎn)生問題或問題群的原因和影響開始發(fā)作的病因（發(fā)作點）BewaryofselectingsymptomsinsteadofrootcausesIfyoufixasymptomyouwon’tsolvetheproblem.

必須提防以癥狀代替病因，如果你僅僅關(guān)注一個癥狀，你將不能解決問題Poorrootcauseselectionresultsinpoorcorrectiveactions.

選擇不正確的根本原因?qū)е虏徽_的糾正措施Usetoolssuchas5Whyanalysistoensurethattherootcausehasbeenidentified.

應(yīng)用象“5個為什么”分析法，確保根本原因被識別和確定一根釘子

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

燈光

杰弗遜大廈墻面破損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(zhì)跑到裡面去了。

Answer5:Becausetheimpuritiesgotintheaxleoflubricationpump.經(jīng)過連續(xù)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(wǎng)。Afterconsecutivefivetimestoask"why",findtherealcauseoftheproblemandsolution-installascreenonthelubricationpump.停機的真正原因？5Whyanalysis

D4RootCauseElements

D4根本原因要素Hastheprocessrootcausebeenidentifiedandestablished?

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

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

系統(tǒng)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(shù)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(tǒng)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(chǎn)品流出是因為在該崗位或後續(xù)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(tǒng)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(yīng)）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(shù)量、頻次等）也不屬於糾正措施範疇D5CorrectiveActionsElements

D5糾正措施要素Haveprimaryandalternativecorrectiveactionsbeenidentified?

是否已識別和確定首選及多選的糾正措施Docorrectiveactionsaddressprocess,escape,andsystemrootcauses?

糾正措施是否是針對制程、流出及系統(tǒng)的根本原因Havenegativeeffectsofcorrectiveactionsbeenconsidered?

是否考慮了糾正措施的負面影響（即邊界效應(yīng)）D5CorrectiveActionExamples

D5糾正措施案例PoorCorrectiveAction差勁的糾正措施“Re-trainoperator.”操作工再培訓GoodCorrectiveAction

完美的糾正措施“ProcessCorrectiveAction:Changeworkflowtoaserialprocesswherebyonlyonelotisattheprintingstationatalltimes.Thiswilleliminatethechanceofmixingtheproductlabels.”制程糾正措施：變更流程，在任何時間標簽印刷崗位只加工單一批次“EscapeCorrectiveAction:Implementabarcodeverificationsteptoensurethatcustomerlabelmatchesthefactorylabel.”流出糾正措施：實施標簽驗證步驟，確保工廠標簽和客戶標簽一致D6ImplementCorrectiveActions

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

確定我們監(jiān)控/驗證糾正措施是否已經(jīng)消除了根本原因的步驟Datesforthestartandcompletionofthecorrectiveactionshouldbeidentifiedalongwiththeresponsibleperson.

和糾正措施實施責任人一起確定糾正措施開始實施和完成的日期D6ImplementCorrectiveActionsElements

糾正措施實施要素Havecorrectiveactiondatesalongwithresponsibleindividualbeenidentified?

是否已經(jīng)確定糾正措施實施日期和責任人?Havecorrectiveactionsbeenvalidatedtoeliminaterootcause(s)?

對糾正是否進行了驗證，它能否消除根本原因?D6ImplementCorrectiveActionsExamples

D6糾正措施實施案例PoorCorrectiveAction差勁的糾正措施“Complete.”已完成GoodCorrectiveAction完美的糾正措施“CorrectiveactionsstatedinD5werecompletedon4/1/12byJ.Smith.Postlabelinginspectionhasdiscovered0failuresoutof400lotsinspectedasof5/1/12.”

J.Smith已于4/1/12完成了D5中描述的糾正措施。5/1/12在標簽檢查崗位共檢查了400個批次，沒有發(fā)現(xiàn)一批標簽不良。D7PreventRecurrence

D7防止再發(fā)Preventtheproblemfromreturningbyaddressingproduction,business,management,orengineeringprocesses.

通過向生產(chǎn)、業(yè)務(wù)、管理層、工程傳達，以防止問題再發(fā)D7PreventRecurrenceElements

D7防止再發(fā)要素Dopreventiveactionsaddressbasicsystemissues?

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

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

預防措施是否已經(jīng)征得被影響區(qū)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防止再發(fā)案例PoorPreventiveAction差勁的預防措施“Sameascorrectiveactions.”預防措施同于糾正措施GoodPreventiveActions完美的預防措施“Workinstructionandcontrolplanhavebeenchangedon4/1/12toeliminatebatchprocessingandtoaddbarcodeverificationprocesses”作業(yè)指導書及控制計劃已于4/1/12進行變更，以消除批次處理問題及增加標簽驗證過程“Auditchecklistwasmodifiedon4/1/12toincludemonthlycheckstoensuresinglelotprocessing.”檢查表已于4/1/12修訂，以確保單一批次生產(chǎn)。D8CongratulateTeam

D8小組慶祝Variesbyfacilitybutmostoftenoverlooked.

ImmediateContainment.採取迅速的圍堵措施（短期對策）ClearidentificationofRootCause.真正識別問題產(chǎn)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(tǒng)化（即糾正措施標準化或檔化）100%On-timeresponse.100%準時反應(yīng)（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(xiàn)潛在問題的預防CUSTOMER8DEXPECTATION

客戶應(yīng)用8D的期望CAR/8DRequirements

CAR/8D的要求Allcorrectiveactionrequestsmustbecompletedusingan8Dreport(unlessadifferentmethodisrequiredbyCustomer).

所有的《糾正措施要求》必須采用8D報告形式（除非客戶要求采用不同的方法MustuseCorporateformatorcustomerprovided.

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

在完成報告的過程中必須采用8D檢查表進行檢查OtherComments

其他內(nèi)容8Dshouldsupplyfactsnotemotions.

8D應(yīng)該提供事實，不應(yīng)帶有感情色彩Avoidusinginternalacronyms.

避免使用公司內(nèi)部縮寫B(tài)ecompleteinyourdescriptions.

敘述應(yīng)該完整ItisourresponsibilitytofixPrimaxproblemsevenifwedonothavetraceabilityinformation.

即使沒有可追溯的信息，但關(guān)注Primax問題是我們的責任CAR(8D,CLCA)的整理手法與經(jīng)驗交流CAR(8D,CLCA)writingskillsandexperienceexchanging整理一個合格的報告的原則Theprinciplesforaqualifiedreport(Whatreportisaqualifiedreport)措詞適當，表達切意，思路清晰Precisewording,clearlogic因果對應(yīng)，主次有序，簡單明了Actionscorrespondtocause,orderlypriorities,easytounderstand衡量一個合格的報告(目標）的原則Theprinciplestomeasureareport.(Howtomeasureareport)SMART

principles

Specific

報告（目標）具體明確

Measurable

分析，改善過程及結(jié)果可量化，多用資料說話

Achievable對策具有可執(zhí)行性及能達成

Relevant對策與原因之間要有關(guān)聯(lián)性

Time-bound對策及方案要限定時間并及時發(fā)生如何完成一個合格的報告的手法Howtofinishaqualified8Dreport留心觀察與主動收集資料（照片，實物，影像，文字）Observecarefullyandtaketheinitiativetocollecttheevidence(Photos,objects,images,words)仔細加工及處理資料（分類，歸納，圖表）Carefullyprocessthedata(categ