8-DisciplinesofProblemSolving解決問題的8個(gè)步驟

8DISCIPLINESTOPROBLEMSOLVING解決問題題的8個(gè)個(gè)步驟8-D20001TennecoAutomotive8-D/2000ThiscoursewasdevelopedbyateamofTennecoAutomotiveemployeeswhohaveworkedonproblemsolvingeffortsforthepastfifteentotwentyyears.ThiscourseisasummaryoftheproblemsolvingprocessthatwasformerlyknownasPEP(PeopleEliminatingProblems)withintheridecontrolbusinessunitandQUIP(QualityImprovementProcess)withintheexhaustbusinessunit.FordMotorCompanyisacknowledgedasthedeveloperofthe““8-D”process.ThankstoKayShreve(Monroe,MI),MichaelBrown(Paragould,AR)andEuniceSpradlin(Cozad,NE)fortheirworkonthisproject.2TennecoAutomotive8-D/2000此課程是是由TA一批在過過去15到20年時(shí)間間里致力力于問題題的解決決的員工工開發(fā)的的。它是是對(duì)以前前在控制制系統(tǒng)生生產(chǎn)企業(yè)業(yè)使用的的以前被被稱為PEP（（排除問題題）和在在排氣系系統(tǒng)生產(chǎn)產(chǎn)企業(yè)中中使用的的QUIP（提高質(zhì)量量程序））的解決決問題過過程的一一個(gè)總結(jié)結(jié)。FORD被認(rèn)為是是8D的興起人人。感謝為此此課程做做出努力力的KayShreve(Monroe,MI),MichaelBrown(Paragould,AR)andEuniceSpradlin(Cozad,NE)3TennecoAutomotive8-D/2000D-1FormtheTeam組建小組組D-2DescribetheIssue描述問題題D-3ContainmentActivities應(yīng)急措施施D-4FindandVerifyRootCause找出根本本原因D-5SelecttheBestSolution挑出最好好的解決決方法D-6VerificationofCorrectiveAction確認(rèn)糾正正措施D-7PreventRecurrence防止再發(fā)發(fā)生D-8CongratulatetheTeam祝賀小組組8-DisciplinesofProblemSolving解決問題題的8個(gè)步驟驟4TennecoAutomotive8-D/2000D-1FormTheTeamSize大小5to7CoreMembers5-7個(gè)核心成成員SupportNeeded需要的支支持Whatleveloftheorganization需要什么么水平的的組織Change改變Accordingtoneeds根據(jù)需要要Roles角色Defineroles/responsibilities定義角色色/責(zé)任任WHERE地點(diǎn)SeenonObject根據(jù)目標(biāo)標(biāo)SeenGeographically地理位置置(Supplier/Customer/Etc)（供應(yīng)商/客戶/等）5TennecoAutomotive8-D/2000D-1FormTheTeamTraining培訓(xùn)Arrangefortrainingofallteammembersifnottrainedyet如果還還沒有有培訓(xùn)訓(xùn)過安安排所所有小小組成成員的的培訓(xùn)訓(xùn)Records記錄InitiateTACCT(TennecoAutomotiveCustomerConcernTracking)Systemreport;initiateactionregister建立TACCT（TA顧客跟跟蹤））系統(tǒng)統(tǒng)報(bào)告告和行行動(dòng)記記錄6TennecoAutomotive8-D/2000D-1FormTheTeamCAUTIONS!!!注意Ensurecross-functionalteammembers確保小小組成成員具具有多多功能能Includeprocessowners(thosewhodothework)使每個(gè)個(gè)步驟驟都要要有相相關(guān)責(zé)責(zé)任人人Includechampionandleaderasroad-blockremovers要有CHAMPION和領(lǐng)導(dǎo)導(dǎo)人作作為排排清障障礙的的人7TennecoAutomotive8-D/2000D-2DescribetheIssueDefinetheissueintermsofwhatiswrongwithwhat描述什什么出出現(xiàn)了了什么么問題題WHAT什么Objectwastheissueseenon目標(biāo)是是發(fā)生生的問問題Whatdefectwasseen發(fā)現(xiàn)了了什么么缺陷陷WHERE地點(diǎn)SeenonObjectSeenGeographically(Supplier,Customer,Etc.)8TennecoAutomotive8-D/2000D-2DescribetheIssueWHEN什么時(shí)時(shí)候Firstseen第一次次看見見Whenelseseen什么時(shí)時(shí)間看看到另另外的的Whenseenintheprocess什么時(shí)時(shí)間在在工序序中看看到HOWBIG有多嚴(yán)嚴(yán)重Howmanyobjectshavethedefect多少目目標(biāo)有有缺陷陷？Howmanydefectsperobject每個(gè)目目標(biāo)有有多少少缺陷陷？Whatisthetrend趨勢(shì)是什么么9TennecoAutomotive8-D/2000D-2DescribetheIssueTOOLSTOUSE使用的工具具Processflowdiagram工藝流程圖圖Checksheetstocollectdata收集數(shù)據(jù)的的檢查表Anydatathatisreportingtheissue任何反映問問題的數(shù)據(jù)據(jù)Customercomplaints顧客埋怨CurrentSPC/Datacollectionsheets當(dāng)前SPC/數(shù)據(jù)收集表表pFMEAScrap/reworkreports廢品/返工工報(bào)告10TennecoAutomotive8-D/2000D-2DescribetheIssueRECORDS記錄DescribetheissueintheTACCTsystem在TACCT系統(tǒng)中描述述問題SearchtheTACCTsystemtodetermineifthisissuehasbeenaddressedbyanyotherfacility/group檢查TACCT系統(tǒng)看是否否此問題其其他工廠也也有出現(xiàn)11TennecoAutomotive8-D/2000D-2DescribetheIssue12TennecoAutomotive8-D/2000D-2DescribetheIssue13TennecoAutomotive8-D/2000D-2DescribetheIssue14TennecoAutomotive8-D/2000D-2DescribetheIssue15TennecoAutomotive8-D/2000D-2DescribetheIssueCAUTIONS!!!Stateissueinquantifiableterms描述問題時(shí)時(shí)要量化Usedatatosupportproblemstatement用數(shù)據(jù)支持持問題的陳陳述Describesymptom/effectoftheissue描述問題癥癥狀和影響響Avoidjumpingtoconclusionofcause避免跳到原原因的總結(jié)結(jié)16TennecoAutomotive8-D/2000D-3ContainmentActionsDetermineifContainmentisNeeded決定是否需需要應(yīng)急措措施IFYES如果需要Defineaction(s)定義行動(dòng)Assignresponsibility分配職責(zé)Implement實(shí)施Document記錄Monitor監(jiān)控Establishexitcriteria建立停止行行動(dòng)的標(biāo)準(zhǔn)準(zhǔn)17TennecoAutomotive8-D/2000D-3ContainmentActionsIFNO如果不需要要Documentreasonswhycontainmentaction(s)arenotrequired記錄不需要要的原因RECORDS記錄Documentcontainmentaction(s)onTACCTsystem在TACCT系統(tǒng)記錄應(yīng)應(yīng)急措施18TennecoAutomotive8-D/2000D-3ContainmentAction(s)CAUTIONS!!!Ensurecustomerprotection確保顧客保保護(hù)Determineanddocumentcriteriaforbegin/exitcontainmentactions確定并記錄錄開始/結(jié)結(jié)束應(yīng)急措措施的標(biāo)準(zhǔn)準(zhǔn)Communicatetokeyprocessowners與每個(gè)步驟驟負(fù)責(zé)人溝溝通19TennecoAutomotive8-D/2000D-4FindandVerifyRootCauseBrainstormforPotentialCauses對(duì)可能原因因進(jìn)行頭腦腦風(fēng)暴FreeWheelingUseFlipCharts用活動(dòng)掛圖圖RoundRobin循環(huán)賽StickyNotes粘貼紙SignUpList簽名單20TennecoAutomotive8-D/2000D-4FindandVerifyRootCauseBrainstormingrules頭腦風(fēng)暴的的規(guī)則AvoidCriticism避免批評(píng)WelcomeExaggeration歡迎夸張Wilder/Better思維越廣越越好SolicitQuantity注重?cái)?shù)量AsManyAsPossible越多越好EncourageBuildingonOtherIdeas鼓勵(lì)在其他他主義基礎(chǔ)礎(chǔ)上發(fā)揮StimulateParticipation鼓勵(lì)參與RecordAllIdeas記錄所有想想法DiscussionComesLater然后討論21TennecoAutomotive8-D/2000D-4FindandVerifyRootCauseConsider考慮：Whatwashappening什么發(fā)生了了Whatwas““normal””什么是“正正常的”Whatchanged什么發(fā)生了了改變Whatstarted什么開始了了Whatstopped什么結(jié)束了了VERIFY確定Cantheproblembeturned“on”and“off”問題是否可可被打開或或關(guān)掉22TennecoAutomotive8-D/2000D-4FindandVerifyRootCauseToolsToUse使用的工具具FiveWhy’’s5個(gè)WHYFishbone/Cause&Effect魚骨圖/原原因和影響響DataAnalysis數(shù)據(jù)分析ScatterDiagram散點(diǎn)圖DesignofExperimentTools設(shè)計(jì)實(shí)驗(yàn)工工具23TennecoAutomotive8-D/2000D-4FindandVerifyRootCauseRECORDS記錄IdentifyrootcauseonTACCTsystem在TACCT系統(tǒng)統(tǒng)上上標(biāo)標(biāo)注注根根本本原原因因24TennecoAutomotive8-D/2000D-4RootCauseCAUTIONS!!!Don’’tjumptoconclusions不要要直直接接跳跳到到結(jié)結(jié)論論Donotstopthe8-DprocessbecauseContainmentActionshavereducedthepain不要要因因?yàn)闉閼?yīng)應(yīng)急急計(jì)計(jì)劃劃已已經(jīng)經(jīng)減減輕輕了了問問題題而而停停止止8DDon’’treactonlytothesymptoms-gotothecause不要要只只針針對(duì)對(duì)表表面面采采取取行行動(dòng)動(dòng)，，要要深深入入到到原原因因25TennecoAutomotive8-D/2000D-5SelectBestSolutionEVALUATEbasedon評(píng)價(jià)價(jià)建建立立在在以以下下基基礎(chǔ)礎(chǔ)上上Effectontheproblem對(duì)問問題題的的影影響響Practicality實(shí)用用性性Cost費(fèi)用用Acceptance接受受程程度度Timetoimplement/utilize實(shí)施施的的時(shí)時(shí)間間26TennecoAutomotive8-D/2000D-5SelectBestSolutionIMPLEMENTATIONPLAN實(shí)施施計(jì)計(jì)劃劃Whatisrequired需要要什什么么Whoisresponsibleforwhat誰(shuí)負(fù)負(fù)責(zé)責(zé)什什么么Establishtargetdates確定定目目標(biāo)標(biāo)日日期期Involveaffectedparties包括括所所有有相相關(guān)關(guān)方方Obtainmanagementsupport獲得得管管理理上上的的支支持持DocumentChanges更新新記記錄錄Anticipateunwantedeffects要對(duì)對(duì)意意外外的的影影響響有有個(gè)個(gè)預(yù)預(yù)估估27TennecoAutomotive8-D/2000D-5SelectBestSolutionTOOLSTOUSE工具具EvaluationGrid評(píng)估表BenchmarkingReview基準(zhǔn)的回顧PokaYokeReview找錯(cuò)回顧C(jī)ostBenefitAnalysis成本利益分析析RECORDS記錄RecordsolutionsonTACCTsystem在TACCT系統(tǒng)記錄解決決方法28TennecoAutomotive8-D/2000D-5SelectingBestSolutionCAUTIONS!!!Ensuresolutioncanefficientlybeimplemented確保解決方法法能有效地實(shí)實(shí)施Obtainbuy-infromkeystakeholders從主要投資方方獲取買入品品Identifyallcosts/impact(s)ofproposedsolution確定建議的解解決法的費(fèi)用用/影響29TennecoAutomotive8-D/2000D-6VerificationofCorrectiveActionsON-GOINGCONTROLS持續(xù)地控制Quantifiable&Measurable量化并可測(cè)測(cè)Clearlymeetsobjectives/goals明確地達(dá)到目目標(biāo)30TennecoAutomotive8-D/2000D-6VerificationofCorrectiveActionsREVIEWCONTAINMENT回顧應(yīng)急行動(dòng)動(dòng)Canitberemoved能否取消Containmentcannotberemoveduntilverificationdataprovesthatthestatedobjective/goalhasbeenmet直到有可靠數(shù)數(shù)據(jù)證明要求求的目標(biāo)已達(dá)達(dá)到才可停止止應(yīng)急行動(dòng)31TennecoAutomotive8-D/2000D-6VerificationofCorrectiveActionsVERIFICATIONMETHODS確認(rèn)的方法Increasefrequencyoftestingof“X””testfrom6pcspermonthto3pcsperdayfornext3months把“X”測(cè)試的頻率從從每月6件提提高到在以后后的三月中每每天3件100%sortfordefect““X”forthenextfiveshipments以后的5次貨貨運(yùn)用100%的劃分法法診斷“X”32TennecoAutomotive8-D/2000D-6VerificationofCorrectiveActionsVERIFICATIONMETHODSCollectdataforspecificdefectforthenext3weeks;calculatetheCpK(CpKmustbeequaltoorgreaterthan1.67)以后3周里收收集每個(gè)特殊殊的缺陷的數(shù)數(shù)據(jù)，計(jì)算CpK（CpK應(yīng)該大于或等等于1.67）Testforcharacteristic“X”;zerodefectsallowed測(cè)試性能“X”，不允許任何缺缺陷33TennecoAutomotive8-D/2000D-6VerificationofCorrectiveActionsVERIFICATIONMETHODSTrackovertimeinarea“Y””forthenext3months;overtimeshouldnotexceed“A”hourspermonth在“Y”區(qū)跟蹤以后3個(gè)月的加班班時(shí)間；加班班應(yīng)不超過每每月“A”小時(shí)34TennecoAutomotive8-D/2000D-6VerificationofCorrectiveActionsRECORDS記錄DocumentverificationmethodsinTACCTsystem在TACCT系統(tǒng)中中記錄錄驗(yàn)證證方法法IncludeitemsfromimplementationplaninActionRegister在行動(dòng)動(dòng)記錄錄中要要有行行動(dòng)實(shí)實(shí)施項(xiàng)項(xiàng)35TennecoAutomotive8-D/2000D-6VerificationofCorrectiveActionsCAUTIONS!!!Ensurecontainmentisnotendedtoosoon確保應(yīng)應(yīng)急措措施不不要結(jié)結(jié)束過過早Avoidshorttermimpact避免短短期效效應(yīng)36TennecoAutomotive8-D/2000D-7PreventRecurrenceIdentifywhatallowedtheproblemtooccurbysearching:通過檢檢查以以下項(xiàng)項(xiàng)找出出問題題發(fā)生生原因因Systems系統(tǒng)Practices實(shí)踐Procedures程序Reviewotherareaswherethisproblemcouldoccur檢查其其它此此問題題可發(fā)發(fā)生的的領(lǐng)域域37TennecoAutomotive8-D/2000D-7PreventRecurrenceTOOLSTOUSE工具Brainstorming頭腦風(fēng)風(fēng)暴ActionPlanning行動(dòng)計(jì)計(jì)劃ProcessFlowDiagrams工藝流流程圖圖pFMEAs38TennecoAutomotive8-D/2000D-7PreventRecurrenceMethodtoPreventRecurrence避免再再發(fā)生生的方方法：：Identifytheopportunity確認(rèn)什什么時(shí)時(shí)候可可能再再發(fā)生生Definethescope定義發(fā)生的的范圍Analyzethecurrentprocess分析當(dāng)前流流程Envisionthefutureprocess預(yù)想將來(lái)流流程Pilotandverifytheproposedchange引導(dǎo)并確認(rèn)認(rèn)建議的變變化39TennecoAutomotive8-D/2000D-7PreventRecurrenceMethodtoPreventRecurrence-cont’d防止再發(fā)生生的方法包包括以下Implementthechange實(shí)施改變Changeallpertinentrecords改變所有相相關(guān)記錄Obtaincustomerapprovalpriortochangeifrequired如果要求在在變化前獲獲得顧客許許可ContinuallyImprove持續(xù)改進(jìn)40TennecoAutomotive8-D/2000D-7PreventRecurrenceRECORDS記錄ListimplementationplansonTACCTsystem;providecontactsource(teamleader)forotherswhomayseekresolutionofthisissueinthefuture在TACCT系統(tǒng)上列出出實(shí)施計(jì)劃劃