1、1,Problem Solving Process,Defect Prevention and Continuous Improvement,Improve,Prevent,Problem,2,Problem Solving Process,If Problems Arise .,Target not met: Problems become evident,Problem,Product realization,Processes,Input,Product,Result,Product Planning,Production,Quality,Improve,C u s t o m e r,
2、REQUIREMENT,C u s t o m e r,SATISFACT ION,3,Problem Solving Process,. Problems Must be Solved,Goal achieved: Problems solved,Problem solving process,Product realization,Processes,Input,Product,Result,Improve,C u s t o m e r,REQUIREMENT,C u s t o m e r,SATISFACT ION,Product Planning,Production,Qualit
3、y,4,Problem Solving Process,PSPro - Overview,8-D (CDQ 0508),C u s t o m e r,REQUIREMENT,C u s t o m e r,SATISFACT ION,Input,Product realization,Product,Result,3x 5x Why,Elementary quality tools,Shainin,Six Sigma,Lessons learned,Bosch supporting tools - IQIS - QAM,5,Problem Solving Process,What is a
4、Problem?,Deviation from target,target,Time,Performance,target,Time,Performance,target,Time,Performance,target,Time,Performance,actual,actual,actual,actual,from the beginning,gradually from the start,gradually after some time,suddenly,Problem,6,Problem Solving Process,PSPro and the 8-D Method,A core
5、element of the problem solving process applied throughout all Bosch divisions is the,8-D method,7,Problem Solving Process,8-D Overview,8-D method,D 1,D 2,D 3,D 4,D 5,D 6,D 7,D 8,Today, this worldwide recognized problem solving method is applied as automotive industry standard and beyond,8,Problem So
6、lving Process,8-D History,At the end of the 1960s, Jet Propulsion Laboratory (JPL) in the USA developed the 4-D method. The method consisted of four “Dos“:Do: Problem description Do: Containment actions Do: Root cause analysis Do: Corrective actions,At the beginning of the 1970s, this method was ado
7、pted by Ford and, shortly after, as well by other car manufacturers.,9,Problem Solving Process,8-D History (contd),At the end of the 1970s, application of the problem solving method was intensified at Ford, Fords subsidiaries and its suppliers: The method was expanded to include 6-D, 8-D, 12-D and 1
8、4-D For normal application, the 8-D method proved the most logical Nowadays, the 14-D method is applied internally within Ford for severe recall actionsIn 1981, the 8-D method was declared as global standard for Ford and all its suppliers. Only a few years later, the entire US automotive industry fo
9、llowed suit. By the end of the 1980s, the 8-D method had been adopted by most of the European car manufacturers and system suppliers. Today, the 8-D method is the most well-known and most widely used problem solving technique in the world.,10,Problem Solving Process,8-D Steps,11,Problem Solving Proc
10、ess,D1: Creation of Problem Solving Team,Select team members Members with appropriate skills are nominated based on the problem description A team leader and a mentor are appointedConfirmation of the team structure and assignment of responsibilities among the team members,Action,Task,Target,12,Probl
11、em Solving Process,D2: Problem Description,Precise problem description,Collect Information, data, facts and figures Describe the problem (defect/deviation) as accurately as possible giving quantitative details Answer the questions belowWho? What? When? Where? Why? How? How often?All problem solving
12、team members must have a clear and fact based understanding of the problem,Action,Task,Target,13,Problem Solving Process,D3: Containment Actions,Determine the most suitable containment actions Containment action must be taken to safeguard the situation, in order to prevent a recurrence of the proble
13、m at the customer Containment actions therefore serve only as a safeguard and often bear no relation to the cause of the problem Cost considerations should play little or no part in the initial response A schedule for implementing the containment actions must be developed and the effectiveness of th
14、ese actions must be assessed Instant information and support to the customer and implementation of containment actions as quickly as possible,Action,Task,Target,14,Problem Solving Process,D4: Root Cause Analysis,Determination of the root cause All possible causes of the defect must be considered All
15、 possible causes should be determined and compared with the problem profile through systematic application of valid procedures, based on the physical, chemical and technical relationships and application of appropriate quality tools The “Why“ questioning technique should be applied determining the r
16、oot cause Confirmation of the root cause,Action,Task,Target,15,Problem Solving Process,D5: Determination of Corrective Actions and Verification of Effectiveness,Confirm “optimum“ corrective actions All measures that can solve and ultimately eliminate the problem must be compiled The effectiveness of
17、 the measures must be verified and side-effects must be assessed “Optimum“ corrective action must be determined and confirmed Action plan with introduction timing and responsibilities must be determined and released Approval and application release of corrective actions,Action,Task,Target,16,Problem
18、 Solving Process,D6: Introduction of Corrective Actions and Effectiveness Monitoring,Establish plan to introduce corrective actions As many actions as required, but as few as possible, should be implemented in accordance with D5 result Decision about the need to continue containment actions Determin
19、ation of process monitoring requirements and need of documentation Implementation of the corrective action,Action,Task,Target,17,Problem Solving Process,D7: Determination of Preventive Actions to Avoid Recurrence of the Problem,Formulate measures to improve and safeguard processesProcess-related eva
20、luation and analysis is key Identical and similar products and processes are in focus Application of the “3x 5x Why“ questioning technique Why was the problem . . not predicted by the product planning/engineering process? . not prevented by the production/manufacturing process? . not protected by th
21、e quality assurance process? Knowledge gained is used to improve processesRelease and application of corrective actions for system and process improvement,Action,Task,Target,18,Problem Solving Process,D8: Final Meeting and Conclusion,Final meeting of the 8-D team During the concluding discussion, th
22、e problem solving team conducts a critical evaluation of all 8-D steps and actions The 8-D report is officially closed Combined efforts by the team are acknowledged by supervisors and praised accordingly The customer is informed of the conclusion and sent the 8-D report, signed by those responsible.
23、 The completed 8-D report is archived Final conclusion of 8-D activities related to this problem,Action,Task,Target,19,Problem Solving Process,Purpose of PSPro,Problem solving process for analyzing and eliminating the root causes of problems at BoschCustomer-oriented action through fast, thorough pr
24、ovision of information to the customerSolving of problems through target-focused application Determination of root causes, prevention of reoccurrence and sustained elimination of system errors Information exchange at Bosch based on IQIS and the Lessons Learned process,20,Problem Solving Process,Appl
25、ication of the 8-D Method,Root cause of the identified deviation is not knownIt is not possible for one individual to determine the cause of the problem, due to a lack of factual informationImportance of the problem means teamwork is necessary,21,Handle the customer complaints process,PT/ Hotline,PT
26、-ACE/ Hotline,PT-ACE/ Hotline-AP,complaints,Information transfer,Handle the complaints,QMM-MY,QMM-CN,QMM3X With MFG3X support,If not applicable for ACE-AP, the information will be forwarded to PT-ACE/hotline. If not applicable for ACE, the information will be returned to source complainant.,IDC etc:
27、 answer to the complainant with 8D report. CSO and OEM etc: answer to the complainant with e-mail or letter (if required 8D report),The immediate action must be fixed in 2 working days. The final answer must be fixed in 10 working days.,Tracking and reminding.,OEM and IDC etc.,Status answer as info
28、to AP hotline, final answer as info to AP hotline *,Answer Wei Qing (PT-ACE/QMM-CN) Cao James (PT-ACE/QMM-CN) Loh HengLeong (PT-ACE/QMM-MY PgP/QMM6) Kleiber Roland (PT-ACE/QMM-AP HzP/QMM3) All answer to CSO, OEM, end user must be approved by QMM-AP, deputy PT-ACE/QMM,Complainant CSO in AP CSO in CN
29、CSO in Europe,CSO,If received complaints directly, must forward to ACE-AP/Hotline,The coordinator is QMM1-AP,22,Problem Solving Process,Internal | C/QMM | 2/28/2007 | Robert Bosch GmbH reserves all rights even in the event of industrial property rights. We reserve all rights of disposal such as copy
30、ing and passing on to third parties.,案例：以下通过一件发生在我们身边的平常小事，来说明8D报告（纠正/预防措施）的写法。事由：出租屋内，一日早晨，小王正在水龙边洗脸准备上班，刚洗完脸，突然家中打来电话，于是把脸帕一挂就去屋内接电话，接完电话就去上班。下午下班回家时发现家中全部被水淹了。铺在地上的草席和被子全都漂在水中。D1-成立改善小组： 马上叫上住在隔壁的几个同事，组成事故处理小组。小组成员：张三、李四、王五。 D2（第二步）：问题描述 王五家中被水淹，家中所有摆放在地上的物品都浸在水中（不良率100%）。如：草席、被子和书本等。 D3（第三步）-暂时围
31、堵行动（即应急对策或叫临时对策） 1、马上与小组成员一起把家中的水设法排放出去。 负责人：张三 2、立即把浸在水中的物品捞起并摊开到阳台去凉干。 负责人：李四 （第四步）-根本原因分析： 1、早晨洗完脸时，接听家中突然打来的电话，然后忘记关水，造成水淹小屋。 2、下水道出口太小，而且都采用网格式的盖子盖住。昨天洗菜洗出来的小片烂蔬菜叶梗在网格上，致使下水道出水很慢，长时间积累后，大量未及时排放出去的水把小屋淹了。 分析人：王五 审核：王五妻子（第五步）-制订永久对策（即长期对策） 1、把下水道出口上的网格式盖子去掉，以便加大出水口，不会造成被水淹的情况。 责任人：王五 预计完成时间：2007-
32、*-*,23,Problem Solving Process,Internal | C/QMM | 2/28/2007 | Robert Bosch GmbH reserves all rights even in the event of industrial property rights. We reserve all rights of disposal such as copying and passing on to third parties.,D6（第六步）-实施/确认PCA 经过王五实际操作，把下水道出口加大后，小片蔬菜叶不会再梗在出水口处，堵住废水往外流。并且即使把水龙头打
33、开到最大，水仍能及时地从下水道出水口完全地流出去。 现确认此永久对策有效，并已经执行。 验证人：王五 （第七步）-防止再发生（即采取预防措施） 1、早晨上班出门前一定要检验水龙头是否关闭。 2、以后洗蔬菜时一定要把烂蔬菜叶丢到垃圾筐里，并且要把地面清理干净。 3、早晨洗脸时不能带电话在身上。在洗脸过程中，就算电话铃响起也不能接。直到洗漱完毕后才能接听手机。 责任人：王五 预计完成时间：2007-*-* D8（第八步）-结案并祝贺： 此问题已经完全处理清楚，可以结案（close）。并且今天晚上叫张三、李四、王五老婆一起去毛家饭店庆祝团队成功。 经过八个步骤后，整个处理过程就算彻底清楚和完整了，问题的原因找到了，对应措施也出来了，问题也解决了，可以保证以后不会再出现这类事情了。,
