1、1,TI Automotive 8D Problem Solving TI Automotive 问题解决8D(8条规则),What is the 8D process? 何谓8D流程？Why address problem solving using 8Ds? 为何在问题解决方面运用8D？What inhibitors exist to efficient problem solving? 高效解决问题存在哪些阻力？Disciplines 1 through 8 规则1到8Horizontal 8Ds 横向分析8D8D Forms 8D规则的形式Launch Lunacy Exercise
2、开始疯狂练习8D Quiz 8D规则测验,2,Flowchart For Problem Resolution 问题解决方案流程图,Dont Mess With It! 不要混淆！,YES 是,NO 不是,YES 是,YOU IDIOT! 你犯错了！,NO 没有,Will it Blow Up In Your Hands? 是否在你手里被毁？,NO 不是,Look The Other Way 关注其它方式,Anyone Else Knows? 还有谁了解？,Youre SCREWED! 你受到胁迫！,YES 是,YES 有,NO 没有,Hide It 隐瞒,Can You Blame Some
3、one Else? 你能责备他人吗？,NO 不,NO PROBLEM! 没有问题！,Yes能,Is It Working? 可行吗？,Did You Mess With It? 你是否搅混？,3,What is the 8D (Eight Discipline) Problem Solving Process? 何谓8（8条规则）问题解决流程？8D is a STANDARDIZED method to resolve a problem when the CAUSE of the problem is UNKNOWN. 当问题的起因不明时， 8D是一个解决问题的标准化模式。8D is a F
4、ORMAT to communicate corrective actions. 8D是对一个纠正措施进行沟通的格式。 A method to increase awareness and to report progress on improvements. 一种提升了解度和报告进展的方式。8D is a problem solving tool. 8D是一种解决问题的工具。 As a process, 8Ds should be started from the moment a problem becomes evident. 作为一个流程， 8D应该在问题变明显时启动。As a sta
5、ndard, 8D is a code of conduct:. 作为一种标准，8D是行为守则。 Fact based 以事实为依据 Data driven 以数据为导向 Commitment to attack the root cause - not the symptoms 追寻问题根源而非表象,4,Inhibitors to Efficient Problem Solving: 阻碍有效解决问题的几大因素:,Problem is not described correctly. 未正确阐述问题。 The problem description must be focused enoug
6、h for the team to handle effectively. 问题阐述必须被足够重视，使团队能有效解决。The problem solving effort is excessively expedited. 问题解决过分迅速。 Steps are skipped to obtain a quick solution. 为快速获得问题解决方案而省略一些步骤。Poor team participation. 团队参与性差 Not all the team members participated effectively. 并非所有团队成员都能有效参与。 The team faile
7、d to consider all the possible causes. 团队未将问题起因考虑周全。No logical thought process used. 未采纳合理思考过程。 Problem solving effort lacks the discipline to prioritize, analyze and review the problem. 解决问题过程中缺少对其分类、分析和评估的规则。,5,Inhibitors to Efficient Problem Solving: (continued) 阻碍有效解决问题的几大因素:（续）,Lack of technica
8、l skills. 缺少技能。 Problem solvers are not trained in problem solving methods, data analysis. 解决问题者在解决方法和数据资料分析方面未受过培训。Management Impatience. 管理急躁 Excessively aggressive timetable prohibits a proper problem description, adequate analysis, root cause determination and effective implementation of correct
9、ive actions. 过分急进的日程表阻碍合适的问题阐述、足够的分析，问题根源确定和有效实施纠正措施。Potential root cause mis-identified as THE root cause. 错把问题的可能原因当作问题的真正根源。 Problem recurs because the real root cause is missed. 因没有认清问题的真正根源导致问题重现。Permanent corrective action not implemented. 没有实施永久性的纠正措施。 Management does not agree with the teams
10、 solution; does not approve corrective actions recommended. 管理部门不同意团队的解决方案；不批准建议的纠正措施。,6,7,8,9,10,11,12,13,14,Why address problems with the 8 Discipline Technique? 为何以8条规则的技巧来解决问题,Historical Problem Solving Methods 传统解决问题的方式 Three times as long and three times as expensive as prevention. 在问题防御方面需要多花
11、三倍的时间和经费 52% of problems recur. 问题重复率达52% Therefore 因此 80% of time is spent on resolving routine problems. 80%的时间花在解决常规问题上 The organization is characterized as good at “situational control” -Fire Fighters. 机构被认为是 善于“局面控制”救火员 。 Problem solving historically performed at executive (expert) levels. 以往都是
12、由管理（专家）层来解决问题,8D - Planning & Problem Prevention 8D计划和问题防御 Greatest return on experience. 对经验的最大回报 Permanent Corrective Action is realized. 实行永久纠正措施 Therefore 因此 The organizations time and effort is spent on planning and prevention of problems. 机构的时间和精力都花在计划和问题防御上 The organization controls the situa
13、tion. 机构控制局面 Moderate need for experience using the 8D/team approach. 运用8 条规则/团队方式，需要适度经验。,15,8 Discipline Problem Solving Technique 条规则解决问题的技巧,Team size; 3 to 5 members. 团队规模；3到5人Champion 支持者 Has ownership of the problem. 问题的所有人 Supports the final decision. 支持最终决策 Has authority to implement the fin
14、al decision. 具有执行最终决策的权利 Assists the team by: 通过以下几点支持团队 Setting the importance of the task. 设定任务重点 Maintains pressure to complete the task 不断施压以完成任务。 Provides leadership. 提供领导 Reviews the teams progress. 评估团队的进展Leader 领导者 Group Member 组员 Serves as the project manager. 担当项目经理 Assures that the team c
15、ompletes the task. 确保团队完成任务 Sets the meeting dates. 设定会议日期 Establishes the agenda. 制定会议议程 Has ultimate control within the team. 在团队内部具有完全控制权 Sets goals and objectives. 设定目标,Become aware of the problem. 意识到问题Form a team. 组成一个团队,1.,16,8 Discipline Problem Solving Technique 条规则解决问题的技巧,Team members. 团队成
16、员 Body of the task force. 特别工作组 Have the required skills. 具所需技能 Committed to follow the 8D process. 严格遵循8条规则 Must have good judgement; expected to make competent evaluations and recommendations. 必须具备良好的判断力，能作出恰当的评估和建议。Recorder 记录员 Group Member 组员 Takes notes and publishes/distributes minutes. 作笔记和公布
17、/分发会议纪要。 Assists leader with meeting logistics. 协助领导做好会议后勤工作。 Tracks and records significant non-team member contributions. 跟踪和记录非团队成员所作的重大贡献。 Takes care of administrative details. 关注管理方面的细节。 Manages the data storage. 作好数据/资料存档。Facilitator 促进者 Optional position. 可选角色 Neutral to subject content. 主题的中
18、立者 Encourages participation. 鼓励参与 Expert in group processes. 团队流程中的专家 Monitors and steers the group toward the declared objective. 监控和驾驭团队朝所定目标努力,17,8 Discipline Problem Solving Technique 条规则解决问题的技巧,Problem description is the key element of problem solving. 问题阐述是问题解决过程中的关键环节 It is a description of W
19、HAT IS WRONG WITH WHAT. 阐述什么是错的，错在哪里State the symptom, extent and consequence of the problem. 陈述问题的症状，范围和后果Use a flow diagram to visualize the process. 运用流程图来说明该流程Use a Timeline to set the key time/dates. 以时线来设定关键时间和日期Ask what has Changed on/about/near the problem. 询问问题本身和相关情况发生了什么变化Use the 5 Ws and
20、 2 Hs to specify the problem. 用5W和2H详述问题 Who 谁 What 什么 When 何时 Where何地 Why 为什么 How 如何 How many 多少Use the Is/Is-Not Format. 运用是/否格式,Describe the Problem. 问题阐述,2.,18,8 Discipline Problem Solving Technique 条规则解决问题的技巧,Describe the Problem.问题阐述,2.,19,8 Discipline Problem Solving Technique Operational Def
21、inition 条规则解决问题的技巧 运行定义,20,8 Discipline Problem Solving Technique Operational Definition (continued) 条规则问题解决技巧 营运定义（续）,21,8 Discipline Problem Solving Technique 条规则 解决问题的技巧,Use the Is/Is-Not Format用是/否格式,22,8 Discipline Problem Solving Technique 8条规则解决问题技巧,Use the Is/Is-Not Format 用是/否格式,23,Chrysler
22、 Drain-Back Check Valve 克莱斯勒回排逆止阀Typical Problem with an Unknown Cause 原因不清的典型问题 Very excited Customer (Quality, Purchasing) 非常兴奋的客户（质量，采购） Very excited Sales Team -Your Boss 非常兴奋的销售团队你的老板You have no clue 你没有线索 The Panel of experts has 10 opinions 专家座谈形成10种观点,24,Chrysler Truck - Drain-back Check Val
23、ve 克莱斯勒卡车-回排逆止阀,25,Chrysler Truck - Drain-back Check Valve 莱斯勒卡车-回排逆止阀,26,New Haven Drain Back Check Valve 8D 新港回排逆止阀8条规则 Step 2 Problem Description 第2步 问题阐述,27,8 Discipline Problem Solving Technique 条规则解决问题技巧,Identify all potential causes which could explain why this problem has occurred. 识别可解释为何发生
24、问题的所有可能原因 Isolate and verify the root cause by testing each potential cause against the problem description. 按照问题阐述来分离并确定问题根源 Use a cause and effects (Fishbone) diagram. 采用一张因果（鱼骨）图 Graphically identifies all past or present potential causes. 以图表鉴别所有过去或现在的可能导致问题产生的原因。 Summarize on the MOST LIKELY ro
25、ot cause. 归纳最有可能的问题根源 Ask what has changed? 询问什么已改变？ In, On, Around or About the difference. 有关的不同点。 What are the key dates of change? 变化的关键日期是什么？ Ask the question WHY? At least 5 times. 问为什么，至少5次 Ask in what way could this potential cause have created the problem? 询问这些潜在原因是以什么方式导致问题产生的？,Define and
26、verify root causes. 定义和核实问题根源 Identify and select potential root causes. 识别和选择可能的问题根源 Select the most likely root cause. 选择最有可能的问题根源,3.,28,8 Discipline Problem Solving Technique 条规则解决问题技巧,Typical Elements for Cause and Effect Diagram 因果图的典型要素Manpower 人力 Material 材料 Methods 方式 Mother Nature (Environm
27、ent) 自然力量（环境） Machinery 机械设备,Define and verify root causes. 定义和核实问题根源 Identify and select potential root causes 鉴别和选择潜在问题的根源,3.,29,30,鱼骨图分析,31,Chrysler Drain-Back Check Valve 克莱斯勒回排逆止阀,Leak 泄漏,O Ring O形圈,Dimensions 尺寸,ID Machining ID 加工,Plating 电镀,Oversize ID 特大 ID Undersize stem OD 偏小的阀杆 Undersize
28、groove偏小的槽,Out of Round 不圆 Excessive Tool Marks 过多的工具标记,Damaged 损坏的 Missing 缺少的 Mislocared 错位的,Residue in O- Ring bore 在O 形圈孔的残渣,32,New Haven Drain Back Check Valve 8D 新港回排逆止阀8条规则 Potential Root Cause Analysis and Investigations 潜在根源的分析和调查,33,New Haven Drain Back Check Valve 8D 新港回排逆止阀8条规则 Potential
29、 Root Cause Analysis and Investigations 潜在根源的分析和调查,34,接上表,35,8 Discipline Problem Solving Technique 条规则解决问题技巧,Process Flow Diagrams 流程图 Describe the process 描述流程 What is first.what is next? 第一是什么其次是什么Timelines 日程安排 What happened When? 发生了什么，什么时候发生？,Define and verify root causes. 定义和核实问题根源 Identify a
30、nd select potential root causes 鉴别和选择可能的问题根源,3.,36,8 Discipline Problem Solving Technique 条规则解决问题技巧,Pareto Analysis 帕累托分析Separating the Vital few from the Trivial many 把关键的少数与无关紧要的多数分开 80/20 Rule 80/20原则,Define and verify root causes. 定义和核实问题根源 Identify and select potential root causes 鉴别和选择可能的问题根源,
31、3.,37,8 Discipline Problem Solving Technique 条规则解决问题技巧,Define and implement CONTAINMENT actions to isolate the customer from the effect of the problem. 定义和实施围堵措施以使客户免受影响Verify that the containment action is effective. 核实该围堵措施的效率Typical containment: 典型围堵 100% inspection- 100%检查 Replacement with “cert
32、ified stock” 替换“已证明的库存” Alternate source for raw (or component) materials. 改变原材料和零部件货源 Alternate method of processing. 改变加工方式 Increased inspection. 提高检查比例 Increased frequency of tool changes. 提高更换工具频率Verification: 确认 Plan 计划 Do (Implement) 实施 Check (Follow-up and report) 核对（跟踪和报告） Act (Evaluate the
33、performance of the containment) 行动（评估围堵措施执行情况）,Implement short-term (interim) corrective action. 展开短期（临时）纠正措施 Verify effectiveness of the actions taken. 核实所采取措施的效率,4.,38,New Haven Trans Cooler Check Valve 8D 新港输冷管逆止阀 Step 4 Containment Action 第四步围堵措施,39,40,41,42,43,44,8 Discipline Problem Solving Te
34、chnique 8条规则解决问题技巧,Plan 计划 Define and implement the best permanent corrective actions. 定义和实施最佳永久纠正措施Do (Implement) 实施 Choose ongoing controls to ensure the root cause is eliminated. 选择正在进行中的控制手法以确保消除问题根源Check (Follow-up & Report) 检查（跟进情况和报告） Monitor the impact of the permanent corrective action once
35、 its in place. 一旦得以实施，监控永久纠正措施的结果。Act (Evaluate the performance of the PCA) 行动（评估永久纠正措施的执行效果）。 Implement contingency actions if required. 如需要，实施紧急措施。Remember, the PCA must be tied to the root cause to eliminate the problem. 切记，永久纠正措施必须与消除问题的根源联系起来。Use the 5 WHYs to get resolution to the systems (Pre
36、ventions Methods Failure) problem 用5个为什么来获取系统的（预防措施失败）问题的解决方案,Implement long-term (permanent) corrective action 实施长期（永久）纠正措施,5.,45,46,8 Discipline Problem Solving Technique 8条规则解决问题技巧,Plan 计划 Develop a method to verify the effectiveness of the corrective action. 开发一种方式来检验纠正措施的效果。Do (Implement) 实施 Qu
37、antitatively confirm that the selected corrective actions will resolve the problem. 以量化来确认所选纠正措施能够解决有关问题。Check (Follow-up & Report) 检查（跟进情况和报告） Test the proposed corrective action in a pilot setting. 试点测试所建议的纠正措施 Simulate the solution in a actual process or field evaluation. 模拟问题解决的实际过程或现场评估。 Verify
38、 that another problem is not created. 核实没有因此而产生另一个问题。 Quantify changes in key indicators. 把一些主要指标的变化以数量的形式显示出来。 Bench/lab testing 小规模/实验室测试 SPC Charts 物料消耗率表 Scrap Rates 废料比率 QOS Indicators 合格运作指标Act (Evaluate the performance of the PCA) 行动（评估永久纠正措施的成效） Assure that the corrective actions taken will
39、not cause any undesirable side effects. 确保所采取的纠正措施不会产生任何不良的副作用。,Verify effectiveness of actions taken (ICA & PCA) 检验所采取行动（临时纠正措施和永久纠正措施）的效果,6.,47,8 Discipline Problem Solving Technique 8条规则解决问题技巧,Modify those management systems, operating systems, practices and procedures to prevent recurrence. 改变那些
40、管理系统，营运系统，惯例和程序以防止问题重现。 Policies 政策 Directives 指示 Procedures 程序 Practices 惯例 Organization 机构 Management Systems 管理系统Examine similar process for related possibilities of failure. 检测可能产生相关问题的类似程序。,Describe what systems changes have been implemented to prevent recurrence. 阐述采取什么系统变化来防止问题重现。 Similar Pro
41、cesses 类似流程 Related control procedures 相关控制程序,7.,48,8 Discipline Problem Solving Technique 8条规则解决问题技巧,What kind of recognition should a team get for a job well done? 如果工作出色，团队应得到什么样的认可？ What kind of reward? 得到什么样的奖励？What format? 奖励的形式是什么？ In-house newspaper 内部报刊 Luncheon 宴席 Personnel records 人事档案 Ex
42、ecutive contact 公司高级领导接见 Money 金钱 Family related reward 与家庭有关的奖励 Travel 旅游 When should the reward be given. 何时颁发奖励Recognize the teams collective efforts in solving the problem. 认可团队在解决问题过程中的集体努力。 Document what was learned in solving the problem. 把在解决问题过程中学到什么以文字记载下来。 Acknowledge the significance and
43、 value of the problem solution. 承认问题解决方案的意义和价值。,Recognize the accomplishments of the team. 认可团队的成绩,8.,49,TI Automotive - 8D Problem Solving Technique TI Automotive - 8条规则解决问题技巧 07/09/01 Step 1: Form A Team 第1步 组成一个团队,Champion 支持者 Team Leader 团队领导者 Team Member 团队成员 Team Member 团队成员 Team Member 团队成员 T
44、eam Member 团队成员,50,TI Automotive - 8D Problem Solving TechniqueTI Automotive - 8条规则解决问题技巧 07/09/01 Step 2: Describe the Problem 第2步：阐述问题,List the problem specification; quantify What, Where, When and How much. 列出问题细节；量化什么，哪里，何时，何地和多少,51,TI Automotive - 8D Problem Solving Technique 8条规则解决问题技巧 07/09/0
45、1 Step 2: Describe the Problem (continued) 第2步：阐述问题（续）,52,TI Automotive - 8D Problem Solving Technique TI Automotive - 8条规则解决问题技巧 Step 3: Determine the Potential and Most Likely Root Cause 第3步：确定潜在的和最有可能的问题根源。,Note that the root cause must meet all the criteria in the defect description. 注意问题根源必须符合缺
46、陷阐述中的所有标准。,53,TI Automotive - 8D Problem Solving TechniqueTI Automotive - 8条规则解决问题技巧 Step 4: Contain the Problem; take (Short Term) Action Taken: 第4步：控制问题；实施（短期）措施,Visits to the customer, disposition of materials, details of internal containment actions (sorts and reworks), verification of the inter
47、nal containment actions taken 访问客户，材料配置，内部围堵措施（分类和重做）细节，确认所采取的内部围堵措施,54,TI Automotive - 8D Problem Solving Technique TI Automotive - 8条规则解决问题技巧 Step 5: Determine and Implement the Permanent (Long Term/Irreversible) Corrective Actions which are needed: 第5步：决定和实施所需的永久（长期/不可取消）的纠正措施,55,TI Automotive -
48、8D Problem Solving Technique TI Automotive - 8条规则解决问题技巧 Step 6: Verify that the Permanent Corrective Actions Taken are Effective: 第六步：核实所采取永久纠正措施的成效,Use Paynter charts, capability studies, Pareto analysis for before and after, etc. to demonstrate that permanent corrective actions taken are effective
49、. 用裴恩特图表、能力研究、帕累托等方法来分析“之前，之后”的情况以证明所采取永久纠正措施是有成效的。,56,TI Automotive - 8D Problem Solving Technique TI Automotive - 8条规则解决问题技巧 Step 7: Examine your Systems: 第7步：检查你的系统 Prevention Systems 预防系统 Other Processes similar to those affected by this problem 其它与受该问题影响相似的流程,Update FMEAs, Control Plans, inspection instructions and other control documents that are associated with this problem. Examine other processes and products for the potential for similar problems. 更新失效模式与效应分析、控制计划、检查说明和其它与该问题相关联的控制文件。检查其他程序和产品以预防类似问题发生。,
