1、8-D Problem Solving Process,ObjectivesProvides participants with hand-on experience using a systematic process for resolving complex cause unknownsituations2. The problem solving process is composed of 8 systematic steps with decision analysis and problem definition techniques are featured. It empha
2、sizes on utilization of cross function teams and provides appropriate composition of those teams3. The business impact the achievement of six sigma quality and ultimately total customer satisfaction by utilizing a problem solving process to find root causes and achieve permanent solutions,8-D Proble
3、m Solving Process,8-D Problem Solving Process,Course Outline1. Apply 8 step systematic process in identifying, correction andresolving complex problem2. Choose the appropriate analytical and systematic team throughthe 8 steps3. Practice using the 8 steps reporting system including preparationof a co
4、ncern analysis report4. Working as a team,8-D Problem Solving Process, Overview Step 1 : Team Formation Step 2 : Describe the Issue Step 3 : Containment Plan Step 4 : Root Cause Analysis Step 5 : Corrective Action Plan Step 6 : Preventive Action Step 7 : Verification Step 8 : Congratulations,TABLE O
5、F CONTENTS,8-D Problem Solving ProcessOverview,Structured Team Problem Solving,Objective -To use efficient, data-based approach for problem solving &corrective actionStrategiesLearn the systematic steps for effective team-orientedproblem solvingUse the approach as framework for applying statistical
6、&qualitative methods to your organizations priority concernReport the results of your problem-solving efforts fordocumentation & future referenceContinue to improve your organization by applying thesemethods, project by project to each concern on priority list,8-D Problem Solving Process,Use the 8 S
7、TEP PROBLEM SOLVING process only when the cause is unknown!,8-D Problem Solving Process Inhibitors,1. Problem Described Incorrectly- problem description was not clear enough in scope for the team to handle2. Problem-Solving Effort Rushed- to obtain a quick solution, steps in the problem-solving proc
8、ess were skipped3. Poor Team Participation- team member did not participate effectively4. No Logical Process- a disciplined system to prioritize, analyze & review problem was notavailable,8-D Problem Solving Process Inhibitors,5. Lack of Technical Skills- statistics & problem-solving methods were no
9、t know by team members6. Managements Impatience- all levels of management demand to know exactly when a problem willbe solved.7. Mis-identified Root Cause- a potential cause is cause identified as a root cause, concluding the problem investigation8. Permanent Corrective Action Not Implemented- a roo
10、t cause may be identified, but no action taken to implement thepermanent corrective actions,8-D Problem Solving Process,- Systematic, yet flexible - Superior usual methods - Efficient interdepartmental communication - Widespread familiarity - Effective management evaluation & control - More skills &
11、 creativity - Buy-in eases implementation - Good data is indisputable - Eliminates personal biases - Tied Demming philosophy - Powerful & commonly available statisticaltoolsSTEPS provides framework for application of methods- Standard format for reporting all actionLater reference provides insight t
12、o problem solution,Provide a structure,Common approach,Team work,Fact based,Quality method,Documentation,8-D Problem Solving Process -Applying Steps, Predicated on team approach Use for a cause unknown situation where you are concern Must be driven top-down to provide adequate resources Management b
13、y fact and data Require action planning and documentation for each step Focus on effectively using the process not on writing the report No preconceptions!,Step 1 - Initiate Project Team,ObjectiveTo establish a team of group of people with product & process knowledge, skill in the appropriate techni
14、cal disciplines and allocated time and authority to take needed action to solve the problemSupporting Concepts and Methods Employee involvement / participative, management Team Leadership skill for group dynamic Meeting facilitation skills,8-D Problem Solving Process -STEP 1 Team Formation,Step 1 -
15、Action & Issue, Management must determine if the initial statement ofconcern is worth further problem solving investigation Management will designate their staff to sponsor the teamas a “champion” Team member shall be designated, representing alldepartments that may be concerned with the problem Man
16、agement shall identify the expected time commitmentfrom team member and make arrangement for peoples timeavailability Team member must reach consensus on a missionstatement & goals, and document it in writing,8-D Problem Solving Process -STEP 1 Team Formation,Step 1 - Team Composition, MembersGood t
17、eam member are persons who are : willing to contribute capable of diagnosing problem trainable in the use of improvement methods team players, rather than go-it-alone Team Size5 - 9 member is optimum,8-D Problem Solving Process -STEP 1 Team Formation,Step 1 - Use Team Approach,8-D Problem Solving Pr
18、ocess -STEP 1 Team Formation,- action plan established - agenda written for next meeting - Minutes of previous meeting available,Step 1 - Use Team Approach,8-D Problem Solving Process -STEP 1 Team Formation,Power of the Team Approach, Commitment from many disciplines (expertise) breaks down inherent
19、 barriers diversity of knowledge & expertise high morale wide range of ideas & observations open ,honest communication positive confrontation - “no right answer” everyone has something to contribute,Step 1 - Use Team Approach,8-D Problem Solving Process -STEP 1 Team Formation,8-D Problem Solving Pro
20、cess -STEP 1 Team Formation,Step 1 - Use Team Approach,Why Teams May Fail, No leader empowered to implement ideas personality conflicts, domination, by one member,negative attitudes excessive management expectations, not enough time insufficient problem solving skills by members undefined progress -
21、 no sense of urgency, no goals lack of data/facts, not shared by all,8-D Problem Solving Process -STEP 1 Requirements for Success,Step 1 - Use Team Approach,8-D Problem Solving Process - Hints for Problem Solving,Priorities Participation Focused ActivityCausal AnalysisLeadership,8-D Problem Solving
22、Process -Teamwork for Problem Solving,- consensus decision-making - ”buy in” to change - job enrichment,Advantages of Teams,8-D Problem Solving Process,Step 1 - Teamwork Roles,LEADER,- Empowered to hold meeting & test theories - spokesperson for the team - has the day-to-day authority & responsible
23、for overall coordination,PARTICIPANTS,- diverse backgrounds/responsibilities; - experts from the floor responsible for carrying out assignments - receptive to the consensus decision making process - keeps open mind on possibilities,8-D Problem Solving Process,Step 1 - Teamwork Building, COMMITMENT C
24、OMMUNICATION LEADERSHIP MEETING EFFECTIVESS RECOGNITION & FEEBACK CONFLICT RESOLUTION CONSENSUAL DECISION MAKING,8-D Problem Solving Process -STEP 2 Describe The Issue,Step 2 - Define the Problem,Objective,To determine the extent of the problem & its effects in quantifiable terms resulting in a narr
25、ower focus for containment and cause-finding efforts,Supporting Concepts and Methods, Process flowcharts is/is not analysis check sheets pareto diagrams control charts,“A problem well defined is a problem half- solved”,8-D Problem Solving Process -STEP 2 Describe The Issue,Step 2 - Define the Proble
26、m,Procedure,1. Customer Complaint 2. 5W,2H3. Subdivide 4. Deviations Statement- include benchmark - prioritize- decide on team to address - one deviation per statement5. Data Collection Define 6. Operational- flow diagram - wording- collect - four dimensions- stratify- summarize7. Comparative Analys
27、is 8. Revise Problem- is/is not - STATEMENT- table of known facts,8-D Problem Solving Process -STEP 2 Describe The Issue,Step 2 - Define the Problem,Procedure,1. CUSTOMER COMPLAINT describe the symptoms experienced by the customer (user) in their terms make sure the customer complaint is clearlyunde
28、rstood - from the customers viewpoint search for comparative situations,8-D Problem Solving Process -STEP 2 Describe The Issue,Step 2 - Define the Problem,Procedure,8-D Problem Solving Process -STEP 2 Describe The Issue,Step 2 - Define the Problem,2. 5W , 2H,Who? Identify the customers who are compl
29、ainingWhat? What is the problem in operational definitionsWhere? Identify defect locationsWhen? Identify the time when the problem startedWhy? State any known explanations of the problemHow? Identify the situations or mode of operation problem occurredHow many? Quantify the extent & severity of the
30、problem,Procedure,8-D Problem Solving Process -STEP 2 Describe The Issue,Step 2 - Define the Problem,3. SUBDIVIDE ASK SOME SEPARATION QUESTIONS- what is really troubling us?- will one action correct our problem?- how many things are we discussing? Etc? PRIORITIZE- probable customer impact- probable
31、negative growth- impact on people, productivity, resources DECIDE ON TEAM- if subdivided problem are very diverse, be appropriate to form additional teams,Procedure,8-D Problem Solving Process -STEP 2 Describe The Issue,Step 2 - Define the Problem,4. Develop Deviation Statement the expression of the
32、 difference between what should have happened (what was expected to happen) & what actualhappenedincludes the benchmark for good performance to providea basis of comparison contains reference to one deviation only. Write as many deviation statements as are needed,Procedure,8-D Problem Solving Proces
33、s -STEP 2 Describe The Issue,Step 2 - Define the Problem,5. DATA COLLECTION Flow Chart- process flow chart that details all alternative process paths Collect the data- anticipate the type of knowledge to be gained- decide what data will be collected- decide who will collect the data- decide when, wh
34、ere & how data will be collected- decide who will analysis the data- collect the data as soon as possible Stratify- stratify the data into separate process stream Summarize- summarize the evidence of the problem to establish baseline,Procedure,8-D Problem Solving Process -STEP 2 Describe The Issue,S
35、tep 2 - Define the Problem,6. OPERATIONAL DEFINITION, Be Specific! Be Concise! BE Precise!,Procedure,8-D Problem Solving Process -STEP 2 Describe The Issue,Step 2 - Define the Problem,6. OPERATIONAL DEFINITION,SEARCH- what is the defect in question?- need to know what the defect could be but is not-
36、 where was the discrepancy observed?- where could the discrepancy have been observed but was not?- where on the part is the defect?- where on the part could the defect be but is not?- when was the non conformance observed?- when could the non conformance observed?Observed but was not?,Procedure,8-D
37、Problem Solving Process -STEP 2 Describe The Issue,Step 2 - Define the Problem,Application,- To allow a team identify the actual flowor sequence of events in a process that anyproduct or service follows- Flowcharts can be applied to anything fromthe travels of an invoice or flow of materials,to the
38、steps in a making sale or servicing a product,Flow Chart : Purpose,- Show unexpected complexity, problem areas, redundancy,unnecessary loops, and where simplification andstandardization may be possible.- Compare and contrasts the actual versus the ideal flow of aprocess to identify improvement oppor
39、tunities.- Allow the team to come to agreement on the steps of the process and to examiner which activities may impact theprocess performance- Identifies locations where additional data can be collectedand investigated- Serves as a training aid to understand the complete process,Procedure,8-D Proble
40、m Solving Process -STEP 2 Describe The Issue,Step 2 - Define the Problem,Flow Chart : Construction,1. Determine the frame or boundary of the process2. Determine the steps in the process3. Sequence the steps4. Draw the flowchart for completeness5. Test the flowchart for completeness6. Finalize the fl
41、owchart,Procedure,8-D Problem Solving Process -STEP 2 Describe The Issue,Step 2 - Define the Problem,Procedure,8-D Problem Solving Process -STEP 2 Describe The Issue,Step 2 - Define the Problem,An oval is used to show the material, information or action (inputs) to start the process or to show the r
42、esults at the end (output) or the processA box or rectangle is used to show a task or activity performed in the process. Although multiple arrows may come into each box, usually only one output or arrow leaves each activity box.A diamond shows those points in the process where a yes/no question is b
43、eing asked or a decision requiredA circle with either a letter or a number identifies a break in the flowchart and continued elsewhere on the same page another pageArrow show the direction of flow of the process,A,Objective to define, implement & verify effectiveness of temporary actions to isolate
44、process customer from the effects of the problem,Supporting Concepts and Methodscheck sheets histograms control charts,Step 3 - Implement Containment Action,8-D Problem Solving Process -STEP 3 Containment Action,Step 3 - Implement Containment Action, Takes time before the team identifies the root ca
45、use (s) Actions should be immediate, once the problem has beendefined Containment actions are quick fixes designed only to address the effect Containment actions add cost to the product Containment actions are temporary until corrective actionsare implemented,8-D Problem Solving Process -STEP 3 Cont
46、ainment Action,100% inspection to sort out defects stop production from a know source of the problem purchase subject parts rather than make in-house single source to one rather than multiple suppliers change tooling more frequently,8-D Problem Solving Process -STEP 3 Containment Action,Step 3 - Imp
47、lement Containment Action,8-D Problem Solving Process -STEP 3 Containment Follow-Up, Containment actions must last until the root cause isidentified & corrective action is implemented Decision making tools are used - when choosing theaction needed Risk assessment is an important step during the deci
48、sion- making process The effectiveness of the containment action must be monitor,8-D Problem Solving Process - Step 3 - The Process,Define Possible Action,Avoid Ripple,Implement CA,Document,Plan Tests,Experiment,Inform,Address All Aspects,Define possible actions,Document all actions taken,Perform th
49、e experiments to quantitatively prove that the problem effects are contained,Address all aspects of the problem,Inform customer,Implements the chosen actions,Choose CAs that will not create more problem,Plan test to verify the effectiveness of the actions,8-D Problem Solving Process - STEP 4 Root Cause Analysis,
