DiscilinesofroblemSolving解決問題的個步驟

8

DISCIPLINESTO

PROBLEMSOLVING解決問題的8個步驟

8-D20001ThiscoursewasdevelopedbyateamofTennecoAutomotiveemployeeswhohaveworkedonproblemsolvingeffortsforthepastfifteentotwentyyears.ThiscourseisasummaryoftheproblemsolvingprocessthatwasformerlyknownasPEP(PeopleEliminatingProblems)withintheridecontrolbusinessunitandQUIP(QualityImprovementProcess)withintheexhaustbusinessunit.FordMotorCompanyisacknowledgedasthedeveloperofthe“8-D”process.ThankstoKayShreve(Monroe,MI),MichaelBrown(Paragould,AR)andEuniceSpradlin(Cozad,NE)fortheirworkonthisproject.2此課程是由TA一批在過去15到20年時間里致力于問題的解決的員工開發(fā)的。它是對以前在控制系統(tǒng)生產(chǎn)企業(yè)使用的以前被稱為PEP（排除問題）和在排氣系統(tǒng)生產(chǎn)企業(yè)中使用的QUIP（提高質(zhì)量程序）的解決問題過程的一個總結(jié)。FORD被認(rèn)為是8D的興起人。感謝為此課程做出努力的KayShreve(Monroe,MI),MichaelBrown(Paragould,AR)andEuniceSpradlin(Cozad,NE)3D-1FormtheTeam組建小組D-2DescribetheIssue描述問題D-3ContainmentActivities應(yīng)急措施D-4FindandVerifyRootCause找出根本原因D-5SelecttheBestSolution挑出最好的解決方法D-6VerificationofCorrectiveAction確認(rèn)糾正措施D-7PreventRecurrence防止再發(fā)生D-8CongratulatetheTeam祝賀小組8-DisciplinesofProblemSolving解決問題的8個步驟4D-1FormTheTeamSize大小5to7CoreMembers5-7個核心成員SupportNeeded需要的支持Whatleveloftheorganization需要什么水平的組織Change改變Accordingtoneeds根據(jù)需要Roles角色Defineroles/responsibilities定義角色/責(zé)任WHERE地點SeenonObject根據(jù)目標(biāo)SeenGeographically地理位置(Supplier/Customer/Etc)（供應(yīng)商/客戶/等）5D-1FormTheTeamTraining培訓(xùn)Arrangefortrainingofallteammembersifnottrainedyet如果還沒有培訓(xùn)過安排所有小組成員的培訓(xùn)Records記錄InitiateTACCT(TennecoAutomotiveCustomerConcernTracking)Systemreport;initiateactionregister建立TACCT（TA顧客跟蹤）系統(tǒng)報告和行動記錄6D-1FormTheTeam

CAUTIONS!!!

注意Ensurecross-functionalteammembers確保小組成員具有多功能Includeprocessowners(thosewhodothework)使每個步驟都要有相關(guān)責(zé)任人Includechampionandleaderasroad-blockremovers要有CHAMPION和領(lǐng)導(dǎo)人作為排清障礙的人7D-2DescribetheIssueDefinetheissueintermsofwhatiswrongwithwhat描述什么出現(xiàn)了什么問題WHAT什么

Objectwastheissueseenon目標(biāo)是發(fā)生的問題Whatdefectwasseen發(fā)現(xiàn)了什么缺陷WHERE地點SeenonObjectSeenGeographically(Supplier,Customer,Etc.)8D-2DescribetheIssueWHEN什么時候Firstseen第一次看見Whenelseseen什么時間看到另外的Whenseenintheprocess什么時間在工序中看到HOWBIG有多嚴(yán)重Howmanyobjectshavethedefect多少目標(biāo)有缺陷？Howmanydefectsperobject每個目標(biāo)有多少缺陷？Whatisthetrend趨勢是什么9D-2DescribetheIssueTOOLSTOUSE使用的工具Processflowdiagram工藝流程圖Checksheetstocollectdata收集數(shù)據(jù)的檢查表Anydatathatisreportingtheissue任何反映問題的數(shù)據(jù)Customercomplaints顧客埋怨CurrentSPC/Datacollectionsheets當(dāng)前SPC/數(shù)據(jù)收集表pFMEAScrap/reworkreports廢品/返工報告10D-2DescribetheIssueRECORDS記錄DescribetheissueintheTACCTsystem在TACCT系統(tǒng)中描述問問題SearchtheTACCTsystemtodetermineifthisissuehasbeenaddressedbyanyotherfacility/group檢查TACCT系統(tǒng)看是否此此問題其他工工廠也有出現(xiàn)現(xiàn)11D-2DescribetheIssue12D-2DescribetheIssue13D-2DescribetheIssue14D-2DescribetheIssue15D-2DescribetheIssueCAUTIONS!!!Stateissueinquantifiableterms描述問題時要要量化Usedatatosupportproblemstatement用數(shù)數(shù)據(jù)據(jù)支支持持問問題題的的陳陳述述Describesymptom/effectoftheissue描述述問問題題癥癥狀狀和和影影響響Avoidjumpingtoconclusionofcause避免免跳跳到到原原因因的的總總結(jié)結(jié)16D-3ContainmentActionsDetermineifContainmentisNeeded決定定是是否否需需要要應(yīng)應(yīng)急急措措施施IFYES如果果需需要要Defineaction(s)定義義行行動動Assignresponsibility分配配職職責(zé)責(zé)Implement實施施Document記錄錄Monitor監(jiān)控控Establishexitcriteria建立立停停止止行行動動的的標(biāo)標(biāo)準(zhǔn)準(zhǔn)17D-3ContainmentActionsIFNO如果果不不需需要要Documentreasonswhycontainmentaction(s)arenotrequired記錄錄不不需需要要的的原原因因RECORDS記錄錄Documentcontainmentaction(s)onTACCTsystem在TACCT系統(tǒng)統(tǒng)記記錄錄應(yīng)應(yīng)急急措措施施18D-3ContainmentAction(s)CAUTIONS!!!Ensurecustomerprotection確保顧顧客保保護(hù)Determineanddocumentcriteriaforbegin/exitcontainmentactions確定并并記錄錄開始始/結(jié)結(jié)束應(yīng)應(yīng)急措措施的的標(biāo)準(zhǔn)準(zhǔn)Communicatetokeyprocessowners與每個個步驟驟負(fù)責(zé)責(zé)人溝溝通19D-4FindandVerifyRootCauseBrainstormforPotentialCauses對可能能原因因進(jìn)行行頭腦腦風(fēng)暴暴FreeWheelingUseFlipCharts用活動動掛圖圖RoundRobin循環(huán)賽賽StickyNotes粘貼紙紙SignUpList簽名單單20D-4FindandVerifyRootCauseBrainstormingrules頭腦風(fēng)風(fēng)暴的的規(guī)則則AvoidCriticism避免批批評WelcomeExaggeration歡迎夸夸張Wilder/Better思維越越廣越越好SolicitQuantity注重數(shù)數(shù)量AsManyAsPossible越多越越好EncourageBuildingonOtherIdeas鼓勵在在其他他主義義基礎(chǔ)礎(chǔ)上發(fā)發(fā)揮StimulateParticipation鼓勵參參與RecordAllIdeas記錄所所有想想法DiscussionComesLater然后討討論21D-4FindandVerifyRootCauseConsider考慮：：Whatwashappening什么發(fā)發(fā)生了了Whatwas““normal””什么是是“正正常的的”Whatchanged什么發(fā)發(fā)生了了改變變Whatstarted什么開始始了Whatstopped什么結(jié)束束了VERIFY確定Cantheproblembeturned“on”and“off””問題是否否可被打打開或關(guān)關(guān)掉22D-4FindandVerifyRootCauseToolsToUse使用的工工具FiveWhy’s5個WHYFishbone/Cause&Effect魚骨圖/原因和和影響DataAnalysis數(shù)據(jù)分析析ScatterDiagram散點圖DesignofExperimentTools設(shè)計實驗驗工具23D-4FindandVerifyRootCauseRECORDS記錄IdentifyrootcauseonTACCTsystem在TACCT系統(tǒng)上標(biāo)標(biāo)注根本本原因D-4RootCauseCAUTIONS!!!Don’’tjumptoconclusions不要直接接跳到結(jié)結(jié)論Donotstopthe8-DprocessbecauseContainmentActionshavereducedthepain不要因為為應(yīng)急計計劃已經(jīng)經(jīng)減輕了了問題而而停止8DDon’’treactonlytothesymptoms-gotothecause不要只針針對表面面采取行行動，要要深入到到原因25D-5SelectBestSolutionEVALUATEbasedon評價建立立在以下下基礎(chǔ)上上Effectontheproblem對問題的的影響Practicality實用性Cost費用Acceptance接受程度度Timetoimplement/utilize實施的時時間26D-5SelectBestSolutionIMPLEMENTATIONPLAN實施計劃劃Whatisrequired需要什么么Whoisresponsibleforwhat誰負(fù)責(zé)什什么Establishtargetdates確定目標(biāo)標(biāo)日期Involveaffectedparties包括所有有相關(guān)方方Obtainmanagementsupport獲得管理理上的支支持DocumentChanges更新記錄錄Anticipateunwantedeffects要對意外外的影響響有個預(yù)預(yù)估27D-5SelectBestSolutionTOOLSTOUSE工具EvaluationGrid評估表BenchmarkingReview基準(zhǔn)的回顧顧PokaYokeReview找錯回顧C(jī)ostBenefitAnalysis成本利益分分析RECORDS記錄RecordsolutionsonTACCTsystem在TACCT系統(tǒng)記錄解解決方法28D-5SelectingBestSolutionCAUTIONS!!!Ensuresolutioncanefficientlybeimplemented確保解決方方法能有效效地實施Obtainbuy-infromkeystakeholders從主要投資資方獲取買買入品Identifyallcosts/impact(s)ofproposedsolution確定建議的的解決法的的費用/影影響29D-6VerificationofCorrectiveActionsON-GOINGCONTROLS持續(xù)地控制制Quantifiable&Measurable量化并可可測Clearlymeetsobjectives/goals明確地達(dá)到到目標(biāo)30D-6VerificationofCorrectiveActionsREVIEWCONTAINMENT回顧應(yīng)急行行動Canitberemoved能否取消Containmentcannotberemoveduntilverificationdataprovesthatthestatedobjective/goalhasbeenmet直到有可靠靠數(shù)據(jù)證明明要求的目目標(biāo)已達(dá)到到才可停止止應(yīng)急行動動31D-6VerificationofCorrectiveActionsVERIFICATIONMETHODS確認(rèn)的方法法Increasefrequencyoftestingof““X”testfrom6pcspermonthto3pcsperdayfornext3months把“X”測試的頻率率從每月6件提高到到在以后的的三月中每每天3件100%sortfordefect““X”forthenextfiveshipments以后的5次次貨運用100%的的劃分法診診斷“X”32D-6VerificationofCorrectiveActionsVERIFICATIONMETHODSCollectdataforspecificdefectforthenext3weeks;calculatetheCpK(CpKmustbeequaltoorgreaterthan1.67)以后3周里里收集每個個特殊的缺缺陷的數(shù)據(jù)據(jù)，計算CpK（CpK應(yīng)該大于或或等于1.67）Testforcharacteristic““X”;zerodefectsallowed測試性能““X”，不允許任何何缺陷33D-6VerificationofCorrectiveActionsVERIFICATIONMETHODSTrackovertimeinarea“Y”forthenext3months;overtimeshouldnotexceed““A”hourspermonth在“Y”34D-6VerificationofCorrectiveActionsRECORDS記錄錄DocumentverificationmethodsinTACCTsystem在TACCT系統(tǒng)統(tǒng)中中記記錄錄驗驗證證方方法法Includeitemsfromimpleme35D-6VerificationofCorrectiveActionsCAUTIONS!!!Ensurecontainmentisnotendedtoosoon確保保應(yīng)應(yīng)急急措措施施不不要要結(jié)結(jié)束束過過早早Avoidshorttermimpact避免免短短期期效效應(yīng)應(yīng)36D-7PreventRecurrenceIdentifywhatSystems系統(tǒng)Practices實踐Procedures程序Reviewotherareaswherethisproblemcouldoccur檢查其它此問題可發(fā)生的領(lǐng)域37D-7PreventRecurrenceTOOLSTOUSE工具Brainstorming頭腦風(fēng)暴ActionPlanning行動計劃ProcessFlowDiagrams工藝流程圖圖pFMEAs38D-7PreventRecurrenceMethodtoPreventRecurrence避免再發(fā)生生的方法：：Identifytheopportunity確認(rèn)什么時時候可能再再發(fā)生Definethescope定義發(fā)生的的范圍Analyzethecurrentprocess分析當(dāng)前流流程Envisionthefutureprocess預(yù)想將來流流程Pilotandverifytheproposedchange引導(dǎo)并確認(rèn)認(rèn)建議的變變化39D-7PreventRecurrenceMethodtoPreventRecurrence-cont’d防止再發(fā)生生的方法包Implementthechange實施改變Changeallpertinentrecords改變所有相關(guān)記錄Obtaincustomerapprovalpriortochangeifrequired如果要求在變化前獲得顧客許可ContinuallyImprove持續(xù)改進(jìn)40D-7PreventRecurrenceRECORDS記錄ListimplementationplansonTACCTsystem;providecontactsource(teamleader)forotherswhomayseekresolutionofthisissueinthefuture在TACC