8D报告培训资料

18D报告培训报告培训数据说话证据说事深入分析准确阐述培训讲师：胡章维培训讲师：胡章维2012年10月17日2012.10.17GS/wey8D Training2面对问题不可以各自为政、自我本位主义，否则将无法有效解决问题。面对问题应群策群力，互相帮助、相互提拔、如此才能彻底解决问题。8D 精神精神2012.10.17GS/wey8D Training3GloryseyGlorysey Customer Customer GloryskyGlorysky Action Request(CAR)Guidelines Action Request(CAR)GuidelinesGloryskyGlorysky客户纠正措施要求客户纠正措施要求CARCAR应用指南应用指南2012.10.17GS/wey8D Training4解决问题解决问题解决问题解决问题What is a CAR/8D?What is a CAR/8D?何谓何谓CAR/8D?CAR/8D?An CAR/8D Report is a method to document,communicate,track and drive resolutions for quality issues.CAR/8D是针对品质问题而进行文件化、沟通、追踪及解决问题的方法。An CAR/8D report is Ford Motor Companys format for problem solving.It is the preferred method used throughout our industry.CAR/8D报告是福特公司解决问题的格式。它是我们所有行业首选的解决问题的方法。CAR CCR、CAR、VCR。CCR 8D2012.10.17GS/wey8D Training5Immediate Containment.采取迅速的围堵措施（短期对策）Clear identification of Root Cause.真正识别问题产生的根本原因（真因）Robust Corrective Actions.充分的纠正措施Verified Corrective Actions.验证纠正措施System fixes.系统化（即纠正措施标准化或文件化）100%On-time response.100%准时反应（即及时解决问题，准时回复客户）Eliminate the problems the first time.做到第一次就消除问题所在Prevention of future problems.实现潜在问题的预防CUSTOMER 8D EXPECTATION客户应用8D的期望2012.10.17GS/wey8D Training6CAR/8D Report ProblemsCAR/8D Report Problems完成完成CAR/8DCAR/8D报告存在的问题报告存在的问题Not identifying the true processes,escape,and system root causes.没有识别出过程、流出及系统的根本原因（真因）Not implementing system corrective actions.没有实施系统性纠正措施Not properly containing entire pipeline of product.没有针对产品的所有流程采取正确的围堵措施Unclear or ambiguous wording.对问题采取的不明确或模棱两可的描述Not meeting customer expectations regarding content and cycle time.不符合客户关于内容及回复时间的要求2012.10.17GS/wey8D Training7CAR/8D RequirementsCAR/8D RequirementsCAR/8DCAR/8D的要求的要求All corrective action requests must be completed using an 8D report(unless a different method is required by Customer).所有的纠正措施要求必须采用8D报告形式（除非客户要求采用不同的方法Must use Corporate format.必须采用Glorysky公司的格式Must use 8D checklist as a guideline in completing the 8Ds.在完成报告的过程中必须采用8D检查表进行检查2012.10.17GS/wey8D Training88 8 D Disciplines to Problem Solvingisciplines to Problem Solving解决问题的解决问题的8 8个准则个准则D1 Establish a Team 组建问题解决小组D2 Describe the Problem 描述问题D3 Contain the problem 采取围堵措施（即短期对策）D4 Identify the root causes 识别/确认根本原因（真因）D5 Corrective Actions 确认纠正措施D6 Implement Corrective Actions 实施纠正措施（即长期对策）D7 Prevent Recurrence 防止再发D8 Congratulate the Team 小组庆祝2012.10.17GS/wey8D Training9D1 Establish TeamD1 Establish TeamD1 D1 组建问题解决小组组建问题解决小组Establish Cross Functional Team.建立跨功能小组Identify a Champion.确定小组长Members should be from all affected areas,not just quality!i.e.Sales,Logistics,Marketing,Engineering,Line Operators,Production Mgmt.,etc 小组成员应来自于所有被涉及区域，并非只是品质部！如销售、物流、市场、工程、生产线操作工、生产管理等等The Team should ask themselves do they have the correct skill mix to solve the problem?小组应询问自己是否具有解决问题所必需的能力?2012.10.17GS/wey8D Training10D2 Describe the ProblemD2 Describe the ProblemD2 D2 描述问题描述问题Clearly Identify and Define the Problem.明确识别和定义问题In many cases Problems are ambiguous or imprecise.在许多案例中，问题是模棱两可或不明确的Clarity ensures that everyone is trying to solve the same Problem.明确问题可确保任何人将尽力去解决问题2012.10.17GS/wey8D Training11D2 Describe the Problem ElementsD2 Describe the Problem ElementsD2 D2 描述问题要素描述问题要素What is the Problem?Describe the failure mode.问题是什么?描述失效模式Where was it detected?问题是在哪里被发现?When was it detected?问题是什么时候被发现?What lots/date codes are affected?被影响的批次/日期码是那些?How many pieces are affected?被影响的数量是多少?Is the Customer information included?是否包含客户信息?2012.10.17GS/wey8D Training12D2 Describe the Problem ExamplesD2 Describe the Problem ExamplesD2 D2 描述问题案例描述问题案例Poor Problem Description 差劲的问题描述“Customer received wrong part.”客户接收到错误零件Good Problem Description 完美的问题描述“Customer received incorrect value CRCW-0603 resistors on 4/1/12.Customer P.O.441960(GS P.O.X765644-30)specified CRCW-0603,8.2K ohm and received CRCW-0603,82K ohm parts.”客户在4/1/12接收到阻值错误的CRCW-63电阻。客户订单号码441960（GS订单号码X765644-30）指定的CRCW-63电阻的阻值为8.2欧姆，而收到的CRCW-63电阻的阻值为82欧姆。2012.10.17GS/wey8D Training13D3 ContainmentD3 ContainmentD3 D3 围堵措施（短期对策）围堵措施（短期对策）Containment is similar to quarantine.Quarantine does not cure a disease,but it keeps it from spreading.围堵相似于病人隔离。隔离虽不能医好疾病，但可以防止疾病的传播Find and segregate nonconforming products to prevent shipment to Customer.查找和隔离不良品，防止发往客户Shutdown processes/equipment that is producing bad product.停止正在制造不良的加工或装配Make sure containment actions are effective.确保围堵措施是有效的2012.10.17GS/wey8D Training14D3 Containment ElementsD3 Containment ElementsD3 D3 围堵措施要素围堵措施要素Has an effective containment method been identified and documented?是否有有效的围堵方法已经被确定和文件化?Have dates(or date codes)for temporary containment actions been identified?是否已经确定了临时围堵措施实施的日期?Have actions been verified with before and after data?是否已经验证了围堵措施实施前后的效果?Has the entire pipeline been contained(production,warehouse,distributors)?是否对产品的所有流程采取了围堵措施（如生产线、仓库及发 货）?Has detailed instructions on containment been issued to people responsible for containment?是否给负责实施围堵措施的人员发放了详细的清拉单?2012.10.17GS/wey8D Training15D3 Containment ExampleD3 Containment ExampleD3D3 围堵措施案例围堵措施案例Poor Containment 差劲的围堵措施“Operator was alerted of the failure.”让操作工提防/注意此不良Good Containment 完美的围堵措施“Production and warehouse material was inspected on 4/1/12 by J.Smith(quality assurance personnel)and there were 0 lots out of 320 containing mixed devices.”Number?NG?Defect rate？J.Smith（质量保证人员）于4/1/12检查了生产线及仓库材料:数量？NG？不良率？2012.10.17GS/wey8D Training16D4 Root CauseD4 Root CauseD4 D4 根本原因（真因）根本原因（真因）Root cause is the disease(starting point)that sets in motion the cause and effect chain that creates the problem or problems.根本原因是产生问题或问题群的原因和影响开始发作的病因（发作点）Be wary of selecting symptoms instead of root causes If you fix a symptom you wont solve the problem.必须提防以症状代替病因，如果你仅仅关注一个症状，你将不能 解决问题Poor root cause selection results in poor corrective actions.选择不正确的根本原因将导致不正确的纠正措施Use tools such as 5 Why analysis to ensure that the root cause has been identified.应用象“5个为什么”分析法，确保根本原因被识别和确定2012.10.17GS/wey8D Training17D4 Root Cause ElementsD4 Root Cause ElementsD4 D4 根本原因要素根本原因要素Has the process root cause been identified and established?制程根本原因是否已经被识别和确定?Has the escape root cause been identified and established?流出根本原因是否已经被识别和确定?Has the system root cause been identified and established?系统根本原因是否被识别和确定?Do the three root causes explain all we know about the problem(timing,failure mode,failure amount,etc)?三种根本原因是否可以解说我们所知道的问题所有方面（如时 间、失效模式、失效数量等等）?Was the root cause analysis performed using the 5 why technique?根本原因分析是否使用了“5个为什么”方法?2012.10.17GS/wey8D Training18何何谓谓 5 5W2HW2HWho:Identify customers complainingWhat:Identify the problem adequately and accuratelyWhen:Timing when did the problem startWhere:Location where is it occurringWhy:Identify known explanationsHow:In what mode or situation did the problem occur?How many:Magnitude quantify problem2012.10.17GS/wey8D Training19何謂何謂5 5W2HW2H何人：识別哪一个客戶在抱怨何事：适当、精确地识別问题何時：从什么时候问题开始发生何地：什么地方发生问题为何：识別已知的解释如何：在什么模式或状态下发生这问題多少：量化问题的程度2012.10.17GS/wey8D Training20D4 Root Cause ExamplesD4 Root Cause ExamplesD4 D4 根本原因案例根本原因案例Poor Root Cause Statement 差劲的根本原因“Operator placed wrong label on Package.It was an Operator Error.”操作工在包装箱上贴错了标签，是操作工的错。Good Root Cause Statement 完美的根本原因“Process Root Cause:An incorrect label was placed on the package because the current system allows for multiple lots to be processed (batch printing)at one workstation.”制程根本原因：目前的系统允许在同一个岗位加工种类不同的批次，导 致错误的标签被贴在包装箱上“Escape Root Cause:The mis-labeled product escaped because there was no verification step at or after the label process.”流出根本原因：贴错标签的产品流出是因为在该岗位或后续过程没有标 签验证步骤2012.10.17GS/wey8D Training21D5 Corrective ActionsD5 Corrective ActionsD5 D5 纠正措施纠正措施纠正措施纠正措施Corrective actions should fix the disease or root cause.纠正措施必须是针对病因或根本原因（真因）Corrective actions should address process,escape,and system root causes.纠正措施必须致力于制程、流出及系统的根本原因 （真因）Negative effects of corrective actions should be considered.必须考虑纠正措施带来的负面影响（即边界效应）Retraining of operators is not a corrective action.操作工的再教育不属于纠正措施范畴Increased inspection is not a corrective action.增加检查（人员、数量、频次等）也不属于纠正措施范畴2012.10.17GS/wey8D Training22D5 Corrective Actions ElementsD5 Corrective Actions ElementsD5 D5 纠正措施要素纠正措施要素Have primary and alternative corrective actions been identified?是否已识别和确定首选及多选的纠正措施Do corrective actions address process,escape,and system root causes?纠正措施是否是针对制程、流出及系统的根 本原因Have negative effects of corrective actions been considered?是否考虑了纠正措施的负面影响（即边界效应）2012.10.17GS/wey8D Training23D5 Corrective Action ExamplesD5 Corrective Action ExamplesD5 D5 纠正措施案例纠正措施案例Poor Corrective Action 差劲的纠正措施“Re-train operator.”操作工再培训Good Corrective Action 完美的纠正措施“Process Corrective Action:Change workflow to a serial process whereby only one lot is at the printing station at all times.This will eliminate the chance of mixing the product labels.”制程纠正措施：变更流程，在任何时间标签印刷岗位只加工单一批次“Escape Corrective Action:Implement a barcode verification step to ensure that customer label matches the factory label.”流出纠正措施：实施标签验证步骤，确保工厂标签和客户 标签一致2012.10.17GS/wey8D Training24D6 Implement Corrective ActionsD6 Implement Corrective ActionsD6 D6 实施纠正措施（长期对策）实施纠正措施（长期对策）Step where we monitor/validate that the corrective actions have eliminated the root cause(s).确定我们监控/验证纠正措施是否已经消除了根本原因的步骤Dates for the start and completion of the corrective action should be identified along with the responsible person.和纠正措施实施责任人一起确定纠正措施开始实施和完成的日期2012.10.17GS/wey8D Training25D6 Implement Corrective Actions ElementsD6 Implement Corrective Actions Elements纠正措施实施要素纠正措施实施要素Have corrective action dates along with responsible individual been identified?是否已经确定纠正措施实施日期和责任人?Have corrective actions been validated to eliminate root cause(s)?对纠正是否进行了验证，它能否消除根本原因?2012.10.17GS/wey8D Training26D6 Implement Corrective Actions ExamplesD6 Implement Corrective Actions ExamplesD6 D6 纠正措施实施案例纠正措施实施案例Poor Corrective Action 差劲的纠正措施“Complete.”已完成Good Corrective Action 完美的纠正措施“Corrective actions stated in D5 were completed on 4/1/12 by J.Smith.Post labeling inspection has discovered 0 failures out of 400 lots inspected as of 5/1/12.”J.Smith已于4/1/12完成了D5中描述的纠正措施。5/1/12在标签检查岗位共检查了400个批次，没有发现一批标签不良。2012.10.17GS/wey8D Training27D7 Prevent RecurrenceD7 Prevent RecurrenceD7 D7 防止再发防止再发Prevent the problem from returning by addressing production,business,management,or engineering processes.通过向生产、业务、管理层、工程传达，以防止问题再发2012.10.17GS/wey8D Training28D7 Prevent Recurrence ElementsD7 Prevent Recurrence ElementsD7 D7 防止再发要素防止再发要素Do preventive actions address basic system issues?预防措施阐述是否基于基本的系统问题Have FMEAs,control plans,and/or procedures been updated to ensure that the systems will prevent issues from re-occurring?FMEA、控制计划及/或程序是否已经被更新，以确保系统可以防止问题再发Have preventive actions been agreed upon by all affected areas?预防措施是否已经征得被影响区域的认可Do unfinished preventive actions have a champion and a projected completion date?未完成预防措施是否确定了组长和其完成日期 2012.10.17GS/wey8D Training29D7 Prevent Recurrence ExamplesD7 Prevent Recurrence ExamplesD7 D7 防止再发案例防止再发案例Poor Preventive Action 差劲的预防措施“Same as corrective actions.”预防措施同于纠正措施Good Preventive Actions 完美的预防措施“Work instruction and control plan have been changed on 4/1/12 to eliminate batch processing and to add barcode verification processes”作业指导书及控制计划已于4/1/12进行变更，以消除批次处理问题及增加标签验证过程“Audit checklist was modified on 4/1/12 to include monthly checks to ensure single lot processing.”检查表已于4/1/12修订，以确保单一批次生产。2012.10.17GS/wey8D Training30D8 Congratulate TeamD8 Congratulate TeamD8 D8 小组庆祝小组庆祝Varies by facility but most often overlooked.2012.10.17GS/wey8D Training31Other CommentsOther Comments其他内容其他内容8D should supply facts not emotions.8D应该提供事实，不应带有感情色彩Avoid using internal acronyms.避免使用公司内部缩写Be complete in your descriptions.叙述应该完整It is our responsibility to fix Glorysky problems even if we do not have traceability information.即使没有可追溯的信息，但关注Glorysky问题是我们的责任2012.10.17GS/wey8D Training32Protect The CustomerProtect The Customer保护客户保护客户We must take customer issues personally,responding with urgency and decisiveness to quickly resolve them.我们必须亲自处理客户问题，紧急和明确的反应，以快速解决问题 Quick implementation of solutions that eliminate the problem forever,across all relevant products,processes and applications.针对所有相关产品、制程和应用，快速采取解决方案，以彻底消除问题Self impose containment,without hesitation,where variation is an issue or the root-cause is not known and eliminated.仓促、自我欺瞒的围堵措施若被实施，则变差作为问题或根本原因不会被知道和消除Everyone in the organization must be accountable for quality improvement.任何组织成员均应致力于品质改善We must change our expectation,behavior,and accountability;only accepting,and giving,the customer excellence!我们必须完善我们的愿望、行为和责任，不仅仅是接受和满足客户要求。2012.10.17GS/wey8D Training33Management ExpectationsManagement Expectations经营期望经营期望Working together in an open and honest way-we can exceed our customers expectations!开放和诚实的合作态度我们将超越顾客的期望!If we do not make Changes,Nothing will Change!Must Want To Make A DifferencePersonalize It.Achieve Results!如果我们不求变革，将不会有任何变化!力求创新!人性化!达成结果!2012.10.17GS/wey8D Training34西门庆之死西门庆之死项目名称：主导员：包拯队 长:展昭领航员：公孙策日 期：重和元年正月二十一日GSPCB8D Example2012.10.17GS/wey8D Training35目录目录目录目录项目范畴 凶杀命案问题陈述 刀伤身亡步骤1：团队分工步骤2：问题描述步骤3：短期对策步骤4：问题寻找步骤5：解决方案步骤6：长期措施步骤7：效果验证步骤8：圆满成功2012.10.17GS/wey8D Training368D Example 8D Example 8D8D案例案例 D1 Establish Team D1 Establish Team D1D1建立小组建立小组NameFunctionChampion包拯ManagerTeam Leader展昭Quality EngineerMembers公孙策Production Supervisor张龙、赵虎Production Engineer王朝、马汉Logistic Supervisor潘银莲、王婆Maintenance Engineer武松、武大郎Security，Cooks宋江、林冲Training Supervisor2012.10.17GS/wey8D Training378D Example 8D Example 8D8D案例案例 D2 Describe Problem D2 D2 Describe Problem D2 描述问题描述问题 问题陈述：西门春雪状告开封府，家兄西门庆中刀身亡，死于重和元年正月二十一日,单身，死年33岁。2012.10.17GS/wey8D Training388D Example 8D Example 8D8D案例案例D3 Containment Actions D3 Containment Actions D3 D3 围堵措施围堵措施1、包拯下令：人命关天，立即封锁现场，由王朝至西门公司调查情况。查验西门公司是否还有他人伤亡；2、由马汉至西门子公司金莲饭庄调查情况。查验西门子公司是否还有他人伤亡；3、安抚西门公司家人，派遣王婆至西门公司问候；4、由张龙赵虎稽查开封镇，巡查治安如何，是否有伤及无辜；并封锁镇喉要道，防止凶犯潜逃；2012.10.17GS/wey8D Training398D Example 8D案例 D4 Process Root Cause D4根本原因Problem:问题：因何而死？Why?为什么：西门庆为何而死？-被菜刀所杀。为什么：死于何时何地？-重和元年正月二十一日夜死于潘金莲卧室塌下。为什么：是否有目击证明？-无。为什么：伤口几处？-一刀致命。为什么：凶器查验？-菜刀有被打砸的痕迹；刀柄上仅有一男子指纹。指纹中有一道明显疤痕。2012.10.17GS/wey8D Training408D Example 8D案例 D4 Process Root Cause D4根本原因关联分析1：1、死者发生在西门庆公司之子公司金莲饭庄，结合马汉查证，潘金莲与西门庆有频繁来往；查监控录像记录，西门庆多次夜入潘金莲起居室。2、调查潘金莲饭庄，得知该饭庄厨师总管为潘金莲之夫武大郎；长期夜班，与潘金莲分居多年。3、对武大郎进行审问，大郎表明:自从娘子被霸占以来，他一直密切关注事态的进展。众所周知，潘金莲自古以来就是他老婆，他对金莲拥有无可争辩的主权。希望西门先生认清形势，不要做破坏武西双方世代友好的事情，尽快无条件释放金莲，搁置争议共同开发但后来金莲再次被抢走大郎痛哭不止小结：公孙策对此初步判定西门庆应被武大郎所杀。2012.10.17GS/wey8D Training418D Example 8D案例 D4 Process Root Cause D4根本原因关联分析2：1、因为潘金莲出差未回，无从验证西门庆为大郎所杀，故追问金莲饭庄总经理潘银莲，进一步查询当时事态结果。银莲告之：武大郎并没有去营救金莲也没有找西门庆报仇，而是在家里面砸东西，摔菜刀。银莲质疑：姐夫，金莲被抢走你应该去打西门庆啊，在家里砸东西做什么？武大郎：我砸的东西是西门公司生产的！2、银莲并证明所杀西门庆的菜刀是大郎曾打砸的菜刀。3、查工具使用记录表，该菜刀于正月二十日被保安武松取走，至今尚未归还。小结：包拯对此初步判定西门庆应被武松所杀。2012.10.17GS/wey8D Training42分析验证：1、由展昭搜查各旅站，捉拿武松归案；2、对武松指纹进行验证，与凶器之指纹相吻合；小结：西门庆为武松所杀。指纹验证仪器 武松指纹 凶器上的指纹2012.10.17GS/wey8D Training438D Example 8D Example 8D8D案例案例D5 Corrective Actions D5 Corrective Actions D5 D5 纠正措施纠正措施产生措施：1、无厨师证人员不可以使用刀具；2、借出刀具等工具必须在2小时内归还；并有行政部及品质部签名确认。3、保安不允许私自离岗，且不可私闯民宅。流出措施：1、监控录像专人管理并监视，发现异常立即采取制止。2、做好刀具管理程序，发现异常及时反馈。2012.10.17GS/wey8D Training448D Example 8D Example 8D8D案例案例D6 Implement Corrective Actions D6 Implement Corrective Actions D6 D6 长期纠正措施长期纠正措施1、开设网络婚介公司，关注单身男子婚姻状况，杜绝类似西门庆一样的男士，破坏他们家庭幸福；2、将一夫一妻制度以海报形式张贴在各大型场所，宣传忠于家庭忠于党，不搞婚外恋关系；3、组织妇联小组，对产生矛盾的夫妻进行协调和开导，杜绝夫妻纠纷，和谐家园！4、宣导法制教育，强调和谐社会，有问题找政府，不要走极端，以身试法。5、对武松进行当众斩首，并邀CCTV现场报道，以示天下。2012.10.17GS/wey8D Training458D Example 8D Example 8D 8D 案例案例案例案例D7 Prevent RecurrenceD7 Prevent Recurrence 防止再发防止再发防止再发防止再发以上纠正措施已由最高人民法院审判委员会第1525次会议通过纳入婚姻法第2012字第158条新增醒目。2012.10.17GS/wey8D Training46D8 Congratulate TeamD8 Congratulate TeamD8 D8 小组庆祝小组庆祝宋徽宗为开封府团队颁发锦旗；以示鼓励！财政部长神算子拨款白银100两，包拯组织开展party！2012.10.17GS/wey8D Training472012.10.17GS/wey8D Training