8D报告培训资料_2

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,5/30/2002 Rev.Orig,*,*,*,Vishay Customer Corrective Action Request(CAR)Guidelines,Vishay,客户纠正措施要求,CAR,What is a CAR/8D?,何谓,CAR/8D?,A 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 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。,Immediate 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%准时反响（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,CAR/8D Report Problems,完成,CAR/8D,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（逃脱）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,CAR/8D Requirements,CAR/8D,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,Vishay,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,8,D,isciplines to Problem Solving,解决问题的,8,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,D1 Establish Team,D1,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,并非只是质量部！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?,D2 Describe the Problem,D2,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,D2 Describe the Problem Elements,D2,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,?,D2 Describe the Problem Examples,D2,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 4/1/02.Customer P.O.441960(Vishay P.O.X765644-30)specified CRCW-0603,8.2K ohm and received CRCW-0603,82K ohm parts.,客户在4/1/02接收到阻值错误的CRCW-63电阻。客户订单号码441960（Vishay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。,D3 Containment,D3,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,D3 Containment Elements,D3,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（日期码）,?,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,货员）,?,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围堵作业指导书,?,D3 Containment Example,D3,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 4/1/02 by J.Smith(quality assurance personnel)and there were 0 lots out of 320 containing mixed devices.,J.Smith（质量保证人员）于4/1/02检查了生产线及仓库材料,D4 Root CauseD4,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.,必须提防以病症代替病因,如果你仅仅关注一个病症,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 su