8D手法&内部异常矫正培训(ppt 42页)

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,2007.12.28,品保課,培训讲义,8D,手法,&,内部异常矫正培训,品 保 课 制 定：莫 凯,文管中心审核：龚四英,总经理室核准：林小姐,修订日期：,2009,年,9,月,7,日,B,版,制定日期：,2006,年,9,月,6,日,A,版,品保课讲义编号：,QP031,共,39,页,Part 1.流程介紹,客戶投訴,業務受理,開出客戶抱怨處理單,品保課,開出返工回饋單,庫存調查,返工挑選,NG,NG,報廢,確認不,良狀況,開出內部異,常矯正單,原因分析,改善對策,改善執行,效果確認,NG,結果回復,于CAR中,業務課,追蹤結案記錄于,CAR追蹤表&客,戶抱怨履歷表中,歸檔,Page 1,8 Ds,(8 Disciplines),Methodology:,A practical way to resolve problems,Step 1.,Team approach;,步骤1,负责解决问题的小组;,Step 2.,Problem discription;,步骤2,问题描述;,Step 3.,Short-term containment actions;,步骤3,短期应急措施;,Step 4.,Define and verify root causes;,步骤4,确定并核实根本原因;,Step 5.,Select permanent corrective actions;,步骤5,选择长期纠正措施;,Step 6.,Implement permanent actions;,步骤6,实施长期纠正措施;,Step 7.,Actions to prevent problem recurrence;,步骤7,防止问题再发生采取的措施;,Step 8.,Problem solved.,步骤8,问题解决.,Page 2,Part 1.,1.8D手法介紹,Step 1.Team approach,步骤1 负责解决问题的小组,Team Membership and responsibilities,A team leader is responsible to follow the method.He defines the individuals and skills required.He compiles the data associated with the problem(technical,qualitative,quantitative,costs,);,Opening of an 8D report;,During the first meeting,the team leader shall define the responsibilities and define the methodologies and measurables for follow-up(specific meeting,frequency,other facilitators,).,小组成员及职责,组长负责按程序办事。由他指定所需的人员和技能，并收集与问题有关的数据信息(技术、定性的、定量的、成本，.);,开始使用8,D,报告,在首次会议上，组长应定义职责并确定跟踪措施的评定方法(特别会议、频次、其他方法，.)。,Page 3,D1：,小组成立,关键要点:,成员资格，具备工艺、产品的知识,目标,分工,程序,小组建设,Page 4,Step 2.Problem discription;,步骤2 问题描述,Description of the problem,and its effects:,Describe the problem phenomenon as observed in its environment or the risk of appearance of the problem;,Identify qualitatively and quantitatively(by material,environment,labor,means,method)the effects and their given conditions;,Attach the documents of this description(anomaly report,indicators,graphics,).,问题描述,及其后果：,描述该环境下观察的现象或出现问题的风险；,(通过材料、环境、人工、手段、方法)定性和定量地判定该问题产生的后果和所处的环境；,随附说明文件(异常报告，指示参数，图形，.),Page 5,D2：,问题说明,目的:,用量化的术语详细说明与该问题有关的内/外部顾客抱怨,如什么、地点、时间、程度、频率等。,“什么东西出了什么问题”,方法：质量风险评定，,FMEA,分析,Page 6,D2：,问题说明,关键要点:,收集和组织所有有关数据以说明问题,问题说明是所描述问题的特别有用的数据的总结,审核现有数据，识别问题、确定范围,细分问题，将复杂问题细分为单个问题,问题定义，找到和顾客所确认问题一致的说明，“什么东西出了什么问题”，而原因又未知,风险等级,Page 7,錯誤的描述:,752298鉚釘牙孔不良.,733860尺寸超差.,正確的描述:,752298鉚釘M2.5牙孔通規入3圈,不良率5%.,733860長度尺寸206+/-0.2mm超差偏大至206.37mm,不良率10%.,Page 8,Step 3.Short-term containment actions;,步骤3 短期应急措施,Short-term containment actions,:,If the effect of the detected problem degrades the performance or the product,process or service specifications,we should immediately begin actions that will assure continued functioning from the clients point of view(sorting,delivery control,recaputure,repair,rework,etc.)and isolate the effects of the problem until the permanent corrective actions have been put in place.,Verification of the effectiveness of the temporary actions;,1st distribution of the 8D report to the individuals responsible for the containment actions and copy this information to management if there is a red alert.,短期应急措施,如果发现的问题将降低产品、过程或服务的性能或技术规范，从客户的角度出发 我们应立即采取措施保证功能的连续性(挑选、发货控制、取回、返修、返工等)并隔离问题带来的后果直到采取长期纠正措施；,验证临时措施的有效性；,8,D,报告首次颁发给负责应急措施的人员，如遇严重问题时，将报告拷贝给管理层。,Page 9,D3：,实施并验证临时措施,关键要点:,评价紧急响应措施,找出和选择最佳“临时抑制措施”,决策,实施，并作好记录,验证（,DOE、PPM,分析、控制图等）,Page 10,短期緊急對策:,1.客戶500pcs不良品由我司派人全檢,挑出不良品我司以良品交換.,2.我司庫存1000pcs成品由我司全檢小組依據SIP全檢.全檢后挑出不良品10pcs.,Page 11,Step 4.Define and verify root causes;,步骤4 确定并核实根本原因,Define and verify root causes,:,Search for and/or determine the most likely causes from the data analysis given by the description of the problem and supported by additional testing,if necessary;,Be sure that all the likely causes are considered by comparing their effects to those which were observed.A cause/effect matrix makes it possible to identify the causes and to prioritize the search and validation of the solution;,Document the possible solutions in terms of feasibility,performance,cost,etc.,Estabilish the criterion by which the choosen solution will be selected.,确定并核实根本原因,从问题描述并借助附加试验(如有必要)进行数据分析，寻找和/或确定最可能的原因；通过对可能的原因所产生的后果和观察的结果相比较确保所有可能的原因都加以考虑。可通过因果矩阵图确定原因并最先找到解决问题的有效办法；,将可能解决问题方案的可行性，实施情况，成本等方面形成文件；,建立选择解决问题方案的准则.,Page 12,Step 4.Define and verify root causes;,步骤4 确定并核实根本原因,Cause/Effect matrix,How made?,Problem,(Effect),Man,Material/Info.,Machine,Method,Environment,Measurement,Why did it get out?,Man,Material/Info.,Machine,Method,Environment,Measurement,Page 13,D4：,确定并验证根本原因,目的:,用统计工具列出可以用来解释问题起因的所有潜在原因，将问题说明中提到的造成偏差的一系列事件或环境或原因相互隔离测试并确定产生问题的根本原因。,方法：,FMEA、PPM、DOE、,控制图,Page 14,D4：,确定并验证根本原因,关键要点:,评估可能原因列表中的每一个原因,原因可否使问题排除,验证,控制计划,Page 15,5 Why 1H,工具,豐田生產方式:“反覆提出五次為什麼”,垂直式思考,針對問題一層又一層地深入,通常第一個答案不會是真正的答案,5 Why 可以找出真正的原因,找原因用5Why+想方法用1How,簡單的案子可能4W,3W或2W即找出root cause,但複雜的或許要5 Why,6 Why,7 Why,最後要加,1H,How to fix it.,Page 16,5 Why範例:為何牙孔通規入3圈,問1.為何牙孔通規入3圈 答1.因為供應商來料不良,問2.為何供應商來料不良 答2.因為供應商鉚釘熱處理后碳粉卡在牙紋里.,問3.為何碳粉卡在牙紋里.答3.因為電鍍時無法將碳粉清洗出來.,問4.為何無法將碳粉清洗出來.答4.因為牙紋太長電鍍清洗液無法滲入.,Page 17,Step 5.Select perman