HUGHES公司 國外客戶8D報告實(shí)例英文版

1、document no: 11qr- 002 date of occurrence: 01/21/2011 date initiated: 01/21/2011 date closed: vehicle family affected: 1500825-0005-01 source of complaint: hns other reference number (specify): 1500825-0005-01 discipline12345678issue identification & assessmentcontainment & interim actionroot cause

2、analysisimplement permanent corrective actionverify corrective action plancontrols & preventionsverify corrective action resolves issuelessons learned1:issue identification and assessment (must be completed within 24 hours)1.1:problem description describe the problem with a well-thought-out problem

3、statement. the problem statement communicates the scope of the problem that the team is working on and gets the team focused. provide information relevant to the problem to help the team get started and clarify what is expected from the team. consider the following, as applicable, in developing the

4、problem statement: what is the problem or actual condition? - state in terms of object and defect where was the problem found first? how was the problem detected? how is the issue measured? current status how many vehicles or parts are affected? vin number, etc.;questions & considerations: responses

5、: identify the problem? 1/21 hns found one lnb（sn：k10s0066050l）with a loose internal screw. it rattled noticeably. show a picture(s) of the issue as applicable (i.e. a s/w issue would not require a picture) what data is available to confirm and diagnose the problem? 利用mes 查找廠內(nèi)測試記錄。sn：k10s0066050l 廠內(nèi)

6、生產(chǎn)記錄pass，組裝投料時間9/29，測試完成時間9/30，出貨時間10/13。 what is the level of urgency and impact of the problem? use 5 whys to assist in developing the problem statement.為什么 mtiw 廠內(nèi)ipqc未檢查到螺絲脫落？為什么螺絲脫落會流到廠外？為什么 qc 未檢到螺絲脫落？為什么mti未檢查到螺絲脫落？ develop a problem statement? note: the problem statement communicates the nat

7、ure of the problem to the team, focuses the team on the scope of the problem, provides data and information on what the problem is and what it isnt and lets the team know what they are expected to do.) 1 hns 1/21 反映ka 1ea產(chǎn)品（sn k10s0066050l）有異響，查廠內(nèi)生產(chǎn)記錄，為各站pass。2 2/17 產(chǎn)品寄到 mti 后，mti 進(jìn)行 x-ray照射，發(fā)現(xiàn)有一顆螺絲

8、脫落。3 2/17 拆開產(chǎn)品后發(fā)現(xiàn)產(chǎn)品漏點(diǎn)螺絲膠。3 frb review 生產(chǎn)流程，涉及到鎖spacer螺絲的制程有2處（組裝線鎖螺絲/回常溫后加鎖螺絲），可卡住的制程有3處（組裝線ipqc/點(diǎn)螺絲膠后ipqc/包裝線ipqc）1.2:team formationwhen setting up a problem-solving team, consider team membership, roles of the members, boundaries of freedom for the team and the team start-up process. questions & c

9、onsiderations: responses: who are the project team members? listed in the table as below what is the role of each team member? production engr. find out the root cause production & production engr. - support root cause analysis and implement modificationqa - verify modification effectiveness, reassu

10、re the quality remain meet all the requirements and control all document changesleader control overall schedule and integrate all functions to reach the fastest and best solutionteam membersnameemailfunctionphone numberleaderbrand xiexie_production86-510-85228800 #4513scribelei liuli

11、u qa86-510-85228800 #4068membersjing yangyang_j qa86-510-85228800 #3163haiyan wangwang_production86-510-85228800 #4509bangkai laobangkai_lao production86-510-85228800 #4509liu weiweiliu weiwei production eng86-510-85228800 #5033 what

12、 are the boundaries of freedom for the team? (lets the team know what they can do and what they cannot do)all changes must meet hns specifications。 what are the team ground rules?find root cause and corrective action。 do the expectations clarify the role the team should play (determine root causes a

13、nd implement or recommend a solution), specify the deadline and include monetary limits for the team? the problem-solving team is expected to:1. find out the root cause of the problem 2. provide effective correction and come out preventive actions2:containment and interim action (must be completed w

14、ithin 24 hours)interim containment means that a “band-aid” is put in place to prevent the effect of the problem or to prevent the full effect from impacting customers and/or employees while a permanent solution is being developed and implemented. interim containment may include: sorting bad parts fr

15、om good ones, adding operations, using additional labor on the process and additional inspection. interim containment tools:1. brainstorming: come up with short-term containment ideas.2. mistake-proofing: ensure problem does not get to the customer. some short-term band-aid ideas: sorting bad parts

16、from good parts added operation using addition labor on the process additional inspectionquestions & considerations: responses: have the interim containment measures been verified to work? what is the quantity of good parts the plant needs to keep running? (today, tomorrow, next day and so on)1.產(chǎn)線針對

17、廠內(nèi)所有wip 1824 ea進(jìn)行全檢螺絲是否松動，結(jié)果未發(fā)現(xiàn)不良-1/21 done2.產(chǎn)線對所有成品 560 ea進(jìn)行3個軸向的晃動，未發(fā)現(xiàn)不良 -1/21 done2.ipqc檢查螺絲的后站“鎖cover”人員追加工作內(nèi)容：檢查螺絲是否松動-1/21 done has the impact of the interim containment measures been tested to ensure that additional problems are not created? 已驗證，沒有再發(fā)現(xiàn)類似的問題。 are the actual additional costs of

18、the containment measures known and been verified that they are “worth” it? 產(chǎn)生額外的檢查費(fèi)是值得的。3:root cause analysis defining the root causes is the core of the 8-step problem-solving process. this is normally the toughest aspect of the problem-solving process; if the root causes of the problem were obviou

19、s, then the problem would have been solved already. there are usually two families of causes at work when we know there is a problem. the first, the causes that appears to be the problem, are frequently symptoms, not root causes. the specific cause or causes that allowed the apparent causes or sympt

20、oms to occur are the root causes, often buried deep in the process. see “the memory jogger library for assistance with implementing specific quality tools. location of memory jogger is: mfg on emc-snas (styx)o:iso_infomemory joggersthe memory jogger library.pdf.partial list of tools & techniques to

21、use: cause and effects diagram run chart flowchart scatter diagram process capability measures charts & graphs histogram pie charts checklists pareto analysis surveys data collection forms force field analysisquestions & considerations: responses: what techniques have been used to discover the root

22、causes? (e.g.: the 5-whys, what iswhat isnt analysis, timeline analysis, failure analysis, simulations, statistical analysis) (see guidelines for more information)1 有實(shí)物作為分析依據(jù)。2 flowchart have you asked the root cause question: “do these causes explain all that is known about what the problem is, as

23、well as all that is known about what the problem isnt?” this is really a two-part question: make sure the root causes found fits both the “is” and the “isnt” sections of the question. if the causes being tested dont fit both, then they are probably not the root causes. ka lnb production assembler no

24、t re-tighten screw well after temperature test working area among glue-applying, ipqc and cover assembly not clearly separated,it made the concern lnb has chance escaping both glue-applying and ipqc processes before cover installed and caused the problem as reported. have the root causes identified

25、been verified? verification may require a series of confirmation runs. na4:permanent corrective action plan often the solution or solutions become obvious once the root causes are known. however, sometimes, a systematic approach is needed to use the root cause analysis to develop a solution. if the

26、solution is obvious, select the best solution or mix of solutions that will lead to a robust, yet cost-effective, resolution. if solutions are not yet evident, follow the data trail. when solutions are not obvious, often the root cause has not been found/partial list of tools & techniques to use: br

27、ainstorming run chart voting & ranking problem statement roi calculations histogram histograms workflow diagrams affinity groupingquestions & considerations: responses: what is the permanent corrective action? has the solution passed the tests of practicality, feasibility and cost-effectiveness? whe

28、n will it start? when will parts resulting from the permanent corrective action arrive at the plant?method applying a mask marking screw in sequence, to remind assembly technician to strictly follow procedure requirements to tighten the screw.) - wuxi engineering by 1/17 to clearly separate working

29、area among glue-applying, ipqc and cover assembly.wuxi production by 2/24 to modify mes routing for ipqc process added to prevent any unit escape the ipqc test before shipment .wuxi production by 3/15 sampling check, 7ea per hour, screw torque and glue-applying during in process audit.- wuxi qa by 2

30、/28man re-training and re-qualify the technicians - wuxi production by 1/17 assign a dedicated ipqc stamp for all ipqcs - wuxi production by 2/25 how has the permanent corrective action been error or mistake proofed? have you designed it out?frb相關(guān)成員集體討論并達(dá)成一致意見。 what is the first plant sequence numbe

31、r to receive parts resulting from permanent corrective action?mtiw ka band 組裝線。 will any parts produced prior to the permanent corrective action be sorted, reworked, or scrapped? 廠內(nèi)所有半成品與成品做返工篩選，未發(fā)現(xiàn)不良品。 has a process change request been issued and approved indicating the change or changes being made

32、?是5:corrective action plan verified once the solution and its implementation are approved, the next step is to create an action plan. the action plan outlines what steps are needed to implement the solution, who will do them, and when they will be completed. an action plan documents what needs to be

33、 done, who will do it, and when will it be done by. partial list of tools & techniques to use: problem statement to review the solutions against the objectives activity plan used to generate a full listing of the task. microsoft project chart used to manage project resources and schedules.questions

34、& considerations: responses: attach action plan (who will do what by when), include criteria, choose the indicators and record baseline data. apply tests and appropriate statistical data to assess the corrective actions. determine if the corrective action solved the problem and avoided new problems.

35、 applying a mask marking screw in sequence, to remind assembly technician to strictly follow procedure requirements to tighten the screw.) - wuxi engineering by 1/17 to clearly separate working area among glue-applying, ipqc and cover assembly.wuxi production by 2/24 to modify mes routing for ipqc p

36、rocess added to prevent any unit escape the ipqc test before shipment .wuxi production by 3/15 sampling check, 7ea per hour, screw torque and glue-applying during in process audit.- wuxi qa by 2/28 re-training and re-qualify the technicians - wuxi production by 1/17 assign a dedicated ipqc stamp for

37、 all ipqcs - wuxi production by 2/25 part of implementing a solution is to document new procedures or changes to procedures as well as any changes that relate to the organizations quality system; has this been done? list any new or revised procedures that were implemented.na has training to support

38、the new system(s) been developed and provided? 改善注意事項均已向相關(guān)崗位人員宣導(dǎo) 。 after people use the new or revised process a few times, they most likely will have some improvement ideas. have the suggestions been assessed, and have corresponding adjustments been made to the process, has the documentation been u

39、pdated, and has retraining been provided? n/a6:controls and prevention the job of a problem-solving team is not complete once the solution is implemented. preventing recurrence is an important part of a problems solution. to prevent recurrence of the problem, the team must verify that the outcome of

40、 their action plan works and they must validate that the outcome is on-target. controls refers to processes used to ensure that the corrective actions solutions are working the way they were expected to work and that the solutions continue working even after it has been verified. prevention involves

41、 modifying management systems, operating systems, practices, procedures to prevent problem from re-occurring. what systems are depending on this information?partial list of tools & techniques to use: testing for robust solution ensures mistake-proofing has been used to prevent recurrence, process ca

42、pability measures did we improve our ability to meet customer? spc, audits, etc., pfmea / dfmea have we reduced our relative risks?questions & considerations: responses: has the outcome of the action plan been verified to work 以上改善計劃將在整個生產(chǎn)過程中持續(xù)跟蹤。 has the outcome been validated to be on-target?yes h

43、ave action plan results been documented, related procedures updated, and corresponding changes to any affected quality system elements made?all related documents will be updated before 2/25/2011 have audits been established to assess the use and effectiveness of the solution to ensure that the gains

44、 are held?regular internal audit will be established to check the implementation and effectiveness of the solutions. have the results been leveraged to prevent occurrences of like problems in all similar operations? frb全面review組裝和測試線的作業(yè)流程，避免類似由于人員疏忽導(dǎo)致失效的問題再次發(fā)生。 what follow up activity will be conducted to confirm the effectiveness of all countermeasures?1 線長每日巡線查看電動扭力起子使用是否符合要求，工位區(qū)分是否清晰。2 qc巡線每日稽核電動扭力起子使用是否符合要求，工位區(qū)分是否清晰。 has the control plan, pfmea, and dfmea been updated to reflect this issue?na7:verify