8D中英文對照(共66頁).ppt

1、1TI Automotive 8D Problem Solving TI Automotive 問題解決8D(8條規(guī)則) What is the 8D process? 何謂8D流程？ Why address problem solving using 8Ds? 為何在問題解決方面運用8D？ What inhibitors exist to efficient problem solving? 高效解決問題存在哪些阻力？ Disciplines 1 through 8 規(guī)則1到8 Horizontal 8Ds 橫向分析8D 8D Forms 8D規(guī)則的形式 Launch Lunacy Exer

2、cise 開始瘋狂練習 8D Quiz 8D規(guī)則測驗2Flowchart For Problem Resolution問題解決方案流程圖Dont Mess With It!不要混淆！不要混淆！YES是NO不是YES是YOU IDIOT!你犯錯了！你犯錯了！NO沒有Will it Blow UpIn Your Hands?是否在你手里被毀？是否在你手里被毀？NO不是Look The Other Way關注其它方式關注其它方式Anyone ElseKnows?還有誰了解？Youre SCREWED!你受到脅迫！你受到脅迫！YES是YES有NO沒有Hide It隱瞞隱瞞Can You Blame S

3、omeone Else?你能責備他人嗎？你能責備他人嗎？NO不NO PROBLEM!沒有問題！Yes能Is It Working?可行嗎？可行嗎？Did You Mess With It?你是否攪混？你是否攪混？3What is the 8D (Eight Discipline) Problem Solving Process?何謂8（8條規(guī)則）問題解決流程？ 8D is a STANDARDIZED method to resolve a problem when the CAUSE of the problem is UNKNOWN. 當問題的起因不明時， 8D是一個解決問題的標準化模式。

4、 8D is a FORMAT to communicate corrective actions. 8D是對一個糾正措施進行溝通的格式。 A method to increase awareness and to report progress on improvements. 一種提升了解度和報告進展的方式。 8D is a problem solving tool. 8D是一種解決問題的工具。 As a process, 8Ds should be started from the moment a problem becomes evident. 作為一個流程， 8D應該在問題變明顯時

5、啟動。 As a standard, 8D is a code of conduct:. 作為一種標準，8D是行為守則。 Fact based 以事實為依據(jù) Data driven 以數(shù)據(jù)為導向 Commitment to attack the root cause - not the symptoms 追尋問題根源而非表象4Inhibitors to Efficient Problem Solving:阻礙有效解決問題的幾大因素: Problem is not described correctly. 未正確闡述問題。 The problem description must be focu

6、sed enough for the team to handle effectively. 問題闡述必須被足夠重視，使團隊能有效解決。 The problem solving effort is excessively expedited. 問題解決過分迅速。 Steps are skipped to obtain a quick solution. 為快速獲得問題解決方案而省略一些步驟。 Poor team participation. 團隊參與性差 Not all the team members participated effectively. 并非所有團隊成員都能有效參與。 The

7、 team failed to consider all the possible causes. 團隊未將問題起因考慮周全。 No logical thought process used. 未采納合理思考過程。 Problem solving effort lacks the discipline to prioritize, analyze and review the problem. 解決問題過程中缺少對其分類、分析和評估的規(guī)則。5Inhibitors to Efficient Problem Solving: (continued)阻礙有效解決問題的幾大因素:（續(xù)） Lack of

8、 technical skills. 缺少技能。 Problem solvers are not trained in problem solving methods, data analysis. 解決問題者在解決方法和數(shù)據(jù)資料分析方面未受過培訓。 Management Impatience. 管理急躁 Excessively aggressive timetable prohibits a proper problem description, adequate analysis, root cause determination and effective implementation

9、of corrective actions. 過分急進的日程表阻礙合適的問題闡述、足夠的分析，問題根源確定和有效實施糾正措施。 Potential root cause mis-identified as THE root cause. 錯把問題的可能原因當作問題的真正根源。 Problem recurs because the real root cause is missed. 因沒有認清問題的真正根源導致問題重現(xiàn)。 Permanent corrective action not implemented. 沒有實施永久性的糾正措施。 Management does not agree wi

10、th the teams solution; does not approve corrective actions recommended. 管理部門不同意團隊的解決方案；不批準建議的糾正措施。68 Discipline Problem Solving Technique 8 條規(guī)則解決問題的技巧 Criteria: 標準 A problem exists with an Unknown Cause. 一個不知原因的問題存在 AND 和 The scope and complexity of the problem requires the skill and talent of a Tea

11、m to solve. 問題涉及的范圍和復雜性需要一個具備技能和才干的團隊去解決 1. Become aware of the problem 發(fā)現(xiàn)問題 Form a team 組成一個團隊 2. Describe the problem 闡述問題 3. Define and verify root causes 定義和核實問題根源 Identify and select potential root causes 識別和選擇可能的問題根源 Select the most likely root cause 選擇最有可能的問題根源 4. Implement short-term (interi

12、m) corrective action 實施短期（臨時）的糾正措施 Verify effectiveness of the actions taken 核實措施執(zhí)行的效率 5. Implement long-term (permanent) corrective action 實施長期（永久）的糾正措施 6. Verify effectiveness of actions taken (ICA & PCA) 核實措施執(zhí)行的效率(臨時糾正措施 & 永久糾正措施) 7. Describe what systems changes have been implemented to

13、prevent recurrence 闡述運用了什么系列變化來防止問題重現(xiàn) Similar Processes 類似的流程 Related control procedures 相關的控制程序 8. Recognize the accomplishments of the team 認可團隊的成績 78 Discipline Problem Solving Technique, 8 條規(guī)則解決問題的技巧 1. Become aware of the problem 發(fā)現(xiàn)問題 Form a team 組成一個團隊 Use the Team Approach 運用團隊方式 Establish a

14、small group (3 - 5 people) with product/process knowledge. 建立一個 3-5 人小組，成員具備產(chǎn)品和工藝流程知識。 The team must have the time and authority to research and test theories. 該團隊必須有時間和權力去研究和檢驗某些理論。 The team must have a leader who can drive the group through the process. 團隊必須具有一位能在整個過程中駕馭全體人員的領導。 The team must have

15、 a Champion that will be able to implement corrective actions. 團隊必須有一個支持者能實施修正方案。 88 Discipline Problem Solving Technique 8 條規(guī)則解決問題的技巧 2. Describe the problem 闡述問題 Use the 5 Ws and 2 Hs to specify the problem. 運用 5W 和 2H 詳細說明問題 Who 誰 What 什么 When 何時 Where 何地 Why 為什么 How 怎么樣 How many 多少 Use the Is/Is

16、-Not Format 用是/否格式 98 Discipline Problem Solving Technique 8 條規(guī)則解決問題的技巧 3. Define and verify root causes 定義和核實問題根源 Identify and select potential root causes 識別和選擇可能的問題根源 Select the most likely root cause 選擇最有可能的問題根源 Identify all potential causes which would explain why the problem has occurred. 識別所有

17、能解釋問題產(chǎn)生的可能原因. Isolate and verify the root cause by testing it against the problem description. 按照問題闡述來分離并確定問題根源. Identify alternative corrective actions to eliminate the root cause. 確定可選糾正措施以消除問題根源. 108 Discipline Problem Solving Technique 8 條規(guī)則解決問題的技巧 4. Implement short-term (interim) corrective ac

18、tion 實施短期(臨時)的糾正措施 Verify effectiveness of the actions taken 核實措施執(zhí)行的效率 Define and implement CONTAINMENT (Band-Aid) actions to isolate the customer from the problem. 定義和實施圍堵（權宜之計）措施把客戶與問題隔離開。 Verify the effectiveness of the ICA. 核實臨時糾正措施執(zhí)行的效率。 118 Discipline Problem Solving Technique 8 條規(guī)則解決問題的技巧 5.

19、Implement long-term (permanent) corrective action 實施長期（永久性）的糾正措施 Define and implement Permanent (irreversible) corrective actions (PCA). 定義和實施永久（不能取消）的糾正措施(PCA) Implement on-going controls to ensure that the root cause is eliminated. 實施連續(xù)控制以保證問題根源被消除 Monitor the impact of the PCA to verify correctiv

20、e actions are effective 監(jiān)控永久糾正措施（PCA）的影響，確保修正措施的有效性 128 Discipline Problem Solving Technique 8 條規(guī)則解決問題的技巧 6. Verify effectiveness of actions taken (ICA & PCA) 檢驗方案（臨時糾正措施和永久糾正措施）執(zhí)行的效率 Quantitatively confirm that the corrective actions youve implemented are effective. 從量化角度確認你所采取的糾正措施是有效的。 Assure

21、 that the corrective actions do not cause undesirable side effects. 確保糾正措施不會產(chǎn)生副面影響。 138 Discipline Problem Solving Technique 8 條 規(guī) 則 解 決 問 題 的 技 巧 7. Describe what system s changes have been im plem ented to prevent recurrence 闡 述 運 用 了 什 么 系 列 變 化 來 防 止 問 題 重 現(xiàn) Sim ilar Processes 類 似 流 程 Related co

22、ntrol procedures 相 關 控 制 程 序 M odify the m anagem ent system s, operating system s, practices and procedures to prevent recurrence. 修 正 管 理 體 系 、 營 運 系 統(tǒng) 、 慣 例 和 程 序 以 防 問 題 重 現(xiàn) 。 Exam ine sim ilar processes for the possibility of a sim ilar problem . Im plem ent corrective actions as appropriate. 檢

23、 查 可 能 產(chǎn) 生 類 似 問 題 的 相 似 流 程 。 實 施 適 當 的 糾 正 措 施 。 8. Recognize the accom plishm ents of the team 認 可 團 隊 的 成 績 Recognize the collective efforts of the team . 認 可 團 隊 為 解 決 問 題 所 作 的 努 力 14Why address problems with the 8 Discipline Technique?為何以8條規(guī)則的技巧來解決問題Historical Problem Solving Methods傳統(tǒng)解決問題的方式

24、Three times as long and three times as expensive as prevention.在問題防御方面需要多花三倍的時間和經(jīng)費52% of problems recur.問題重復率達52%Therefore因此80% of time is spent on resolving routine problems.80%的時間花在解決常規(guī)問題上The organization is characterized as good at “situational control” -Fire Fighters.機構被認為是 善于“局面控制”救火員 。Problem

25、solving historically performed at executive (expert) levels.以往都是由管理（專家）層來解決問題8D - Planning & Problem Prevention8D計劃和問題防御Greatest return on experience.對經(jīng)驗的最大回報Permanent Corrective Action is realized.實行永久糾正措施Therefore因此The organizations time and effort is spent on planning and prevention of proble

26、ms.機構的時間和精力都花在計劃和問題防御上The organization controls the situation.機構控制局面Moderate need for experience using the 8D/team approach.運用8 條規(guī)則/團隊方式，需要適度經(jīng)驗。158 Discipline Problem Solving Technique條規(guī)則解決問題的技巧Team size; 3 to 5 members.團隊規(guī)模；3到5人Champion支持者Has ownership of the problem.問題的所有人Supports the final decisi

27、on.支持最終決策Has authority to implement the final decision.具有執(zhí)行最終決策的權利Assists the team by:通過以下幾點支持團隊Setting the importance of the task.設定任務重點Maintains pressure to complete the task不斷施壓以完成任務。Provides leadership.提供領導Reviews the teams progress.評估團隊的進展Leader領導者Group Member組員Serves as the project manager.擔當項

28、目經(jīng)理Assures that the team completes the task.確保團隊完成任務Sets the meeting dates.設定會議日期Establishes the agenda.制定會議議程Has ultimate control within the team. 在團隊內(nèi)部具有完全控制權Sets goals and objectives.設定目標Become aware of the problem.意識到問題 Form a team.組成一個團隊1.168 Discipline Problem Solving Technique 條規(guī)則解決問題的技巧Team

29、members.團隊成員Body of the task force.特別工作組Have the required skills.具所需技能Committed to follow the 8D process.嚴格遵循8條規(guī)則Must have good judgement; expected to make competent evaluations and recommendations.必須具備良好的判斷力，能作出恰當?shù)脑u估和建議。Recorder記錄員Group Member組員Takes notes and publishes/distributes minutes.作筆記和公布/分

30、發(fā)會議紀要。Assists leader with meeting logistics.協(xié)助領導做好會議后勤工作。Tracks and records significant non-team member contributions.跟蹤和記錄非團隊成員所作的重大貢獻。Takes care of administrative details.關注管理方面的細節(jié)。Manages the data storage.作好數(shù)據(jù)/資料存檔。Facilitator促進者Optional position.可選角色Neutral to subject content.主題的中立者Encourages pa

31、rticipation.鼓勵參與Expert in group processes.團隊流程中的專家Monitors and steers the group toward the declared objective. 監(jiān)控和駕馭團隊朝所定目標努力178 Discipline Problem Solving Technique 條規(guī)則解決問題的技巧Problem description is the key element of problem solving.問題闡述是問題解決過程中的關鍵環(huán)節(jié)It is a description of WHAT IS WRONG WITH WHAT.闡述

32、什么是錯的，錯在哪里State the symptom, extent and consequence of the problem.陳述問題的癥狀，范圍和后果Use a flow diagram to visualize the process.運用流程圖來說明該流程Use a Timeline to set the key time/dates.以時線來設定關鍵時間和日期Ask what has Changed on/about/near the problem.詢問問題本身和相關情況發(fā)生了什么變化Use the 5 Ws and 2 Hs to specify the problem.用

33、5W和2H詳述問題Who 誰What 什么When 何時Where 何地Why 為什么How 如何How many 多少Use the Is/Is-Not Format.運用是/否格式Describe the Problem. 問題闡述2.188 Discipline Problem Solving Technique 條規(guī)則解決問題的技巧Describe the Problem.問題闡述2.WHO 誰誰 Identify individuals associated with the problem. 鑒別與問題相關的人。 Characterize customers who are com

34、plaining. 描繪抱怨的客戶 Which operators are having difficulty? 那些操作者有困難？ Which customers are complaining? 哪些客戶在抱怨？ WHAT 什么什么 Are the operational differences clear? 運作差異是否清楚？ Is there physical evidence of the problem to examine? 問題是否有物證可作檢查？ Have the failures been thoroughly examined and the results docume

35、nted? Are there photographs available? 不合格處是否已作徹底檢查，其結果是否已有文字記載？是否有照片？ WHERE 何地何地 If the defect occurs on a part, where is the defect located? 如果缺陷出現(xiàn)在零件上，那么存在于什么地方？ What is the geographic distribution of the customer complaints? 抱怨客戶的地理分布位置如何？ WHEN 何時何時 Identify the time the problem started and its

36、prevalence in earlier time periods. 確定問題發(fā)生的時間和以前哪個時間段這類問題頻頻發(fā)生。 Do all production shifts have the same problem? 是否所有生產(chǎn)班次都有相同的問題？ What time of year does the problem occur? 問題發(fā)生在年度中的哪段時間？ WHY 為什么為什么 Describe any known explanation that may contribute to the problem. 描述任何已知的會導致問題發(fā)生的原因 HOW 如何如何 In what mo

37、de of operation does the problem occur. 問題發(fā)生在什么運行模式下。 What procedures were used when the problem occurred? 問題發(fā)生時，哪種程序正被使用著？ HOW MANY 多少多少 What is the extent of the problem? 問題的范圍是什么？ Has the problem increased or decreased? 問題多了還是少了？ 198 Discipline Problem Solving TechniqueOperational Definition 條規(guī)則解

38、決問題的技巧運行定義Description of Problem 問題的闡述問題的闡述 What the Problem Is: 問題問題是是什么什么？ What the Problem Is Not: 什么不是問題？什么不是問題？ We Need More Information On: 我們需要更多信息關于：我們需要更多信息關于： WHO is the customer 客戶是誰？ WHAT on the object: 物品上有什么？ WHAT is the problem/defect: 問題/缺陷是什么： WHERE; seen, on the object: 物品上哪里可以看到問題

39、 WHERE; seen, geographically: 在何處看到 208 Discipline Problem Solving TechniqueOperational Definition (continued) 條規(guī)則問題解決技巧營運定義（續(xù)）Description of Problem 闡述問題闡述問題 What the Problem Is: 問題問題是是什么什么？ What the Problem Is Not: 什么不是問題？什么不是問題？ We Need More Information On: 我們需要更多信息我們需要更多信息關于關于: WHEN; first seen:

40、 何時第一次看見 WHEN; else seen: 何時再次看見： WHEN; seen in the process: 何時在流程中看見 HOW BIG; is the problem: 問題有多大 How many: 有多少 How many defects per object: 每個物品有多少缺陷 WHAT is the trend: 趨勢是什么： 218 Discipline Problem Solving Technique 條規(guī)則 解決問題的技巧Use the Is/Is-Not Format用是/否格式Describe the Problem.闡述問題2. Is 是是 IS N

41、OT 否否 WHO 誰誰 Who has notified you of the problem. 誰通知你這個問題 Who is affected by the problem 誰受這個問題影響 Who could have notified you of the problem, but did not. 誰原本可以通知你這個問題，但沒有做。 Who could have been affected by the problem but is not. 誰可能已受該問題影響，但卻沒有。 WHAT 什么什么 What is the object you are having a proble

42、m with? 有問題的物品是什么？ What is the problem (defect)? 問題（缺陷）是什么？ Could be happening, but is not. 可能發(fā)生，但沒有。 What could be the problem, but is not. 什么可能是問題，但不是。 WHERE 何地何地 Where do you see the defect on the object? 你在哪里看到物品上這個缺陷？ Be specific in terms of inside to outside, side to side, end to end, one obje

43、ct to another. 從里到外，每一面，首尾，一個和另一個物品，要精確 Where geographically have you seen the problem? 在哪個位置你曾看到這個問題 ？ Where on the object is the problem not seen? 物品上的哪里是看不見問題的？ Does the problem cover the entire object. 問題是否覆蓋整個物品。 Where else geographically, could you have observed the defective object, but did n

44、ot. 從其它位置你可觀察到有缺陷的物品，但沒有。 228 Discipline Problem Solving Technique8條規(guī)則解決問題技巧Use the Is/Is-Not Format用是/否格式Describe the Problem.闡述問題2. IS 是是 IS NOT 否否 WHEN 何何時時 When did you first notice the problem? 你什么時候第一次發(fā)現(xiàn)這個問題 Be specific as possible on time of day. 在哪天的什么時間, 要盡量精確。 At what point of the process

45、flow do you see the problem? 你在流程中的哪一點發(fā)現(xiàn)了問題 Do you have any information of production dates and times? 你有否了解生產(chǎn)日期和時間方面的信息 When in time could it have been first observed, but was not? 問題什么時候可被首次發(fā)現(xiàn)，但沒有 Where else in the process flow, life, or operating cycle might you have observed the defect, but did

46、not? 在哪個流程、生命或運行周期你可以觀察到這一缺陷，但沒有 What other times could you have observed the defective object, but did not? 在其它什么時間你可以觀察到有缺陷的物品，但沒有。 HOW BIG 有多大 How much of each object has the problem? 每個物品中有多少這類問題？ What is the trend. 趨勢是什么 How many objects have the problem? 多少物品具有這種問題？ How many defects do you see

47、 on each object? 在每個物品上你看見多少個缺陷？ How big is the problem in terms of dollars, people, time? 在金錢，人和時間方面問題有多大？ How many objects could have the defect, but do not? 多少物品可能有類似缺陷，其實沒有？ What other trends could have been observed, but were not? 其它什么趨勢可以被觀察到，其實沒有？ How many objects could have the defect, but d

48、o not? 多少物品可能有類似缺陷，其實沒有？ How big could the defect be, but is not? 這一缺陷可能有多大，其實沒有？ 23Chrysler Drain-Back Check Valve克萊斯勒回排逆止閥Typical Problem with an Unknown Cause原因不清的典型問題Very excited Customer (Quality, Purchasing)非常興奮的客戶（質(zhì)量，采購）Very excited Sales Team -Your Boss非常興奮的銷售團隊你的老板You have no clue你沒有線索The P

49、anel of experts has 10 opinions專家座談形成10種觀點24Chrysler Truck - Drain-back Check Valve克萊斯勒卡車-回排逆止閥25Chrysler Truck - Drain-back Check Valve萊斯勒卡車-回排逆止閥26DESCRIPTION OF PROBLEM 問問題題闡闡述述 WHAT THE PROBLEM IS:？ 什什么么是是問問題題？ WHAT THE PROBLEM IS NOT: 什什么么不不是是問問題題？ WE NEED MORE INFORMATION ON: 我我們們需需要要更更多多信信息息關

50、關于于： WHAT is the problem/defect: 什什么么是是問問題題/缺缺陷陷？ Transmission oil leak on drain back check valve; 17825 (Form Rite) and 16851 (H&H) 潤潤滑滑油油在在回回排排逆逆止止閥閥上上發(fā)發(fā)生生泄泄露露 Any others 其其它它問問題題 WHERE; seen, on the object: 物物 品品 上上 哪哪里里可可以以看看到到問問題題 Transmission oil leakage past internal o-ring; seen at hose

51、crimp end. 潤潤滑滑油油通通過過內(nèi)內(nèi)部部 O 形形圈圈泄泄露露，在在軟軟管管彎彎曲曲頭頭部部可可觀觀察察到到。 Threaded end 螺螺紋紋狀狀頭頭部部 WHERE; seen geographically: 在在何何處處看看到到 JNAP, Toledo III, Warren Truck, St. Louis, Pilette JNAP，Toledo III,和和 Warren 卡卡車車廠廠，St. Louis, Pilette Lago, Saitillo, Austria 奧奧地地利利 Lago, Saitillo WHEN; first seen: 何何時時第第一一次

52、次看看見見 9-21-95 at JNAP JNAP，95 年年 9 月月 21 日日 Never before at a customers plant. 從從來來未未在在客客戶戶廠廠里里看看見見 WHEN; else seen: 何何時時再再次次看看見見 9-28-95 at Warren Truck Warren 卡卡車車廠廠 95 年年 9 月月 28 日日 WHEN; seen in the process: 在在流流程程中中何何時時看看見見 Following roller test at Warren Truck. Following brake torque test at J

53、NAP.在在 Warren 卡卡車車廠廠做做滾滾輪輪測測試試后后；在在JNAP 做做制制動動轉轉矩矩測測試試后后 HOW BIG; is the problem: 問問題題有有多多大大？ How many: 多多少少 How many defects per object: 每每個個物物品品有有多多少少缺缺陷陷 Approximately 1 cc of transmission oil. 約約 1 立立方方厘厘米米潤潤滑滑油油 Steady drip 穩(wěn)穩(wěn)定定的的滴滴落落 Mist 薄薄霧霧 Seep 滲滲漏漏 Gross leakage 總總泄泄漏漏量量 What is the trend

54、: 趨趨勢勢是是什什么么 Dont know 不不知知道道 Dont know 不不知知道道 Quantification of the number of leaks in New Haven, H&H, Form Rite, Chrysler plants 在在新新港港，H&H, Form Rite 和和克克萊萊斯斯勒勒廠廠泄泄漏漏的的量量化化。 New Haven Drain Back Check Valve 8D新港回排逆止閥8條規(guī)則Step 2 Problem Description第2步問題闡述278 Discipline Problem Solving Techn

55、ique條規(guī)則解決問題技巧Identify all potential causes which could explain why this problem has occurred.識別可解釋為何發(fā)生問題的所有可能原因Isolate and verify the root cause by testing each potential cause against the problem description.按照問題闡述來分離并確定問題根源Use a cause and effects (Fishbone) diagram.采用一張因果（魚骨）圖Graphically identifie

56、s all past or present potential causes.以圖表鑒別所有過去或現(xiàn)在的可能導致問題產(chǎn)生的原因。Summarize on the MOST LIKELY root cause.歸納最有可能的問題根源Ask what has changed?詢問什么已改變？In, On, Around or About the difference.有關的不同點。What are the key dates of change? 變化的關鍵日期是什么？Ask the question WHY? At least 5 times.問為什么，至少5次Ask in what way c

57、ould this potential cause have created the problem?詢問這些潛在原因是以什么方式導致問題產(chǎn)生的？Define and verify root causes.定義和核實問題根源Identify and select potential root causes.識別和選擇可能的問題根源Select the most likely root cause.選擇最有可能的問題根源3.288 Discipline Problem Solving Technique 條規(guī)則解決問題技巧Typical Elements for Cause and Effect

58、 Diagram 因果圖的典型要素Manpower人力Material材料Methods方式Mother Nature (Environment)自然力量（環(huán)境）Machinery機械設備Define and verify root causes.定義和核實問題根源Identify and select potential root causes鑒別和選擇潛在問題的根源3.2930魚骨圖分析31Chrysler Drain-Back Check Valve克萊斯勒回排逆止閥Leak泄漏 O Ring O形圈 Dimensions尺寸ID MachiningID 加工Plating電鍍Overs

59、ize ID特大 IDUndersize stem OD偏小的閥桿Undersize groove 偏小的槽Out of Round不圓Excessive Tool Marks過多的工具標記Damaged損壞的Missing缺少的Mislocared錯位的Residue in O- Ring bore在O 形圈孔的殘渣32POTENTIAL ROOT CAUSES 潛在根源潛在根源 ACTIONS & INVESTIGATIONS 措施和調(diào)查措施和調(diào)查 NEED FURTHER INFORMATION 需進一步信息需進一步信息 O-Ring O 形圈形圈 Damaged 損壞的損壞的

60、Missing 缺少的缺少的 Mislocated 錯位的錯位的 Failed part analysis shows that all o-rings are in their proper place and are undamaged. 對發(fā)生錯誤的部件進行分析對發(fā)生錯誤的部件進行分析顯示所有顯示所有 O 形圈位于合形圈位于合適的適的地方并未受損。地方并未受損。 Need to determine if the o-ring material is optimal. 需確認需確認 O 形圈材料是否是最佳的形圈材料是否是最佳的 S. Gunderson 10-03. Results Conclusion is that o-ring material is appropriate