異常矯正措施D手法

1、異常矯正措施-8D手法 A systemic approach utilized for true root cause finding & problem solving 8D是一個系統化流程以發(fā)覺真因及解決問題的手法 Discipline1:Use Team Approach(用團隊方式) Discipline2:Describe The Problem(問題敘述) Discipline3:Containment Plan(緊急防制措施) Discipline4:Describe The Root Cause(描述真因) Discipline5:Permanent C/A Plan

2、(永久改善對策) Discipline6:Verification of Effectiveness(效果確認) Discipline7:Prevent Recurrence(防止再發(fā)) Discipline8:Congratulate Your Team,Case Closed(結案) Suppliers attributable fallout consistently exceeds the agreed DPPM goal 1.協力廠商品質超出要求的DPPM目標 Supplier meets the agreed DPPM goal but one failure symptom co

3、ntributes more than 20% to the supplier attributable fallout 2.單一不良原因持續(xù)發(fā)生,縱使品質達到規(guī)定的DPPM A defect occurred that should have been contained within the suppliers process 3.廠商制程不良造成之異常 The failing parameter was not tested by supplier 4.廠商未經測試的參數導致的不良 Containment-short term, temporary fix 緊急防制措施:短期、暫時性的

4、Corrective Action-Longer term,permanent fix 改善措施：長期、永久性的 Where containment action has been requested supplier should perform a risk assessment of the exposure in their finished goods on and at , this would normally be based on a functional/visual screen of a statistically significant sample 當緊急防制必需執(zhí)

5、行時，一定要用統計的方法評估全面篩選的風險 Containment plan available within2working days of receipt of 8-D 緊急防制措施:2個工作天內提出 Containment plan implemented within 5 working days of receipt of 8-D 緊急防制措施:5個工作天內執(zhí)行 Corrective action plan available within 5 working days of receipt of 8-D 永久改善計劃:5個工作天內提出 Agreed corrective actio

6、n in place within 3 months of receipt of 8-D 永久改善計劃:從提出到導入,不得超過3個月The originator:發(fā)起人Initiate the 8-D.提出8DThe supplier:協力廠商shall provide responses in 8-D format.必需用8D格式Communicate 8-D details internally as necessary.準備8D的詳細內容Respond with Containment/Corrective Action Plans as per goals 依目標提出緊急防制措施及永久

7、改善計劃Provide weekly updates to vendor team as per Business Plan每周更新資料并匯整報告給廠商Achieve goals on timescales for implementation of containment and corrective actions即時完成緊急防制及改善措施以符合目標 選擇并記錄公司內部及外部的所有團隊成員 選擇團隊Champion(Champion要能排除障礙者) 選擇一個組長(主持結果,并負全責) 用客戶可完全了解的方法溝通 描述導致問題之改變的條件 數據化此改變的條件 描述緊急防制措施的人、事、時及方法，同時防止在客戶端再發(fā)生 緊急防制措施含： -COST 成本 -DELIVERY 交期 不可因而引起其它形式的不良 描述為何發(fā)生，同時此“洞”以前為何沒被偵測到 將根源分門別類 詳述排除不良根源的人、事、時、方法、材料等 考慮： 1.引起其它種類的不良 2.消除緊急防制措施（永久改善對 策應能消除緊急防制措施） 用數字化來確認效果（例如CPK達1.5等） 緊急