QP0318D手法內(nèi)部異常矯正培訓(xùn)ppt課件

1、8D手法&內(nèi)部異常矯正培訓(xùn)品 保 課 制 定：莫 凱文管中心龔四英總經(jīng)理室核準(zhǔn)：林小姐修訂日期：2009年 9月 7日 B版制定日期：2006年 9月 6日 A版品保課講義編號：QP031 共39 頁Part 1.流程介紹客戶投訴業(yè)務(wù)受理開出客戶埋怨處理單品保課開出返工回饋單庫存調(diào)查返工挑選NGNG報廢確認(rèn)不良狀況開出內(nèi)部異常矯正單緣由分析改善對策改善執(zhí)行效果確認(rèn)NG結(jié)果回復(fù)于CAR中業(yè)務(wù)課追蹤結(jié)案記錄于CAR追蹤表&客戶埋怨履歷表中歸檔Page 18 Ds (8 Disciplines) Methodology:A practical way to resolve problemsStep

2、1. Team approach; 步驟1 擔(dān)任處理問題的小組;Step 2. Problem discription; 步驟2 問題描畫;Step 3. Short-term containment actions; 步驟3 短期應(yīng)急措施;Step 4. Define and verify root causes; 步驟4 確定并核實根本緣由;Step 5. Select permanent corrective actions; 步驟5 選擇長期糾正措施;Step 6. Implement permanent actions; 步驟6 實施長期糾正措施;Step 7. Actions to

3、 prevent problem recurrence; 步驟7 防止問題再發(fā)生采取的措施;Step 8. Problem solved. 步驟8 問題處理.Page 2Part 1. 1.8D手法介紹 Step 1. Team approach 步驟1 擔(dān)任處理問題的小組Team Membership and responsibilities A team leader is responsible to follow the method. He defines the individuals and skills required. He compiles the data associ

4、ated 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,).小組成員及職責(zé)組長擔(dān)任按程序辦事。由他

5、指定所需的人員和技藝，并搜集與問題有關(guān)的數(shù)據(jù)信息 (技術(shù)、定性的、定量的、本錢，.);開場運用8D報告在初次會議上，組長應(yīng)定義職責(zé)并確定跟蹤措施的評定方法(特別會議、頻次、其他方法，.)。Page 3D1：小組成立關(guān)鍵要點:成員資歷，具備工藝、產(chǎn)品的知識目的分工程序小組建立Page 4Step 2. Problem discription; 步驟2 問題描畫Description of the problem and its effects: Describe the problem phenomenon as observed in its environment or the risk o

6、f 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,).問題描畫及其后果： 描畫該環(huán)境下察看的景象或出現(xiàn)問題的風(fēng)險； (經(jīng)過資料、環(huán)境、人工、手段、方法)定性和定量地斷定該問

7、題產(chǎn)生的后果和所處的環(huán)境； 隨附闡明文件 (異常報告，指示參數(shù)，圖形，.)Page 5D2：問題闡明目的:用量化的術(shù)語詳細(xì)闡明與該問題有關(guān)的內(nèi)/外部顧客埋怨,如什么、地點、時間、程度、頻率等。“什么東西出了什么問題方法：質(zhì)量風(fēng)險評定，F(xiàn)MEA分析Page 6D2：問題闡明關(guān)鍵要點:搜集和組織一切有關(guān)數(shù)據(jù)以闡明問題問題闡明是所描畫問題的特別有用的數(shù)據(jù)的總結(jié)審核現(xiàn)有數(shù)據(jù)，識別問題、確定范圍細(xì)分問題，將復(fù)雜問題細(xì)分為單個問題問題定義，找到和顧客所確認(rèn)問題一致的闡明，“什么東西出了什么問題，而緣由又未知風(fēng)險等級Page 7錯誤的描畫:752298鉚釘牙孔不良.733860尺寸超差.正確的描畫:7522

8、98鉚釘M2.5牙孔通規(guī)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 8Step 3. Short-term containment actions; 步驟3 短期應(yīng)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 action

9、s 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

10、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.短期應(yīng)急措施假設(shè)發(fā)現(xiàn)的問題將降低產(chǎn)品、過程或效力的性能或技術(shù)規(guī)范，從客戶的角度出發(fā) 我們應(yīng)立刻采取措施保證功能的延續(xù)性 (挑選、發(fā)貨控制、取回、返修、返工等) 并隔離問題帶來的后果直到采取長期糾正措施；驗證暫時措施的有效性；8D報告初次頒發(fā)給擔(dān)任應(yīng)急措施的人員，如遇嚴(yán)重問題時，將報告拷貝給管理

11、層。Page 9D3：實施并驗證暫時措施關(guān)鍵要點:評價緊急呼應(yīng)措施找出和選擇最正確“暫時抑制措施決策實施，并作好記錄驗證DOE、PPM分析、控制圖等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廢品由我司全檢小組依據(jù)SIP全檢.全檢后挑出不良品10pcs.Page 11Step 4. Define and verify root causes; 步驟4 確定并核實根本緣由Define and verify root causes: Search for and/or determine the most likely

12、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 pr

13、ioritize 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.確定并核實根本緣由 從問題描畫并借助附加實驗(如有必要)進(jìn)展數(shù)據(jù)分析，尋覓和/或確定最能夠的緣由；經(jīng)過對能夠的緣由所產(chǎn)生的后果和察看的結(jié)果相比較確保一切能夠的緣由都加以思索?？山?jīng)過因果矩陣圖

14、確定緣由并最先找到處理問題的有效方法； 將能夠處理問題方案的可行性，實施情況，本錢等方面構(gòu)成文件； 建立選擇處理問題方案的準(zhǔn)那么.Page 12Step 4. Define and verify root causes; 步驟4 確定并核實根本緣由Cause/Effect matrixHow made?Problem(Effect)ManMaterial/Info.MachineMethodEnvironmentMeasurementWhy did it get out?ManMaterial/Info.MachineMethodEnvironmentMeasurementPage 13D4：

15、確定并驗證根本緣由目的: 用統(tǒng)計工具列出可以用來解釋問題原因的一切潛在緣由，將問題闡明中提到的呵斥偏向的一系列事件或環(huán)境或緣由相互隔離測試并確定產(chǎn)生問題的根本緣由。方法：FMEA、PPM、DOE、控制圖Page 14D4：確定并驗證根本緣由關(guān)鍵要點:評價能夠緣由列表中的每一個緣由緣由可否使問題排除驗證控制方案Page 155 Why 1H 工具豐田生產(chǎn)方式: “反覆提出五次為什麼垂直式思索, 針對問題一層又一層地深化通常第一個答案不會是真正的答案5 Why 可以找出真正的緣由找緣由用5Why+想方法用1How簡單的案子能夠4W,3W或2W即找出root cause,但複雜的或許要5 Why,

16、6 Why, 7 Why最後要加 1H,How to fix it.Page 165 Why範(fàn)例 : 為何牙孔通規(guī)入3圈問1.為何牙孔通規(guī)入3圈 答1.因為供應(yīng)商來料不良問2.為何供應(yīng)商來料不良 答2.因為供應(yīng)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 17Step 5. Select permanent corrective actions;步驟5 選擇長期糾正措施Select permanent corrective actions: This choice i

17、s made according to the magnitude of the problem as given by the criterion; Prior to enacting the solutions, they should be validated to be sure they have the anticipated effect; we should not only eliminate the causes of the problem but also be sure they do not creat secondary effects which degrade

18、s the situation in another way. In this case define other solutions that optimize the product function and minimize negative effects on functionality; 2nd distribution of the 8D report to the individuals responsible for implementing the chosen pernament corrective actions provide update to the perso

19、n who observed the anomaly.選擇長期糾正措施 按給定的規(guī)范根據(jù)問題的大小實施該步驟； 在制定問題的處理方案前，應(yīng)有效保證能到達(dá)預(yù)期的效果；我們不僅應(yīng)消除問題的緣由也應(yīng)確保不會在其他方面使情況變得更糟而呵斥間接的影響。在此前提下，確定能優(yōu)化產(chǎn)品功能的其他處理方案并將盡量減少負(fù)面影響。 8D報告第二次頒發(fā)給擔(dān)任實施選擇的長期糾正措施的人員。提供最新信息給察看異常情況的人員。Page 18D5：選擇并驗證永久糾正措施目的:在消費前測試方案，并對方案進(jìn)展評審以確定所選的校正措施可以處理客戶問題，同時對其它過程不會有不良影響。方法：FMEAPage 19D5：選擇并驗證永久糾正

20、措施關(guān)鍵要點:重新審視小組成員資歷決策，選擇最正確措施重新評價暫時措施，如必要重新選擇驗證管理層承諾執(zhí)行永久糾正措施控制方案Page 20選擇并驗證永久糾正措施: 選擇:更改鉚釘設(shè)計結(jié)構(gòu),將鉚釘攻牙通孔改為兩頭攻牙.使電鍍清洗時清洗液能滲入到牙紋末端.驗證:我司打樣50pcs測試OK,并將客戶RD確認(rèn)OK.Page 21Step 6. Implement permanent actions; 步驟6 實施長期糾正措施Implement permanent corrective actions: Implement the solutions and update the associated

21、data; The effectiveness of the solutions will be measured by a follow-up of the disappearance of the problem. This measure may require the development of specific tools for a given solution; 3rd distribution of the 8D report which gives more specific information to management. Implementing the solut

22、ions go beyond the teams activity scope and may require management intervention/decision.實施長期糾正措施 實施處理方案并更新相關(guān)數(shù)據(jù)； 處理方案的效果將經(jīng)過對問題消逝的跟蹤來表達(dá)。這個措施能夠要求為選定的處理方案開發(fā)特殊工具； 8D報告的詳細(xì)信息第三次頒發(fā)給管理層。實施小組活動范圍外的處理方案能夠要求管理層的參與/決策。Page 22D6：實施永久糾正措施目的:制定一個實施永久措施的方案，確定過程控制方法并納入文件，以確保根本緣由的消除。在消費中運用該措施時應(yīng)監(jiān)視其長期效果。方法：防錯、統(tǒng)計控制Page

23、23D6：實施永久糾正措施關(guān)鍵要點:重新審視小組成員執(zhí)行永久糾正措施，廢除暫時措施利用缺點的可丈量性確認(rèn)缺點曾經(jīng)排除控制方案、工藝文件修正Page 24Step 7. Actions to prevent problem recurrence; 步驟7 防止問題再發(fā)生采取的措施Actions to prevent problem recurrence: Update the quality system (particulary the procedures, guides, specifications or tools used concerning the problem) to gen

24、eralize and implement the solutions to impact potential or similar problem; If the generalization is a new process or process change, this generalization may require management agreement. This will be carried out either immediately or by a continuous improvement plan.防止問題再發(fā)生采取的措施 更新質(zhì)量體系(特別是與問題有關(guān)的程序，

25、指南，技術(shù)規(guī)范或運用的工具)，并總結(jié)和實施影響潛在的或類似的問題的處理方案； 假設(shè)總結(jié)方案的過程是個新過程或其過程有所更改，確定處理方案能夠要求管理層的同意認(rèn)可。這即可立刻實施，也可經(jīng)過繼續(xù)改良方案實施。Page 25D7：預(yù)防再發(fā)生目的:修正現(xiàn)有的管理系統(tǒng)、操作系統(tǒng)、任務(wù)慣例、設(shè)計與規(guī)程以防止這一問題與一切類似問題反復(fù)發(fā)生。Page 26D7：預(yù)防再發(fā)生關(guān)鍵要點:選擇預(yù)防措施驗證有效性決策組織、人員、設(shè)備、環(huán)境、資料、文件重新確定Page 27預(yù)防再發(fā)生 修訂供應(yīng)商承認(rèn)書及我司圖紙,后續(xù)全部導(dǎo)入運用兩頭攻牙鉚釘,并驗證其改善效果OK.Page 28Step 8. Problem solved

26、. 步驟8 問題處理Problem solved: The problem is considered solved. The validated, verfied and implemented solutions are approved, in particular by the members of the management whose authority is required. The 8D is signed. The final distribution of the 8D report particulary to the members of management involved with the initial problem and the implementation of the final solutions.問題處理 確認(rèn)問題已處理。賦予權(quán)限的管理層應(yīng)同意閱歷證的和實施的有效處理方案。簽署8D報告。 8D報告最終發(fā)布給涉及最初問題發(fā)生和最終問題處理的相關(guān)管理層；Page 29D8：小組祝賀目的:成認(rèn)小組的集體努力，對