8D問題解決方式

1、8-D Problem Solving 8-D 問題解決方式Sauer-Danfoss ShanghaiNovember, 20051Sauer-Danfoss strives to be a Six-Sigma company, using lean concepts, building to customer order, delivering less than 250 DPM product, 97% on-time through a High-Performing Organization!薩澳丹佛斯努力成為6西格瑪公司，通過高性能的組織結(jié)構(gòu), 運(yùn)用精益生產(chǎn)的概念，滿足客戶要求，達(dá)

2、到250以下的百萬分之廢品率、97的準(zhǔn)時(shí)交貨率.2OUR DESTINATION 我們的目標(biāo)To be the preferred global supplier and partner in our chosen markets by: 我們要在國際市場中成為全球首選的供應(yīng)商及合作伙伴:Providing the highest value solutions to our customers, 為我們的客戶提供最高價(jià)值的解決方案，Being recognized as the most competent supplier, 被客戶公認(rèn)為最優(yōu)秀的供應(yīng)商，Being seen as the

3、company easiest to do business with. 被客戶視為最易于合作的公司。OUR GUIDING VALUES 我們的價(jià)值觀We are a rich mixture of PEOPLE of diverse nationality, culture and thought. This diversity is a major source of our strength. Each individual has the unique ability and responsibility to contribute, and each has the opportu

4、nity to participate, grow and develop. 我們是融合了各民族文化及思想的大家庭。人是我們力量的主要源泉。我們每個(gè)人需要貢獻(xiàn)自己獨(dú)特的能力并肩負(fù)自己的責(zé)任，而每個(gè)人也都有機(jī)會(huì)參與、成長與發(fā)展。 We are bound together as a TEAM by trust, common goals and mutual respect. We know that when the team wins, we all win. We do what we say we are going to do. 我們通過彼此的信任、共同的目標(biāo)與相互的尊重團(tuán)結(jié)一心成為團(tuán)

5、隊(duì)。我們明白團(tuán)隊(duì)的勝利就是我們個(gè)人的勝利。我們言必出，行必果。We treat assignments from our CUSTOMERS as expressions of trust. They can count on us to provide them with solutions that meet or exceed their expectations. 我們將客戶交付的每一項(xiàng)任務(wù)都視為是他們對(duì)我們表達(dá)的信任?？蛻粝嘈盼覀兡芴峁┙鉀Q方案以達(dá)到甚至超出他們的期望。We value people, organizational focus, innovation and tech

6、nology as the means of achieving global LEADERSHIP. We insist on quality in everything we do. Besides courage, leadership demands never-ending improvement. We are a dynamic company that embraces change to achieve new opportunities and lead our global markets. 我們將人才、團(tuán)隊(duì)、創(chuàng)新及技術(shù)看作完善全球性管理的方法。我們堅(jiān)持質(zhì)量第一。領(lǐng)導(dǎo)層除

7、了需要具備勇氣之外，還必須不斷改進(jìn)。我們大家充滿活力，迎接每一次新的挑戰(zhàn)與機(jī)遇，爭取在國際市場上占據(jù)領(lǐng)導(dǎo)地位。As a good CORPORATE CITIZEN we demonstrate concern for the interests and well-being of our communities. We conduct our business with integrity and in a manner which protects the environment of our employees, our community and our customers. 我們作為

8、社會(huì)的一員，密切關(guān)注社會(huì)與人民的利益。我們以誠經(jīng)營，并力求保護(hù)員工、社會(huì)及客戶的環(huán)境。OUR JOURNEY 我們的旅程To create value for our customers and shareholders by providing systems, products and services relating to propel, work and control functions, as we meet the needs of mobile equipment manufacturers globally.我們提供具備驅(qū)動(dòng)、運(yùn)作及控制功能的系統(tǒng)、產(chǎn)品及服務(wù)，為客戶與股東創(chuàng)

9、造價(jià)值，滿足全球行走機(jī)械設(shè)備制造商的需要。OUR FOUR POINTS OF STRATEGY 我們的四大戰(zhàn)略重點(diǎn)CUSTOMER FOCUS 以客戶為中心Ensure customer intimacy by truly understanding our customers needs with the goal of meeting or exceeding their expectations in all areas, including quality, innovation, flexibility and total value. 與客戶保持良好關(guān)系，真正理解他們的需求，在質(zhì)

10、量、革新、適應(yīng)度及總體價(jià)值等各項(xiàng)領(lǐng)域中達(dá)到并超越客戶的期望。Expand our systems offerings by including the engineering of complete solutions, and acting as system integrator regardless of product source.將我們的系統(tǒng)供給范圍擴(kuò)展到工程整體解決方案，并且成為任何產(chǎn)品來源的系統(tǒng)集合體。 Support our customers globally, adding local structures and facilities where necessary t

11、o provide the expected level of Sauer-Danfoss product and service support. 進(jìn)行全球性客戶支持，必要時(shí)在當(dāng)?shù)厥袌鲈黾尤藛T及生產(chǎn)設(shè)施以滿足客戶對(duì)薩澳丹佛斯產(chǎn)品和維修服務(wù)的需求。PEOPLE AND ORGANIZATION 人員機(jī)構(gòu)With an emphasis on teaming, organize around the work to be done, engaging the flexibility and talent of all of our employees. 我們重視團(tuán)隊(duì)合作，并力求使員工的能動(dòng)性及才

12、能得到充分發(fā)揮。Reward initiative, recognizing that taking risks will, at times, result in failure; and value innovation, knowing that only by doing something different will we achieve different, and better, results. 我們鼓勵(lì)主動(dòng)進(jìn)取精神，同時(shí)也必須認(rèn)識(shí)到冒險(xiǎn)有時(shí)也會(huì)帶來失敗。我們提倡創(chuàng)新精神，知道只有以不同的方法才能將事情做得更好。 Create an employee development

13、structure that expands the knowledge base of all employees, growing the capabilities of individuals in all functions, building our overall organizational strength, and ensuring leadership continuity. 創(chuàng)建員工發(fā)展結(jié)構(gòu)以擴(kuò)展所有員工的知識(shí)面，使他們?cè)诟髯缘膷徫簧习l(fā)揮各自的能力，加強(qiáng)我們整體組織的力量，并確保領(lǐng)導(dǎo)層的連貫性。OPERATIONAL APPROACH 運(yùn)作方式Create a chang

14、e environment where we sustain our competitive advantage by continuously reviewing and renewing our business processes, methods and technologies to achieve lowest total cost in all activities. 不斷回顧并更新我們的業(yè)務(wù)流程、方法與技術(shù)，將運(yùn)作成本降到最低，這樣才能確保我們?cè)谌找孀兓氖袌霏h(huán)境中都保持競爭力。Instill a sense of urgency in, and responsibility

15、for, everything we do to keep us ahead of the ever increasing expectations of our customers. 向員工慢慢灌輸緊迫感與責(zé)任感，使大家認(rèn)識(shí)到自己所作的每一件事都必須滿足顧客日益增長的要求。FINANCIAL PERFORMANCE 財(cái)務(wù)狀況Focus on shareholder value by driving both top line growth and profitability. 將重點(diǎn)放在股東利益上，推動(dòng)公司的發(fā)展與盈利。Achieve continuous improvement on th

16、e returns on each and every investment made (machine tools, facilities, new products, distribution channels, etc.). 爭取在每一項(xiàng)投資上不斷提高投資回報(bào)率（機(jī)械工具、設(shè)施、新產(chǎn)品、分銷渠道等）。3OUR DESTINATIONTo be the preferred global supplier and partner in our chosen markets by: Providing the highest value solutions to our customers,B

17、eing recognized as the most competent supplier,Being seen as the company easiest to do business with. OUR GUIDING VALUESWe are a rich mixture of PEOPLE of diverse nationality, culture and thought. This diversity is a major source of our strength. Each individual has the unique ability and responsibi

18、lity to contribute, and each has the opportunity to participate, grow and develop. We are bound together as a TEAM by trust, common goals and mutual respect. We know that when the team wins, we all win. We do what we say we are going to do. We treat assignments from our CUSTOMERS as expressions of t

19、rust. They can count on us to provide them with solutions that meet or exceed their expectations. We value people, organizational focus, innovation and technology as the means of achieving global LEADERSHIP. We insist on quality in everything we do. Besides courage, leadership demands never-ending i

20、mprovement. We are a dynamic company that embraces change to achieve new opportunities and lead our global markets.As a good CORPORATE CITIZEN we demonstrate concern for the interests and well-being of our communities. We conduct our business with integrity and in a manner which protects the environ

21、ment of our employees, our community and our customers.OUR JOURNEYTo create value for our customers and shareholders by providing systems, products and services relating to propel, work and control functions, as we meet the needs of mobile equipment manufacturers globally.OUR FOUR POINTS OF STRATEGY

22、CUSTOMER FOCUSEnsure customer intimacy by truly understanding our customers needs with the goal of meeting or exceeding their expectations in all areas, including quality, innovation, flexibility and total value. Expand our systems offerings by including the engineering of complete solutions, and ac

23、ting as system integrator regardless of product source.Support our customers globally, adding local structures and facilities where necessary to provide the expected level of Sauer-Danfoss product and service support. PEOPLE AND ORGANIZATIONWith an emphasis on teaming, organize around the work to be

24、 done, engaging the flexibility and talent of all of our employees. Reward initiative, recognizing that taking risks will, at times, result in failure; and value innovation, knowing that only by doing something different will we achieve different, and better, results. Create an employee development

25、structure that expands the knowledge base of all employees, growing the capabilities of individuals in all functions, building our overall organizational strength, and ensuring leadership continuity. OPERATIONAL APPROACHCreate a change environment where we sustain our competitive advantage by contin

26、uously reviewing and renewing our business processes, methods and technologies to achieve lowest total cost in all activities. Instill a sense of urgency in, and responsibility for, everything we do to keep us ahead of the ever increasing expectations of our customers. FINANCIAL PERFORMANCEFocus on

27、shareholder value by driving both top line growth and profitability. Achieve continuous improvement on the returns on each and every investment made (machine tools, facilities, new products, distribution channels, etc.).CUSTOMER FOCUS以客戶為中心Win-Win Negotiations雙贏談判Customer Awareness關(guān)注客戶QFD8D Problem

28、Solving8D 問題解決方式Effective Customer Service Skills有效的客戶服務(wù)技巧Dealing with the Disappointed Customer處理失望的客戶Value Analysis價(jià)值分析FMEA實(shí)效模式分析System Modeling and System Knowledge系統(tǒng)建模及系統(tǒng)知識(shí)4EOs/SDs Desired Outcomes EOS/SDS 所期望的成果 Increase usage of 8Discipline Problem Solving增加使用8D解決問題Develop usage in all parts o

29、f our business發(fā)展到各個(gè)領(lǐng)域“It is now a Sauer-Danfoss Quality Policy that the 8D format be the standard tool to communicate and solve significant problems in the company.” EO February 2004薩澳丹佛斯的質(zhì)量方針規(guī)定8D是用來進(jìn)行溝通和解決公司出現(xiàn)的重大問題的標(biāo)準(zhǔn)工具。EO February 20045EOs/SDs Desired Outcomes EOS/SDS 所期望的成果Create a common vocabul

30、ary創(chuàng)建一個(gè)共同的詞匯Improve Sauer-Danfoss cycle time and quality in solving problems改進(jìn)薩澳丹佛斯在解決問題方面的周期及質(zhì)量6EOs/SDs Desired Outcomes EOS/SDS 所期望的成果Emphasize the documentation of solved problems強(qiáng)調(diào)已解決問題的歸檔Understand how 8D relates to Sauer-Danfoss quality objectives and goals.理解8D與薩澳-丹佛斯質(zhì)量目標(biāo)之間的相互關(guān)系Encourage pers

31、onal growth鼓勵(lì)個(gè)人發(fā)展7Problem Solving問題的解決 You and a friend are enjoying a friendly (but competitive) round of golf. As you approach the 16th hole, you hit an amazing drive that lands just short of the green. As you walk up to where your golf ball landed, you notice that the ball has rolled into a paper

32、 bagcarelessly left on the ground by someone. 你和朋友正在進(jìn)行一場高爾夫球的友誼賽。當(dāng)你打到第16個(gè)洞時(shí)，你作了驚人一擊，球剛好停在草坪外?？僧?dāng)你走到球的旁邊，卻發(fā)現(xiàn)這只球滾進(jìn)了一個(gè)紙袋里8Problem Solving問題的解決 The rules of golf say that you will lose a stroke if you remove the ball from the bag. Striking the ball while it remains in the bag, may cause you to mis-hit th

33、e ball. What are your ideas for solving this problem? 根據(jù)高爾夫球賽的規(guī)則，如果你把球從紙袋里拿出來，那你將會(huì)失去一次打球的機(jī)會(huì)，如果不去移動(dòng)這個(gè)紙袋，你有可能打不到球.對(duì)于解決這個(gè)問題你有什么想法？9Problem Solving & Introductions問題的解決和介紹What is your name?你的姓名？What company do you work for?你所工作的公司？What are you desired outcomes for this training?你期望在這個(gè)培訓(xùn)中學(xué)到什么？What are yo

34、ur ideas for solving the golf ball dilemma?你對(duì)于解決高爾夫球這種進(jìn)退兩難局面的想法？108-D Problem Solving 8-D 問題解決方式Started at Ford as TOPS-Team Oriented, Data Driven在福特公司最先開始實(shí)施，以TOPS 團(tuán)隊(duì)導(dǎo)向，數(shù)據(jù)驅(qū)動(dòng)。Proven tool for solving manufacturing, assembly, and office problems.解決制造、裝配、辦公室問題的經(jīng)驗(yàn)證的工具。Includes IS / IS NOT and many other

35、technical tools包括“是/否”和許多其它技術(shù)工具。118-D Problem Solving 8-D 問題解決方式Excellent planning, tracking, and documentation tool.優(yōu)秀的計(jì)劃、跟蹤和文件管理工具。Recognized industry standard (Internet search 8d problem solving)公認(rèn)的行業(yè)標(biāo)準(zhǔn)。（網(wǎng)上搜索 “8d problem solving”）12Sauer-Danfoss Problem Solving Toolset薩澳丹佛斯解決問題的工具CQARStandard pro

36、blem tool to record and solve customer perceived defectsCQAR是解決客戶質(zhì)量問題的標(biāo)準(zhǔn)工具8D Problem Solving8步法解決問題13Sauer-Danfoss Problem Solving Toolset薩澳丹佛斯解決問題的工具 - Tool to go to for more difficult problems. The CQAR solution can not be determined within 4 hours. - 用于解決更困難的問題。CQAR解決方法不能在4小時(shí)內(nèi)確定。Six SigmaComplex

37、problem solving tool. When 8D has multiple potential root causes and requires more complex tools.復(fù)雜問題的解決方式。當(dāng)8D發(fā)現(xiàn)多種潛在的原因需要更復(fù)雜的工具。148D Problem Solving Process0. Become Aware of the Problem1. Assemble a Team if Necessary2. Describe the Problem and the Expectation3. Implement and Verify Interim Containm

38、ent Actions5. Define and Verify Permanent Corrective Actions6. Implement Permanent Corrective Actions7. Prevent Recurrence8. JOB WELL DONE!4. Define and Verify Root Causes158-D 問題解決方式0. 意識(shí)到問題1. 必要的話，成立一個(gè)小組2. 描述問題和期望3. 貫徹和核實(shí)“臨時(shí)圍堵”行動(dòng)5. 確定和核實(shí)永久性糾正行動(dòng)6. 實(shí)施永久性糾正行動(dòng)7. 防止復(fù)發(fā)8. 圓滿完成工作！4. 確定和核實(shí)問題根源16Step 0 第0步B

39、ecome Aware of the Problem意識(shí)到問題17How We Become Aware of Problems 我們?nèi)绾我庾R(shí)到問題CQAR CQARCustomer call 客戶的電話First Pass Yield 首次通過率Quality 質(zhì)量Cost (Excessive scrap, etc.) 成本（過多的報(bào)廢，等）Delivery 交貨Warranty Data 質(zhì)保期成本? ？18Step 1Assemble a Team if Necessary第一步若必要組成一個(gè)團(tuán)隊(duì)Form a small team of people with the interest

40、 and the necessary skills to effectively work through the 8-D process.組成一個(gè)小組，小組成員對(duì)8-D 有興趣并具有必要的技能，以便能夠有效地完成8-D 的工作19Assemble a Team: Steps成立一個(gè)小組：步驟Select a small number of people選定一小部分人組成一個(gè)小組Determine roles確定角色Develop ground rules發(fā)展基本規(guī)則Determine customer確定客戶Determine scope, timetable, deliverables確定

41、范圍、時(shí)間表、可交付使用的結(jié)果20Step 2Describe the Problem and the Expectation第二步描述問題和期望Specify the internal/external customer problem by identifying in quantifiable terms the who, what, when, where, why, how, how many (5W2H) for the problem.用可量化的術(shù)語:來詳細(xì)說明內(nèi)部和外部客戶的問題Describe in quantifiable terms the customer expect

42、ation and the vision.用可量化的術(shù)言說明客戶的期望和前景“who (何人), what (何事), when (何時(shí)), where (何處), why (為何), how (怎樣), how many (多少)” 5W2H 。21Describe the Problem: Steps描述問題：具體步驟Describe the problem描述問題Refine problem statement進(jìn)一步描述問題Write problem statement寫出問題陳述Write customer expectation寫出客戶的期望Write vision statemen

43、t寫出前景陳述22Keys to Problem Statement問題陳述的關(guān)鍵The Problem Description phase involves as complete of data collection as possible.描述問題階段涉及到盡可能收集相關(guān)的數(shù)據(jù)。May require time to collect the data可以規(guī)定時(shí)間來收集數(shù)據(jù)。It is key to get the Problem Statement accurate.準(zhǔn)確描述問題是關(guān)鍵。23Tools for Problem Description描述問題的工具Data Collecti

44、on數(shù)據(jù)的收集5Ws & 2 Hs“who (何人), what (何事), when (何時(shí)), where (何處), why (為何), how (怎樣), how many (多少)”Charting圖表5 Whys5 個(gè)為什么245 Ws & 2 HsWho(Customer, end user,)What(What product, What p/n, s/n,)Where(Location, On what machine, )When(On what dates were failures, After how many hours, )Why(Include any part

45、ial conclusions.)How(Under what circumstances, what type of failure)How many(How many failures, Out of how many total)255 Ws & 2 Hs誰(客戶、最終使用者，)什么(什么產(chǎn)品, 什么零件號(hào), 系列號(hào),)哪里(位置, 在哪臺(tái)機(jī)器, )何時(shí)(實(shí)效日期, 故障前的運(yùn)行時(shí)間, )為什么(包括一些部分結(jié)論，)程度(失效時(shí)的工況, 失效類型，)多少(多少故障, 百分比。)26Whats wrong with what?Why?_Can you prove it? (if yes,

46、proceed. If no, go back 1 step)YNWhy?_Can you prove it? (if yes, proceed. If no, go back 1 step)YNWhy?_Can you prove it? (if yes, proceed. If no, go back 1 step)YNWhy?_Can you prove it? (if yes, proceed. If no, go back 1 step)YNWhy?_Can you prove it? (if yes, proceed. If no, go back 1 step)YNProblem

47、 Investigation WorksheetAsk Why Five Times27什么出了什么問題?為什么?_你能證實(shí)嗎？ (若肯定，繼續(xù)，若否定，回到上一步）是否為什么?_你能證實(shí)嗎? (若肯定，繼續(xù)，若否定，回到上一步）是否為什么?_你能證實(shí)嗎? (若肯定，繼續(xù)，若否定，回到上一步）是否為什么?_你能證實(shí)嗎? (若肯定，繼續(xù)，若否定，回到上一步）是否為什么?_你能證實(shí)嗎? (若肯定，繼續(xù)，若否定，回到上一步）是否問題調(diào)查表問5遍為什么285 Whys ExampleInitial problem statementM46 pumps are leaking at pressure d

48、ecay.Why?The fastener torque is low.Can you prove it?Yes, the torque was measured below spec.Why?The torque tool is not calibrated.Can you prove it?No, there could be many reasons for low torque.Final problem statementThe fastener torque is below spec on some M46 pumps prior to pressure decay test.2

49、95個(gè)為什么的范例最初的問題描述M46 泵在壓力測漏試驗(yàn)中泄漏.為什么?緊固件扭矩低.你能證明嗎?是的，經(jīng)過測量此扭矩沒有達(dá)到規(guī)定要求.為什么?這個(gè)扳手沒有被校準(zhǔn).你能證明嗎?不，很多原因可能造成低扭矩的.最后的問題描述在一些M46泵中的緊固件扭矩在測漏試驗(yàn)前低于規(guī)定要求30Customer Expectation and Our Vision客戶的期望和我們解決的前景Customer Expectation客戶的期望What will the situation look like to the customer after the 8D is finished?8D完成后客戶的情形如何？G

50、et customer agreement.取得客戶的認(rèn)同。Vision Statement遠(yuǎn)景描述What will our process look like internally to meet the customer expectation?我們什么樣的工藝流程會(huì)滿足客戶所期望的？31Expectation & Vision Example客戶的期望和我們解決的前景范例Customer expectation.客戶的期望.Leaks on M46 pumps (in the first 1000 hours of pump life) must not exceed 50 DPM.M

51、46 泵的泄漏(在最初的1000小時(shí)泵壽命內(nèi))不能超過50DPM.Vision. 解決的前景.We will have a process that torques M46 fasteners to the production spec with a cpk 2.我們將會(huì)設(shè)計(jì)一個(gè)工藝來確保M46的扭矩在規(guī)定范圍內(nèi)(cpk2)32Step 2: Required InformationProblem Statement: Who(Customer, end user,)What(What product, What p/n, s/n,)Where(Location, On what machi

52、ne, )When(On what dates were failures, After how many hours, )Why(Include any partial conclusions.)How(Under what circumstances, what type of failure)How many(How many failures, Out of how many total)Customer Expectation:Vision Statement:33第二步：必要的信息描述問題: 誰(客戶、最終使用者，)什么(什么產(chǎn)品, 什么零件號(hào), 系列號(hào),)哪里(位置, 在哪臺(tái)機(jī)器

53、, )何時(shí)(實(shí)效日期, 故障前的運(yùn)行時(shí)間, )為什么(包括一些部分結(jié)論，)程度(失效時(shí)的工況, 失效類型，)多少(多少故障, 百分比。)客戶期望:前景陳述:34Step 2 ChecklistDoes the team have a preliminary problem statement?Is the problem statement refined with whys?Have actions been assigned for more information needed?Does the team have a final problem statement that can b

54、e proven?Has a customer expectation been written?Has a vision statement been written?Does the customer agree with the problem statement and expectation?35第2步 團(tuán)隊(duì)清單有沒有進(jìn)行初步的問題描述?問題的描述有沒有通過5Why來細(xì)化?是否已分配好任務(wù)來收集更多的信息?有沒有已被確認(rèn)的最終的問題描述?客戶的期望是否已被記錄?解決的前景陳述是否已被記錄?客戶對(duì)于問題的描述及期望是否認(rèn)同?第2步 檢查清單36Sauer-Danfoss Standar

55、d薩澳丹佛斯的標(biāo)準(zhǔn)37Team Activity Problem Statement小組活動(dòng)問題的陳述38Problem Statements 問題陳述Details The swing, travel, hoist, tilt, tool cylinder, and stick cylinder functions powered by the S-D 155H4776 (5 section) and 155H4778 (3 section) PVG 120 proportional valve move intermittently without an electrical comman

56、d signal on the LA Grant BDRE tool carriers. This problem has been experienced on multiple BDRE tool carriers over the past 3 years in multiple locations. The problem is intermittent and tends to progress with machine usage (500 hours).細(xì)節(jié)-在LA Grant BDRE 刀具輸送機(jī)上, 由S-D 155H4776 (5 section) 和155H4778 (3

57、 section) PVG 120比例閥驅(qū)動(dòng)的搖擺、平移、提升、傾斜、刀具和保持油缸功能在沒有電控制信號(hào)的情況下，間歇性地運(yùn)動(dòng)。這種問題在過去3年，在多個(gè)地方的很多 BDRE刀具輸送機(jī)上發(fā)生。問題的發(fā)生是間歇性的，有隨著機(jī)器的使用（500小時(shí)）而增多地傾向。39Problem Statements 問題陳述陳述:Who-What-Where-When-Why-How-How Many-流量控制閥芯在沒有電控制信號(hào)的情況下間歇性地離開中位。LA Grant BDRE刀具輸送機(jī)PVG 120 155H4776 和 155H4778 比例閥多處 (沒有確切的數(shù)量信息)在客戶處運(yùn)行500小時(shí)以后。?

58、并非因?yàn)殡娍刂菩盘?hào)需要調(diào)查? 需要調(diào)查? -需要調(diào)查Statement:Who-What-Where-When-Why-How-How Many-Flow control spool moves from neutral intermittently without an electrical command signal LA Grant BDRE tool carrierPVG 120 155H4776 and 155H4778 proportional valvesMultiple locations (exact count is not available)After 500 hou

59、rs of operation at the customer. ? not due to electrical command needs investigation? needs investigation? - needs investigation40Problem Statements 問題陳述Details General Electric (GE) is experiencing shaft seal and pump failures on the S-D Series 90 250cc Hydrostatic Piston Pump on a turbine starter

60、application. The shoulder of the Series 90 pump front roller bearing fails in approximately 2 hours, causing the shaft seal to wear and leak, and creating a low charge pressure condition, rendering the pump unable to operate. This failure mode has been observed on 6 pumps built in a time period of N