歐洲空中客車飛機(jī)公司8D報(bào)告（中文）

1、 DATE dd/MM/yyyy 21/01/2021This document is to be used as a guide only.Airbus Owner:空中客車車主：Who is the Airbus coordinating person誰是空中客車協(xié)調(diào)人Date:日期：When the 8-D was initiated.8D什么時間發(fā)起。Supplier Name:供應(yīng)商名稱：Supplier Owner:供應(yīng)商擁有：Product Name / PN:產(chǎn)品名稱/零件號Aircraft Type:飛機(jī)類型：Reference Number:編號：Current Statu

2、sImmediate actions complete(Step 4)立即行動完成（步驟4）Permanent Actions Actions defined.(Step 6 defined, not implemented)永久行動行動定義。（步驟6定義，未實(shí)施）Long Term Corrective Action implemented. Monitoring/evaluating effectiveness.(Step 6 Implemented)長期糾正行動實(shí)施。監(jiān)控/評估效果。（步驟6實(shí)施）Long Term Corrective Action confirmed effectiv

3、e. Problem closed.(Step 8 Closed)長期糾正措施確認(rèn)有效。關(guān)閉問題。（8步關(guān)閉）Brief description of the problem問題的簡要說明What are the difficulties (include data and evidence)? 什么是困難（包括數(shù)據(jù)和證據(jù)）？Accurately describe the problem and gain a common understanding of it. 準(zhǔn)確地描述這個問題并得到一個共同的理解。Do all parties agree the definition and resul

4、ting impact? 各方同意的定義和產(chǎn)生的影響？If it has occurred before, what is the history? 如果發(fā)生之前，有什么歷史？What is the current proved average level of non conformance attach documentation and KPIs什么是目前被證實(shí)不一致的平均水平附加文檔和KPIIf a measure of the trend of the problem is not already available then implement one now. Without t

5、his information you cannot judge the effect of your actions. Transfer the information obtained into this section of the 8-D. at appropriate intervals.What is the specification?如果一個問題的趨勢的措施是不可用，現(xiàn)在實(shí)現(xiàn)一個。如果沒有這些信息，你就無法判斷你的行為的效果。轉(zhuǎn)讓獲得這部分的8-d.在適當(dāng)?shù)臅r間間隔的信息。規(guī)格是什么？Problem recognition:問題識別：Effect - Something res

6、ulting from a cause.從效應(yīng)引起的東西。Cause - Something producing an effect.The problem statement is a factual description of the PROBLEM EFFECT and is just a simple description of the SYMPTOMS原因的東西產(chǎn)生效果。問題述是一個事實(shí)描述的問題，只是一個簡單的描述的癥狀Why is there an action to take place? 為什么要采取行動？Customer impact, cost impact, saf

7、ety impact. 客戶的影響，成本的影響，安全的影響。Do all parties agree the definition and resulting impact? 各方同意的定義和產(chǎn)生的影響？When did it occur? 它是什么時候發(fā)生的？When is the problem reported defective? 問題是什么時候報(bào)告的問題？When is the problem repaired? 問題什么時候修？When does the problem occur? 問題是什么時候發(fā)生的？Who is concerned with the problem? 誰關(guān)心

8、這個問題？Who is reporting the problem? 誰報(bào)告問題？Who is rectifying the problem? 誰在糾正這個問題？Who is the problem affecting? 誰是影響的問題？Where do they take place? 他們在哪里舉行？Where is it seen在哪里看到Where does it originate它起源于何處Where are all the places where the event takes place (shop floor, services, machine, process step

9、, )? Where is it seen? Where does it originate ? 凡發(fā)生在事件發(fā)生的地方（車間、服務(wù)、機(jī)器、過程、步驟、）看到了哪里？它起源于何處？How do we know we have a problem? 我們怎么知道我們有問題？How is the problem rectified? 問題如何糾正？How frequently is the problem experienced? 這個問題有多頻繁？How is the effect of the problem being measured? 測量問題的效果如何？How is the probl

10、em detected? 這個問題是怎樣被發(fā)現(xiàn)的？Establish the cross-functional team建立跨職能團(tuán)隊(duì)A cross-functional team is essential to ensure all aspects are considered and a fix is found.一個跨職能的團(tuán)隊(duì)是必要的，以確保所有方面被認(rèn)為是和一個固定的發(fā)現(xiàn)。Name:Responsibility:Contact detailsThe 8D process is for complex and systematic problems and cannot therefo

11、re be completed successfully by individuals. Gather a team (minimum 3-4 people) together, representing different functions that may have an influence on the problem and that are prepared to assist in its resolution. Record the names and functions they represent together with contact phone and fax nu

12、mbers where appropriate.8D過程是復(fù)雜的系統(tǒng)問題，因此不能由個人成功完成。聚集一個團(tuán)隊(duì)（至少3-4人）一起，代表了不同的功能，可能會影響的問題，準(zhǔn)備協(xié)助解決。記錄在適當(dāng)?shù)那闆r下，他們所代表的和功能，以及聯(lián)系和傳真。Everyone associated with the problem should be included: Management and shop floor people.與問題相關(guān)的所有人都應(yīng)該包括：管理層和車間層。The team members should be reviewed at each step to ensure the right

13、 people are included.每一步都要檢討小組成員，以確保包括正確的人。It is important that an overall leader is identified to coordinate activities, take responsibility for the process, remove barriers and coach the team.重要的是，一個總的領(lǐng)導(dǎo)者被確定為協(xié)調(diào)活動，負(fù)責(zé)過程，消除障礙和教練的團(tuán)隊(duì)。Initial analysis初步分析Where should the non-conformity originally have b

14、een detected? 未符合本已被發(fā)現(xiàn)的地方？What was the reason for non-detection? 非檢測的原因是什么？At this stage, it may be appropriate to BRAINSTORM all possible causes and arrange into an Ishikawa. Unless you are very confident what the cause is this should be done. 在這個階段，可以討論所有可能的原因和安排成一個石川。除非你非常有信心，這是什么原因造成的。Manufactur

15、ing Supply Chain(Internal to 1st tier supplier) (Internal and external to 1st tier)Hang potential causes of the problem off the cause and effect diagram legs under the appropriate heading. List whatever comes into your head no matter how daft it may seem. Quantity is more important than quality at t

16、his stage. When you have exhausted all ideas, identify those that are the most likely and undertake a root cause analysis on this these items first record these actions in the immediate actions.在適當(dāng)?shù)臉?biāo)題下，將問題的原因和效果圖的腿上的問題的潛在原因。列出任何進(jìn)入你的頭，無論它看起來如何愚蠢。在這個階段，數(shù)量比質(zhì)量更重要。當(dāng)你用盡了所有的想法，找出那些最有可能的，并對這些項(xiàng)目進(jìn)行一個根本原因分析，記錄

17、這些行動的立即行動。Immediate actions contain the problem The problem that has been identified is having an impact now on the customer. This should be a simple explanation of the: 目前已經(jīng)確定的問題是對客戶的影響。這應(yīng)該是一個簡單的解釋：Containment plan: Including other equipment that could be affected. How will the problem be contained

18、?Prevent it from being seen at Airbus阻止它被看見在空中客車Prevent the same issue arising at other sites, products or production lines of the suppliers防止在其他地點(diǎn)、產(chǎn)品或生產(chǎn)線的供應(yīng)商處產(chǎn)生同樣的問題What tests are being performed, by who and where.什么樣的測試正在進(jìn)行，由誰和在哪里。How are finished products in stores, WIP, at suppliers and customer

19、s being managed?如何在商店成品，在制品，在供應(yīng)商和客戶的管理？What is the planned date for permanent resolution?“永久解決方案的計(jì)劃日期是什么？”You are likely to encounter communication and action implementation across various entities and organisations. How will you manage this?在各種實(shí)體和組織中，你可能會遇到溝通和行動的執(zhí)行。你如何管理這個？What course will the root

20、 cause analysis take i.e. what are the investigations to be undertaken.什么課程的根本原因分析，采取即進(jìn)行調(diào)查是什么。Define what actions need to be done in order to find the root cause.定義需要做什么才能找到根本原因。CostFeasibilityxxxxActions can be prioritised using by weighting: 行動可以優(yōu)先使用權(quán)：No.Task任務(wù)Owner業(yè)主Target Date目標(biāo)日期Actual Date實(shí)際日期

21、1All tasks must have an owner, from the cross-functional team, target and completion dates.所有的任務(wù)必須有一個擁有者，從跨職能的團(tuán)隊(duì)，目標(biāo)和完成日期。23Diagnose Root Cause(s) 診斷根原因Data collection: Tally / check sheets數(shù)據(jù)收集：理貨/檢查表Time series graphs key performance indicators KPIs時間序列圖KPI關(guān)鍵績效指標(biāo)Pareto and weighted Pareto of most si

22、gnificant frequency / cost / impact帕累托和加權(quán)帕累托的最顯著的頻率/成本/影響Scatter diagram to show relationships between variables.分散圖顯示變量之間的關(guān)系。 Manufacturing Supply Chain (Internal to 1st tier supplier) (Internal and external to 1st tier) Revisit or create an Ishikawa and identify most likely cause(s). Identify poss

23、ible causes internally and externally (in the supply chain) 重新審視或創(chuàng)建一個石川，并確定最有可能的原因。找出可能的原因，在部和外部（在供應(yīng)鏈）Record the top 3 probable causes into the boxes at the head of the three columns in the table below, probable cause 1, probable cause 2, etc. 記錄下表中三列的頭3個可能原因，可能原因2，可能原因1，等等。Now ask the question why

24、did this happen and record the answer in the next box down, then ask the question “why did this happen to the statement you have just recorded?” and put the answer in the next box down. Continue until you can not answer any more questions (this may happen before you have asked why 5 times).現(xiàn)在問這個問題為什

25、么這樣做，記錄下一個盒子里的答案，然后問這個問題“為什么這發(fā)生在你剛才記錄的語句？“把答案放在下一個盒子里。繼續(xù)，直到你不能回答任何問題（這可能會發(fā)生在你問為什么5次）。This is the route cause of the problem. If the answer to any of the questions results in more than one issue you must transfer to a Fault Tree Analysis.這是造成問題的原因。如果問題的答案在一個以上的問題，你必須轉(zhuǎn)移到一個故障樹分析。Probable Cause 1可能原因1Pr

26、obable Cause 2可能原因2Probable Cause 3可能原因3Why 1The 5 Why analysis is a simple tool to try and dig down to the actual root cause. The description you have recorded in the first step is probably still a symptom of this root cause and unless the root cause is identified and eliminated the problem (sympto

27、ms) will just continue to occur.“5個原因”的分析是一個簡單的工具，試圖挖掘到實(shí)際的根本原因。您已經(jīng)記錄在第一步的描述可能仍然是這個根本原因的癥狀，除非確定和消除的根本原因，消除了問題（癥狀）將繼續(xù)發(fā)生。Why 2Why 3Ask yourself the question why did the symptom recorded in the Probable Cause 1 occur and record the answer in Why 1. Now ask the question again, why did the symptom in Why

28、1 occur and record the answer in Why 2. Continue down until you can no longer get an answer to the question why this is likely to be the root cause of the problem!問自己這個問題，為什么在“可能的原因1”中記錄的癥狀，并記錄在“為什么1”的答案。現(xiàn)在又問這個問題，為什么“為什么1”的癥狀出現(xiàn)，并記錄在“為什么2”的答案。繼續(xù)下去，直到你不能再對這個問題有一個答案，這很可能是問題的根源！Why 4Why 5If you have rea

29、lly found the root cause, you should be able to force it to happen, under controlled conditions can you do this ?如果你真的找到了根本原因，你應(yīng)該能夠強(qiáng)迫它發(fā)生，在控制條件下，你能做到嗎？Permanent Action: 永久性的動作：Describe possible solutions.Describe in detail the favoured solution (include why this is the favoured solution):詳細(xì)描述所喜歡的解決方案

30、（包括為什么這是最喜歡的解決方案）：Describe what needs to be achieved to eliminate the problem described in 1.描述需要實(shí)現(xiàn)的1個問題，以消除所描述的問題。What actions will be done, when and by who什么行動將做，當(dāng)和由誰How will success / improvement be measured如何衡量成功/改善WWWWHW is used to define the objective, to quantify it and to identify the involv

31、ed actors.wwwwhw是用來界定的目標(biāo)，它涉及到確定和量化的演員。Do you have the right team? Revisit the cross functional team. 你有正確的團(tuán)隊(duì)嗎？重新審視跨職能團(tuán)隊(duì)。No.TaskOwnerTarget DateActual Date1Against the root cause(s) you have defined from the 5 Why analysis identify what actions need to be taken to eliminate the root cause permanently

32、, who needs to take action and what is the target/ action date of completion.你從“5個原因”的分析中確定了哪些行為需要采取哪些措施來消除根本原因，誰需要采取行動和目標(biāo)/行動日期完成。2Review the skills within the team since it is quite probable that you will require specialised skills to complete this section i.e. Technical Support/ Maintenance/ Engin

33、eering etc. The mentor should recruit these additional associates into the team to assist if required. Do not remove any of the original team members they still have a valuable role to play.審查團(tuán)隊(duì)的技能，因?yàn)檫@是非?？赡艿?，你將需要專業(yè)技能，以完成這一部分，即技術(shù)支持/維護(hù)/工程等。導(dǎo)師應(yīng)招募這些額外的聯(lián)營公司，以協(xié)助如果需要。不要刪除任何原有的團(tuán)隊(duì)成員，他們?nèi)匀挥幸粋€寶貴的作用發(fā)揮。3IMPORTANT

34、! Try not to change more than one thing at any one time since it is difficult to assign any observed improvement. If you are dealing with a systematic problem, changing one variable will have an impact on others. If you change more than one variable at a time, it will not be possible to know what the root cause was.重要！嘗試在任何一個時間都不改變一件事情，因?yàn)樗茈y分配任何觀察到的改善。如果你正