8D的解決問題法8D Problem Solving-presentation

8DProblemSolving8D式解決問題法LearningObjectives學習目的?Participantswillhaveadetailedunderstandingofthegeneric“8D”problemsolvingprocess.（參與者必須理解8d工作法）?Participantswillhavelearnedtocarryoutan“8D”processusinganactualproblemattheircompany.（在公司里參與者要必須真實的執(zhí)行8d工作法）?Participantswillhaveanunderstandingofhowtouseacauseandeffectdiagramtodeterminepotentialrootcause.（參與者必須使用因果圖表來找出潛在的根本原因）?Participantswillknowhowtoinitiatean“8D”processandtogetcontainment.（?Participantswillknowwhichqualitytoolscanbeusedwitheachofthe8disciplines.?Participantswillunderstandtheprocessleadingtorootcauseanalysisandwillhaveattemptedtogettorootcauseinanactualsituation.?Participantswillunderstandhowthecauseandeffectdiagramcanbeofutmostimportanceindefiningthepossiblerootcauses.?Participantswillknowwhatsupportisrequiredfrommanagementtohavethe“8D”processworksuccessfullyintheirworkenvironment.?Participantswillhaveexperiencedtheteamactionrequiredtogettorootcauseofaproblem.（參與者必須是富有經(jīng)驗的）8DProblemSolvingDetectionCyclePreventionCycle8DProblemSolvingDFMEAPFMEA8DAnalysisRootCauseCausePriorityTablePotentialCauseTypesofProblemSituations(1)Therearetwotypesofproblemsituations:?Change–inducedsituations=>Arethosesituationinwhichaproductonprocessdeviatesfromtheexpectedlevelofperformance.Thechangeinperformancemayhappengraduallyorabruptlyandmaybeintermittent,unpredictable,orunstable.?Never–been–theresituations=>Arethosesituationinwhichaneweventhasoccurredoradesiredorintendedlevelofperformancehasnotbeenreached.TypesofProblemSituations(2)Allproblemsfallintooneofthesetwocategories.Howyouidentifytherootcausemaydependonthetypeofproblemsituationyouhave.Acomparativeanalysismaynotbedoneforanever–been–theresituation.LevelofPerformanceDefectPointofChangeActualDeviationExpectationPastNowGraduallyTimeLevelofPerformanceActualExpectationAbruptlyTimeD1–UseTeamApproachEstablishasmallgroupofpeoplewiththeprocess/productknowledge,

allocatedtime,authority,andskillintherequiredtechnicaldisciplinestosolvetheproblemandimplementcorrectiveactions.Structure?Select4-10members?Checkthattheteamrepresenttheorganization(crossfunctional)?ProvideagoodproblemsolvingenvironmentGoals?Writedowntheteam’sgoals(everyonebeclearonthegoals)Roles?ChooseaLeader(Ensurethegroupperformsitdutiesandresponsibilities,bethespokespersonfortheteamandcallsthemeetings)?DesignateaChampion(Ownershiptosupportthefinaldecisionandhastheauthoritytoimplementthecorrectiveactions)

Asmoreinformationabouttheproblemisgathered,themembershipmaychangeD2-DescribetheProblem(s)(1)(Aproblemdescribedisaproblemhalfsolved)Use5W2Htoprovideasmuchinformationaspossible.WHO -Whatpartoritemareyouhavingaproblemwith?

(Modelandtype;areaaffected.)WHAT -Whatiswrongwithit?

(Symptomofproblem;useillustrationstoclarify.)WHEN -Whenwastheproblemfirstfound? -Whensincethenhastheproblemrecurred(isthereapatternforming)?

(Date,time,etc.---<sporadic,epidemic>)WHERE -Whereonthepartisthetroublelocated? -Wherewasthepartlocatedwhenyoufoundtheproblem?

(Locationofoccurrence.)WHY -Whyisitaproblem?

(Contentofcomplaint.)HOW -Howwastheproblemfound?

(Visualinspection,customer’scomplaint,etc.)HOW-Howmanypartsorunitshavethisproblem?MANY -Istheproblemgettingbetter,worse,orstayingthesame?D2-DescribetheProblem(s)(2)(Aproblemdescribedisaproblemhalfsolved)1.Hastheproblembeenseenbefore?2.Istheremorethanoneproblem?Anyotherplacescouldbefound?3.Haveyoudescribedtheproblemincustomerterms?4.Arethequantifyingindicatorlisted?5.Havepotentialcausesandfixesbeenexcludedfromtheproblem?6.Istherephysicalevidencetohelpdescribetheproblem?7.Areall“IS/ISNot”differenceslistedandclarified?8.Arethe“IS/ISNot”differencesspecificandbackedupwithdata?9.Areallthesymptomsoftheproblemlisted?10.Whatrelatedpartscouldalsobehavingthisproblem,butforsomereasonarenotatthistime?D3-Describetherootcause(1)1.Usethe“5whys”tooltodeterminetherootcauseandtohighlightothercontributingcauses.2.Repeatedaskyourself“why”(morethan5times)untilyoucomeupwitharootcauseforbothhardandsoftside.

Hardsideistoaskwhythisproblemoccurred.

Softsideistoaskwhytheproductwasdeliveredtothenextcustomer.D3-Describetherootcause(2)CauseandEffectDiagram:?Makesurethatallpossiblecauseshavebeenidentified.?Use5Ms(man,machine,method,material,measuring)andillustrationsasnecessarytopreventanyfrombeingleftout.?Endcauses(smallestbone)shouldbemadecleartodetermineifconcreteactioncanbetaken.?Writea“ProblemSummary”encompassingoriginalproblemtosmallestbone.?Arecausesinsystematicorder??Istherearelationshipbetweentheproblemandthebig,medium,small,andsmallestbones??Makesureallcausesarerelatedtotheproblem.?Aretherecausesincludedthatarevagueinmeaning??Causesthatcameupthroughbrainstormingcanbeinterpretedinmanydifferentways.?Makesurethateveryonehasthesameunderstandingofeachcause.?Identifycauseshavingestablishedstandardsfromthosewithoutestablishedstandards.?

Prioritizecausesforanalysisandcorrectiveaction.?Pickoutkeycausesfirstandthenworkdowntowardminorones.D3-Describetherootcause(3)Verificationofcauses?Haveyouensuredthatotherproblemswillnotbecreatedasaresultofthecontainmentactions??Hastheenduserbeenconsideredwhenthecorrectiveactioneffectivenesswasbeingevaluated??Areallaffectedprocesses/operationsbeingmonitoredtoidentifyandeliminatesubsequentproblems??HastherelevantDFMEA/PFMEAdatabeenupdated?TheFiveWhys(1)Becauseofnonail,thehorseshoegotlost;Becauseofnohorseshoe,thehorsegotlost;Becauseofnohorse,theridergotlost;Becauseofnorider,thebattlegotlost;Becauseofnobattle,theKingdomgotlost.TheFiveWhys(2)*Afteridentifyingarecurrentproblem,therootsareidentifiedbyaskingmanytimes“WHY”asnecessary.Bydoingso,you

identifysystematicrelationships.Step1:Identifysingularproblemofyourorganizationbybrain-storming.(Ideally,themembersoftheworkinggroupwritepapercards,answeringthequestion:“Whatproblemdowehavetosolveinthenearfuture?”Writeoneproblemperoneproblemcard,anddisplaythemonaboard.)TheFiveWhys(3)Step2:Clustertheproblemsandeliminatedoubledescription.(Writeorpinallproblemsonaboardandgivesomelimitedroomforexplanation,butnotfordiscussion.)Step3:Pickthesymptomyouwanttostartwithbyranking:(Everygroupmembercandistributefourvotes:oneforthemostburningissue,twoforthesecondandoneforthethirdimportantproblem.Identifytheproblemthatreceivedhighestnumberofvotes.Youmightcomebacktotheotherproblemsinasecondandinconsecutiveturn,untilyouhaveanalyzedallissues.Takeyourtime!)TheFiveWhys(4)*example:Asessionofthemarketingsection

Problem

votes

Rank?Newmarketingcampaigndidnot00000002attractnewcustomers?Advertisingcampaignwasvery000004expensive?Salariestoolow00000003?Toomuchover-time0005?Increasedcustomerscomplaints0000000000001aboutnewproduct?Highfrequencyofcomputer006breakdownsinourofficeTheFiveWhys(5)Step4:Askthefirst“Why”(Inthisexample:“Whydowehaveincreasedcustomerscomplaintsaboutournewproduct?”Letpeoplegiveanswersonpapercards,orspeakthemout.Everythingwillbedisplayedontheboard.Youhavemovedtothefirstlevelofanswer.)Step5:Startwithoneoftheanswers.(Inthisexampletheanswermightbe:“Becauseofthefrequentoccurrenceofbreak-downs”)Foreveryanswer,askaconsecutive“WHY”(Inthisexample:“whydofrequentbreak-downsoccur?”)Repeattheprocessfortheotherfirst–handanswers,youhavethenmovedtothesecondlevelofanswers.TheFiveWhys(6)Step6:Repeatthewholeprocessuntilyouhaveaskedfiveconsecutive“Whys”.(Dependingonthetimeframe,youmightconcentrateonline.However,toidentifysystematiccause–effectlines,youmightgoindetailasmuchaspossible.Youmightrealizethatmanyproblemshaveacommoncauseandtheanswerswillconverge.)D4-ContainmentPlan(1)1.Wherearethebestactions?2.Haveallthe“Givens”achieved?3.Aretheresponsibilitiesforcarryingoutthecontainmentactionsclearlyunderstood?4.Istherequiredsupportforcontainmentactionsavailable?5.Haveyouensuredthatotherproblemswillnotoccurastheresultofthecontainmentactions?6.Isongoingdatabeingcollectedtoensureactionswillremaineffective?D4-ContainmentPlan(2)*Chooseandverifycorrectiveactions1.Havealleffectedpersonnelbeennotifiedoftheintendedcorrectiveaction?2.Haveallconsequencesoftheprocess/operationbeingmonitoredtoidentifyanysubsequentproblems?3.HastherelevantDFMEA/PFMEAdatabeenupdated?4.Haveallthetemporaryfixesbeenremovedwhereappropriate?5.Haveyouensuredthatimplementationofthecontainmentsolutionwillnotcreateotherproblems?6.Willallcontainmentactionslastuntillongrangeactionscanbeimplemented?7.Haveyoucoordinatedtheactionplanwiththecustomer?8.Havetestsbeendonetoevaluatetheeffectivenessofthecontainmentactions?9.Canyoutryouttheactionsonasmallscaletotestiftheywillbeeffective?10.Isdatabeingcollectedtoensureactionswillremaineffective?D5-PermanentC/APlan1.Whattechnicalactionswillpreventanysimilarproblemfromrecurring?2.Whatmanagementactionswillpreventthisorsimilarproblemoccurring?3.Doestheteamhaveamanagementchampion?4.Whatlessonshavebeenlearnedfromthisproblemwhichcouldbeusedtostopsimilarproblemsrecurring?5.Usingthesamesystem/design/processwillcauserecurrence.(repeatabilityvalidation)

D6-VerificationofEffectiveness1.Thecorrectresponsemustidentifythedocumentedformormethodofverification,whoisresponsible,theduedateand

actualdate(s)completed.2.Theverificationofeffectivene