8D 培訓(xùn)專業(yè)知識(shí)講座

8Dtraining第1頁TrainingObjective:Trainsothatwedon’tstopatonlycorrectiveaction,butdriveforrootcausepreventativeactionofproblems.

Key:Findingthetruerootcauseoftheproblem!第2頁Why8DMethodology:Containingor“quickfixing”aqualityproblemwithcorrectiveactionsintheshorttermdoesnotkeepthemfromrecurring.Apoorandquickinvestigationofaproblemdoesnotleadtofindingthetrueunderlyingrootcauseofthatproblem.ItischeaperforCustomer,UsandVendorto eliminaterootcauseproblemsfromour processesthroughpreventiveaction.RealityCheck:Wearenotgettingtotherootcauseofourqualityandproductionprocessproblems.Therefore,we

failtopreventourproblemsfromrecurringandstruggletoreachourqualityandproductiongoals.第3頁Inimmediateresponsetoanypoorquality

findingsfoundanywhereinthecompany.Informationabouttheproblemwilldryuprapidlyifitisnotinvestigatedquicklyaftertheproblemoccurs.When&Where8DMethodology:第4頁WhoisResponsible:

Everybodyisresponsibleforqualityandpreventingqualityproblems.Ifyouaregiventhetaskofcompleting preventiveactiononaproblem,youareexpectedtobelikea

ProjectManagerintheinvestigationandsolvingofthisproblem.Thismayincludethedelegationofneededactionstosubjectexpertsinotherareas.Timemustbetakentodriveallproblemsolvingsteps:ValidationInvestigationPreventiveActionCorrectiveAction第5頁AskingWhyFiveorMoreTimes:AskingWhyfiveormoretimescanhelpuncovertherootproblemandleadtocorrections.例如：機(jī)器不能運(yùn)轉(zhuǎn)了？為何機(jī)器會(huì)停頓？（由于電量超出負(fù)荷，燒斷保險(xiǎn)絲）為何電量會(huì)超出負(fù)荷？（軸承潤滑不夠）為何潤滑不夠？(Pump未充足汲起)為何pump未充足汲起？(軸有磨耗，附著了某些膠狀物)為何產(chǎn)生磨耗？（沒安裝濾網(wǎng)，切下粉屑掉下去所致）Note:SometimesHow,What,WhenandWhereareusedinplaceofWhyateachstepinordertodrivetorootcause.第6頁8DSteps:(AbnormalCase)What’sabnormalcase:SpecificcaseCustomerComplaint,OutofControl(SPC/Cpk,Defectratejump…)Incomingfail/MRB,Environment,LineStop,ORTfail,Calibration,Internalaudit……1stDiscipline:TeamForming

DefinetheTeamLeaderandMembers2ndDiscipline:ProblemDescription1.Problemhappenedstatusdescription:

(Whatcomponent?Whichlocation?Whatisthespec?

Whofoundit-IQCorProduction?When?Whichlot?AnyPhoto?......)

2.Problemsymptom/riskpreliminaryanalysis:

(1st/2nd/3rd

….symptomdescription,High/Lowrisk?Reliability/occasionalcase?)第7頁8DSteps:(AbnormalCase)3rdDiscipline:ContainmentActionAccordingtopreliminaryanalysisabove,takethenecessarycontainmentaction(s)belowfortheproduct/materialdisposition,(Rework,sorting,screening,scrap,stopline,purge,inspect-tightensamplingplan,riskrun/waive…)

Remark:

Doesthisaffectotherproductfamilies/types?第8頁8DSteps:(AbnormalCase)4thDiscipline:RootCauseAnalysisCauseandEffectDiagram(FishboneDiagram)–6M(Man,Machine,Material,Method,MotherNature,Measurement)If100%(visual)inspectioninproduction,WHYnotfound?WHYnottrained?WHYnospec?WHY…(atleast5WHYs).

EachWHYshallhave5W1H----What,when,where,who,why,how(Wherewasthestation?Whowastheinspector?Whenwasitproduced?Whatisthemethod?....)

ImportantWHY,Whyproduced?Whyflowout?第9頁8DSteps:(AbnormalCase)4thDiscipline:RootCauseAnalysis(Cont.)Rootcausevalidation:

(Antithesisexperiment,Repetitionexperiment,Correlation,Regression,Hypothesis,Testing,SPC/Cpk,ANOVA,DOE/Taguchi,….)Remark:Thisstepisveryimportant,butmanyengineersignoreit.

第10頁5thDiscipline:CorrectiveActionShortTermSolution:

Retraining,Re-certify,Fixingthelight/magnifyingglass,Re-inspectionafterrepairetc,Revisethework/inspectioninstruction.

Remark:Cut-indate/lot/workorder?Howtoidentify?8DSteps:(AbnormalCase)第11頁8DSteps:(AbnormalCase)6thDiscipline:PreventiveActionLongTermSolution:“defectprevention”Processchange,(Shopfloor)systemchange,Equipmentfix,Newtechnology,Newworkinstructions,Establishinspectorqualificationprocedure,EstablishlinestartcheckingprocedureReviewalltheproduct/materialspec.

SPCcontrol,earlywarmingsystem…Remark:Cut-indate/lot/workorder?Howtoidentify?第12頁8DSteps:(AbnormalCase)7thDiscipl