8D方法問(wèn)題解決程序及報(bào)告

8D的原名叫做8Disciplines，又稱團(tuán)隊(duì)導(dǎo)向問(wèn)題解決步驟，是福特汽車公司創(chuàng)立的處理問(wèn)題的一種方法。是全球化品質(zhì)管理及改進(jìn)的特殊必備方法，之后已成為QS9000/IATF16949、福特公司的特殊要求。凡是做福特的零件，必須采用8D作為品質(zhì)管理和改善的工具，目前有些企業(yè)并非福特的供應(yīng)商或汽車業(yè)的合作伙伴，也很喜歡用這個(gè)方便而有效的方法解決品質(zhì)問(wèn)題，成為一個(gè)固定而有共識(shí)的標(biāo)準(zhǔn)化問(wèn)題解決步驟。

8D其實(shí)是PDCA的一種細(xì)化，將PDCA循環(huán)以一種標(biāo)準(zhǔn)的模式固化，而用來(lái)專門(mén)處理各種需要解決的問(wèn)題。在解決品質(zhì)問(wèn)題或品質(zhì)異常時(shí)，我們經(jīng)常采用8D方法。

利用8D方法解決問(wèn)題，而形成的報(bào)告我們通常就叫做8D報(bào)告。8D報(bào)告既然被稱為8D報(bào)告，這說(shuō)明它包含8個(gè)Discipline。8D報(bào)告一般在許多外資企業(yè)中較為流行，尤其是汽車行業(yè)，因?yàn)?D報(bào)告的始作俑者福特公司本身就是一個(gè)汽車業(yè)巨頭。有的公司不稱為8D，而稱為CAR。

8D報(bào)告一般包含有8個(gè)部分，盡管每個(gè)企業(yè)的格式不盡相同，但這8個(gè)部分總的來(lái)說(shuō)是大同小異。通常所包含的8個(gè)部分，8D方法問(wèn)題解決程序如下：1.作業(yè)流程:Operationprocedures2.目的:Objectives:運(yùn)用系統(tǒng)的方法來(lái)找出根本原因,提出臨時(shí)&永久&預(yù)防改善對(duì)策,以保證問(wèn)題徹底被解決.Usesystematicmethodstofindoutrootcauses,putforwardimmediate/permanent/preventivecountermeasurestosolvetheproblemsthoroughly.3.范圍Scope:3.1在發(fā)生客戶退貨/抱怨時(shí)(客戶有特殊要求除外);Allaboutcustomerreturnsandcomplaints(exceptforcustomers’specialrequests);3.2IQC來(lái)料檢驗(yàn)退貨時(shí)要求回復(fù)8D時(shí);WhenIQCinspectionreturnshappen

andneed8Dreportprovided;3.3FQC＆OQC成品檢驗(yàn)發(fā)現(xiàn)異常時(shí);WhenFQC/OQCfinalinspectionfinddeviations;3.4因前工程造成后工程困擾或超出目標(biāo)值(有必要時(shí)).Whentroublesfromprevious/posteriorprocessoroutofobjectivevalues;4.權(quán)責(zé)：Responsibilities:4.1受理單位:負(fù)責(zé)受理客戶抱怨,并追蹤8D報(bào)告的回復(fù).Receivedunit:receivecustomercomplaintsandfollowupthereplyof8Dreport.4.2提出單位:負(fù)責(zé)提出8D及追蹤。Proposedunit:proposeandfollowup8Dreport.4.3責(zé)任單位:負(fù)責(zé)問(wèn)題分析、改善對(duì)策的擬定與執(zhí)行、效果確認(rèn)資料的提供。Unitincharge:analyzeproblems,makeandexecutethecountermeasures,andprovidedocumentsforverificationoftheeffectiveness.4.4公司管理層：參與重大品質(zhì)異常改進(jìn)或重點(diǎn)客戶投訴（造成經(jīng)濟(jì)損失大于RMB貳拾萬(wàn)元為重大異常），及對(duì)策報(bào)告實(shí)施核準(zhǔn)。GM:toattendsignificantqualityimprovementactionsorforeigncustomercomplaints(economiclossoverCNY￥100,000canbedefinedassignificantdeviation),andapprovethecountermeasuresreport.5.定義：Definition:5.1臨時(shí)對(duì)策：短期/臨時(shí)性之對(duì)策。Temporarymeasures:short-time/temporarymeasures.臨時(shí)對(duì)策提出時(shí)，需對(duì)零件/半成品/成品所有庫(kù)存進(jìn)行確認(rèn),并提出可行的處理方式與重工方式,且須于客訴成立一個(gè)工作日內(nèi)提出回復(fù)給客戶端。Whenproposethetemporarymeasures,parts/semi-products/stockedfinalproductsneedtobechecked,reasonablesolvingmethodsandre-workmethodsshouldbeputforward,andreplytocustomerinoneworkday.5.2永久對(duì)策：長(zhǎng)期/永久性之對(duì)策。Permanentmeasures:long-term/permanentmeasures.永久對(duì)策提出時(shí),能有效改善不良狀況并確實(shí)可行,且須于客訴成立三個(gè)工作日內(nèi)提出（特殊情況依客戶溝通回復(fù)時(shí)間為準(zhǔn)).Permanentmeasuresshouldimprovethedefectiveproblemsandcanbetakeintoactions,andshouldreplytocustomerthecountermeasuresreportin3workdays(specialsituationaccordingtothereplytimecommunicatedwithcustomers).6.作業(yè)內(nèi)容:Operationcontents:6.1下列指定部門(mén)在收到客戶抱怨時(shí),負(fù)責(zé)在24小時(shí)內(nèi)提出內(nèi)部改善8D給責(zé)任部門(mén)：Followingdepartmentsshouldproposetheinternalcountermeasurereporttounitinchargewhenreceivingcustomercomplaints:6.1.1發(fā)生客戶抱怨/退貨時(shí):由QE收到業(yè)務(wù)提出客戶反饋品質(zhì)異常聯(lián)絡(luò)單等相關(guān)資料后，由QE確認(rèn)分析時(shí)須具備的必要信息后提出<<8D改善報(bào)告>>至權(quán)責(zé)單位.Whencustomercomplaints/returnshappen:afterreceivingcustomercomplaint’squalitydeviation

liaisonformssales,QEanalyzethenecessary

informationandprovidethe8DCountermeasure

Reporttotheunitincharge6.1.2IQC來(lái)料檢驗(yàn)退貨要求回復(fù)8D時(shí):由QE負(fù)責(zé)提出<<8D改善報(bào)告>>至供應(yīng)商.WhenIQCinspectionreturnhappenandneed8Dreport:QEprovidethe8DCountermeasuresReporttosuppliers.6.1.3FQC&OQC檢驗(yàn)發(fā)現(xiàn)異常時(shí)：由FQC&OQC班長(zhǎng)負(fù)責(zé)提出<<8D改善報(bào)告>>至生產(chǎn)單位.WhenFQC/OQCinspectionfinddeviations:FQC/OQCleaderproposethe8DCountermeasuresReporttoproductionunit.6.1.4因前工程造成后工程困擾或超出目標(biāo)值(有必要時(shí)):由后工程相關(guān)人員負(fù)責(zé)提出.Whentroublesfromprevious/posteriorprocessoroutofobjectivevalues:posteriorprocessrelevantstaffsshouldproposethe8Dreport.6.2責(zé)任部門(mén)收到<<8D改善報(bào)告>>后,于4小時(shí)內(nèi)提出有效的臨時(shí)改善對(duì)策，二工作日內(nèi)提出長(zhǎng)久改善對(duì)策回覆給提出8D單位,并要求單位/部門(mén)主管核準(zhǔn)確認(rèn).由QE8小時(shí)內(nèi)回復(fù)臨時(shí)對(duì)策，3日內(nèi)將整合后<<8D改善報(bào)告>>傳送業(yè)務(wù)(QE可視狀況,必要時(shí)可將改善報(bào)告直接將結(jié)果傳至客戶處,但須同時(shí)將結(jié)果知悉業(yè)務(wù)對(duì)應(yīng)窗口）。Unitinchargereceivingthe8Dcountermeasuresreport,shouldproposetemporarycountermeasuresin4Handpermanentcountermeasuresin2workdaysto8Dreportprovidedunit,andaskforunit/deptheader’sapproval.QEreplytemporarymeasuresin8Handfinalreporttosalesin3workdays(ifnecessary,QEcansendimprovedreporttocustomersdirectlyandccsales).6.3發(fā)出8D部門(mén)收到回復(fù)的報(bào)告后,確認(rèn)對(duì)策是否有效性/可行性,如對(duì)策無(wú)效及不可行,則須退回權(quán)責(zé)單位重新回復(fù)。When8Dreportprovidedunitreceiverepliedreport,shouldchecktheeffectivenessofmeasures,ifmeasuresofnoavail,shouldrejecttounitinchargetoreplyagain.6.4發(fā)出單位將確認(rèn)后的8D進(jìn)行歸檔保存,同時(shí)要求存入?yún)^(qū)域網(wǎng)絡(luò)供各部門(mén)進(jìn)行經(jīng)驗(yàn)共享.Providedunitshouldkeepfileofthe8Dreportaftertheyareapproved,andputthemintointernalnetworkforalldepartments’share.6.5QE將確認(rèn)ok后的8D報(bào)告經(jīng)主管確認(rèn)后傳于業(yè)務(wù),由業(yè)務(wù)單位回傳客戶（QE可視狀況,必要時(shí)可將改善報(bào)告直接將結(jié)果傳至客戶處,但須同時(shí)將結(jié)果知悉業(yè)務(wù)對(duì)應(yīng)窗口）。QEsendtheapproved8Dreporttosales,thensalessendthereporttocustomers(ifnecessary,QEcansendimprovedreporttocustomersdirectlyandccsales).6.6為保證8D改善對(duì)策的有效性，責(zé)任單位負(fù)責(zé)提出有效、可行的改善對(duì)策，落實(shí)改善對(duì)策的執(zhí)行，及提出改善對(duì)策的效果確認(rèn)資料，并由對(duì)應(yīng)品管管制單位一一核對(duì)確認(rèn).Unitinchargeshouldproposeeffectiveandpracticalmeasures;executionandexaminationofeffectivenessofmeasuresshouldbecheckedbyQAdepartment.6.78D分成下列八大步驟：8stepsof8Dreports:6.7.1問(wèn)題描述Step1:explaintheproblems6.7.2團(tuán)隊(duì)成員.Step2:Setupateam6.7.3臨時(shí)改善措施Step3:temporarymeasures6.7.4根本原因Step4:rootcausesandreasons6.7.5永久性改善對(duì)策Step5:permanentmeasures6.7.6預(yù)防再發(fā)措施Step6:preventrecurrence6.7.7效果確認(rèn)Step7:verifytheeffectiveness6.7.8團(tuán)隊(duì)參與。Step8:teamwork.6.8八大步驟說(shuō)明：Explanationof8steps:步驟一：?jiǎn)栴}描述:

Step1:explainproblems-運(yùn)用廠內(nèi)通用術(shù)語(yǔ)Useinternalterms.-盡量采用數(shù)字及圖片描述Usedataorpicturestoillustrate.須描述清楚產(chǎn)生問(wèn)題之條件變化或以前存在的狀況Illustrateformersituationorchangesoftheproblems.步驟二：團(tuán)隊(duì)成員:Step2:setupateam召集牽涉之相關(guān)單位／部門(mén)人員Calluprelevantdepartments/relevantstaffs.成立小組,選出一位小組負(fù)責(zé)人Setupateamandchooseateamleader.步驟三：臨時(shí)改善措施：Step3:temporarymeasures:以5W1H(Who誰(shuí)?、What什么?、Where何處?、Why為什么?、When何時(shí)?、How如何?)描述防止不良再次發(fā)生的臨時(shí)對(duì)策Use5W1Htodescribethetemporarymeasuresforpreventingrecurrences.處理物料須包含零件/半成品/成品/客戶段庫(kù)存Thesolvingmaterialsshouldcontainparts/semi-products/finalproductsandproductsincustomersstorage.考慮臨時(shí)對(duì)策對(duì)下列三點(diǎn)的影響：成本-交期不可引起其它不良.Takefollowingeffectsonaccount:cost,deliverytime,nootherdefects.步驟四：根本原因:Step4:rootcausesandreasons-找出產(chǎn)生問(wèn)題之制造不良原因及流出不良原因,或確認(rèn)是否有系統(tǒng)漏洞,無(wú)法將問(wèn)題有效防止及檢出Tofindouttherootcausesandreasonsofdefects,andcheckifthereisanysystemleakcauseddefectsnotdetected.-對(duì)原因分析可參考人員、機(jī)器、材料、方法、環(huán)境進(jìn)行分類Thereasonscanbedividedintoperson,machine,materials,methods,andenvironment.多運(yùn)用5Why方法:?→Why?→Why?→Why?→Why?以求能分析根本原因所在Use5whymethodtofindouttherootcausesandreasons.步驟五：永久性改善對(duì)策：Step5:permanentmeasures:-以5W1H(Who誰(shuí)?、What什么?、Where何處?、Why為什么?、When何時(shí)?、How如何?)描述根本清除產(chǎn)生問(wèn)題的根源Use5W1Htoexplainhowtheysolvetherootcausesofproblems.考慮永久對(duì)策時(shí),是否可以淘汰臨時(shí)對(duì)策/不可引起其它問(wèn)題發(fā)生Whenproposethepermanentmeasures,thinkaboutiftheycanobsoletethetemporarymeasuresanddonotcauseanyotherproblems.步驟六：效果確認(rèn)Step6:verificationofeffectiveness-要求工程師對(duì)回復(fù)對(duì)策的執(zhí)行性在隔月內(nèi)須完成確認(rèn)動(dòng)作.Engineershouldchecktheexecutionoftherepliedmeasuresinnextmonth.-臨時(shí)對(duì)策應(yīng)一直被執(zhí)行,到確認(rèn)永久對(duì)策有效為止.Temporarymeasuresshouldbeexecuteduntilthepermanentmeasuresareverifiedaseffectiveones.改善效果確認(rèn)必須按原計(jì)劃預(yù)計(jì)完成時(shí)間進(jìn)行對(duì)策效果確認(rèn),若未能完成則確認(rèn)到完成為止:(1)對(duì)策的執(zhí)行面確認(rèn).(2)對(duì)策執(zhí)行后效果面確認(rèn).Veri