1、8 DISCIPLINES TO PROBLEM SOLVING解決問題的8個步驟1Tenneco Automotive 8-D/2000This course was developed by a team of Tenneco Automotive employees who have worked on problem solving efforts for the past fifteen to twenty years. This course is a summary of the problem solving process that was formerly known as

2、 PEP (People Eliminating Problems) within the ride control business unit and QUIP (Quality Improvement Process) within the exhaust business unit. Ford Motor Company is acknowledged as the developer of the “8-D” process. Thanks to Kay Shreve (Monroe, MI), Michael Brown (Paragould, AR) and Eunice Spra

3、dlin (Cozad, NE) for their work on this project.2Tenneco Automotive 8-D/2000此課程是由TA一批在過去15到20年時間里致力于問題的解決的員工開發(fā)的。它是對以前在控制系統(tǒng)生產(chǎn)企業(yè)使用的以前被稱為PEP（排除問題）和在排氣系統(tǒng)生產(chǎn)企業(yè)中使用的QUIP（提高質(zhì)量程序）的解決問題過程的一個總結(jié)。FORD被認(rèn)為是8D的興起人。感謝為此課程做出努力的 Kay Shreve (Monroe, MI), Michael Brown (Paragould, AR) and Eunice Spradlin (Cozad, NE)3Tenn

4、eco Automotive 8-D/2000D-1 Form the Team組建小組D-2 Describe the Issue描述問題D-3 Containment Activities應(yīng)急措施D-4 Find and Verify Root Cause找出根本原因D-5 Select the Best Solution挑出最好的解決方法D-6 Verification of Corrective Action確認(rèn)糾正措施D-7 Prevent Recurrence防止再發(fā)生D-8 Congratulate the Team祝賀小組8 - Disciplines of Problem S

5、olving解決問題的 8個步驟4Tenneco Automotive 8-D/2000D-1 Form The TeamSize大小5 to 7 Core Members5-7個核心成員Support Needed需要的支持What level of the organization需要什么水平的組織Change改變According to needs 根據(jù)需要Roles角色Define roles/responsibilities定義角色/責(zé)任WHERE地點Seen on Object根據(jù)目標(biāo)Seen Geographically地理位置(Supplier/Customer/Etc)（供應(yīng)

6、商/客戶/等）5Tenneco Automotive 8-D/2000D-1 Form The TeamTraining培訓(xùn)Arrange for training of all team members if not trained yet如果還沒有培訓(xùn)過安排所有小組成員的培訓(xùn)Records記錄Initiate TACCT (Tenneco Automotive Customer Concern Tracking) System report; initiate action register建立TACCT（TA顧客跟蹤）系統(tǒng)報告和行動記錄6Tenneco Automotive 8-D/20

7、00D-1 Form The Team CAUTIONS ! ! ! 注意Ensure cross-functional team members確保小組成員具有多功能Include process owners (those who do the work)使每個步驟都要有相關(guān)責(zé)任人Include champion and leader as road-block removers要有CHAMPION和領(lǐng)導(dǎo)人作為排清障礙的人7Tenneco Automotive 8-D/2000D-2 Describe the IssueDefine the issue in terms of what i

8、s wrong with what描述什么出現(xiàn)了什么問題WHAT什么Object was the issue seen on目標(biāo)是發(fā)生的問題What defect was seen發(fā)現(xiàn)了什么缺陷WHERE地點Seen on ObjectSeen Geographically(Supplier, Customer, Etc.)8Tenneco Automotive 8-D/2000D-2 Describe the IssueWHEN什么時候First seen第一次看見When else seen什么時間看到另外的When seen in the process什么時間在工序中看到HOW BIG

9、有多嚴(yán)重How many objects have the defect多少目標(biāo)有缺陷？How many defects per object每個目標(biāo)有多少缺陷？What is the trend趨勢是什么9Tenneco Automotive 8-D/2000D-2 Describe the IssueTOOLS TO USE使用的工具Process flow diagram工藝流程圖Check sheets to collect data收集數(shù)據(jù)的檢查表Any data that is reporting the issue任何反映問題的數(shù)據(jù)Customer complaints顧客埋怨C

10、urrent SPC/Data collection sheets當(dāng)前SPC/數(shù)據(jù)收集表pFMEAScrap/rework reports廢品/返工報告10Tenneco Automotive 8-D/2000D-2 Describe the IssueRECORDS記錄Describe the issue in the TACCT system在TACCT系統(tǒng)中描述問題Search the TACCT system to determine if this issue has been addressed by any other facility / group檢查TACCT系統(tǒng)看是否此問

11、題其他工廠也有出現(xiàn)11Tenneco Automotive 8-D/2000D-2 Describe the Issue12Tenneco Automotive 8-D/2000D-2 Describe the Issue13Tenneco Automotive 8-D/2000D-2 Describe the Issue14Tenneco Automotive 8-D/2000D-2 Describe the Issue15Tenneco Automotive 8-D/2000D-2 Describe the Issue CAUTIONS ! ! ! State issue in quant

12、ifiable terms描述問題時要量化Use data to support problem statement用數(shù)據(jù)支持問題的陳述Describe symptom / effect of the issue描述問題癥狀和影響Avoid jumping to conclusion of cause避免跳到原因的總結(jié)16Tenneco Automotive 8-D/2000D-3 Containment ActionsDetermine if Containment is Needed決定是否需要應(yīng)急措施IF YES如果需要Define action(s)定義行動Assign respons

13、ibility分配職責(zé)Implement實施Document記錄Monitor監(jiān)控Establish exit criteria建立停止行動的標(biāo)準(zhǔn)17Tenneco Automotive 8-D/2000D-3 Containment ActionsIF NO如果不需要Document reasons why containment action(s) are not required記錄不需要的原因RECORDS記錄Document containment action(s) on TACCT system在TACCT系統(tǒng)記錄應(yīng)急措施18Tenneco Automotive 8-D/2000

14、D-3 Containment Action(s) CAUTIONS ! ! ! Ensure customer protection確保顧客保護(hù)Determine and document criteria for begin / exit containment actions確定并記錄開始/結(jié)束應(yīng)急措施的標(biāo)準(zhǔn)Communicate to key process owners與每個步驟負(fù)責(zé)人溝通19Tenneco Automotive 8-D/2000D-4 Find and Verify Root CauseBrainstorm for Potential Causes對可能原因進(jìn)行頭腦

15、風(fēng)暴Free WheelingUse Flip Charts用活動掛圖Round Robin循環(huán)賽Sticky Notes粘貼紙Sign Up List簽名單20Tenneco Automotive 8-D/2000D-4 Find and Verify Root CauseBrainstorming rules頭腦風(fēng)暴的規(guī)則Avoid Criticism避免批評 Welcome Exaggeration歡迎夸張Wilder / Better思維越廣越好Solicit Quantity注重數(shù)量As Many As Possible越多越好Encourage Building on Other

16、Ideas鼓勵在其他主義基礎(chǔ)上發(fā)揮Stimulate Participation鼓勵參與Record All Ideas記錄所有想法Discussion Comes Later然后討論21Tenneco Automotive 8-D/2000D-4 Find and Verify Root CauseConsider考慮：What was happening什么發(fā)生了What was “normal”什么是“正常的”What changed什么發(fā)生了改變What started什么開始了What stopped什么結(jié)束了VERIFY確定Can the problem be turned “on

17、” and “off”問題是否可被打開或關(guān)掉22Tenneco Automotive 8-D/2000D-4 Find and Verify Root CauseTools To Use使用的工具Five Whys 5個WHYFishbone / Cause & Effect魚骨圖/原因和影響Data Analysis數(shù)據(jù)分析Scatter Diagram散點圖Design of Experiment Tools設(shè)計實驗工具23Tenneco Automotive 8-D/2000D-4 Find and Verify Root CauseRECORDS記錄Identify root caus

18、e on TACCT system 在TACCT系統(tǒng)上標(biāo)注根本原因24Tenneco Automotive 8-D/2000D-4 Root Cause CAUTIONS ! ! ! Dont jump to conclusions不要直接跳到結(jié)論Do not stop the 8-D process because Containment Actions have reduced the pain不要因為應(yīng)急計劃已經(jīng)減輕了問題而停止8DDont react only to the symptoms - go to the cause不要只針對表面采取行動，要深入到原因25Tenneco Au

19、tomotive 8-D/2000D-5 Select Best SolutionEVALUATE based on評價建立在以下基礎(chǔ)上Effect on the problem對問題的影響Practicality實用性Cost費用Acceptance接受程度Time to implement / utilize實施的時間26Tenneco Automotive 8-D/2000D-5 Select Best SolutionIMPLEMENTATION PLAN實施計劃What is required需要什么Who is responsible for what誰負(fù)責(zé)什么Establish

20、target dates確定目標(biāo)日期Involve affected parties包括所有相關(guān)方Obtain management support獲得管理上的支持Document Changes更新記錄Anticipate unwanted effects要對意外的影響有個預(yù)估27Tenneco Automotive 8-D/2000D-5 Select Best SolutionTOOLS TO USE工具Evaluation Grid評估表Benchmarking Review基準(zhǔn)的回顧Poka Yoke Review找錯回顧C(jī)ost Benefit Analysis成本利益分析RECO

21、RDS記錄Record solutions on TACCT system在TACCT系統(tǒng)記錄解決方法28Tenneco Automotive 8-D/2000D-5 Selecting Best Solution CAUTIONS ! ! ! Ensure solution can efficiently be implemented確保解決方法能有效地實施Obtain buy-in from key stake holders從主要投資方獲取買入品Identify all costs / impact(s) of proposed solution確定建議的解決法的費用/影響29Tenne

22、co Automotive 8-D/2000D-6 Verification of Corrective ActionsON-GOING CONTROLS持續(xù)地控制Quantifiable & Measurable量化 并可測Clearly meets objectives / goals明確地達(dá)到目標(biāo)30Tenneco Automotive 8-D/2000D-6 Verification of Corrective ActionsREVIEW CONTAINMENT回顧應(yīng)急行動Can it be removed能否取消Containment cannot be removed until

23、verification data proves that the stated objective / goal has been met直到有可靠數(shù)據(jù)證明要求的目標(biāo)已達(dá)到才可停止應(yīng)急行動31Tenneco Automotive 8-D/2000D-6 Verification of Corrective ActionsVERIFICATION METHODS確認(rèn)的方法Increase frequency of testing of “X” test from 6 pcs per month to 3 pcs per day for next 3 months把“X”測試的頻率從每月6件提高

24、到在以后的三月中每天3件100% sort for defect “X” for the next five shipments以后的5次貨運用100%的劃分法診斷“X”32Tenneco Automotive 8-D/2000D-6 Verification of Corrective ActionsVERIFICATION METHODSCollect data for specific defect for the next 3 weeks; calculate the CpK (CpK must be equal to or greater than 1.67)以后3周里收集每個特殊的

25、缺陷的數(shù)據(jù)，計算CpK（ CpK應(yīng)該大于或等于1 .67）Test for characteristic “X”; zero defects allowed測試性能“X”，不允許任何缺陷33Tenneco Automotive 8-D/2000D-6 Verification of Corrective ActionsVERIFICATION METHODSTrack overtime in area “Y” for the next 3 months; overtime should not exceed “A” hours per month 在“Y”區(qū)跟蹤以后3個月的加班時間；加班應(yīng)不超

26、過每月“A”小時34Tenneco Automotive 8-D/2000D-6 Verification of Corrective ActionsRECORDS記錄Document verification methods in TACCT system在TACCT系統(tǒng)中記錄驗證方法Include items from implementation plan in Action Register在行動記錄中要有行動實施項35Tenneco Automotive 8-D/2000D-6 Verification of Corrective Actions CAUTIONS ! ! ! Ens

27、ure containment is not ended too soon確保應(yīng)急措施不要結(jié)束過早Avoid short term impact避免短期效應(yīng)36Tenneco Automotive 8-D/2000D-7 Prevent RecurrenceIdentify what allowed the problem to occur by searching:通過檢查以下項找出問題發(fā)生原因Systems系統(tǒng)Practices實踐Procedures程序Review other areas where this problem could occur檢查其它此問題可發(fā)生的領(lǐng)域37Tenn

28、eco Automotive 8-D/2000D-7 Prevent RecurrenceTOOLS TO USE工具Brainstorming頭腦風(fēng)暴Action Planning行動計劃Process Flow Diagrams工藝流程圖pFMEAs38Tenneco Automotive 8-D/2000D-7 Prevent RecurrenceMethod to Prevent Recurrence避免再發(fā)生的方法：Identify the opportunity確認(rèn)什么時候可能再發(fā)生Define the scope定義發(fā)生的范圍Analyze the current process

29、分析當(dāng)前流程Envision the future process預(yù)想將來流程Pilot and verify the proposed change引導(dǎo)并確認(rèn)建議的變化39Tenneco Automotive 8-D/2000D-7 Prevent RecurrenceMethod to Prevent Recurrence - contd防止再發(fā)生的方法包括以下Implement the change實施改變Change all pertinent records改變所有相關(guān)記錄Obtain customer approval prior to change if required如果要求在變化前獲得顧客許可Continually Improve持續(xù)改進(jìn)40Tenneco Automotive 8-D/2000D-7 Prevent RecurrenceRECORDS記錄List implementation plans on TACCT system; provide contact source (team leader) for others who may seek resolution of this issue in the future在TACCT系統(tǒng)上列出實施計劃；給其他在將來可對此問題尋求解決