6Sigma六西格玛精益生产持续改善分析管理常用工具资料 The_Lean_Enterprise_22_8D_approach(8D方法).ppt

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1、Improvement Initiatives presentsImprovement Initiatives presents TEAM-ORIENTED PROBLEM SOLVINGA SYSTEMATIC PROBLEM SOLVING PROCESS 8-DProblems take longer to solve than to prevent.If theres no time to do it right the first time,you will have to find the time to do it overand over.and over.USE THE 8-

2、D PROBLEM SOLVING DISCIPLINE ONLY WHEN THE CAUSE IS UNKNOWNIf you dont know why a problem happened,all your corrective actions are guesses,not fixes.85%of problem are system oriented.Only 15%are local causes.Knowledge of the entire system is Problem solving problems:Problem solving problems:n nProbl

3、em is described incorrectly or inadequatelyProblem is described incorrectly or inadequatelyn nSome of the 8-D steps are skipped or sluffed offSome of the 8-D steps are skipped or sluffed offn nPoor team make up or poor participationPoor team make up or poor participationn nLack of team technical exp

4、ertise and skillsLack of team technical expertise and skillsn nIncorrect or incomplete root cause was identifiedIncorrect or incomplete root cause was identifiedn nPreconceived notions clouded the problem solving processPreconceived notions clouded the problem solving The Chosenn nMany problem solvi

5、ng methods exist:Many problem solving methods exist:n nFord typically uses a method called 8DFord typically uses a method called 8Dn nGM typically uses a method called 5PGM typically uses a method called 5Pn nChrysler typically uses a method called 7DChrysler typically uses a method called 7Dn nMany

6、 companies use a 4SMany companies use a 4Sn nWe have chosen to use the 8D process as it incorporates the We have chosen to use the 8D process as it incorporates the other methodsother .Document a procedure for problem The 8D process consists of 8 specific problem solving disciplines.D1.USE TEAM APPR

7、OACHD1.USE TEAM APPROACH D2.DESCRIBE THE PROBLEM D2.DESCRIBE THE PROBLEM D3.IMPLEMENT AND VERIFY INTERIM (CONTAINMENT)ACTIONS D3.IMPLEMENT AND VERIFY INTERIM (CONTAINMENT)ACTIONS D4.DEFINE AND VERIFY ROOT CAUSES D4.DEFINE AND VERIFY ROOT CAUSES D5.VERIFY CORRECTIVE ACTIONS D5.VERIFY CORRECTIVE ACTIO

8、NS D6.IMPLEMENT PERMANENT CORRECTIVE ACTIONS D6.IMPLEMENT PERMANENT CORRECTIVE ACTIONS D7.PREVENT RECURRENCE D7.PREVENT RECURRENCE D8.CONGRATULATE YOUR TEAM D8.CONGRATULATE YOUR TEAMThe initial event is that you BECOME AWARE OF A PROBLEMYou can ignore it-and it will bite you again even harderOr you

9、can begin the process to eliminate its D1.USE TEAM APPROACH Establish a small group of people with the:process/product knowledge,allocated time,authority,and skill in the required technical disciplines to solve the problem and implement corrective actions.The group must have an actively interested d

10、esignated champion.D2.DESCRIBE THE PROBLEMSpecify the internal/external customer problem by identifying in quantifiable terms the who,what,when,where,why,how,how many(5W2H)for the problem.D3.IMPLEMENT AND VERIFY INTERIM(CONTAINMENT)ACTIONSDefine and implement containment actions to isolate the effec

11、t of problem from any internal/external customer until corrective action is implemented.Verify the effectiveness of the containment action.D4.DEFINE AND VERIFY ROOT CAUSESIdentify all potential causes which could explain why the problem occurred.Isolate and verify the root cause by testing each pote

12、ntial cause against the problem description and test data.Identify alternative corrective actions to eliminate root cause.D5.VERIFY CORRECTIVE ACTIONSThrough pre-production test programs quantitatively confirm that the selected corrective actions will resolve the problem for the customer,and will no

13、t cause undesirable side effects.Define contingency actions,if necessary,based on risk assessment.D6.IMPLEMENT PERMANENT CORRECTIVE ACTIONS Define and implement the best permanent corrective actions.Choose on-going controls to ensure the root cause is eliminated.Once in production,monitor the long-t

14、erm effects and implement contingency actions,if necessary.D7.PREVENT RECURRENCEModify the management systems,operating systems,practices,and procedures to prevent recurrence of this and all similar problems.D8.CONGRATULATE YOUR TEAMRecognize the collective efforts of the DISCIPLINE#1-(D1)Team membe

15、rs must be:Willing to contributeCapable of intelligently diagnosing problemsTrainable-willing to learn:New improvement methodsFrom each otherNew problem solving methodsTeam playersTrusting team membersWilling to do their part,bringing their expertise and skills to bear on the problemBasic team princ

16、iples Focus on the situation issue or behavior,not other persons Maintain the self-confidence and self-esteem of others Maintain constructive relationships with your team members and support personnel Take initiative to make things better Lead by exampleGood team members will Encourage and be sponta

17、neous Accept and give consideration off the wall ideas and out of the box thinking and suggestions-Overcome preconceived notions-Never reject a possibility just because we looked at that last year De-emphasize rank Not engage in brown nosing or power DISCIPLINE#2-(D2)Define the problem specifically

18、and clearly Determine the extent of the problem Narrow the focus of the problem solving Summarize ALL the known FACTS In defining the problem:Truth is separated from fictionOpinion is separated from factEmotion is separated from realityFrequently the wrong problem is solved and the issue that caused

19、 the customer complaint is not addressed.It is imperative the customer complaint be clearly understood.The only method to ensure this is to have direct customer contact.It is not unusual for a complaint to be misrepresented by someone who is reporting it rather than experiencing it.Reporting systems

20、 and tally sheets are often used that mis-classify problems in prearranged but incorrect standard categories.Part of the 5W2H problem definition is to state the customer complaint clearly and 5W2HHELPS CHARACTERIZE THE PROBLEM FOR FURTHER ANALYSIS.WHO.Identify individuals associated with the problem

21、.Characterize customers who are complaining.Who is having difficulty?WHAT.Describe the problem adequately.Does the severity of the problem vary?Are operational definitions clear(e.g.,defects)?Is the measurement system repeatable and accurate?WHERE.If a defect occurs on a part,where is the defect loc

22、ated?What is the geographic distribution of customer complaints?Where the difficulties being detected?WHEN.Identify the time the problem started and its prevalence in earlier time periods.Do all production shifts experience the same frequencies of the problem?What time of the year does the problem o

23、ccur?WHY.Any known explanation contributing to the problem should be stated.HOW.In what mode of operation did the problem occur?What procedures were used?HOW MANY.What is the extent of the problem?Is the process in statistical control?(e.g.,P chart)In addition to the 5W2H analysis,it is often useful

24、 to identify:What the problem IS -and-What the problem IS NOTA PROBLEM SOLVING WORKSHEET THAT COMBINES 5W2H AND IS/IS NOT ANALYSIS CAN BE A GOOD TOOL TO ENSURE ALL ASPECTS OF DEFINING THE PROBLEM HAVE BEEN CONSIDEREDWHO,WHAT,WHEN,WHERE,WHY,HOW,HOW MANY:1.What is the magnitude of the problem?2.Has th

25、e problem been increasing,decreasing,or remaining constant?3.Is the process stable?4.What indicators are available to quantify the problem?5.Can you determine the severity of the problem?Can you determine the various costs of the problem?Can you express the cost in percentages,dollars,pieces,etc.?6.

26、Do we have the physical evidence on the problem in hand?7.Have all sources of problem indicators been used?8.Have failed parts been analyzed in detail?9.Is there an action plan to collect additional information?CUSTOMER TERMS/SYMPTOMS:1.Who is the customer?2.What customer first observed the defect?3

27、.To whom was it reported?4.What is the problem definition in customer terms?5.What is the problem definition in our terms?6.Have we verified the problem with on-site visits with the customer?Have we seen it for ourselves?5W2H Questions5W2H QDISCIPLINE#3-(D3)Isolate the customer from reoccurrences of

28、 the problem Immediate gathering,quarantine,and lock-up of all suspect product Stop production from known problem sources/contributors Examine DATA-FACTUAL EVIDENCE to help determine what to contain and who to stop Verify by experimentation and data tracking and collection that the problem has been

29、containedCONTAINMENT ACTIONS CONTAINMENT ACTIONS ARE NOT AND NEVER ARE NOT AND NEVER SHOULD BE CONSIDERED SHOULD BE CONSIDERED PERMANENT SOLUTIONS PERMANENT SOLUTIONS TO A PROBLEM.TO A PROBLEMD3-IMPLEMENT INTERIM(CONTAINMENT)ACTIONSOBJECTIVE:Define and implement containment actions to isolate the ef

30、fect of the problem from any internal or external customer until corrective action is implemented.Verify the effectiveness of the containment actions.State all containment actions and when they will be implemented.Perform tests to evaluate the effectiveness.State the results.State the procedures for

31、 on-going evaluation of the effectiveness(e.g.,control charts,check sheets,etc.).Coordinate an action plan for implementing interim actions.The search for root cause should proceed concurrently with the implementation of containment actions.ASSESSING QUESTIONS:You are prepared for a review when you

32、can answer these questions:VERIFICATION1.Have all alternative actions been evaluated?2.Are responsibilities for correct actions clear?3.Is the required support available?4.When will the actions be completed?5.Does the containment action protect the customer from the effects of the problem?CONTAINMEN

33、T ACTIONS1.What containment actions have been identified?2.Have you ensured that implementation of the interim solution will not create other problems?3.Will all interim actions last until long-range actions can be implemented?4.Have you coordinated the action plan with the customer?CONFIRMATION ACT

34、IONS1.Have tests been done to evaluate the effectiveness of the interim actions?2.Can you conduct controlled experiments to predict the outcome of the actions?3.Can you try out the actions on a small scale to test if they will be effective?4.Is data being collected to ensure actions will remain effe

35、ctive?COLLECT AND ANALYZE DATA Collect data to determine importance of potential causes.Several potential causes may need to be analyzed through data.Six steps in investigating a potential cause1)How could the potential cause have resulted in the problem?2)What type of data should be collected to pr

36、ove it?3)Prepare the materials to conduct the study4)Collect the data5)Analyze statistically6)State COLLECT AND ANALYZE DATA TO DETERMINE IF A POTENTIAL CAUSE IS A ROOT CAUSEAfter cause-and-effect diagrams have been completed,data needs to be collected to determine which potential causes are importa

37、nt.Pareto diagrams and check sheets are very effective in establishing the importance of the potential causes.It is a mistaken belief that data oriented problem solving can be accomplished by collecting relevant data on a problem,analyzing the results,and deciding the correct solution.Once data is c

38、ollected and analyzed,new questions often arise,so another data collection and analysis iteration is necessary.Many problems can have more than one root cause.Data collected investigating one potential cause may not address other important potential causes.Several potential causes may need to be stu

39、died using the data collection and analysis process.Once a potential cause has been selected for investigation,the following steps are required:State how the potential cause could have resulted in the described problem.Establish what type of data can most easily prove or disprove the potential cause

40、.Develop a plan on how the study will be conducted.Identify the actions on an action plan.Organize and prepare the required materials to conduct the study.Collect the required data.Use appropriate statistical tools emphasizing graphical illustrations of the data.Outline conclusions from the study.Do

41、es the data establish the potential cause as being the reason for the problem or does the data point to another potential cause that needs to be investigated also?Data collection may be as simple as check sheets or as sophisticated as design of experiments.By using graphical tools,quick comprehensio

42、n by all participants as well as accurately communicated information will DISCIPLINE#4-(D4)DEFINE AND VERIFY ROOT CAUSESOnce you have satisfied yourself you have identified the root cause(s),retest and verify all data pointing to the suspected root cause(s)-Make the problem come and go!The important

43、 thing here is to be sure you have Identified and tested ALL potential D4-DEFINE AND VERIFY ROOT CAUSESOBJECTIVE:Identify all potential causes which could explain why this problem occurred.Isolate and verify the root cause by testing each potential cause against the problem description and test data

44、.Identify alternative corrective actions to eliminate root causes.Identify Potential Causes Define the effects for a Cause-&-Effect diagram clearly.Prepare a 5M,Process,or Stratification Cause-&-Effect diagram for each effect.You may choose to use a combination.Team members should each assume their

45、activity causes the problem.Each should ask themselves How could what I do possibly generate the problem?.Prepare a Time Line Analysis if the problem was not always present.Identify what changed,when?Perform a Comparative Analysis to determine if the same or a similar problem existed in related prod

46、ucts or processes.Identify past solutions and root causes which may be appropriate for the current problem.Check the Lessons Learned data and similar product DFMEA/PFMEAs Identify several potential causes.Develop a plan for investigating each cause,and update the Action Plan.Evaluate a potential cau

47、se against the problem Problem Solving Tools-Root cause identification and verificationFlow ChartingCause and Effect DiagramsScatter DiagramsHistogramsCheck SheetsPareto ChartsRun ChartsControl ChartsBrainstormingProblem Solving Techniques Use brainstorming and Cause and Effect diagrams to narrow po

48、tential root causes Compare selected potential root causes to the IS/IS NOT data Investigate several root causes at the same time Conduct experiments to verify your selected root cause(s)Do a DOE-Taguchi Study if necessary Ask for additional help if necessaryD4-DEFINE AND VERIFY ROOT CAUSESAnalyze P

49、otential Causes Use the iterative process to analyze each potential cause:Hypothesis Generation:How does the potential cause result in the problem?Design:What type of data can most easily prove or disprove the hypothesis?Preparation:Obtain materials and prepare a check sheet.Data Collection:Collect

50、the data.Analysis:Use simple,graphical methods to display data.Interpretation:Is the hypothesis true?Investigate several potential causes independently.Use an Action Plan to manage the analysis process for each potential cause being CAUSE AND EFECT DIAGRAMSONCE A CLEAR AND SPECIFIC PROBLEM IDENTIFIC