8D方法TA8DTrainingcourse.pptx
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8D方法TA8DTrainingcourse.pptx
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8DISCIPLINESTOPROBLEMSOLVING解决问题的8个步骤,8-D2000,1,TennecoAutomotive8-D/2000,ThiscoursewasdevelopedbyateamofTennecoAutomotiveemployeeswhohaveworkedonproblemsolvingeffortsforthepastfifteentotwentyyears.ThiscourseisasummaryoftheproblemsolvingprocessthatwasformerlyknownasPEP(PeopleEliminatingProblems)withintheridecontrolbusinessunitandQUIP(QualityImprovementProcess)withintheexhaustbusinessunit.FordMotorCompanyisacknowledgedasthedeveloperofthe“8-D”process.ThankstoKayShreve(Monroe,MI),MichaelBrown(Paragould,AR)andEuniceSpradlin(Cozad,NE)fortheirworkonthisproject.,2,TennecoAutomotive8-D/2000,此课程是由TA一批在过去15到20年时间里致力于问题的解决的员工开发的。
它是对以前在控制系统生产企业使用的以前被称为PEP(排除问题)和在排气系统生产企业中使用的QUIP(提高质量程序)的解决问题过程的一个总结。
FORD被认为是8D的兴起人。
感谢为此课程做出努力的KayShreve(Monroe,MI),MichaelBrown(Paragould,AR)andEuniceSpradlin(Cozad,NE),3,TennecoAutomotive8-D/2000,D-1FormtheTeam组建小组D-2DescribetheIssue描述问题D-3ContainmentActivities应急措施D-4FindandVerifyRootCause找出根本原因D-5SelecttheBestSolution挑出最好的解决方法D-6VerificationofCorrectiveAction确认纠正措施D-7PreventRecurrence防止再发生D-8CongratulatetheTeam祝贺小组,8-DisciplinesofProblemSolving解决问题的8个步骤,4,TennecoAutomotive8-D/2000,D-1FormTheTeam,Size大小5to7CoreMembers5-7个核心成员SupportNeeded需要的支持Whatleveloftheorganization需要什么水平的组织Change改变Accordingtoneeds根据需要Roles角色Defineroles/responsibilities定义角色/责任WHERE地点SeenonObject根据目标SeenGeographically地理位置(Supplier/Customer/Etc)(供应商/客户/等),5,TennecoAutomotive8-D/2000,D-1FormTheTeam,Training培训Arrangefortrainingofallteammembersifnottrainedyet如果还没有培训过安排所有小组成员的培训Records记录InitiateTACCT(TennecoAutomotiveCustomerConcernTracking)Systemreport;initiateactionregister建立TACCT(TA顾客跟踪)系统报告和行动记录,6,TennecoAutomotive8-D/2000,D-1FormTheTeamCAUTIONS!
注意,Ensurecross-functionalteammembers确保小组成员具有多功能Includeprocessowners(thosewhodothework)使每个步骤都要有相关责任人Includechampionandleaderasroad-blockremovers要有CHAMPION和领导人作为排清障碍的人,7,TennecoAutomotive8-D/2000,D-2DescribetheIssue,Definetheissueintermsofwhatiswrongwithwhat描述什么出现了什么问题WHAT什么Objectwastheissueseenon目标是发生的问题Whatdefectwasseen发现了什么缺陷WHERE地点SeenonObjectSeenGeographically(Supplier,Customer,Etc.),8,TennecoAutomotive8-D/2000,D-2DescribetheIssue,WHEN什么时候Firstseen第一次看见Whenelseseen什么时间看到另外的Whenseenintheprocess什么时间在工序中看到HOWBIG有多严重Howmanyobjectshavethedefect多少目标有缺陷?
Howmanydefectsperobject每个目标有多少缺陷?
Whatisthetrend趋势是什么,9,TennecoAutomotive8-D/2000,D-2DescribetheIssue,TOOLSTOUSE使用的工具Processflowdiagram工艺流程图Checksheetstocollectdata收集数据的检查表Anydatathatisreportingtheissue任何反映问题的数据Customercomplaints顾客埋怨CurrentSPC/Datacollectionsheets当前SPC/数据收集表pFMEAScrap/reworkreports废品/返工报告,10,TennecoAutomotive8-D/2000,D-2DescribetheIssue,RECORDS记录DescribetheissueintheTACCTsystem在TACCT系统中描述问题SearchtheTACCTsystemtodetermineifthisissuehasbeenaddressedbyanyotherfacility/group检查TACCT系统看是否此问题其他工厂也有出现,11,TennecoAutomotive8-D/2000,D-2DescribetheIssue,12,TennecoAutomotive8-D/2000,D-2DescribetheIssue,13,TennecoAutomotive8-D/2000,D-2DescribetheIssue,14,TennecoAutomotive8-D/2000,D-2DescribetheIssue,15,TennecoAutomotive8-D/2000,D-2DescribetheIssueCAUTIONS!
Stateissueinquantifiableterms描述问题时要量化Usedatatosupportproblemstatement用数据支持问题的陈述Describesymptom/effectoftheissue描述问题症状和影响Avoidjumpingtoconclusionofcause避免跳到原因的总结,16,TennecoAutomotive8-D/2000,D-3ContainmentActions,DetermineifContainmentisNeeded决定是否需要应急措施IFYES如果需要Defineaction(s)定义行动Assignresponsibility分配职责Implement实施Document记录Monitor监控Establishexitcriteria建立停止行动的标准,17,TennecoAutomotive8-D/2000,D-3ContainmentActions,IFNO如果不需要Documentreasonswhycontainmentaction(s)arenotrequired记录不需要的原因RECORDS记录Documentcontainmentaction(s)onTACCTsystem在TACCT系统记录应急措施,18,TennecoAutomotive8-D/2000,D-3ContainmentAction(s)CAUTIONS!
Ensurecustomerprotection确保顾客保护Determineanddocumentcriteriaforbegin/exitcontainmentactions确定并记录开始/结束应急措施的标准Communicatetokeyprocessowners与每个步骤负责人沟通,19,TennecoAutomotive8-D/2000,D-4FindandVerifyRootCause,BrainstormforPotentialCauses对可能原因进行头脑风暴FreeWheelingUseFlipCharts用活动挂图RoundRobin循环赛StickyNotes粘贴纸SignUpList签名单,20,TennecoAutomotive8-D/2000,D-4FindandVerifyRootCause,Brainstormingrules头脑风暴的规则AvoidCriticism避免批评WelcomeExaggeration欢迎夸张Wilder/Better思维越广越好SolicitQuantity注重数量AsManyAsPossible越多越好EncourageBuildingonOtherIdeas鼓励在其他主义基础上发挥StimulateParticipation鼓励参与RecordAllIdeas记录所有想法DiscussionComesLater然后讨论,21,TennecoAutomotive8-D/2000,D-4FindandVerifyRootCause,Consider考虑:
Whatwashappening什么发生了Whatwas“normal”什么是“正常的”Whatchanged什么发生了改变Whatstarted什么开始了Whatstopped什么结束了VERIFY确定Cantheproblembeturned“on”and“off”问题是否可被打开或关掉,22,TennecoAutomotive8-D/2000,D-4FindandVerifyRootCause,ToolsToUse使用的工具FiveWhys5个WHYFishbone/Cause&Effect鱼骨图/原因和影响DataAnalysis数据分析ScatterDiagram散点图DesignofExperimentTools设计实验工具,23,TennecoAutomotive8-D/2000,D-4FindandVerifyRootCause,RECORDS记录IdentifyrootcauseonTACCTsystem在TACCT系统上标注根本原因,24,TennecoAutomotive8-D/2000,D-4RootCauseCAUTIONS!
Dontjumptoconclusions不要直接跳到结论Donotstopthe8-DprocessbecauseContainmentActionshavereducedthepain不要因为应急计划已经减轻了问题而停止8DDontreactonlytothesymptoms-gotothecause不要只针对表面采取行动,要深入到原因,25,TennecoAutomotive8-D/2000,D-5SelectBestSolution,EVALUATEbasedon评价建立在以下基础上Effectontheproblem对问题的影响Practicality实用性Cost费用Acceptance接受程度Timetoimplement/utilize实施的时间,26,TennecoAutomotive8-D/2000,D-5SelectBestSolution,IMPLEMENTATIONPLAN实施计划Whatisrequired需要什么Whoisresponsibleforwhat谁负责什么Establishtargetdates确定目标日期Involveaffectedparties包括所有相关方Obtainmanagementsupport获得管理上的支持DocumentChanges更新记录Anticipateunwantedeffects要对意外的影响有个预估,27,TennecoAutomotive8-D/2000,D-5SelectBestSolution,TOOLSTOUSE工具EvaluationGrid评估表BenchmarkingReview基准的回顾PokaYokeReview找错回顾CostBenefitAnalysis成本利益分析RECORDS记录RecordsolutionsonTACCTsystem在TACCT系统记录解决方法,28,TennecoAutomotive8-D/2000,D-5SelectingBestSolutionCAUTIONS!
Ensuresolutioncanefficientlybeimplemented确保解决方法能有效地实施Obtainbuy-infromkeystakeholders从主要投资方获取买入品Identifyallcosts/impact(s)ofproposedsolution确定建议的解决法的费用/影响,29,TennecoAutomotive8-D/2000,D-6VerificationofCorrectiveActions,ON-GOINGCONTROLS持续地控制Quantifiable&Measurable量化并可测Clearlymeetsobjectives/goals明确地达到目标,30,TennecoAutomotive8-D/2000,D-6VerificationofCorrectiveActions,REVIEWCONTAINMENT回顾应急行动Canitberemoved能否取消Containmentcannotberemoveduntilverificationdataprovesthatthestatedobjective/goalhasbeenmet直到有可靠数据证明要求的目标已达到才可停止应急行动,31,TennecoAutomotive8-D/2000,D-6VerificationofCorrectiveActions,VERIFICATIONMETHODS确认的方法Increasefrequencyoftestingof“X”testfrom6pcspermonthto3pcsperdayfornext3months把“X”测试的频率从每月6件提高到在以后的三月中每天3件100%sortfordefect“X”forthenextfiveshipments以后的5次货运用100%的划分法诊断“X”,32,TennecoAutomotive8-D/2000,D-6VerificationofCorrectiveActions,VERIFICATIONMETHODSCollectdataforspecificdefectforthenext3weeks;calculatetheCpK(CpKmustbeequaltoorgreaterthan1.67)以后3周里收集每个特殊的缺陷的数据,计算CpK(CpK应该大于或等于1.67)Testforcharacteristic“X”;zerodefectsallowed测试性能“X”,不允许任何缺陷,33,TennecoAutomotive8-D/2000,D-6VerificationofCorrectiveActions,VERIFICATIONMETHODSTrackovertimeinarea“Y”forthenext3months;overtimeshouldnotexceed“A”hourspermonth在“Y”区跟踪以后3个月的加班时间;加班应不超过每月“A”小时,34,TennecoAutomotive8-D/2000,D-6VerificationofCorrectiveActions,RECORDS记录DocumentverificationmethodsinTACCTsystem在TACCT系统中记录验证方法IncludeitemsfromimplementationplaninActionRegister在行动记录中要有行动实施项,35,TennecoAutomotive8-D/2000,D-6VerificationofCorrectiveActionsCAUTIONS!
Ensurecontainmentisnotendedtoosoon确保应急措施不要结束过早Avoidshorttermimpact避免短期效应,36,TennecoAutomotive8-D/2000,D-7PreventRecurrence,Identifywhatallowedtheproblemtooccurbysearching:
通过检查以下项找出问题发生原因Systems系统Practices实践Procedures程序Reviewotherareaswherethisproblemcouldoccur检查其它此问题可发生的领域,37,TennecoAutomotive8-D/2000,D-7PreventRecurrence,TOOLSTOUSE工具Brainstorming头脑风暴ActionPlanning行动计划ProcessFlowDiagrams工艺流程图pFMEAs,38,TennecoAutomotive8-D/2000,D-7PreventRecurrence,MethodtoPreventRecurrence避免再发生的方法:
Identifytheopportunity确认什么时候可能再发生Definethescope定义发生的范围Analyzethecurrentprocess分析当前流程Envisionthefutureprocess预想将来流程Pilotandverifytheproposedchange引导并确认建议的变化,39,TennecoAutomotive8-D/2000,D-7PreventRecurrence,MethodtoPreventRecurrence-contd防止再发生的方法包括以下Implementthechange实施改变Changeallpertinentrecords改变所有相关记录Obtaincustomerapprovalpriortochangeifrequired如果要求在变化前获得顾客许可ContinuallyImprove持续改进,40,TennecoAutomotive8-D/2000,D-7PreventRecurrence,RECORDS记录ListimplementationplansonTACCTsystem;providecontactsource(teamleader)forotherswhomayseekresolutionofthisissueinthefuture在TACCT系统上列出实施计划;给其他在将来可对此问题寻求解决方法的人提供联系方式(如:
小组领导),41,TennecoAutomotive8-D/2000,D-7PreventRecurrenceCAUTIONS!
Ensurequalitysystemrequirements(QS-9000)areadheredto确保遵守质量体系(QS-9000)要求Ensurecustomerapprovalisobtained,asrequired确保按要求获得顾客许可Ensureprovisionforallimpactedareas确保给所有相关领域提供所需品,42,TennecoAutomotive8-D/2000,D-8CongratulateTeam,Recognizethecollectiveeffortsoftheteam肯定小组成员的共同努力Showappreciationforindividualcontributors感谢每位的贡献Promoteparticipation鼓励参与Provideatactfulannouncementof“theend”要有艺术地宣布“结束”,43,TennecoAutomotive8-D/2000,D-8CongratulateTeam,RECORDS记录UpdateTACCTsystemwithmethodofcongratulations用祝贺的方法更新TACCT系统ProvideapermanentfileassociatedwiththeTACCTrecordtoretaincompletedinformation提供一个永久的与TACCT记录相关的文件以保证信息的完整性,44,TennecoAutomotive8-D/2000,D-8CongratulateTeamCAUTIONS!
Rememberthosewhosupportedtheteamefforts要记住那些支持过小组的人Seekcreativewaystocongratulatetheteam寻求创新的方法庆祝小组,45,TennecoAutomotive8-D/2000,TheEnd,46,TennecoAutomotive8
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