Tenneco Automotive 8-D/2000,1,8 DISCIPLINES TO PROBLEM SOLVING解决问题的8个步骤,8-D 2000,Tenneco Automotive 8-D/2000,2,This 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 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 Spradlin (Cozad, NE) for their work on this project.,Tenneco Automotive 8-D/2000,3,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 Kay Shreve (Monroe, MI), Michael Brown (Paragould, AR) and Eunice Spradlin (Cozad, NE),Tenneco Automotive 8-D/2000,4,D-1 Form the Team组建小组 D-2 Describe the Issue描述问题 D-3 Containment Activities应急措施 D-4 Find and Verify Root Cause找出根本原因 D-5 Select the Best Solution挑出最好的解决方法 D-6 Verification of Corrective Action确认纠正措施 D-7 Prevent Recurrence防止再发生 D-8 Congratulate the Team祝贺小组,8 - Disciplines of Problem Solving解决问题的 8个步骤,Tenneco Automotive 8-D/2000,5,D-1 Form The Team,Size大小 5 to 7 Core Members5-7个核心成员 Support Needed需要的支持 What level of the organization需要什么水平的组织 Change改变 According to needs 根据需要 Roles角色 Define roles/responsibilities定义角色/责任 WHERE地点 Seen on Object根据目标 Seen Geographically地理位置 (Supplier/Customer/Etc)（供应商/客户/等）,Tenneco Automotive 8-D/2000,6,D-1 Form The Team,Training培训 Arrange for training of all team members if not trained yet如果还没有培训过安排所有小组成员的培训 Records记录 Initiate TACCT (Tenneco Automotive Customer Concern Tracking) System report; initiate action register建立TACCT（TA顾客跟踪）系统报告和行动记录,Tenneco Automotive 8-D/2000,7,D-1 Form The Team CAUTIONS ! ! ! 注意,Ensure cross-functional team members确保小组成员具有多功能 Include process owners (those who do the work)使每个步骤都要有相关责任人 Include champion and leader as road-block removers要有CHAMPION和领导人作为排清障碍的人,Tenneco Automotive 8-D/2000,8,D-2 Describe the Issue,Define the issue in terms of what is wrong with what描述什么出现了什么问题 WHAT什么 Object was the issue seen on目标是发生的问题 What defect was seen发现了什么缺陷 WHERE地点 Seen on Object Seen Geographically (Supplier, Customer, Etc.),Tenneco Automotive 8-D/2000,9,D-2 Describe the Issue,WHEN什么时候 First seen第一次看见 When else seen什么时间看到另外的 When seen in the process什么时间在工序中看到 HOW BIG有多严重 How many objects have the defect多少目标有缺陷？ How many defects per object每个目标有多少缺陷？ What is the trend趋势是什么,Tenneco Automotive 8-D/2000,10,D-2 Describe the Issue,TOOLS TO USE使用的工具 Process flow diagram工艺流程图 Check sheets to collect data收集数据的检查表 Any data that is reporting the issue任何反映问题的数据 Customer complaints顾客埋怨 Current SPC/Data collection sheets当前SPC/数据收集表 pFMEA Scrap/rework reports废品/返工报告,Tenneco Automotive 8-D/2000,11,D-2 Describe the Issue,RECORDS记录 Describe the issue in the TACCT system在TACCT系统中描述问题 Search the TACCT system to determine if this issue has been addressed by any other facility / group检查TACCT系统看是否此问题其他工厂也有出现,Tenneco Automotive 8-D/2000,12,D-2 Describe the Issue,Tenneco Automotive 8-D/2000,13,D-2 Describe the Issue,Tenneco Automotive 8-D/2000,14,D-2 Describe the Issue,Tenneco Automotive 8-D/2000,15,D-2 Describe the Issue,Tenneco Automotive 8-D/2000,16,D-2 Describe the Issue CAUTIONS ! ! !,State issue in quantifiable terms描述问题时要量化 Use data to support problem statement用数据支持问题的陈述 Describe symptom / effect of the issue描述问题症状和影响 Avoid jumping to conclusion of cause避免跳到原因的总结,Tenneco Automotive 8-D/2000,17,D-3 Containment Actions,Determine if Containment is Needed决定是否需要应急措施 IF YES如果需要 Define action(s)定义行动 Assign responsibility分配职责 Implement实施 Document记录 Monitor监控 Establish exit criteria建立停止行动的标准,Tenneco Automotive 8-D/2000,18,D-3 Containment Actions,IF NO如果不需要 Document reasons why containment action(s) are not required记录不需要的原因 RECORDS记录 Document containment action(s) on TACCT system在TACCT系统记录应急措施,Tenneco Automotive 8-D/2000,19,D-3 Containment Action(s) CAUTIONS ! ! !,Ensure customer protection确保顾客保护 Determine and document criteria for begin / exit containment actions确定并记录开始/结束应急措施的标准 Communicate to key process owners与每个步骤负责人沟通,Tenneco Automotive 8-D/2000,20,D-4 Find and Verify Root Cause,Brainstorm for Potential Causes对可能原因进行头脑风暴 Free Wheeling Use Flip Charts用活动挂图 Round Robin循环赛 Sticky Notes粘贴纸 Sign Up List签名单,Tenneco Automotive 8-D/2000,21,D-4 Find and Verify Root Cause,Brainstorming rules头脑风暴的规则 Avoid Criticism避免批评 Welcome Exaggeration欢迎夸张 Wilder / Better思维越广越好 Solicit Quantity注重数量 As Many As Possible越多越好 Encourage Building on Other Ideas鼓励在其他主义基础上发挥 Stimulate Participation鼓励参与 Record All Ideas记录所有想法 Discussion Comes Later然后讨论,Tenneco Automotive 8-D/2000,22,D-4 Find and Verify Root Cause,Consider考虑： What was happening什么发生了 What was “normal”什么是“正常的” What changed什么发生了改变 What started什么开始了 What stopped什么结束了 VERIFY确定 Can the