欧洲空中客车飞机公司8D报告(中文)

8D REPORTPlant ( use SAP plant codes)公司（采用工厂代码）Notification # 投诉号Customer 客户Customer complaint # 客户抱怨编号Originator 编制Sales Order/PO # 销售订单号Date: 日期Date Due: 截止日期Product(s) Affected 涉及产品S/N (If Applicable) 产品序列号（如果需要）Supplier 供应商Supplier Part Number 供应商产品编号Material (if applicable)原材料（如果需要）Supplier CAR 供应商8D Internal CAR 内部8D Inter-Entity CAR 内部个体8D Customer CAR 客户（外部）8D1. CAR Team Members: (team members assigned to investigate and resolve the CAR issue)纠正预防措施团队成员（确定团队成员调查和分析问题）2.Problem Description: (from the CAR Team)问题描述（通过CAR团队得知）Photo, sketch or data describing the issue: (from discovery of issue and CAR Team investigation)通过照片，草图或者数据来描述问题（通过问题发现和团队调查）3． Containment Actions: (by CAR Team organization)紧急措施（通过团队讨论）4． Potential Root Causes: (that may have caused the CAR issue)潜在根本原因（可能导致问题发生的原因）5.Verify Root Causes by Audit: (audit the process where the issue occurred to verify you have identified the real root cause. WHO,WHAT,WHERE,WHEN,HOW. Provide evidence to support the most likely root cause)调查来证实根本原因（调查整个过程，问题发生以正式找到真正的根本原因，5W分析，提供证据来验证最有可能的根本原因）6: Immediate Corrective Actions: (Define and implement short-term actions that will protect the customer from the problem until permanent corrective action is implemented. Provide evidence of the effectiveness of these actions WHO,WHAT,WHERE,WHEN,HOW)紧急措施（在永久预防措施施行前，定义和实行短期行动来防止不良流动到客户处。

（如果有任何说明/附件）（图-1）A. 3Way5Why Methodology（3Way5Why 方法论）No 问题点描述1way 2way 3way 4way 5way1按键功能不良（脏点，水印，白点）/Poor functional key(dirty dot, watermark,white dot）LUPHi人员是否清楚注意事项.(清楚)/ If LUPHistuff are clearabout mattersneedingattention(clear)有没有对应的SOP；（有）/ If LUPHihas thecorrespondingSOP；（yes）有没有相应的培训教育；（有）/ If LUPHihas thecorrespondingprofessionaltraining；（yes）制程中有没有发现此类不良；（有）/ If LUPHIfinds thisproblem inmanufactureprocedure（yes）其它客户有没有反馈类似问题；（较少发生）/ IfLUPHi getsothercostomer’sfeedback likethis；（rarely）C.再现解析：1、通过对客退品分析具体如下：/ The analysis of the return goods as follow：■解析项目：常规测试按键不导通（5PCS）/ analyse program：the button can not connect with normal test(5PCS).■解析结果：analyse result：■发生根本原因：线路断线导致按键失效：（如图-2）/primary cause: the circuit breaks line leads the circuit can not work(as picture 2);■影响因素：/ reason：①、反复多次折弯导致；/the circuit bends many times；②、线路银浆剥离导致；/ the circuit silver paste fall off；③、线路不够柔韧；（线路印刷2次光固(感光固化)UV厚度达到0.21MM）/ the circuit is not enough soft(the circuitUV thickness leads to 0.21mm with printing 2 times);（图-2）/(as picture 2)说明：“/”标示位置为PIN折弯后形成的痕迹，线路漏电路线为分析原因造成。

Airbus Owner:之阿布丰王创作时间：二O 二一年七月二空中客车车主： Who is the Airbuscoordinating person 谁是空中客车协调人Date: 日期：When the 8-D was initiated.8D 什么时间发起.Supplier Name: 供应商名称：Supplier Owner: 供应商拥有： Product Name / PN: 产物名称/零件号 Aircraft Type: 飞机类型：Reference Number: 编号：Current StatusImmediate actionscomplete (Step 4) 立即行动完成 （步伐4）Permanent Actions Actions defined. (Step 6 defined, not implemented) 永久行动行动界说. （步伐6界说,未实施）Long Term Corrective Action implemented. Monitoring/evaluatin g effectiveness.(Step 6 Implemented) 长期纠正行动实施.监控/评估效果. （步伐6实施）Long Term Corrective Action confirmed effective. Problem closed. (Step 8 Closed) 长期纠正办法确认有效.关闭问题. （8步关闭）Brief description of the problem 问题的简要说明What are the difficulties (include data and evidence)? 什么是困难（包括数据和证据）？Accurately describe the problem and gain a common understanding of it.准确地描述这个问题并获得一个共同的理解.Do all parties agree the definition and resulting impact?各方同意的界说和发生的影响？ If it has occurred before, what is the history?如果发生之前,有什么历史？What is the current proved average level of non conformance – attach documentation and KPI’s 什么是目前被证实纷歧致的平均水平–附加文档和KPIIf a measure of the trend of the problem is not already available then implement one now. Without this information you cannot judge the effect of your actions. Transfer the information obtained into this section of the 8-D. at appropriate intervals. What is the specification?如果一个问题的趋势的办法是不成用,现在实现一个.如果没有这些信息,你就无法判断你的行为的效果.转让获得这部份的8-d.在适当的时间间隔内的信息. 规格是什么？Problem recognition: 问题识别：➢ Effect - Something resulting from acause.➢ 从效应引起的工具.➢ Cause - Something producing aneffect.The problem statement is a factualdescription of the PROBLEM EFFECT and is just a simple description of the SYMPTOMS原因的工具发生效果.问题陈说是一个事实描述的问题,只是一个简单的描述的症状Why is there an action to take place?为什么要采用行动？Customer impact, cost impact, safety impact.客户的影响,本钱的影响,平安的影响.Do all parties agree the definition and resulting impact?各方同意的界说和发生的影响？When did it occur?它是什么时候发生的？When is the problem reported defective? 问题是什么时候陈说的问题？ When is the problem repaired?问题什么时候修？ When does the problem occur?问题是什么时候发生的？Who is concerned with the problem? 谁关心这个问题？ Who is reporting the problem?谁陈说问题？ Who is rectifying the problem?谁在纠正这个问题？ Who is the problem affecting?谁是影响的问题？ Where do they take place?他们在哪里举行？ Where is it seen 在哪里看到 Where does it originate 它起源于何处 Where are all the places where the event takes place (shop floor, services, machine, process step, …)? Where is it seen? Where does it originate ?凡发生在事件发生的处所（车间、服务、机器、过程、步伐、…）看到了哪里？它起源于何处？How do we know we have a problem?我们怎么知道我们有问题？ How is the problem rectified?问题如何纠正？ How frequently is the problem experienced?这个问题有多频繁？ How is the effect of the problem being measured?丈量问题的效果如何？ How is the problem detected ?这个问题是怎样被发现的？Establish the cross-functional team 建立跨职能团队A cross-functional team is essential to ensure all aspects are considered and a fix is found.一个跨职能的团队是需要的,以确保所有方面被认为是和一个固定的发现. Name: Responsibility: Contact detailsThe 8D process is for complex and systematic problems and cannot therefore be completed successfully by individuals. Gather a team (minimum 3-4 people) together, representing different functions that may have an influence on the problem and that are prepared to assist in its resolution. Record the names and functions they represent together with contact phone and fax numbers where appropriate.8D 过程是复杂的系统问题,因此不能由个人胜利完成.聚集一个团队（至少3-4人）一起,代表了分歧的功能,可能会影响的问题,准备协助解决.记录在适当的情况下,他们所代表的姓名和功能,以及联系德律风和传真号码.Everyone associated with the problem should be included: Management and shop floor people. 与问题相关的所有人都应该包括：管理层和车间层.The team members should be reviewed at each step to ensure the right people are included. 每一步都要检讨小组成员,以确保包括正确的人.It is important that an overall leader is identified to coordinate activities, take responsibility for the process, remove barriers and coach the team.重要的是,一个总的领导者被确定为协调活动,负责过程,消除障碍和教练的团队.Initial analysis 初步分析Where should the non-conformity originally have been detected?未符合本已被发现的处所？ What was the reason for non-detection?非检测的原因是什么？At this stage, it may be appropriate to BRAINSTORM all possible causes and arrange into an Ishikawa. Unless you are very confident what the cause is this should be done.在这个阶段,可以讨论所有可能的原因和安插成一个石川.除非你非常有信心,这是什么原因造成的.Manufacturing Supply Chain (Internal to 1st tier supplier) (Internal and external to 1sttier)Hang potential causes of the problem off the cause and effect diagram legs under the appropriate heading. Listwhatever comes into your head no matter how daft it may seem. Quantity is more important than quality at this stage. When you have exhausted all ideas, identify those that are the most likely and undertake a root cause analysison this these items first – record these actions in the immediate actions.在适当的题目下,将问题的原因和效果图的腿上的问题的潜在原因.列出任何进入你的头,无论它看起来如何愚蠢.在这个阶段,数量比质量更重要.当你用尽了所有的想法,找出那些最有可能的,并对这些项目进行一个根来源根基因分析,记录这些行动的立即行动.Problem PeopleProcess Materials Machinery Specification Environment People Process Planning Materials Suppliers EnvironmentImmediate actions – contain the problemThe problem that has been identified is having an impact now on the customer. This should be a simple explanation of the:目前已经确定的问题是对客户的影响.这应该是一个简单的解释：➢ Containment plan : Including other equipment that could be affected. How will the problem be contained?• Prevent it from being seen at Airbus 阻止它被看见在空中客车• Prevent the same issue arising at other sites, products or production lines of the suppliers • 防止在其他地址、产物或生产线的供应商处发生同样的问题 • What tests are being performed, by who and where. • 什么样的测试正在进行,由谁和在哪里.• How are finished products in stores, WIP, at suppliers and customers being managed? • 如何在商店•制品,在制品,在供应商和客户的管理？ • What is the planned date for permanent resolution? • “永久解决方案的计划日期是什么？”• You are likely to encounter communication and action implementation across various entities andorganisations. How will you manage this?• 在各种实体和组织中,你可能会遇到沟通和行动的执行.你如何管理这个？➢ What course will the root cause analysis take i.e. what are the investigations to be undertaken. ➢ 什么课程的根来源根基因分析,采用即进行调查是什么.• Define what actions need to be done in order to find the root cause. • 界说需要做什么才华找到根来源根基因.Actions can be prioritised using by weighting:行动可以优先使用权：No.Task 任务Owner 业主Target Date 目标日期Actual Date实际日期 1 All tasks must have an owner, from the cross-functional team, target and completion dates.所有的任务必需有一个拥有者,从跨职能的团队,目标和完成日期.2 3 …Diagnose Root Cause(s)诊断根原因Solution Cost Feasibility Total xxxx 1 1 1 yyyy 2 2 4zzzz339 – The bestCostFeasibilityxx xxPROBABLE CAUSE 1 可能原因1 PROBABLE CAUSE 2可能原因2PROBABLE CAUSE 3可能原因3Why 1 The ‘5 Why’ analysis is a simple tool to try and dig down to the actual root cause. The description you have recorded in the first step is probably still a symptom of this root cause and unless the rootcause is identified and eliminated the problem (symptoms) will just continue to occur.“5个原因”的分析是一个简单的工具,试图挖掘到实际的根来源根基因.您已经记录在第一步的描述可能仍然是这个根来源根基因的症状,除非确定和消除的根来源根基因,消除问题（症状）将继续发生.Why 2Why 3 Ask you rself the question why did the symptom recorded in the ‘Probable Cause 1’ occur and record the answer in ‘Why 1’. Now ask the question again, why did the symptom in ‘Why 1’ occurand record the answer in ‘Why 2’. Continue down until you can no longer get an answer to thequestion why – this is likely to be the root cause of the problem!问自己这个问题,为什么在“可能的原因1”中记录的症状,并记录在“为什么1”的谜底.现在又问这个问题,为什么“为什么1”的症状呈现,并记录在“为什么2”的谜底.继续下去,直到你不能再对这个问题有一个谜底,这很可能是问题的根源！Why 4Why 5 If you have really found the root cause, you should be able to force it to happen, under controlled conditions – can you do this ?如果你真的找到了根来源根基因,你应该能够强迫它发生,在控制条件下,你能做到吗？Permanent Action:永久性的举措：Describe possible solutions.Describe in detail the favoured solution (include why this is the favoured solution):详细描述所喜欢的解决方案（包括为什么这是最喜欢的解决方案）：•Describe what needs to be achieved to eliminate the problem described in 1.•描述需要实现的1个问题,以消除所描述的问题.•What actions will be done, when and by who•什么行动将做,当和由谁•How will success / improvement be measured•·如何衡量胜利/改善WWWWHW is used to define the objective, to quantify it and to identify the involved actors.wwwwhw是用来界定的目标,它涉及到确定和量化的演员.Do you have the right team? Revisit the cross functional team.你有正确的团队吗？重新审视跨职能团队.No. Task Owner Target Date ActualDate1 Against t he root cause(s) you have defined from the ‘5 Why’ analysis identify what actions need to be taken toeliminate the root cause permanently, who needs to take action and what is the target/ action date of completion.你从“5个原因”的分析中确定了哪些行为需要采用哪些办法来消除根来源根基因,谁需要采用行动和目标/行动日期完成.2 Review the skills within the team since it is quite probable that you will require specialised skills to completethis section i.e. Technical Support/ Maintenance/ Engineering etc. The mentor should recruit theseadditional associates into the team to assist if required. Do not remove any of the original team members they still have a valuable role to play.审查团队内的技能,因为这是非常可能的,你将需要专业技能,以完成这一部份,即技术支持/维护/工程等.导师应招募这些额外的联营公司,以协助如果需要.不要删除任何原有的团队成员,他们仍然有一个贵重的作用发挥.3 IMPORTANT! Try not to change more than one thing at any one time since it is difficult to assign anyobserved improvement. If you are dealing with a systematic problem, changing one variable will have animpact on others. If you change more than one variable at a time, it will not be possible to know what the root cause was.重要！检验考试在任何一个时间都不改变一件事情,因为它很难分配任何观察到的改善.如果你正在处置一个系统问题,改变一个变量会影响他人.如果你在一段时间中改变多个变量,就不成能知道什么是根源.4. Never make a permanent change to the process or product until you have tried one first to prove your theory.Always carry out line trials in controlled conditions to judge any effect on surrounding processes.永远不要对这个过程或产物做出永久性的改变,直到你试过一次证明你的理论.在受控条件下进行在线试验,以判断对周围过程的影响.Always record the point of embodiment (POE) of a change with a brief description of that change so that you can judge its effect.总是体现记录点（POE）一个简短的描述,这样你可以判断其效果的变动.Prevention预防Describe what actions will be taken to ensure this event or problem will not occur in other factories, production lines, products, suppliers, etc.描述将采用什么行动,以确保这一事件或问题不会发生在其他工厂,生产线,产物,供应商等.Are there any tasks that have not been done?是否有没有做过的任务？Validation of Solution & Permanent Control Measures解决方案和永久性控制办法的验证Quantify savings量化储蓄What is the time frame that is needed to verify the solution works验证解决方案所需的时间框架是什么How many parts need to pass through the time?需要几多零件通过时间？Always monitor the outcome of an implemented action for at least 30 days to validate its success as a permanent solution to the problem.始终监测实施行动的结果,至少30天,以验证其胜利的问题作为一个永久的解决方案.时间：二O二一年七月二十九日。

□Complete 完整的(8D) □ Short Form 简式的( D4, D5, D6 & D7 Only)Steps 1 - 3 and estimated time for resolution must be completed within 12 hours步骤 1 - 3,估计解决时间必须在12 小时内完成Step 4 - 7 must be completed within 2 weeks, in case of more than 2 weeks; detailed plan must be attached 步骤4 - 7 必须在2 周内完成,如果超过 2 周,必须附详细的计划Date Issued 发出日期CAR Number CAR 编号Recurrence of defect 是否重复发生Yes - No ■ If yes: old CAR No.对应旧的CAR No.:Issued To 发放给:Part Number 产品型号: Qty controlled 检测数量:Supplier 供应商:Part Des:Qty. Rejected 不良数量:CAR Requestor 要求者:Defect Description 缺陷描述:➢Who:➢What:➢Why:➢When:➢Where:➢How:➢How Many:➢Traceability Data (e.g. cast lot no.; delivery slip no.; serial number, colour dots,):可追溯性数据(货柜号；送货单号；批次号；色采点；)Photo / Sketch 图片/草图Cost Recovery will be requested 是否需要成本补偿Yes No ( Must have "BUY-IN" and ability to solve problem ) :(必须有“接受/认同”和解决问题的能力)Team Leader Supplier Quality团队组长供应商质量Manufact. Engineering Process Quality创造工程师过程质量Process Engineering Customer Quality工艺工程师客户质量Manufacturing Other生产部其他(Analyze the problem freq., loc., effects, etc., and define desired solutions) :定义&描述问题(分析问题频率、地方、效果等,并定义所需的解决方案)➢ Who: ➢ What: ➢ Why: ➢ When: ➢ Where: ➢ How:➢ How Many: ➢Frequency of problem (ppm): 问题的频率(PPM )：Reasons of non-detestability: 非检测的原因：: (Immediate actions required to eliminate defects at supplier, mfg., and customer locations) (需要确认缺陷问题在供应商、生产线和客户处的数量)Material 物料: Machine 机器: Method 方法: Man 人: Measurement 测量: Environment 环境:Estimation of consequences: 后果评估：Extension to other Part Numbers/Lines/Plants: 扩展到其他零件编号、生产线、工厂：parts(until the implementation of definitive corrective actions )(直到确定的纠正措施的实施)1) NON OKAction / Notes / Identification of OK 行动、备注、识别好的部份OKVERIFY 查证Supplier 供应商处 Warehouse 库存品 WIP 在制品 Customer 客户处 OthersWhy ?Why ?Why ?Why ?Why ?Why ?the root causes are➢➢➢➢➢:Corrective action implemented on (Date) ____ Pls see feasibility analysis report for long term actionTracking period: from week____to week ____纠正措施实施(日期) ____ 请见上实现可行性分析报告长期行动跟踪期:从____星期到___星期■ Test and Measure results 测试和测量结果□ Capability 性能□Audit 审核■ Attribute Data 属性数据□ Fmea □ Control Plan 控制计划□ Preventive Maintenance Instruc. 预防性维护的教诲□ Other____________■Supplier Quality 供应商质量□Process Quality 制程质量■Customer Quality 客户质量□Customer Quality 客户质量□Production Dept 生产部□Technology Dept 技术部□Process Technology Dept 过程工艺部□Suppliers 供应商□Other_____________FMEA Updated FMEA 更新□ Yes ■No DatePrevious FMEA (以前FMEA) Severity 严重性____ Occurrence 发生率____ Detection 探测度____ RPN_____ Revised FMEA (修改FMEA) Severity 严重性____ Occurrence 发生率____ Detection 探测度____ RPN_____ Control Plan Updated 控制计划更新□Yes ■ No Date _______Procedures Updated 操作指导更新□Yes ■ No DateInformation to other plants 信息给其他工厂□ Yes ■No Date _______Information to other Supplier 信息给其他供应商□ Yes ■No Date _______Other 其他_____________________ □ Yes □No Date _______□Acceptable 可接受□ Unacceptable 不能接受Remarks 备注: _________________________________________________________________________________ Review Signature:___ ___________________________ Date:__ ____________:__ _________ □Accepted 可接受□ Unaccepted 不能接受Corrective action implemented starting from 纠正措施实施开始日期__________。