8D报告模板

Title:Date Opened:WhereHowVerified HowD1 Team:NameDeptPhoneChampion:Team Leader:TeamMembers:FishboneIs&IsNot% Effective:WhereHowVerified HowComparativeanalysis andtests forrootcausesFishboneIs&Is Not% EffectiveTo which rate iseach actioneliminating thesymptomTo which rate iseach actioneliminating theproblemDescribe "What is wrong with what"Perform 'IS' vs 'IS NOT' analysis. - What object & defect, where, when, failure rate, other patternState Customer symptom as an object and a defect.Use repeated Whys.What is problem with what (Vehicle-->part level)What is outside specification

To which rate is eachpotential rootcausecontributing to solve theproblem and plug escapepointBe open minded, start with large number of root cause theories, select most likely = potentialDevelop potential root cause list, number each potential root cause. FROM FISHBONE DIAGRAMCan causes be verified (make problem come and go ?, then the potential root cause(s) is verified)?Finalize root cause list. Identify control point capable of detecting the problem.% Contribution:D4 Root Cause(s) and Escape Point(s):Failure rate of Scoped & sorted parts for ICAICA parts at supplier process actioned with short term solution.BREAKPOINT: Delivery note #, arrived at Volvo Car plant date YYMMDD --> (Optional; Chassis/Engineno.)ScopeAre all produced parts at Supplier and Vehicle plant sorted and/or reworked ?LOWER BREAKPOINT: Delivery note #, arrived at Volvo Car plant date YYMMDD --> (Optional; Chassis / Engine no.)UPPER BREAKPOINT: Delivery note #, arrived at Volvo Car plant date YYMMDD --> (Optional; Chassis / Engine no.)5WhyThe champion removes road-blocks.The team leader gives assignments and reportsout.Date Implemented:Select an interim containment with or without service action if necessary.WhatD2 Problem Statement:D2 Problem Description:D3 Interim Containment Action(s) ICA:Failure rate of Scoped & sorted parts for ERA Volvo Car G8D REPORTLast Updated:Date Implemented:Select an emergency response with or without service action only if necessary.WhatProcess line, stepPartname and partnoDefine and quantify the Voice Of the Customer (VOC) and Customer Symptom (CS),how many parts affected over time (Paynter chart). Identify customer and affected parties and vehicle line.Supplier name and sitecodeProduct/Process Information:Organisation Information:DØ Symptom(s):DØ Emergency Response Action(s) ERA:24h

48h Volvo Car G8D REPORTRESULTProcess walkanalysisVerification:CCARWho5WhyDate Closed:VCC 8D v3cFirst parts to VCC with permanent corrective actionBREAKPOINT: Delivery note xxxx, arrived at Volvo Car plant date YYMMDD --> Chassis nr xxxxD7 Prevent Recurence Actions: PRA , Lessons LearnedD7 Systemic Prevent Recommendations:D8 Team and Individual Recognition:Date Implemented:Responsibility:Reported by:Verification:Is&Is NotDoes the final root cause account for all known 'IS' and 'IS NOT' ?To which rate is theselected PCA(s)contributing to solve theproblem and plug escapepointSelect a permanent containment with or without service action if necessary.

Document lessons learned and recognize teams collective effort. Celebrate taskcompletion.Identify system or procedures responsible for problem. Have all required changes been documented?1. Update Procedures/Instructions2. Update Systems3. Update FMEA4. Update DVP, PVT plans5. Update CP / OP-instructions etc.6. Supply Training to Workers7. Up-date Maintenance plans8. Up-date Drawings9. Re.PPAPWhat evidence do you have that this will resolve the problem at the root-cause level?Review problem history. Identify what allowed problem to occur and escape.Proceed with 5why, developed during D2, D4, and repeat the whys until underlaying causes and systemicrootcauses is answered% Effective:Date Implemented:Develop an action plan for implementation. Discontinue the interim containment action.WhatProgressD5 Chosen Permanent Corrective Action(s) PCA:D6 Implemented Permanent Corrective Action(s) PCA:8.9.10.5.6.7.2.3.4.1.POTENTIAL ROOTCAUSEHOW CHECKED2w