8DProblem Solving Process
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（8Disciplines）问题解决8步法
（8Disciplines）问题解决8步法8D (8 Disciplines) 问题解决8步法8D的原名叫做 8 Disciplines，意思是8 个人人皆知解决问题的固定步骤。
原始是由Ford 公司，全球化品质管制及改善的特殊必备方法，之后已成为QS9000/ ISO TS16949、福特公司的特殊要求。
凡是做FORD 的零件，必需采用8D 作为品质改善的工具，目前有些企业并非FORD 的供应商或汽车业的合作伙伴，也很喜欢用这个方便而有效的方法解决品质问题，成为一个固定而有共识的标准化问题解决步骤。
Discipline 1. 成立改善小组(Form the Team)：由议题之相关人员组成，通常是跨功能性的，说明团队成员间的彼此分工方式或担任的责任与角色。
Discipline 2. 描述问题(Describe the Problem)：将问题尽可能量化而清楚地表达，并能解决中长期的问题而不是只有眼前的问题。
Discipline 3. 实施及确认暂时性的对策(Contain the Problem)：对于解决D2 之立即而短期行动，避免问题扩大或持续恶化，包含清库存、缩短PM时间、加派人力等。
Discipline 4. 原因分析及验证真因(Identify the Root Cause)：发生 D2 问题的真正原因、说明分析方法、使用工具(品质工具)的应用。
Discipline 5. 选定及确认长期改善行动效果(Formulate and Verify Corrective Actions)：拟订改善计画、列出可能解决方案、选定与执行长期对策、验证改善措施，清除D4 发生的真正原因，通常以一个步骤一个步骤的方式说明长期改善对策，可以应用专案计划甘特图(Gantt Chart)，并说明品质手法的应用。
Discipline 6. 改善问题并确认最终效果(Correct the Problem and Confirm the Effects)：执行 D5 后的结果与成效验证。
问题分析和解决能力提升训练-PDCA+5C+8D
举例说明:FocalPrice订单应付金额被篡改 订单应付金额被篡改 举例说明
客户恶意篡改订单 应付金额-8D报报
流程与执行重点
D0: Improvement Subject &Basic Information 改善主题及基本信息 D1: Team Up 成立小组 明确改善主题及相关问题之背景 确认改善小组成员及具备问题改善之能力 D2.1 掌握过去历史信息 D2.2 判定历史数据之特征及分配 D2.3 利用 IS Not 诊断什么东西有问题 而什么东西不会有这个问题 以层 利用IS/ 诊断什么东西有问题, 而什么东西不会有这个问题? 别或缩小问题的范围 D2.4 设定 设定SMART目标及时程 目标及时程 (SMART: Specific, Measurable, Ambitious, Reachable, Timely) 寻找紧急措施防堵问题恶化 D4.1 分析结果及其可能原因 D4.2 利用数据分析层别出可能原因 D4.3 利用实验设计或统计方法验证真因 D5.1 执行对策 D6.1 针对各别对策监控其有效性 D6.2 并确认真正有效之对策 D6.3 对策应力求防呆 D7.1 有效对策应制定于流程 文件 有效对策应制定于流程/文件 D7.2 是否水平展开至其它单位或制程 D8.1 收集对策实施后 个月 收集对策实施后1个月 个月(>30组)以上数据 组 以上数据 D8.2 利用各种统计方法确认改善的有效性
问题描述
注意： 禁用形容词,副词等一些抽象或者情绪化的语言不 要将问题描述成原因，避免问题式或者方案式的叙述
问题定义的重点： 问题定义的重点：
S： Specific 特定的 目标的制订清楚说明，一定是特定的，不是概略性的。 M： Measurable 可衡量的 目标必须要用量化的指标来订定。 A： Ambitious 有挑战的 目标与工作相关，具挑战性。 R： Reachable 可达到的(Realistic) 与现实相符合的目标，非理想。 T： Timely 有时间范围的 目标可在限定的时间内完成
8D解决问题的技巧 8D Problem Solving
问题解決的指引 8D 问题解決的指引
8D
1
小组组成 组组成 问题说 问题说明 根本原因
临时措施
问题解决的指引 8D 问题解决的指引
长远纠正措施 长远纠正措施
审核数据以确保措施的有效性 审核数据以确保措施的有效性 措施的 采取预防措施以防止问题再次发生 采取预防措施以防止问题再次发生 措施以防止
嘉许小组 嘉许小组
8D 2
纠正及预防措施的程序指引
大部分管理工作是致力于克服那些妨碍人们实现目标 的问题。 的问题。 制定8个守则去克服客户的投诉及长期产品品质问题 制定8个守则去克服客户的投诉及 不去理会发生的情况，希望问题自行解决，显然轻松 不去理会发生的情况，希望问题自行解决， 很多， 很多，可是
问题是永远不可能自行解
8D
14
D2:发生率 累计失效数 D2:发生率-累计失效数 发生
每个失效数的发生频度不能估计， 失效数的发生频度不能估计 发生频度不能估计， 估计每1000件生产零件的累计 失效数 估计每1000件生产零件的累计 件生产零件的 (CNF/1000)。 (CNF/1000)。 数据收集-合格品率 数据收集–指实际合格品率的合格品与总加工品的比率 指实际合格品率的
8D 3
决的。
解决问题
主动地承认问题的存在， 主动地承认问题的存在， 对问题寻根究底。 对问题寻根究底。 找出解决方案和采取行动， 找出解决方案和采取行动， 都需要作出大量努力 问题通常包含着不确定性、怀疑或困难。 问题通常包含着不确定性、怀疑或困难。它之 所以成为问题，就因为涉及了这些内容。 所以成为问题，就因为涉及了这些内容。 但是缺乏有所作为的动力——更不用说对问题 但是缺乏有所作为的动力—— ——更不用说对问题 作出正确解决的动力—— ——本身常常就是一个问 作出正确解决的动力——本身常常就是一个问 题。
8D
1
小组组成 组组成 问题说 问题说明 根本原因
临时措施
问题解决的指引 8D 问题解决的指引
长远纠正措施 长远纠正措施
审核数据以确保措施的有效性 审核数据以确保措施的有效性 措施的 采取预防措施以防止问题再次发生 采取预防措施以防止问题再次发生 措施以防止
嘉许小组 嘉许小组
8D 2
纠正及预防措施的程序指引
大部分管理工作是致力于克服那些妨碍人们实现目标 的问题。 的问题。 制定8个守则去克服客户的投诉及长期产品品质问题 制定8个守则去克服客户的投诉及 不去理会发生的情况，希望问题自行解决，显然轻松 不去理会发生的情况，希望问题自行解决， 很多， 很多，可是
问题是永远不可能自行解
8D
14
D2:发生率 累计失效数 D2:发生率-累计失效数 发生
每个失效数的发生频度不能估计， 失效数的发生频度不能估计 发生频度不能估计， 估计每1000件生产零件的累计 失效数 估计每1000件生产零件的累计 件生产零件的 (CNF/1000)。 (CNF/1000)。 数据收集-合格品率 数据收集–指实际合格品率的合格品与总加工品的比率 指实际合格品率的
8D 3
决的。
解决问题
主动地承认问题的存在， 主动地承认问题的存在， 对问题寻根究底。 对问题寻根究底。 找出解决方案和采取行动， 找出解决方案和采取行动， 都需要作出大量努力 问题通常包含着不确定性、怀疑或困难。 问题通常包含着不确定性、怀疑或困难。它之 所以成为问题，就因为涉及了这些内容。 所以成为问题，就因为涉及了这些内容。 但是缺乏有所作为的动力——更不用说对问题 但是缺乏有所作为的动力—— ——更不用说对问题 作出正确解决的动力—— ——本身常常就是一个问 作出正确解决的动力——本身常常就是一个问 题。
8D解决问题方法(8D Problem Solving-presentation)
8DProblem Solving 8D式解决问题法
Learning Objectives学习目的
•Participants will have a detailed understanding of the generic “8D” problem solving process.（参与者必须理解8d工作法）
of a problem.（参与者必须是富有经验的）
8DProblem Solving
Detection Cycle
8D Problem Solving
8D Analysis
Root Cause
Prevention Cycle
Cause Priority Table
DFMEA PFMEA
Potential Cause
•Participants will have learned to carry out an “8D” process using an actual problem at their company.（在公司里参与者要必须真实的执行8d工作法）
• Participants will have an understanding of how to use a cause and effect diagram to determine potential root cause.（参与者必须使用因果图表来找出潜在的根本原因）
Types of Problem Situations (2)
All problems fall into one of these two categories. How you identify the root may depend on the type of problem situation you have. A comparative analysis m not be done for a never – been – there situation.
Learning Objectives学习目的
•Participants will have a detailed understanding of the generic “8D” problem solving process.（参与者必须理解8d工作法）
of a problem.（参与者必须是富有经验的）
8DProblem Solving
Detection Cycle
8D Problem Solving
8D Analysis
Root Cause
Prevention Cycle
Cause Priority Table
DFMEA PFMEA
Potential Cause
•Participants will have learned to carry out an “8D” process using an actual problem at their company.（在公司里参与者要必须真实的执行8d工作法）
• Participants will have an understanding of how to use a cause and effect diagram to determine potential root cause.（参与者必须使用因果图表来找出潜在的根本原因）
Types of Problem Situations (2)
All problems fall into one of these two categories. How you identify the root may depend on the type of problem situation you have. A comparative analysis m not be done for a never – been – there situation.
8d+report(英文版本8D流程及报告解析)
8-D Problem Solving Process
Provide a structure
Common approach Team work Fact based
Quality method Documentation
- Systematic, yet flexible - Superior usual methods - Efficient interdepartmental communication - Widespread familiarity - Effective management evaluation & control - More skills & creativity - Buy-in eases implementation - Good data is indisputable - Eliminates personal biases - Tied Demming philosophy - Powerful & commonly available statistical
problem investigation
8. Permanent Corrective Action Not Implemented - a root cause may be identified, but no action taken to implement the
permanent corrective actions
Strategies
• Learn the systematic steps for effective team-oriented problem solving
• Use the approach as framework for applying statistical & qualitative methods to your organization’s priority concern
8D中英文对照
3
Inhibitors to Efficient Problem Solving: 阻碍有效解决问题的几大因素:
• Problem is not described correctly. • 未正确阐述问题。 – The problem description must be focused enough for the team to handle effectively. – 问题阐述必须被足够重视，使团队能有效解决。 • The problem solving effort is excessively expedited. • 问题解决过分迅速。 – Steps are skipped to obtain a quick solution. – 为快速获得问题解决方案而省略一些步骤。 • Poor team participation. • 团队参与性差 – Not all the team members participated effectively. – 并非所有团队成员都能有效参与。 – The team failed to consider all the possible causes. – 团队未将问题起因考虑周全。 • No logical thought process used. • 未采纳合理思考过程。 – Problem solving effort lacks the discipline to prioritize, analyze and review the problem. – 解决问题过程中缺少对其分类、分析和评估的规则。
团队必须具有一位能在整个过程中驾驭全体人员的领导。 The team must have a Champion that will be able to
Inhibitors to Efficient Problem Solving: 阻碍有效解决问题的几大因素:
• Problem is not described correctly. • 未正确阐述问题。 – The problem description must be focused enough for the team to handle effectively. – 问题阐述必须被足够重视，使团队能有效解决。 • The problem solving effort is excessively expedited. • 问题解决过分迅速。 – Steps are skipped to obtain a quick solution. – 为快速获得问题解决方案而省略一些步骤。 • Poor team participation. • 团队参与性差 – Not all the team members participated effectively. – 并非所有团队成员都能有效参与。 – The team failed to consider all the possible causes. – 团队未将问题起因考虑周全。 • No logical thought process used. • 未采纳合理思考过程。 – Problem solving effort lacks the discipline to prioritize, analyze and review the problem. – 解决问题过程中缺少对其分类、分析和评估的规则。
团队必须具有一位能在整个过程中驾驭全体人员的领导。 The team must have a Champion that will be able to
8D Problem Solving Process
8D (Eight Disciplines) Problem Solving ProcessNational Semiconductor uses the 8D Problem Solving Process to identify, correct and eliminate the recurrence of quality problems.8D is a problem-solving methodology for product and process improvement. It is structured into eight disciplines, emphasizing team synergy. The team as whole is better and smarter than the quality sum of the individuals. Each discipline is supported by a checklist of assessment questions, such as “what is wrong with what”, “what, w hen, where, how much”.The Eight Disciplines1. Use Team ApproachEstablish a small group of people with the knowledge, time, authority and skill to solve the problem and implement corrective actions. The group must select a team leader.2. Describe the ProblemDescribe the problem in measurable terms. Specify the internal or external customer problem by describing it in specific terms.3. Implement and V erify Short-Term Corrective ActionsDefine and implement those intermediate actions that will protect the customer from the problem until permanent corrective action is implemented. Verify with data the effectiveness of these actions.4. Define end V erify Root Cause sIdentify all potential causes which could explain why the problem occurred. T est each potent ial cause against the problem description and data. Identify alternative corrective actions to eliminate root cause.5. Verify Corrective ActionsConfirm that the selected corrective actions will resolve the problem for the customer and will not cause undesirable side effects. Define other actions, if necessary, based on potential severity of problem.6. Implement Permanent Corrective ActionsDefine and implement the permanent corrective actions needed. Choose on-going controls to insure the root cause is eliminated. Once in production, monitor the long-term effects and implement additional controls as necessary.7. Prevent RecurrenceModify specifications, update training, review work flow, improve practices and procedures to prevent recurrence of this and all similar problems.8. Congratulate Y our TeamRecognize the collective efforts of your team. Publicize your achievement. Share your knowledge and learning.8D Problem Solving Process FlowchartCustomer Complaint Corrective & Preventive Action Report (8D)FILE NO.: T-DSL-02-001B2 -------------------------------------- CAR NO: CAR-030411-E-------------------- CO MAX TECHNOLOGY CO., LTD.Corrective & Preventive Action Report (8D)1、Form the TeamDate Started：Sep. 22, 2002Internal team member：A, B, CExternal team member：N/A2. Describe the ProblemOne field failed unit of XXX model was returned from the customer on Sep. 20. The failure occurred at the end-user‟s site with the symptom described as …The unit burned when powered on with line and could not be powered on again.‟3. Describe the Root Cause3.1 What FoundAfter carefully investigation it is found that components listed below in the XXX circuit are damaged:Part Spec. DescriptionD5,D6,D7,D8 XX A/XX V Rectifier Diode3.2 Circuit Schematic3.3 Fishbone Diagram3.4 Experiments to Reproduce the Failure3.4.1 D5-D8 temperature measurementCondition: 1) The unit operates at ambient temperature; 2) Connecting a xx Ohm resistor between positive and negative terminals of the battery to stimulate very low battery voltage.Result:Case temperature of the diodes stabilizes at about 60 degree Celsius which is much lower than the maximum rating with adequate margin.3.4.2 Battery short circuitCondition: Short circuit the battery and measure the current passes through D5-D8 with current probe. Result: The current is zero3.4.3 Low battery voltageThe unit operates with the DC power provided by a xx V(which is much lower than the nominal xx V) battery. Measure the current passes through D5-D8 and no over-current is found.3.4.4 Over-current through D5-D8 when power on with nominal I/P AC voltageThe DC power is provided by a battery with nominal voltage. Measure the current passes through D5-D8 with current probe at the moment when power on the unit with nominal AC input voltage. Over-current is found.3.4.5 High input AC voltage and low battery voltage when power onConnect a xx Ohm resistor between positive and negative terminals of the battery to stimulate very l ow battery voltage. Measure the current passes through D5-D8 with current probe at the moment when power on the unit with xx AC. The current reaches xx A which is much larger than the maximum rating xx A and that can easily destroy the diodes.3.5 ConclusionBased on the above experiments, the root cause is that at the moment when power on the unit, especially with low battery voltage and high input AC voltage, out-of-spec current through the diodes presents.4. Containment PlanFix the unit, replace damaged components5. Permanent C/A Plan5.1 Change Cxx from xx μF/xx V electrolytic capacitor to xx uF/xx V X-Cap to reduce the current through therectifier when power on the unit.5.2 Use an integrated rectifier to replace D5-D8.5.3 RD release ECR for customer approval of the above engineering changes after the effectiveness is verified.5.4 RD release ECN to validate the changes after the ECR is approved.6. Verify the effectiveness of C/A6.1 Measure the current through the integrated rectifier at the same condition of 2.4.5, no over-current is found.6.2 Perform power cycling on 10 engineering changed units under the condition described at 2.4.5 for 48 hours,no failure was found.7、Prevent Recurrence8、Congratulate the TeamThe ECR has been sent to XXX (the customer name) for approval on Sep. 25. and the updated procedure will be released formally by DCC immediately when receive the approval. Thanks for the excellent work of the team. Date Closed: Sep. 26, 2002。
8D介绍
8d流程的介绍(仅供参考)D1-第一步骤: 建立解决问题小组若问题无法独立解决，通知你认为有关的人员组成团队。
团队的成员必需有能力执行，例如调整机器或懂得改变制程条件，或能指挥作筛选等。
D2-第二步骤: 描述问题向团队说明何时、何地、发生了什么事、严重程度、目前状态、如何紧急处理、以及展示照片和收集到的证物。
想象你是FBI的办案人员，将证物、细节描述越清楚，团队解决问题将越快。
D3-第三步骤: 执行暂时对策若真正原因还未找到，暂时用什么方法可以最快地防止问题？如全检、筛选、将自动改为手动、库存清查等。
暂时对策决定后，即立刻交由团队成员带回执行。
D4-第四步骤: 找出问题真正原因找问题真正原因时，最好不要盲目地动手改变目前的生产状态，先动动脑。
您第一件事是要先观察、分析、比较。
列出您所知道的所有生产条件(即鱼骨图)，逐一观察，看看是否有些条件走样，还是最近有些什么异动?换了夹具吗?换了作业员?换了供应商?换了运输商?修过电源供应器?流程改过? 或比较良品与不良品的检查结果，看看那个数据有很大的差?，尺寸?重量?电压值?CPK?耐电压?等等不良的发生，总是有原因，资料分析常常可以看出蛛丝马迹。
这样的分析，可以帮助您缩小范围，越来越接近问题核心。
当分析完成，列出您认为最有可能的几项，再逐一动手作些调整改变，并且观察那一些改变可使品质回复正常及影响变异的程度，进而找到问题真正的原因。
这就是著名田口式方法最简单而实际的运用。
D5-第五步骤: 选择永久对策找到造成问题的主要原因后，即可开始拟出对策的方法。
对策的方法也许有好几种，例如修理或更新模具。
试试对可能的选择列出其优缺点，要花多少钱?多少人力?能持续多久? 再对可能的方法作一最佳的选择，并且确认这样的对策方法不会产生其它副作用。
D6-第六步骤: 执行及验证永久对策当永久对策准备妥当，则可开始执行及停止暂时对策。
并且对永久对策作一验证，例如观察不良率已由4000 PPM降为300 PPM，CPK由0.5升为1.8等，下游工段及客户己能完全接受，不再产生问题。
8D (eight disciplines) problem solving process
1. Use Team Approach
Establish a small group of people with the knowledge, time, authority and skill to solve the problem and implement corrective actions. The group must select a team leader.
4. Define end Verify Root Causes
Identify all potential causes which could explain why the problem occurred. Test each potential cause against the problem description and data. Identify alternative corrective actions to eliminate root cause.
2. Describe the Problem
Describe the ify the internal or external customer problem by describing it in specific terms.
7. Prevent Recurrence
Modify specifications, update training, review work flow, improve practices and procedures to prevent recurrence of this and all similar problems.
8. Congratulate Your Team
Recognize the collective efforts of your team. Publicize your achievement. Share your knowledge and learning.
Establish a small group of people with the knowledge, time, authority and skill to solve the problem and implement corrective actions. The group must select a team leader.
4. Define end Verify Root Causes
Identify all potential causes which could explain why the problem occurred. Test each potential cause against the problem description and data. Identify alternative corrective actions to eliminate root cause.
2. Describe the Problem
Describe the ify the internal or external customer problem by describing it in specific terms.
7. Prevent Recurrence
Modify specifications, update training, review work flow, improve practices and procedures to prevent recurrence of this and all similar problems.
8. Congratulate Your Team
Recognize the collective efforts of your team. Publicize your achievement. Share your knowledge and learning.
8d解决问题的方法
8d解决问题的方法摘要：1.问题背景和重要性2.8D解决问题的方法简介3.8D解决问题的步骤详解4.案例分析5.8D方法在各行业的应用6.提高8D方法效果的建议7.总结正文：一、问题背景和重要性在日常生活和工作中，我们总会遇到各种各样的问题。
解决问题的能力对于个人和团队的发展至关重要。
一个高效的问题解决方法可以帮助我们更好地应对挑战，提高工作效率，实现目标。
本文将介绍一个结构化的问题解决方法——8D解决问题法，并通过案例分析其应用，以提高大家对这一方法的认识和掌握。
二、8D解决问题的方法简介8D解决问题法（8 Disciplines Problem Solving Process）是一种团队导向的问题解决方法，适用于复杂、多因素的问题。
该方法以团队协作为基础，通过八个步骤有计划地分析问题、找出根本原因并制定解决方案。
这八个步骤分别是：1.组成团队2.确定问题3.制定计划4.收集数据5.分析数据6.确定根本原因7.制定解决方案8.实施并验证解决方案三、8D解决问题的步骤详解1.组成团队：一个跨职能的团队，包括涉及问题领域的专家和相关部门的代表。
团队成员应具备解决问题所需的技能和知识，人数一般在5-10人之间。
2.确定问题：明确问题的定义，描述问题的现象和影响，确保团队成员对问题有共识。
可以使用鱼骨图、流程图等工具辅助分析问题。
3.制定计划：确定解决问题的目标和期限，制定详细的工作计划，包括每个步骤的时间安排和资源分配。
4.收集数据：通过现场观察、访谈、问卷调查等方式收集与问题相关的数据。
数据应具有客观性、完整性和准确性，以便后续分析。
5.分析数据：对收集的数据进行整理和分析，找出数据的规律和趋势。
可以使用多种分析工具，如帕累托图、相关性分析等。
6.确定根本原因：根据数据分析结果，找出导致问题的根本原因。
可以使用因果图、头脑风暴等方法，充分挖掘问题的深层次原因。
7.制定解决方案：针对根本原因，制定具体的解决方案。
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• Report the results of your problem-solving efforts for documentation & future reference
• Continue to improve your organization by applying these methods, project by project to each concern on priority list
8-D Problem Solving Process -STEP 1 Team Formation
Step 1 - Initiate Project Team
Objective
To establish a team of group of people with product & process knowledge, skill in the appropriate technical disciplines and allocated time and authority to take needed action to solve the problem
8-D Problem Solving Process
Course Outline
1. Apply 8 step systematic process in identifying, correction and resolving complex problem
2. Choose the appropriate analytical and systematic team through the 8 steps
Strategies
• Learn the systematic steps for effective team-oriented problem solving
• Use the approach as framework for applying statistical & qualitative methods to your organization’s priority concern
6. Management’s Impatience - all levels of management demand to know exactly when a problem will
be solved.
7. Mis-identified Root Cause - a potential cause is cause identified as a root cause, concluding the
8-D Problem Solving Process
Provide a structure
Common approach Team work Fact based
Quality method Documentation
- Systematic, yet flexible - Superior usual methods - Efficient interdepartmental communication - Widespread familiarity - Effective management evaluation & control - More skills & creativity - Buy-in eases implementation - Good data is indisputable - Eliminates personal biases - Tied Demming philosophy - Powerful & commonly available statistical
8-D Problem Solving Process -STEP 1 Team Formation
Step 1 - Team Composition
Members
Good team member are persons who are : willing to contribute capable of diagnosing problem trainable in the use of improvement methods team players, rather than go-it-alone
Overview Step 1 : Team Formation Step 2 : Describe the Issue Step 3 : Containment Plan Step 4 : Root Cause Analysis Step 5 : Corrective Action Plan Step 6 : Preventive Action Step 7 : Verification Step 8 : Congratulations
4. No Logical Process - a disciplined system to prioritize, analyze & review problem was not
available
8-D Problem Solving Process Inhibitors
5. Lack of Technical Skills - statistics & problem-solving methods were not know by team members
8-D Problem Solving Process ---Applying Steps
Predicated on team approach Use for a cause unknown situation where you are concern Must be driven top-down to provide adequate resources Management by fact and data Require action planning and documentation for each step Focus on effectively using the process not on writing the report No preconceptions!!!
8-D Problem Solving Process—Overview
Structured Team Problem Solving
Objective
--To use efficient, data-based approach for problem solving & corrective action
tools - STEPS provides framework for application of - methods- Standard format for reporting all - action - Later reference provides insight to problem - solution
2. The problem solving process is composed of 8 systematysis and problem definition techniques are featured. It emphasizes on utilization of cross function teams and provides appropriate composition of those teams
Management shall identify the expected time commitment from team member and make arrangement for peoples time availability
Team member must reach consensus on a mission statement & goals, and document it in writing
3. The business impact the achievement of six sigma quality
and ultimately total customer satisfaction by utilizing a problem solving process to find root causes and achieve permanent solutions
3. Practice using the 8 steps reporting system including preparation of a concern analysis report
4. Working as a team
8-D Problem Solving Process
TABLE OF CONTENTS
8-D Problem Solving Process -STEP 1 Team Formation
Step 1 - Action & Issue
Management must determine if the initial statement of concern is worth further problem solving investigation
8DProblem Solving Process
8-D Problem Solving Process
8-D Problem Solving Process
Objectives
1. Provides participants with hand-on experience using a systematic process for resolving complex cause unknown situations
• Continue to improve your organization by applying these methods, project by project to each concern on priority list
8-D Problem Solving Process -STEP 1 Team Formation
Step 1 - Initiate Project Team
Objective
To establish a team of group of people with product & process knowledge, skill in the appropriate technical disciplines and allocated time and authority to take needed action to solve the problem
8-D Problem Solving Process
Course Outline
1. Apply 8 step systematic process in identifying, correction and resolving complex problem
2. Choose the appropriate analytical and systematic team through the 8 steps
Strategies
• Learn the systematic steps for effective team-oriented problem solving
• Use the approach as framework for applying statistical & qualitative methods to your organization’s priority concern
6. Management’s Impatience - all levels of management demand to know exactly when a problem will
be solved.
7. Mis-identified Root Cause - a potential cause is cause identified as a root cause, concluding the
8-D Problem Solving Process
Provide a structure
Common approach Team work Fact based
Quality method Documentation
- Systematic, yet flexible - Superior usual methods - Efficient interdepartmental communication - Widespread familiarity - Effective management evaluation & control - More skills & creativity - Buy-in eases implementation - Good data is indisputable - Eliminates personal biases - Tied Demming philosophy - Powerful & commonly available statistical
8-D Problem Solving Process -STEP 1 Team Formation
Step 1 - Team Composition
Members
Good team member are persons who are : willing to contribute capable of diagnosing problem trainable in the use of improvement methods team players, rather than go-it-alone
Overview Step 1 : Team Formation Step 2 : Describe the Issue Step 3 : Containment Plan Step 4 : Root Cause Analysis Step 5 : Corrective Action Plan Step 6 : Preventive Action Step 7 : Verification Step 8 : Congratulations
4. No Logical Process - a disciplined system to prioritize, analyze & review problem was not
available
8-D Problem Solving Process Inhibitors
5. Lack of Technical Skills - statistics & problem-solving methods were not know by team members
8-D Problem Solving Process ---Applying Steps
Predicated on team approach Use for a cause unknown situation where you are concern Must be driven top-down to provide adequate resources Management by fact and data Require action planning and documentation for each step Focus on effectively using the process not on writing the report No preconceptions!!!
8-D Problem Solving Process—Overview
Structured Team Problem Solving
Objective
--To use efficient, data-based approach for problem solving & corrective action
tools - STEPS provides framework for application of - methods- Standard format for reporting all - action - Later reference provides insight to problem - solution
2. The problem solving process is composed of 8 systematysis and problem definition techniques are featured. It emphasizes on utilization of cross function teams and provides appropriate composition of those teams
Management shall identify the expected time commitment from team member and make arrangement for peoples time availability
Team member must reach consensus on a mission statement & goals, and document it in writing
3. The business impact the achievement of six sigma quality
and ultimately total customer satisfaction by utilizing a problem solving process to find root causes and achieve permanent solutions
3. Practice using the 8 steps reporting system including preparation of a concern analysis report
4. Working as a team
8-D Problem Solving Process
TABLE OF CONTENTS
8-D Problem Solving Process -STEP 1 Team Formation
Step 1 - Action & Issue
Management must determine if the initial statement of concern is worth further problem solving investigation
8DProblem Solving Process
8-D Problem Solving Process
8-D Problem Solving Process
Objectives
1. Provides participants with hand-on experience using a systematic process for resolving complex cause unknown situations