8d详细分步骤中英对照

8D报告的内容及使用说明英文回答：The 8D Report is a problem-solving tool that helps organizations to systematically investigate and resolve problems. It is a structured approach that involves eight steps:1. Define the problem. Clearly state the problem that needs to be solved. This should include a description of the issue, its impact, and the desired outcome.2. Establish a corrective action team. Assemble a team of individuals who have the knowledge and expertise to solve the problem. The team should be cross-functional and include representatives from all affected areas.3. Describe the impact of the problem. Analyze the causes of the problem and determine its impact on the organization. This may involve gathering data, interviewingstakeholders, and conducting root cause analysis.4. Develop and implement corrective actions. Based on the analysis of the problem, develop and implement corrective actions to address the root causes. These actions should be documented and communicated to all affected parties.5. Verify the effectiveness of corrective actions. Monitor the results of the corrective actions and verify their effectiveness. This may involve collecting data, conducting audits, and soliciting feedback from stakeholders.6. Prevent recurrence of the problem. Identify and implement measures to prevent the problem from recurring. This may involve modifying processes, improving training, or implementing new policies.7. Recognize the corrective action team. Acknowledge the contributions of the corrective action team and recognize their efforts. This may involve providing verbalor written recognition, or giving them a small token of appreciation.8. Document the 8D Report. Create a final report that documents the problem, the corrective actions taken, andthe results achieved. This report should be shared with all affected parties and used as a reference for futureproblem-solving efforts.中文回答：8D 报告是一种问题解决工具，可以帮助企业系统性地调查和解决问题。

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，必须采用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)：拟订改善计划、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。

8d报告的8个步骤具体8D报告的8个步骤一、问题定义（Problem Definition）问题定义是8D报告的第一步，也是解决问题的起点。

在这一步骤中，需要明确问题的具体表现以及对业务的影响程度。

可以采用5W1H的方式，即What、When、Where、Who、Why和How，来全面而准确地描述问题。

二、组建团队（Team Formation）组建团队是为了解决问题而进行的一项重要工作。

在这一步骤中，需要确定一个由相关人员组成的团队，以便能够充分利用各方的知识和经验来解决问题。

团队成员可以包括生产、质量、工程、采购、销售等相关部门的代表。

三、问题分析（Problem Analysis）问题分析是对问题进行深入研究和分析的过程。

在这一步骤中，团队需要采集相关数据和信息，并进行整理和分析，以找出问题的根本原因。

可以使用诸如鱼骨图、流程图和直方图等工具来辅助分析。

四、制定临时对策（Interim Containment）制定临时对策是为了防止问题的扩大和影响到客户，同时也为了争取更多的时间来解决问题。

在这一步骤中，团队需要制定一系列的临时对策，并对其进行验证和确认，以确保其有效性和可行性。

五、根本原因分析（Root Cause Analysis）根本原因分析是为了找出问题的根本原因，以便能够采取正确的对策进行解决。

在这一步骤中，团队需要通过深入的研究和分析，找出导致问题发生的根本原因，并进行验证和确认。

可以使用5W1H、因果关系图和5Why等方法来进行分析。

六、制定长期对策（Permanent Corrective Action）制定长期对策是为了彻底解决问题，避免问题的再次发生。

在这一步骤中，团队需要根据根本原因分析的结果，制定一系列的长期对策，并对其进行验证和确认，以确保其有效性和可行性。

七、实施长期对策（Implementation）实施长期对策是将制定的对策付诸行动的过程。

在这一步骤中，团队需要将制定的长期对策转化为实际行动，并进行实施和监控。

8d的八个步骤,适用范围
8D是一种解决问题的方法，适用于各类问题解决的场景。

以
下是8D步骤及其适用范围：
1. 问题定义（Define）：明确问题的性质、范围和目标。

适用
于开始解决一个问题时，需要明确问题的具体情况。

2. 组建团队（Form a Team）：成立一个团队来解决问题。

适
用于需要协同合作解决复杂问题的情况。

3. 问题分析（Analyse）：对问题进行深入分析和确定根本原因。

适用于分析问题产生的具体原因，找到解决问题的关键点。

4. 制定临时对策（Containment Actions）：采取临时对策来避
免问题继续扩大。

适用于需要紧急控制和减少问题对组织造成的影响。

5. 确认根本原因（Identify Root Causes）：确定问题的根本原因。

适用于确定造成问题的根本原因，并找到解决问题的基础。

6. 制定长期对策（Take Corrective Actions）：制定并执行长期
解决问题的对策。

适用于彻底解决问题，并预防类似问题再次发生。

7. 校验效果（Verify Effectiveness）：验证对策的有效性。

适
用于确认所采取的对策是否有效，是否达到预期目标。

8. 预防措施（Prevent Recurrence）：制定长期预防措施，确保
问题不再发生。

适用于预防类似问题的再次发生。

总体上，8D适用于各种问题解决的场景，包括生产质量问题、客户投诉问题、工艺改进问题等。

8D 报告填写说明PROBLEM STATEMENT/DESCRIPTION第一步：问题的识别和评估This section should contain as much information possible about the concern encountered, the more detailed and accurate information obtained will help to give a better understanding of the problem and assist in investigations and resolution later on.Example:- Date(s) of failure(s).- Quantity of discrepant/suspect reject parts.- Where the problem was detected.- If applicable, carryout is/is-not analysis and attach to 8D.-Have we seen the problem before?1.问题是什么或目前真实的情况？根据对象和缺陷来陈述。

2.最早问题在哪里发现的？3.问题是如何发现的？4.发生的问题与标准有什么不同？规格是什么？如何会产生不同的？（检验规X、图纸、CATIA 文件、或不良极限样品）5.产生问题的项目如何测量的？测量系统是什么？测量系统出了什么问题？重复性？精度？6.目前的情况会影响多少产品或汽车？（VIN 编号，影响到的工厂顺序号或日期/时间和班次）7.目前在戴姆勒克莱斯勒的工厂中发生率是多少？在供应商工厂内？良品数？不良品数？第二步：-CONTAINMENT ACTION临时措施This section should identify those actions that “contain” the problem, ensuring no further defects are made and the customer is protected until permanent corrective actions are in place, an example may be to “hold” all suspect stock or “100% sort” for th e defect condition.这一步应该识别包容问题的那些行动，保证不再产生进一步的不合格品并保护客户，直到永久措施有效，例：保持所有可疑库存或100% 挑选不合格品。

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。

8D stepE TEAM APPROACH 运用团队方法- Action plan for team formation 组织结构的活动计划2.DESCRIBE THE PROBLEM 问题叙述-Process flow diagram to define the process 以流程图定义程序,步骤- Control charts to indicate special causes 以管制图找出特殊变因- Check sheets to define “what, when, where, who, how, and how much” 以查检表定义何事,何时,何人,如何,多少.- Action plan to coordinate problem definition actions拟订计划去协调问题的对策3.IMPLEMENT AND VERIFY INTERIM (CONTAINMENT) ACTIONS 立即防阻措施-Check sheets to evaluate effectiveness of actions 以查检表评估活动之有效性- Control charts and histograms with intensive sampling for process monitoring 以管制图与长条图配合加严抽样来进行过程监控- Action plan to coordinate interim fixes协调防阻措施执行中的对策拟订.4.DEFINE AND VERIFY ROOT CAUSES (S) 下定义与证实根源起因-Identify Potential Causes 发现潜在的原因-Brainstorming for potential causes 集体研讨(脑力激荡)潜在的原因-Cause-and-effect diagrams to identify and organize potential causes 因果图发现潜在的原因-Failure mode and effects analysis (FMEA) to identify potential causes of observed failure mode 以失效模式及效应分析去验证潜在失效模式-Analyze Potential Causes 分析潜在原因-Check sheet to collect data 以查检表去收集数据-Designed Experiments, Statistical Analysis of data, Comparison plots, histograms, and stratified graphs to evaluate stratification factors of different process or product parameters设计实验, 统计分析数据, 对照绘图点, 长条图, 柏拉图去有效的统计不同的流程因素或是产品特征-Scatter plots to evaluate relationships between characteristics 散布图去评估两者之间关联的特性-Gage studies to evaluate the measurement system 量测研究去评估量测系统-Action plan to manage analysis steps管理分析步骤的行动计划-Validate Root Causes 证实为有效的根源起因-Comparison plots, histograms, and stratified graphs to validate cause.对照绘制点,长条图与柏拉图去证实为有效之起因-Stratified graphs to validate presence of root cause factors.管制图有效的呈现根源起因的因素-Action plan to manage validation actions.管理有效对策的行动计划-Identify Alternate Solutions. 找出另一种可能的解决方案-Alternate solution Cause-and-effect diagram另一种可能的解决方案的因果图5.IMPLEMENT PERMANENT CORRECTIVE ACTIONS执行长期的矫正对策-Control charts and check sheets to monitor process performance 以管制图与查检表去监控过程成果-Control Plan, process documentation update 管理计划,流程文件更新6.VERIFY EFFECTIVENESS OF PERMANENT CORRECTIVE ACTION 确认长期矫正对的有效性-Control charts and histograms to evaluate process stability and capability 以管制图与长条图有效的评估过程的稳定性与能力-Check sheets to collect product or process evaluation information 以查检表收集生产过程或评估的信息7.PREVENT RECURRENCE 预防再发生-Action plan to coordinate required changes协调必要的改变活动计划-Evaluate other areas where the problem could also occur 评估其它方面也可能发生的问题-FMEA update FMEA 更新8. CONGRATULATE TEAM 恭喜,贺喜。

8D报告填写说明(中英版)(doc 5页)部门： xxx时间： xxx整理范文，仅供参考，可下载自行编辑8D 报告填写说明PROBLEM STATEMENT/DESCRIPTION 第一步：问题的识别和评估This section should contain as much information possible about the concern encountered, the more detailed and accurate information obtained will help to give a better understanding of the problem and assist in investigations and resolution later on.Example:- Date(s) of failure(s).- Quantity of discrepant/suspect reject parts.- Where the problem was detected.- If applicable, carryout is/is-not analysis and attach to 8D.-Have we seen the problem before?1.问题是什么或目前真实的情况？根据对象和缺陷来陈述。

2.最早问题在哪里发现的？3.问题是如何发现的？4.发生的问题与标准有什么不同？规格是什么？如何会产生不同的？（检验规范、图纸、CATIA 文件、或不良极限样品）5.产生问题的项目如何测量的？测量系统是什么？测量系统出了什么问题？重复性？精度？6.目前的情况会影响多少产品或汽车？（VIN 编号，影响到的工厂顺序号或日期/时间和班次）7.目前在戴姆勒克莱斯勒的工厂中发生率是多少？在供应商工厂内？良品数？不良品数？第二步：-CONTAINMENT ACTION 临时措施This section should identify those actions that “contain” the problem, ensuring no further defects are made and the customer is protected until permanent corrective actions are in place, an example may be to “hold” all suspect stock or “100% sort” for the defect condition.这一步应该识别包容问题的那些行动，保证不再产生进一步的不合格品并保护客户，直到永久措施有效，例：保持所有可疑库存或100% 挑选不合格品。

8d报告的8个步骤英文8 Steps to Writing an 8D ReportA problem-solving approach commonly used in manufacturing and other industries is known as 8D (eight disciplines) methodology. It involves a systematic approach to identify, analyze, and resolve problems by following eight steps. In this article, we will outline these eight steps to writing an effective 8D report.Step 1: Establish the TeamThe first step in the 8D process is to establish a team responsible for handling the problem. The team should comprise individuals with varied backgrounds and expertise who can contribute to finding and implementing a solution.Step 2: Define the ProblemThe second step involves defining the problem with as much detail as possible. This includes identifying the impact of the problem on the organization, its site, customers, and stakeholders.Step 3: Define Containment ActionsThe third step requires the team to define containment actions to prevent the problem from escalating. This includes identifying the scope of containment, the timeline, and the resources required.Step 4: Identify the Root CauseThe fourth step in the 8D process involves determining the root cause of the problem. This is important to ensure that the solution will address the underlying issue and not merely treat the symptoms.Step 5: Develop Corrective ActionsThe team must then develop corrective actions that will eliminate the root cause of the problem. These actions should be practical, effective, and measurable.Step 6: Implement and Verify Corrective ActionsThe sixth step involves the implementation of corrective actions and verification of their effectiveness. This includes ensuring that corrective actions are applied consistently and that the problem is not recurring.Step 7: Define Preventative MeasuresThe seventh step in the 8D process involves defining preventative measures to ensure that similar problems do not occur in the future. This includes identifying opportunities for continuous improvement.Step 8: Recognize the TeamThe final step in the 8D process is to recognize and celebrate the team's efforts. This includes acknowledging their contributions and the success of their problem-solving process.In conclusion, the 8D methodology is a tried and tested problem-solving approach that can help organizations identify, analyze, and solve problems. By following the eight steps outlined in this article, teams can successfully resolve issues and improve their processes.。