8D报告-英文

更新时间:2023-07-02 19:19:46 阅读：评论：0

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Tracking Number:

Customer Number:

Respon Due Date:

8-D is a quality management tool and is a vehicle for a cross-functional team to articulate thoughts and provides scientific determination to details of problems and provide solutions. Organizations can benefit from the 8-D approach by applying it to all areas in the company. The 8-D provides excellent guidelines allowing us to get to the root of a problem and ways to check that the solution actually works. Rather than healing the symptom, the illness is cured, thus, the same problem is unlikely to recur.

Step

Action

鹿角怎么画The Planning Stage

Establishing the Team

Problem Definition / Statement & Description

Developing Interim Containment Action

Identifying & Verifying Root Cau

Identifying Permanent Corrective Actions (PCA)

Implementing & Validating PCA

Preventing Recurrence

Recognizing Team Efforts

The Planning Stage:

The 8-D method of problem solving is appropriate in "cau unknown" situations and is not the right tool if concerns center solely on decision-making or problem prevention. 8-D is especially uful as it results in not just a problem-solving process, but also a standard and a reporting format. Does this problem warrant/require an 8D? If so comment why and proceed.

Is an Emergency Respon Action Needed?

(If needed document actions in Action Item Table)

Establishing the Team:

Establish a small group of people with the process/ product

knowledge, allocated time, authority and skill in the required technical disciplines to solve the problem and implement corrective actions.

Team Goals:

Team Objectives:

Department	Name	Skills	Responsibility




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Problem Definition

Provides the starting point for solving the problem or

nonconformance issue. Need to have “correct” problem description to identify caus. Need to u terms that are understood by all.

Sketch / Photo of Problem

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Part Number(s):

Customer(s):

List all of the data and documents that might help you to define the problem more exactly?

Action Plan to collect additional information:

Prepare Process Flow Diagram for problem

u a parate sheet if needed

2B	IS	IS NOT
Who	美女屏保 Who is affected by the problem? Who first obrved the problem? To whom was the problem reported?	Who is not affected by the problem? Who did not find the problem?
What	What type of problem is it? What has the problem (part id, lot #s, etc)? What is happening with the process & with containment? Do we have physical evidence of the problem?	What does not have the problem? What could be happening but is not? What could be the problem but is not?
Why	Why is this a problem (degraded performance)? Is the process stable?	Why is it not a problem?
Where	Where was the problem obrved? Where does the problem occur?	Where could the problem be located but is not? Where el could the problem be located but is not?
When	When was the problem first noticed? When has it been noticed since?	When could the problem have been noticed but was not?
How Much/ Many	Quantity of problem (ppm)? How much is the problem costing in dollars, people, & time?	How many could have the problem but don’t? How big could the problem be but is not?
How Often	What is the trend (continuous, random, cyclical)? Has the problem occurred previously?	What could the trend be but is not?
2C	Problem Description (bad on the information gathered so far, provide a conci problem description)

3	Developing Interim Containment Actions Temporary actions to contain the problem and “fix” until permanent correction is in place - document actions in Action Item Table
4A	Identifying & Verifying Root Cau Analyze for “Root Cau” of the problem. Identify and verify the Escape Point
4A	Brainstorm the possible caus of the problem
How is it made? 4A	Why did it get out? Cau and Effect Diagram
People Materials Machine Machine Method People Materials Problem Environment Measurement Method Environment Measurement circle the most likely contributors (a maximum of three) from each side.
4B	5 Why Analysis
Ask – Why did this happen? Ask – Why did this happen? Ask – Why did this happen? Ask – Why did this happen? Ask – Why did this happen?
4C	Action Plan Bad on the team’s discussions. Begin to complete the Root Cau Action Plan to verify and validate the root caus and test the escape point. Document this on the Action Item Table

Identify Permanent Corrective Actions

solutions that address and correct the root cau. Solutions determined to be the best of all the alternatives. Document and verify the Permanent Corrective Action (PCA) in the Action Item Table

Implementing & Validating the PCA

Implement and validate to ensure that corrective action does “what it is suppod to do.” Detect any undesirable side effects. Document this on the Action Item Table. Return to root cau analysis, if necessary

Preventing Recurrence

determine what improvements in systems and process would prevent problem from recurring. Ensure that corrective action remains in place and successful

Address Similar Systems

Process / Item	Who Responsible	When

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7B	Review the following documents / systems
Document		Who Responsible		Completion Date
				Planned	Actual
Management System Manual
Manufacturing Work Instructions
Inspection Work Instructions
Process Flow Charts
Process Control Plans
Design FMEA
Process FMEA
Gages
PPAP					放飞你的梦想
Engineering Change Approval



8	Congratulate Your Team U all forms of employee recognition and document as necessary Celebrate successful conclusion of the problem solving effort Formally dingage the team and return to normal duties
Was this problem solving exerci effective? Has it been verified with a follow-up?
Yes No	Signature / Title / Date		Findings

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