TIAutomotive8DProblemSolving

TIAutomotive–問題解決8D(8條規(guī)則)Whatisthe8Dprocess?何謂8D流程？Whyaddressproblemsolvingusing8D’s?為何在問題解決方面運用8D？Whatinhibitorsexisttoefficientproblemsolving?高效解決問題存在哪些阻力？Disciplines1through8規(guī)則1到8Horizontal8D’s橫向分析8D8DForms8D規(guī)則的形式LaunchLunacyExercise開始瘋狂練習8DQuiz8D規(guī)則測驗1FlowchartForProblemResolution

問題解決方案流程圖Don’tMessWithIt!不要混淆！YES是NO不是YES是YOUIDIOT!你犯錯了！NO沒有WillitBlowUpInYourHands?是否在你手里被毀？NO不是LookTheOtherWay關注其它方式AnyoneElseKnows?還有誰了解？You’reSCREWED!你受到脅迫！YES是YES有NO沒有HideIt隱瞞CanYouBlameSomeoneElse?你能責備他人嗎？NO不NOPROBLEM!沒有問題！Yes能IsItWorking?可行嗎？DidYouMessWithIt?你是否攪混？2Whatisthe8D(EightDiscipline)ProblemSolvingProcess?何謂8Ｄ（8條規(guī)則）問題解決流程？8DisaSTANDARDIZEDmethodtoresolveaproblemwhentheCAUSEoftheproblemisUNKNOWN.當問題的起因不明時，8D是一個解決問題的標準化模式。8DisaFORMATtocommunicatecorrectiveactions.8D是對一個糾正措施進行溝通的格式。Amethodtoincreaseawarenessandtoreportprogressonimprovements.一種提升了解度和報告進展的方式。8Disaproblemsolvingtool.8D是一種解決問題的工具。Asaprocess,8D’sshouldbestartedfromthemomentaproblembecomesevident.作為一個流程，8D應該在問題變明顯時啟動。Asastandard,8Disacodeofconduct:.作為一種標準，8D是行為守則。Factbased以事實為依據Datadriven以數據為導向Commitmenttoattacktherootcause-notthesymptoms追尋問題根源而非表象3InhibitorstoEfficientProblemSolving:

阻礙有效解決問題的幾大因素:Problemisnotdescribedcorrectly.未正確闡述問題。Theproblemdescriptionmustbefocusedenoughfortheteamtohandleeffectively.問題闡述必須被足夠重視，使團隊能有效解決。Theproblemsolvingeffortisexcessivelyexpedited.問題解決過分迅速。Stepsareskippedtoobtainaquicksolution.為快速獲得問題解決方案而省略一些步驟。Poorteamparticipation.團隊參與性差Notalltheteammembersparticipatedeffectively.并非所有團隊成員都能有效參與。Theteamfailedtoconsiderallthepossiblecauses.團隊未將問題起因考慮周全。Nologicalthoughtprocessused.未采納合理思考過程。Problemsolvingeffortlacksthedisciplinetoprioritize,analyzeandreviewtheproblem.解決問題過程中缺少對其分類、分析和評估的規(guī)則。4InhibitorstoEfficientProblemSolving:(continued)

阻礙有效解決問題的幾大因素:（續(xù)）Lackoftechnicalskills.缺少技能。Problemsolversarenottrainedinproblemsolvingmethods,dataanalysis.解決問題者在解決方法和數據資料分析方面未受過培訓。ManagementImpatience.管理急躁Excessivelyaggressivetimetableprohibitsaproperproblemdescription,adequateanalysis,rootcausedeterminationandeffectiveimplementationofcorrectiveactions.過分急進的日程表阻礙合適的問題闡述、足夠的分析，問題根源確定和有效實施糾正措施。Potentialrootcausemis-identifiedasTHErootcause.錯把問題的可能原因當作問題的真正根源。Problemrecursbecausetherealrootcauseismissed.因沒有認清問題的真正根源導致問題重現。Permanentcorrectiveactionnotimplemented.沒有實施永久性的糾正措施。Managementdoesnotagreewiththeteam’ssolution;doesnotapprovecorrectiveactionsrecommended.管理部門不同意團隊的解決方案；不批準建議的糾正措施。5678910111213Whyaddressproblemswiththe8DisciplineTechnique?

為何以8條規(guī)則的技巧來解決問題HistoricalProblemSolvingMethods傳統(tǒng)解決問題的方式Threetimesaslongandthreetimesasexpensiveasprevention.在問題防御方面需要多花三倍的時間和經費52%ofproblemsrecur.問題重復率達52%Therefore因此80%oftimeisspentonresolvingroutineproblems.80%的時間花在解決常規(guī)問題上Theorganizationischaracterizedasgoodat“situationalcontrol”--FireFighters.機構被認為是善于“局面控制”—救火員。Problemsolvinghistoricallyperformedatexecutive(expert)levels.以往都是由管理（專家）層來解決問題8D--Planning&ProblemPrevention—8D——計劃和問題防御Greatestreturnonexperience.對經驗的最大回報PermanentCorrectiveActionisrealized.實行永久糾正措施Therefore因此Theorganization’stimeandeffortisspentonplanningandpreventionofproblems.機構的時間和精力都花在計劃和問題防御上Theorganizationcontrolsthesituation.機構控制局面Moderateneedforexperienceusingthe8D/teamapproach.運用8條規(guī)則/團隊方式，需要適度經驗。148DisciplineProblemSolvingTechnique

８條規(guī)則解決問題的技巧Teamsize;3to5members.團隊規(guī)模；3到5人Champion支持者Hasownershipoftheproblem.問題的所有人Supportsthefinaldecision.支持最終決策Hasauthoritytoimplementthefinaldecision.具有執(zhí)行最終決策的權利Assiststheteamby:通過以下幾點支持團隊Settingtheimportanceofthetask.設定任務重點Maintainspressuretocompletethetask不斷施壓以完成任務。Providesleadership.提供領導Reviewstheteam’sprogress.評估團隊的進展Leader領導者GroupMember組員Servesastheprojectmanager.擔當項目經理Assuresthattheteamcompletesthetask.確保團隊完成任務Setsthemeetingdates.設定會議日期Establishestheagenda.制定會議議程Hasultimatecontrolwithintheteam.

在團隊內部具有完全控制權Setsgoalsandobjectives.設定目標Becomeawareoftheproblem.意識到問題

Formateam.組成一個團隊1.158DisciplineProblemSolvingTechnique

８條規(guī)則解決問題的技巧Teammembers.團隊成員Bodyofthetaskforce.特別工作組Havetherequiredskills.具所需技能Committedtofollowthe8Dprocess.嚴格遵循8條規(guī)則Musthavegoodjudgement;expectedtomakecompetentevaluationsandrecommendations.必須具備良好的判斷力，能作出恰當的評估和建議。Recorder記錄員GroupMember組員Takesnotesandpublishes/distributesminutes.作筆記和公布/分發(fā)會議紀要。Assistsleaderwithmeetinglogistics.協助領導做好會議后勤工作。Tracksandrecordssignificantnon-teammembercontributions.跟蹤和記錄非團隊成員所作的重大貢獻。Takescareofadministrativedetails.關注管理方面的細節(jié)。Managesthedatastorage.作好數據/資料存檔。Facilitator促進者Optionalposition.可選角色Neutraltosubjectcontent.主題的中立者Encouragesparticipation.鼓勵參與Expertingroupprocesses.團隊流程中的專家Monitorsandsteersthegrouptowardthedeclaredobjective.監(jiān)控和駕馭團隊朝所定目標努力168DisciplineProblemSolvingTechnique

８條規(guī)則解決問題的技巧Problemdescriptionisthekeyelementofproblemsolving.問題闡述是問題解決過程中的關鍵環(huán)節(jié)ItisadescriptionofWHATISWRONGWITHWHAT.闡述什么是錯的，錯在哪里Statethesymptom,extentandconsequenceoftheproblem.陳述問題的癥狀，范圍和后果Useaflowdiagramtovisualizetheprocess.運用流程圖來說明該流程UseaTimelinetosetthekeytime/dates.以時線來設定關鍵時間和日期AskwhathasChangedon/about/neartheproblem.詢問問題本身和相關情況發(fā)生了什么變化Usethe5W’sand2H’stospecifytheproblem.用5W和2H詳述問題Who誰What什么When何時Where

何地Why為什么How如何Howmany多少UsetheIs/Is-NotFormat.運用是/否格式DescribetheProblem.問題闡述2.178DisciplineProblemSolvingTechnique

８條規(guī)則解決問題的技巧DescribetheProblem.問題闡述2.188DisciplineProblemSolvingTechnique

OperationalDefinition

８條規(guī)則解決問題的技巧

運行定義198DisciplineProblemSolvingTechnique

OperationalDefinition(continued)

８條規(guī)則問題解決技巧

營運定義（續(xù)）208DisciplineProblemSolvingTechnique

８條規(guī)則解決問題的技巧UsetheIs/Is-NotFormat用是/否格式DescribetheProblem.闡述問題2.218DisciplineProblemSolvingTechnique

8條規(guī)則解決問題技巧UsetheIs/Is-NotFormat用是/否格式DescribetheProblem.闡述問題2.22ChryslerDrain-BackCheckValve克萊斯勒回排逆止閥TypicalProblemwithanUnknownCause原因不清的典型問題VeryexcitedCustomer(Quality,Purchasing)非常興奮的客戶（質量，采購）VeryexcitedSalesTeam--YourBoss非常興奮的銷售團隊—你的老板Youhavenoclue你沒有線索ThePanelofexpertshas10opinions專家座談形成10種觀點23ChryslerTruck-Drain-backCheckValve克萊斯勒卡車-回排逆止閥24ChryslerTruck-Drain-backCheckValve萊斯勒卡車-回排逆止閥25NewHavenDrainBackCheckValve8D新港回排逆止閥—8條規(guī)則Step2ProblemDescription第2步問題闡述268DisciplineProblemSolvingTechnique

８條規(guī)則解決問題技巧Identifyallpotentialcauseswhichcouldexplainwhythisproblemhasoccurred.識別可解釋為何發(fā)生問題的所有可能原因Isolateandverifytherootcausebytestingeachpotentialcauseagainsttheproblemdescription.按照問題闡述來分離并確定問題根源Useacauseandeffects(Fishbone)diagram.采用一張因果（魚骨）圖Graphicallyidentifiesallpastorpresentpotentialcauses.以圖表鑒別所有過去或現在的可能導致問題產生的原因。SummarizeontheMOSTLIKELYrootcause.歸納最有可能的問題根源Askwhathaschanged?詢問什么已改變？In,On,AroundorAboutthedifference.有關的不同點。Whatarethekeydatesofchange?

變化的關鍵日期是什么？AskthequestionWHY?Atleast5times.問為什么，至少5次Askinwhatwaycouldthispotentialcausehavecreatedtheproblem?詢問這些潛在原因是以什么方式導致問題產生的？Defineandverifyrootcauses.定義和核實問題根源Identifyandselectpotentialrootcauses.識別和選擇可能的問題根源Selectthemostlikelyrootcause.選擇最有可能的問題根源3.278DisciplineProblemSolvingTechnique

８條規(guī)則解決問題技巧TypicalElementsforCauseandEffectDiagram因果圖的典型要素Manpower人力Material材料Methods方式MotherNature(Environment)自然力量（環(huán)境）Machinery機械設備Defineandverifyrootcauses.定義和核實問題根源Identifyandselectpotentialrootcauses鑒別和選擇潛在問題的根源3.2829魚骨圖分析30ChryslerDrain-BackCheckValve克萊斯勒回排逆止閥Leak泄漏

ORingO形圈

Dimensions尺寸IDMachiningID加工Plating電鍍OversizeID特大IDUndersizestemOD偏小的閥桿Undersizegroove

偏小的槽OutofRound不圓ExcessiveToolMarks過多的工具標記Damaged損壞的Missing缺少的Mislocared錯位的ResidueinO-Ringbore在O形圈孔的殘渣31NewHavenDrainBackCheckValve8D新港回排逆止閥—8條規(guī)則PotentialRootCauseAnalysisandInvestigations潛在根源的分析和調查32NewHavenDrainBackCheckValve8D新港回排逆止閥—8條規(guī)則PotentialRootCauseAnalysisandInvestigations潛在根源的分析和調查33接上表348DisciplineProblemSolvingTechnique

８條規(guī)則解決問題技巧ProcessFlowDiagrams流程圖Describetheprocess描述流程Whatisfirst….whatisnext?第一是什么…..其次是什么Timelines日程安排WhathappenedWhen?發(fā)生了什么，什么時候發(fā)生？Defineandverifyrootcauses.定義和核實問題根源Identifyandselectpotentialrootcauses鑒別和選擇可能的問題根源3.358DisciplineProblemSolvingTechnique

８條規(guī)則解決問題技巧ParetoAnalysis帕累托分析SeparatingtheVitalfewfromtheTrivialmany把關鍵的少數與無關緊要的多數分開80/20Rule80/20原則Defineandverifyrootcauses.定義和核實問題根源Identifyandselectpotentialrootcauses鑒別和選擇可能的問題根源3.368DisciplineProblemSolvingTechnique–

８條規(guī)則解決問題技巧DefineandimplementCONTAINMENTactionstoisolatethecustomerfromtheeffectoftheproblem.定義和實施圍堵措施以使客戶免受影響Verifythatthecontainmentactioniseffective.核實該圍堵措施的效率Typicalcontainment:典型圍堵100%inspection-100%檢查Replacementwith“certifiedstock”替換“已證明的庫存”Alternatesourceforraw(orcomponent)materials.改變原材料和零部件貨源Alternatemethodofprocessing.改變加工方式Increasedinspection.提高檢查比例Increasedfrequencyoftoolchanges.提高更換工具頻率Verification:確認Plan計劃Do(Implement)實施Check(Follow-upandreport)核對（跟蹤和報告）Act(Evaluatetheperformanceofthecontainment)行動（評估圍堵措施執(zhí)行情況）Implementshort-term(interim)correctiveaction.展開短期（臨時）糾正措施Verifyeffectivenessoftheactionstaken.核實所采取措施的效率4.37NewHavenTransCoolerCheckValve8D新港輸冷管逆止閥Step4ContainmentAction第四步圍堵措施3839404142438DisciplineProblemSolvingTechnique

8條規(guī)則解決問題技巧Plan計劃Defineandimplementthebestpermanentcorrectiveactions.定義和實施最佳永久糾正措施Do(Implement)實施Chooseongoingcontrolstoensuretherootcauseiseliminated.選擇正在進行中的控制手法以確保消除問題根源Check(Follow-up&Report)檢查（跟進情況和報告）Monitortheimpactofthepermanentcorrectiveactiononceit’sinplace.一旦得以實施，監(jiān)控永久糾正措施的結果。Act(EvaluatetheperformanceofthePCA)行動（評估永久糾正措施的執(zhí)行效果）。Implementcontingencyactionsifrequired.如需要，實施緊急措施。Remember,thePCAmustbetiedtotherootcausetoeliminatetheproblem.切記，永久糾正措施必須與消除問題的根源聯系起來。Usethe5WHY’stogetresolutiontothesystems(Prevention‘sMethodsFailure)problem用5個為什么來獲取系統(tǒng)的（預防措施失?。﹩栴}的解決方案Implementlong-term(permanent)correctiveaction實施長期（永久）糾正措施5.44458DisciplineProblemSolvingTechnique

8條規(guī)則解決問題技巧Plan計劃Developamethodtoverifytheeffectivenessofthecorrectiveaction.開發(fā)一種方式來檢驗糾正措施的效果。Do(Implement)實施Quantitativelyconfirmthattheselectedcorrectiveactionswillresolvetheproblem.以量化來確認所選糾正措施能夠解決有關問題。Check(Follow-up&Report)檢查（跟進情況和報告）Testtheproposedcorrectiveactioninapilotsetting.試點測試所建議的糾正措施Simulatethesolutioninaactualprocessorfieldevaluation.模擬問題解決的實際過程或現場評估。Verifythatanotherproblemisnotcreated.核實沒有因此而產生另一個問題。Quantifychangesinkeyindicators.把一些主要指標的變化以數量的形式顯示出來。Bench/labtesting小規(guī)模/實驗室測試SPCCharts物料消耗率表ScrapRates廢料比率QOSIndicators合格運作指標Act(EvaluatetheperformanceofthePCA)行動（評估永久糾正措施的成效）Assurethatthecorrectiveactionstakenwillnotcauseanyundesirablesideeffects.確保所采取的糾正措施不會產生任何不良的副作用。Verifyeffectivenessofactionstaken(ICA&PCA)檢驗所采取行動（臨時糾正措施和永久糾正措施）的效果6.468DisciplineProblemSolvingTechnique

8條規(guī)則解決問題技巧Modifythosemanagementsystems,operatingsystems,practicesandprocedurestopreventrecurrence.改變那些管理系統(tǒng)，營運系統(tǒng)，慣例和程序以防止問題重現。Policies政策Directives指示Procedures程序Practices慣例Organization機構ManagementSystems管理系統(tǒng)Examinesimilarprocessforrelatedpossibilitiesoffailure.檢測可能產生相關問題的類似程序。Describewhatsystemschangeshavebeenimplementedtopreventrecurrence.闡述采取什么系統(tǒng)變化來防止問題重現。SimilarProcesses類似流程Relatedcontrolprocedures相關控制程序7.478DisciplineProblemSolvingTechnique

8條規(guī)則解決問題技巧Whatkindofrecognitionshouldateamgetforajobwelldone?如果工作出色，團隊應得到什么樣的認可？Whatkindofreward?得到什么樣的獎勵？Whatformat?獎勵的形式是什么？In-housenewspaper內部報刊Luncheon宴席Personnelrecords人事檔案Executivecontact公司高級領導接見Money金錢Familyrelatedreward與家庭有關的獎勵Travel旅游Whenshouldtherewardbegiven.何時頒發(fā)獎勵Recognizetheteam’scollectiveeffortsinsolvingtheproblem.認可團隊在解決問題過程中的集體努力。Documentwhatwaslearnedinsolvingtheproblem.把在解決問題過程中學到什么以文字記載下來。Acknowledgethesignificanceandvalueoftheproblemsolution.承認問題解決方案的意義和價值。Recognizetheaccomplishmentsoftheteam.認可團隊的成績8.48TIAutomotive-8DProblemSolvingTechniqueTIAutomotive-8條規(guī)則解決問題技巧07/09/01Step1: FormATeam第1步組成一個團隊Champion支持者TeamLeader團隊領導者TeamMember團隊成員TeamMember團隊成員TeamMember團隊成員TeamMember團隊成員49TIAutomotive-8DProblemSolvingTechniqueTIAutomotive-8條規(guī)則解決問題技巧07/09/01Step2: DescribetheProblem第2步：闡述問題Listtheproblemspecification;quantifyWhat,Where,WhenandHowmuch.列出問題細節(jié)；量化什么，哪里，何時，何地和多少50TIAutomotive-8DProblemSolvingTechnique8條規(guī)則解決問題技巧07/09/01Step2: DescribetheProblem(continued)第2步：闡述問題（續(xù)）51TIAutomotive-8DProblemSolvingTechniqueTIAutomotive-8條規(guī)則解決問題技巧Step3: DeterminethePotentialandMostLikelyRootCause第3步：確定潛在的和最有可能的問題根源。Notethattherootcausemustmeetallthecriteriainthedefectdescription.注意問題根源必須符合缺陷闡述中的所有標準。52TIAutomotive-8DProblemSolvingTechniqueTIAutomotive-8條規(guī)則解決問題技巧Step4:ContaintheProblem;take(ShortTerm)ActionTaken:第4步：控制問題；實施（短期）措施Visitstothecustomer,dispositionofmaterials,detailsofinternalcontainmentactions(sortsandreworks),verificationoftheinternalcontainmentactionstaken訪問客戶，材料配置，內部圍堵措施（分類和重做）細節(jié)，確認所采取的內部圍堵措施53TIAutomotive-8DProblemSolvingTechniqueTIAutomotive-8條規(guī)則解決問題技巧Step5: DetermineandImplementthePermanent(LongTerm/Irreversible)CorrectiveActionswhichareneeded:第5步：決定和實施所需的永久（長期/不可取消）的糾正措施54TIAutomotive-8DProblemSolvingTechniqueTIAutomotive-8條規(guī)則解決問題技巧Step6: VerifythatthePermanentCorrectiveActionsTakenareEffective:第六步：核實所采取永久糾正措施的成效UsePayntercharts,capabilitystudies,Paretoanalysisforbeforeandafter,etc.todemonstratethatpermanentcorrectiveactionstakenareeffective.用裴恩特圖表、能力研究、帕累托等方法來分析“之前，之后”的情況以證明所采取永久糾正措施是有成效的。55TIAutomotive-8DProblemSolvingTechniqueTIAutomotive-8條規(guī)則解決問題技巧Step7: ExamineyourSystems:第7步：檢查你的系統(tǒng)PreventionSystems預防系統(tǒng)OtherProcessessimilartothoseaffectedbythisproblem其它與受該問題影響相似的流程UpdateFMEA’s,ControlPlans,inspectioninstructionsandothercontroldocumentsthatareassociatedwiththisproblem.Examineotherprocessesandproductsforthepotentialforsimilarproblems.更新失效模式與效應分析、控制計劃、檢查說明和其它與該問題相關聯的控制文件。檢查其他程序和產品以預防類似問題發(fā)生。56TIAutomotive-8DProblemSolvingTechniqueTIAutomotive-8條規(guī)則解決問題技巧Step8: Describehowyoucongratulatedtheteamforit’seffortsandsuccess.第8步：闡述你如何向經過努力而取得成績的團隊祝賀。57僅因缺少潤滑油而導致一架噴氣式飛機墜毀588DQuiz8D測試Whatisan8D?8D（8條規(guī)則）是什么？Aproblemsolvingprocess.a)一種問題解決流程

b)Astandardcodeofconduct.

b)一種行為符號

c)Areportingformat.

c)一種匯報格式Whenisappropriatetoforma8Dteam?2.什么時候應該組成一個8D團隊？Wheneverthereisaproblema)一旦出現問題時

b)Whenyourcustomertellsyoutodoso.

b)當客戶叫你這么做的時候

c)Wheneverthereisaproblemwithanunknowncause.

c)一旦出現不明原因的問題時

d)Whentheresidentexpertisnotavailable.

d)當沒有常駐專家的時候Whataresomeofthetypesofinhibitorstoefficient/effectiveproblemsolving?3.哪些是阻礙有效解決問題的因素？Thefactthatteamspreventquickdecisiveaction.a)團隊沒有快速作出決定

b)Problemswhicharedescribedinadequately,incorrectly.

b)描述得不完整、不正確的問題

c)Managementorcustomerimpatience.

c)管理層或客戶的急噪情緒

d)Thepotentialrootcauseismisidentifiedasthetruerootcause.

d)可能的根源被錯認作真正的根源

e)Permanentcorrectiveactionsarenotimplemented.

e)沒有實施永久的糾正措施WhatistheroleoftheChampioninthe8Dprocess?4.8D流程中支持者扮演的角色是什么？Tofacilitatethemeetings.a)促進會議

b)Toleadtheteammeetings.

b)主持團隊會議

c)Toprovidethesolutionoftheproblem.

c)提供問題的解決方案

d)Tosupporttheteam’seffortsthroughoutthe8Dprocess.

d)在整個8D流程中支持團隊的努力595.Whataretheimportantfactorsinchoosingwhoshouldbeonateam?選擇團隊成員的重要因素是什么？a)Size,support,age,change,environment.a)大小、支持、年齡、改變、環(huán)境

b)Size,support,expertise,change,environment.

b)大小、支持、專門技術、改變、環(huán)境

c)Size,support,expertise,analyticalskills,environment.c)大小、支持、專門技術、分析能力、環(huán)境

d)Size,expertise,analyticalskills,teamskills,environment.

d)大小、專門技術、分析能力、團隊合作能力、環(huán)境6.WhatisthepurposeoftheIS/ISNOTanalysis?6.是／否分析的目的是什么？a)Toclearlydefinetheproblem.a)明確定義問題

b)Toselectpossiblerootcausesoftheproblem.

b)挑選可能的問題根源

c)Todecidebetweenvarioussolutionstotheproblem.

c)在各種問題解決方案中作抉擇

d)Toselectthepeoplewhoshouldworkontheproblem.

d)挑選解決問題的人7.Whataretherecommendedactionsifyouhaveincompletedataforyourproblemdescription?7.如果你描述問題時碰到資料不完整應該做什么？a)Takeyourbestguessatrootcause.a)對根源做最聰明的猜測

b)Takeimmediatecorrectiveaction.

b)立刻采取糾正措施

c)Refusetoworkontheproblem.

c)停止解決問題

d)Seekoutanexperttosolvetheproblem.

d)找專家來解決問題

e)Takeinterimcorrectiveactionandmonitortheresultsclosely.

e)采取臨時的糾正措施并且密切監(jiān)控其結果8.ThePDCAcyclestandsfo