1、1,TI Automotive 8D Problem Solving TI Automotive 問(wèn)題解決8D(8條規(guī)則),What is the 8D process? 何謂8D流程？ Why address problem solving using 8Ds? 為何在問(wèn)題解決方面運(yùn)用8D？ What inhibitors exist to efficient problem solving? 高效解決問(wèn)題存在哪些阻力？ Disciplines 1 through 8 規(guī)則1到8 Horizontal 8Ds 橫向分析8D 8D Forms 8D規(guī)則的形式 Launch Lunacy Exe

2、rcise 開始瘋狂練習(xí) 8D Quiz 8D規(guī)則測(cè)驗(yàn),2,Flowchart For Problem Resolution問(wèn)題解決方案流程圖,Dont Mess With It! 不要混淆！,YES 是,NO 不是,YES 是,YOU IDIOT! 你犯錯(cuò)了！,NO 沒(méi)有,Will it Blow Up In Your Hands? 是否在你手里被毀？,NO 不是,Look The Other Way 關(guān)注其它方式,Anyone Else Knows? 還有誰(shuí)了解？,Youre SCREWED! 你受到脅迫！,YES 是,YES 有,NO 沒(méi)有,Hide It 隱瞞,Can You Blam

3、e Someone Else? 你能責(zé)備他人嗎？,NO 不,NO PROBLEM! 沒(méi)有問(wèn)題！,Yes能,Is It Working? 可行嗎？,Did You Mess With It? 你是否攪混？,3,What is the 8D (Eight Discipline) Problem Solving Process? 何謂8（8條規(guī)則）問(wèn)題解決流程？ 8D is a STANDARDIZED method to resolve a problem when the CAUSE of the problem is UNKNOWN. 當(dāng)問(wèn)題的起因不明時(shí)， 8D是一個(gè)解決問(wèn)題的標(biāo)準(zhǔn)化模式。 8

4、D is a FORMAT to communicate corrective actions. 8D是對(duì)一個(gè)糾正措施進(jìn)行溝通的格式。 A method to increase awareness and to report progress on improvements. 一種提升了解度和報(bào)告進(jìn)展的方式。 8D is a problem solving tool. 8D是一種解決問(wèn)題的工具。 As a process, 8Ds should be started from the moment a problem becomes evident. 作為一個(gè)流程， 8D應(yīng)該在問(wèn)題變明顯時(shí)啟動(dòng)

5、。 As a standard, 8D is a code of conduct:. 作為一種標(biāo)準(zhǔn)，8D是行為守則。 Fact based 以事實(shí)為依據(jù) Data driven 以數(shù)據(jù)為導(dǎo)向 Commitment to attack the root cause - not the symptoms 追尋問(wèn)題根源而非表象,4,Inhibitors to Efficient Problem Solving:阻礙有效解決問(wèn)題的幾大因素:,Problem is not described correctly. 未正確闡述問(wèn)題。 The problem description must be focu

6、sed enough for the team to handle effectively. 問(wèn)題闡述必須被足夠重視，使團(tuán)隊(duì)能有效解決。 The problem solving effort is excessively expedited. 問(wèn)題解決過(guò)分迅速。 Steps are skipped to obtain a quick solution. 為快速獲得問(wèn)題解決方案而省略一些步驟。 Poor team participation. 團(tuán)隊(duì)參與性差 Not all the team members participated effectively. 并非所有團(tuán)隊(duì)成員都能有效參與。 The

7、 team failed to consider all the possible causes. 團(tuán)隊(duì)未將問(wèn)題起因考慮周全。 No logical thought process used. 未采納合理思考過(guò)程。 Problem solving effort lacks the discipline to prioritize, analyze and review the problem. 解決問(wèn)題過(guò)程中缺少對(duì)其分類、分析和評(píng)估的規(guī)則。,5,Inhibitors to Efficient Problem Solving: (continued)阻礙有效解決問(wèn)題的幾大因素:（續(xù)）,Lack

8、of technical skills. 缺少技能。 Problem solvers are not trained in problem solving methods, data analysis. 解決問(wèn)題者在解決方法和數(shù)據(jù)資料分析方面未受過(guò)培訓(xùn)。 Management Impatience. 管理急躁 Excessively aggressive timetable prohibits a proper problem description, adequate analysis, root cause determination and effective implementatio

9、n of corrective actions. 過(guò)分急進(jìn)的日程表阻礙合適的問(wèn)題闡述、足夠的分析，問(wèn)題根源確定和有效實(shí)施糾正措施。 Potential root cause mis-identified as THE root cause. 錯(cuò)把問(wèn)題的可能原因當(dāng)作問(wèn)題的真正根源。 Problem recurs because the real root cause is missed. 因沒(méi)有認(rèn)清問(wèn)題的真正根源導(dǎo)致問(wèn)題重現(xiàn)。 Permanent corrective action not implemented. 沒(méi)有實(shí)施永久性的糾正措施。 Management does not agree

10、with the teams solution; does not approve corrective actions recommended. 管理部門不同意團(tuán)隊(duì)的解決方案；不批準(zhǔn)建議的糾正措施。,6,7,8,9,10,11,12,13,14,Why address problems with the 8 Discipline Technique?為何以8條規(guī)則的技巧來(lái)解決問(wèn)題,Historical Problem Solving Methods 傳統(tǒng)解決問(wèn)題的方式 Three times as long and three times as expensive as prevention

11、. 在問(wèn)題防御方面需要多花三倍的時(shí)間和經(jīng)費(fèi) 52% of problems recur. 問(wèn)題重復(fù)率達(dá)52% Therefore 因此 80% of time is spent on resolving routine problems. 80%的時(shí)間花在解決常規(guī)問(wèn)題上 The organization is characterized as good at “situational control” -Fire Fighters. 機(jī)構(gòu)被認(rèn)為是 善于“局面控制”救火員 。 Problem solving historically performed at executive (expert)

12、 levels. 以往都是由管理（專家）層來(lái)解決問(wèn)題,8D - Planning 3 to 5 members. 團(tuán)隊(duì)規(guī)模；3到5人 Champion 支持者 Has ownership of the problem. 問(wèn)題的所有人 Supports the final decision. 支持最終決策 Has authority to implement the final decision. 具有執(zhí)行最終決策的權(quán)利 Assists the team by: 通過(guò)以下幾點(diǎn)支持團(tuán)隊(duì) Setting the importance of the task. 設(shè)定任務(wù)重點(diǎn) Maintains pre

13、ssure to complete the task 不斷施壓以完成任務(wù)。 Provides leadership. 提供領(lǐng)導(dǎo) Reviews the teams progress. 評(píng)估團(tuán)隊(duì)的進(jìn)展 Leader 領(lǐng)導(dǎo)者 Group Member 組員 Serves as the project manager. 擔(dān)當(dāng)項(xiàng)目經(jīng)理 Assures that the team completes the task. 確保團(tuán)隊(duì)完成任務(wù) Sets the meeting dates. 設(shè)定會(huì)議日期 Establishes the agenda. 制定會(huì)議議程 Has ultimate control w

14、ithin the team. 在團(tuán)隊(duì)內(nèi)部具有完全控制權(quán) Sets goals and objectives. 設(shè)定目標(biāo),Become aware of the problem. 意識(shí)到問(wèn)題 Form a team. 組成一個(gè)團(tuán)隊(duì),1.,16,8 Discipline Problem Solving Technique 條規(guī)則解決問(wèn)題的技巧,Team members. 團(tuán)隊(duì)成員 Body of the task force. 特別工作組 Have the required skills. 具所需技能 Committed to follow the 8D process. 嚴(yán)格遵循8條規(guī)則 Mu

15、st have good judgement; expected to make competent evaluations and recommendations. 必須具備良好的判斷力，能作出恰當(dāng)?shù)脑u(píng)估和建議。 Recorder 記錄員 Group Member 組員 Takes notes and publishes/distributes minutes. 作筆記和公布/分發(fā)會(huì)議紀(jì)要。 Assists leader with meeting logistics. 協(xié)助領(lǐng)導(dǎo)做好會(huì)議后勤工作。 Tracks and records significant non-team member c

16、ontributions. 跟蹤和記錄非團(tuán)隊(duì)成員所作的重大貢獻(xiàn)。 Takes care of administrative details. 關(guān)注管理方面的細(xì)節(jié)。 Manages the data storage. 作好數(shù)據(jù)/資料存檔。 Facilitator 促進(jìn)者 Optional position. 可選角色 Neutral to subject content. 主題的中立者 Encourages participation. 鼓勵(lì)參與 Expert in group processes. 團(tuán)隊(duì)流程中的專家 Monitors and steers the group toward th

17、e declared objective. 監(jiān)控和駕馭團(tuán)隊(duì)朝所定目標(biāo)努力,17,8 Discipline Problem Solving Technique 條規(guī)則解決問(wèn)題的技巧,Problem description is the key element of problem solving. 問(wèn)題闡述是問(wèn)題解決過(guò)程中的關(guān)鍵環(huán)節(jié) It is a description of WHAT IS WRONG WITH WHAT. 闡述什么是錯(cuò)的，錯(cuò)在哪里 State the symptom, extent and consequence of the problem. 陳述問(wèn)題的癥狀，范圍和后果

18、Use a flow diagram to visualize the process. 運(yùn)用流程圖來(lái)說(shuō)明該流程 Use a Timeline to set the key time/dates. 以時(shí)線來(lái)設(shè)定關(guān)鍵時(shí)間和日期 Ask what has Changed on/about/near the problem. 詢問(wèn)問(wèn)題本身和相關(guān)情況發(fā)生了什么變化 Use the 5 Ws and 2 Hs to specify the problem. 用5W和2H詳述問(wèn)題 Who 誰(shuí) What 什么 When 何時(shí) Where 何地 Why 為什么 How 如何 How many 多少 Use the Is