8-D手法
CorrectiveActionsProcedure
8-Discipline Approach
矫正措施 —— 8-D手法
8D：8 DISCIPLINES
8Disciplines of Problem Solving解決問題的8個步驟
一、What is \"8-D\"?(什么是 8-D？)
• 是一个用于探索原因、解决问题的系统化流程。
Discipline 1.Use Team Approach组建团队
Discipline 2.Describe The Problem描述问题
Discipline 3.Immediate Corrective Actions紧急对策
Discipline 4.Seek The Root Cause根本原因
Discipline 5.Permanent Corrective Actions永久改善措施
Discipline 6.Verification Of Effectivene效果确认
Discipline 7.Preventive Actions防止复发
Discipline 8.Congratulate Your Team, Case Close祝贺结案
二.When shall 8-D be used?何时用8-D？
• Supplier\'s quality performance consistently exceeds the agreed goal.
当供应商品质持续超出要求的目标时。
Supplier meets the agreed goal, but one failure symptom concentrates more than2%.
当单一不良现象达到2%，即使总体质量水平满足要求。
A defect occurred that should have been contained within the supplier\'s proce.
供应商制程不良导致品质异常。
The failing parameter was not tested by supplier.
供应商未测试的参数导致不良。
三.Responsibilities职责
发起人：提出8-D（CAR）的要求。--------供应商
1.Shall provide responses in 8-D format.
必须用8-D的报告格式向发起人作出回复。
2.Communicate 8-D details internally as neceary.
准备8-D报告的详细内容。
3.Respond with immediate/permanent corrective actions as per goals.
按照计划要求提出紧急对策及永久改善措施。
4.Provide weekly updates to the originator as per schedule.
每周按计划向8-D发起人通报改善措施落实情况。
5.Achieve goals on timescales for implementation of immediate/permanent corrective actions.
按时完成紧急对策及永久改善措施以符合目标。
6.Where immediate corrective actions has been requested, the supplier should perform a risk aement of the exposure in their finished goods.This should normally be based on a functional/visual screen of statistically significant sample.
当紧急对策必须执行时，供应商一定要采用有效的抽样检验方法来评估全面筛选的风险。
四.Goals目标
• 1.紧急对策：2个工作天内提出。
5个工作天内落实。
• 2.永久改善措施：5个工作天内提出。
10个工作天落实到位。
5.Definitions定义
紧急对策；短期的，暂时性的。
永久改善措施：长期的，永久性的。
五.Discipline 1: Use Team Approach 8-D – 第一条：组建团队
1.Select and record internal and external team members.
选择并记录公司内外的所有成员。
2.Select a team champion (management members who will remove roadblocks of the team选择团队决策支持人（决策支持人要能排除障碍）。
3.Select a team leader (A member who directs efforts and takes responsibility for team选择一个组长（组长代表小组向上级负责）。
六.Discipline 2: Describe The Problem
8-D – 第二条：描述问题
• 1.Use terms understood by the customer.
用客户可完全理解的述语描述问题。
2.Describe the change in condition or pre-existing condition, which caused the problem.
描述导致问题存在或发生的条件。
3.Expre the condition in quantifiable terms, if available.
如有可能，量化导致问题存在或发生的条件。
七.Discipline 3: Immediate Corrective Actions
8-D – 第三条：紧急对策
• 1.Define who, what, when & how you will capture and contain the defects now, and
prevent them from getting the customer.
指明紧急对策的人、机、物及方法，同时防止在客户端再发生。
2.Consider the effect of the temporary immediate corrective actions：
紧急对策应考虑到：
Cost成本
Delivery交货期
Inducement of other types of defects.
不可因而引起其他形式的不良。
八.Discipline 4: Seek The Root Cause
8D第五条：永久改善措施
• 1.Describe who, what, when & how you will implement in manpower, material,
methods, etc.To totally eliminate the root cause of the problem.
描述排除不良根源的人、物、法以及如何使用这些资源。
十.Discipline 6: Verify Of Effectivene
8D第七条：防止复发
• 1.Describe the internal and/or external cultural or systemic changes that must be
made to prevent the problem from recurring;
描述能预防问题再发生的内部及外部的文化、系统改善条件;
2.The team champion is responsible for taking these recommendation back to management and driving implementation.
决策支持人负责将改进建议往上级呈报并推动落实.
十二.Discipline 8: Congratulate To Your Team, Case Close
8D - 第八条：祝贺结案
• Champion and team leader recognizes team members for their role in solving the
problem.
决策支持人和组长肯定小组成员对解决问题的贡献。
問題分析
掌握―問題‖之要領
1) “問題”?
實際與理想之間的差距 (Gap).
2) 問題的型態?
A.異常性問題 (s 太大)
B.結構性問題 (X bar太低)
3) 發掘問題?
把問題視作一座冰山
(使用工具: 5Why,親和圖法,關連圖法..)
先提昇製程水準(X bar)
還是降低異常(s)
變異很小, 但卻不準確
準確, 但變異卻很大
把問題想像成一座冰山
5 Why 1H 工具
