8DProblem Solving Process(英文版)(ppt 69页)2141.pptx

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1、8-D Problem Solving ProcessObjectives1.Provides participants with hand-on experience using 2.a systematic process for resolving complex cause unknown situations2.The problem solving process is composed of 8 systematic steps with decision analysis and problem definition techniques are featured.It emp

2、hasizes on utilization of cross function teams and provides appropriate composition of those teams3.The business impact the achievement of six sigma quality and ultimately total customer satisfaction by utilizing a problem solving process to find root causes and achieve permanent solutions8-D Proble

3、m Solving Process8-D Problem Solving ProcessCourse Outline1.Apply 8 step systematic process in identifying,correction and resolving complex problem2.Choose the appropriate analytical and systematic team through the 8 steps3.Practice using the 8 steps reporting system including preparation of a conce

4、rn analysis report4.Working as a team8-D Problem Solving Process Overview Step 1:Team Formation Step 2:Describe the Issue Step 3:Containment Plan Step 4:Root Cause Analysis Step 5:Corrective Action Plan Step 6:Preventive Action Step 7:Verification Step 8:CongratulationsTABLE OF CONTENTS8-D Problem S

5、olving ProcessOverviewStructured Team Problem Solving Objective-To use efficient,data-based approach for problem solving&corrective actionStrategies Learn the systematic steps for effective team-oriented problem solving Use the approach as framework for applying statistical&qualitative methods to yo

6、ur organizations priority concern Report the results of your problem-solving efforts for documentation&future reference Continue to improve your organization by applying these methods,project by project to each concern on priority list8-D Problem Solving ProcessUse the 8 STEPPROBLEMSOLVING processon

7、ly when the cause isunknown!8-D Problem Solving Process Inhibitors1.Problem Described Incorrectly -problem description was not clear enough in scope for the team to handle2.Problem-Solving Effort Rushed -to obtain a quick solution,steps in the problem-solving process were skipped3.Poor Team Particip

8、ation -team member did not participate effectively4.No Logical Process -a disciplined system to prioritize,analyze&review problem was not available8-D Problem Solving Process Inhibitors5.Lack of Technical Skills -statistics&problem-solving methods were not know by team members6.Managements Impatienc

9、e -all levels of management demand to know exactly when a problem will be solved.7.Mis-identified Root Cause -a potential cause is cause identified as a root cause,concluding the problem investigation8.Permanent Corrective Action Not Implemented -a root cause may be identified,but no action taken to

10、 implement the permanent corrective actions8-D Problem Solving Process-Systematic,yet flexible-Superior usual methods-Efficient interdepartmental communication-Widespread familiarity-Effective management evaluation&control-More skills&creativity-Buy-in eases implementation-Good data is indisputable-

11、Eliminates personal biases-Tied Demming philosophy-Powerful&commonly available statistical tools-STEPS provides framework for application of methods-Standard format for reporting all action-Later reference provides insight to problem solutionProvide a structureCommon approachTeam workFact basedQuali

12、ty methodDocumentation8-D Problem Solving Process-Applying Steps Predicated on team approach Use for a cause unknown situation where you are concern Must be driven top-down to provide adequate resources Management by fact and data Require action planning and documentation for each step Focus on effe

13、ctively using the process not on writing the report No preconceptions!Step 1-Initiate Project Team ObjectiveTo establish a team of group of people with product&processknowledge,skill in the appropriate technical disciplines andallocated time and authority to take needed action to solve the problemSu

14、pporting Concepts and Methods Employee involvement/participative,management Team Leadership skill for group dynamic Meeting facilitation skills8-D Problem Solving Process-STEP 1 Team FormationStep 1-Action&Issue Management must determine if the initial statement of concern is worth further problem s

15、olving investigation Management will designate their staff to sponsor the team as a“champion”Team member shall be designated,representing all departments that may be concerned with the problem Management shall identify the expected time commitment from team member and make arrangement for peoples ti

16、me availability Team member must reach consensus on a mission statement&goals,and document it in writing8-D Problem Solving Process-STEP 1 Team FormationStep 1-Team Composition MembersGood team member are persons who are:willing to contribute capable of diagnosing problem trainable in the use of imp

17、rovement methods team players,rather than go-it-alone Team Size5-9 member is optimum8-D Problem Solving Process-STEP 1 Team FormationStep 1-Use Team ApproachDetermine the problemneeds an 8DAre all the needed areas of knowledge&experience represented?Team size correct?(5/9 member)Establish time&autho

18、rity to work on problemAYESNONOSelect individuals for the teamEstablish a team Leader8-D Problem Solving Process-STEP 1 Team Formation-action plan established-agenda written for next meeting-Minutes of previous meeting availableAEstablish team advisorsAre all areas of technical expertise represented

19、?Team establish workingrelationshipsIs team members clear on going&rolesYESNONOStep 1-Use Team Approach8-D Problem Solving Process-STEP 1 Team FormationPower of the Team Approach Commitment from many disciplines(expertise)breaks down inherent barriers diversity of knowledge&expertise high morale wid

20、e range of ideas&observations open,honest communication positive confrontation-“no right answer”everyone has something to contributeStep 1-Use Team Approach8-D Problem Solving Process-STEP 1 Team Formation8-D Problem Solving Process-STEP 1 Team FormationStep 1-Use Team ApproachWhy Teams May Fail No

21、leader empowered to implement ideas personality conflicts,domination,by one member,negative attitudes excessive management expectations,not enough time insufficient problem solving skills by members undefined progress-no sense of urgency,no goals lack of data/facts,not shared by all8-D Problem Solvi

22、ng Process-STEP 1 Requirements for SuccessDirectionteam discussion to clarify&ensure understanding&commitment by allTimeadequate time required from all participants to perform the taskTrainingprovide people skills needed to approach the situationResourcetechnical expertise may be neededSpacework are

23、a for data collection or interactionLeadershipFacilitator;coordinate the resources;meetings&reporting the programStep 1-Use Team Approach8-D Problem Solving Process-Hints for Problem SolvingPriorities Participation Focused Activity Causal Analysis Leadership8-D Problem Solving Process-Teamwork for P

24、roblem SolvingSkills-more talents-more experience-more knowledge-more technical competence-cross departmental lines-increased productivity-increased dignity morale-consensus decision-making-”buy in”to change-job enrichment-better solution-solutions more likely to be accepted-response to complete sta

25、ted missionCommunicationParticipationEffectivenessAdvantagesof Teams8-D Problem Solving ProcessStep 1-Teamwork RolesLEADER-Empowered to hold meeting&test theories-spokesperson for the team-has the day-to-day authority&responsible for overall coordinationPARTICIPANTS-diverse backgrounds/responsibilit

26、ies;-experts from the floor responsible for carrying out assignments-receptive to the consensus decision making process-keeps open mind on possibilities8-D Problem Solving ProcessStep 1-Teamwork Building COMMITMENT COMMUNICATION LEADERSHIP MEETING EFFECTIVESS RECOGNITION&FEEBACK CONFLICT RESOLUTION

27、CONSENSUAL DECISION MAKING8-D Problem Solving Process -STEP 2 Describe The IssueStep 2-Define the ProblemObjectiveTo determine the extent of the problem&its effects inquantifiable terms resulting in a narrower focus for containment and cause-finding effortsSupporting Concepts and Methods Process flo

28、wcharts is/is not analysis check sheets pareto diagrams control charts“A problem welldefined is aproblem half-solved”8-D Problem Solving Process -STEP 2 Describe The IssueStep 2-Define the ProblemProcedure1.Customer Complaint 2.5W,2H3.Subdivide 4.Deviations Statement -include benchmark -prioritize -

29、decide on team to address -one deviation per statement5.Data Collection Define 6.Operational -flow diagram -wording -collect -four dimensions -stratify -summarize7.Comparative Analysis 8.Revise Problem -is/is not -STATEMENT -table of known facts8-D Problem Solving Process -STEP 2 Describe The IssueS

30、tep 2-Define the ProblemProcedure1.CUSTOMER COMPLAINT describe the symptoms experienced by the customer (user)in their terms make sure the customer complaint is clearly understood-from the customers viewpoint search for comparative situations8-D Problem Solving Process -STEP 2 Describe The IssueStep

31、 2-Define the ProblemProcedure8-D Problem Solving Process -STEP 2 Describe The IssueStep 2-Define the Problem2.5W,2HWho?Identify the customers who are complainingWhat?What is the problem in operational definitionsWhere?Identify defect locationsWhen?Identify the time when the problem startedWhy?State

32、 any known explanations of the problemHow?Identify the situations or mode of operation problem occurredHow many?Quantify the extent&severity of the problemProcedure8-D Problem Solving Process -STEP 2 Describe The IssueStep 2-Define the Problem3.SUBDIVIDE ASK SOME SEPARATION QUESTIONS-what is really

33、troubling us?-will one action correct our problem?-how many things are we discussing?Etc?PRIORITIZE-probable customer impact-probable negative growth-impact on people,productivity,resources DECIDE ON TEAM-if subdivided problem are very diverse,be appropriate to form additional teamsProcedure8-D Prob

34、lem Solving Process -STEP 2 Describe The IssueStep 2-Define the Problem4.Develop Deviation Statement the expression of the difference between what should have happened(what was expected to happen)&what actual happened includes the benchmark for good performance to provide a basis of comparison conta

35、ins reference to one deviation only.Write as many deviation statements as are neededProcedure8-D Problem Solving Process -STEP 2 Describe The IssueStep 2-Define the Problem5.DATA COLLECTION Flow Chart-process flow chart that details all alternative process paths Collect the data-anticipate the type

36、of knowledge to be gained-decide what data will be collected-decide who will collect the data-decide when,where&how data will be collected-decide who will analysis the data-collect the data as soon as possible Stratify-stratify the data into separate process stream Summarize-summarize the evidence o

37、f the problem to establish baselineProcedure8-D Problem Solving Process -STEP 2 Describe The IssueStep 2-Define the Problem6.OPERATIONAL DEFINITION Be Specific!Be Concise!BE Precise!Procedure8-D Problem Solving Process -STEP 2 Describe The IssueStep 2-Define the Problem6.OPERATIONAL DEFINITION SEARC

38、H-what is the defect in question?-need to know what the defect could be but is not-where was the discrepancy observed?-where could the discrepancy have been observed but was not?-where on the part is the defect?-where on the part could the defect be but is not?-when was the non conformance observed?

39、-when could the non conformance observed?Observed but was not?Procedure8-D Problem Solving Process -STEP 2 Describe The IssueStep 2-Define the ProblemApplication-To allow a team identify the actual flow or sequence of events in a process that any product or service follows-Flowcharts can be applied

40、to anything from the travels of an invoice or flow of materials,to the steps in a making sale or servicing a productFlow Chart:Purpose-Show unexpected complexity,problem areas,redundancy,unnecessary loops,and where simplification and standardization may be possible.-Compare and contrasts the actual

41、versus the ideal flow of a process to identify improvement opportunities.-Allow the team to come to agreement on the steps of the process and to examiner which activities may impact the process performance-Identifies locations where additional data can be collected and investigated-Serves as a train

42、ing aid to understand the complete processProcedure8-D Problem Solving Process -STEP 2 Describe The IssueStep 2-Define the ProblemFlow Chart:Construction1.Determine the frame or boundary of the process2.Determine the steps in the process3.Sequence the steps4.Draw the flowchart for completeness5.Test

43、 the flowchart for completeness6.Finalize the flowchartProcedure8-D Problem Solving Process -STEP 2 Describe The IssueStep 2-Define the ProblemProcedure8-D Problem Solving Process -STEP 2 Describe The IssueStep 2-Define the ProblemAn oval is used to show the material,information or action(inputs)to

44、start the process or to show the results at the end(output)or the processA box or rectangle is used to show a task or activity performed in the process.Although multiple arrows may come into each box,usually only one output or arrow leaves each activity box.A diamond shows those points in the proces

45、s where a yes/no question is being asked or a decision requiredA circle with either a letter or a number identifies a break in the flowchart and continued elsewhere on the same page another pageArrow show the direction of flow of the processAObjective to define,implement&verify effectiveness of temp

46、orary actions to isolate process customer from the effects of the problemSupporting Concepts and Methodscheck sheets histograms control chartsStep 3-Implement Containment Action8-D Problem Solving Process -STEP 3 Containment ActionStep 3-Implement Containment Action Takes time before the team identi

47、fies the root cause(s)Actions should be immediate,once the problem has been defined Containment actions are quick fixes designed only to address the effect Containment actions add cost to the product Containment actions are temporary until corrective actions are implemented8-D Problem Solving Proces

48、s -STEP 3 Containment Action100%inspection to sort out defects stop production from a know source of the problem purchase subject parts rather than make in-house single source to one rather than multiple suppliers change tooling more frequently8-D Problem Solving Process -STEP 3 Containment ActionSt

49、ep 3-Implement Containment Action8-D Problem Solving Process -STEP 3 Containment Follow-Up Containment actions must last until the root cause is identified&corrective action is implemented Decision making tools are used-when choosing the action needed Risk assessment is an important step during the

50、decision -making process The effectiveness of the containment action must be monitor8-D Problem Solving Process -Step 3-The ProcessDefine Possible ActionAvoid RippleImplement CADocumentPlan TestsExperimentInformAddress All AspectsDefine possible actionsDocument all actions takenPerform the experimen