供应商培训资料-8D

8D问题解决8D问题解决8DProblemSolvingCUSTOMERFOCUS以客户为中心Win-WinNegotiations双赢谈判以客户为中心CustomerAwareness关注客户QFD8DProblemSolving8D问题解决方式EffectiveCustomerServiceSkills有效的客户服务技巧DealingwiththeDisappointedCustomer处理失望的客户处理失望的客户ValueAnalysis价值分析FMEAFMEA实效模式分析SystemModelingandSystemKnowledge系统建模及系统知识2系统建模及系统知识JCIDesiredOutcomesJCI所期望的成果The8D/PSDformatbethestandardtooltocommunicateandsolvesignificantproblems8D和PSD是用来进行沟通和解决公司出现的重大问题的标8D和PSD是用来进行沟通和解决公司出现的重大问题的标准工具ÎIncreaseusageof8DisciplineProblemSolvingÎ增加使用解决问题Î增加使用8D解决问题ÎDevelopusageinallpartsofourbusinessÎ发展到各个领域3JCIDesiredOutcomesJCI所期望的成果ÎCreateacommonvocabularyÎ创建一个共同的词汇ÎImproveJCIcycletimeandqualityinsolvingproblemsÎ改进江森自控在解决问题方面的周期及质量4JCIDesiredOutcomesJCI所期望的成果ÎEmphasizethedocumentationofsolvedproblemsJCI所期望的成果Î强调已解决问题的归档ÎUdtdh8DlttJCIlitbjtidÎUnderstandhow8DrelatestoJCIqualityobjectivesandgoals.Î理解8D与江森自控质量目标之间的相互关系ÎEncouragepersonalgrowthÎEncouragepersonalgrowthÎ鼓励个人发展58-DProblemSolving8-D问题解决方式Excellentplanning,tracking,anddocumentationtool.Excellentplanning,tracking,anddocumentationtool.优秀的计划、跟踪和文件管理工具。Recognizedindustrystandard(Internetsearch8dproblemsolving)(Internetsearch8dproblemsolving)公认的行业标准。（网上搜索“8dproblemsolving”）solving）6JCIProblemSolvingToolset江森自控解决问题的工具„8DProblemSolving8步法解决问题PSDPSDProblemsolvingdiscipline7JCIProblemSolvingToolset江森自控解决问题的工具SixSigma江森自控解决问题的工具„Complexproblemsolvingtool.When8Dhasmultiplepotentialrootcausesandrequiresmorecomplextools.„复杂问题的解决方式当8D发现多种潜在的原因需要更复杂的工具„复杂问题的解决方式。当8D发现多种潜在的原因需要更复杂的工具。88DProblemSolvingProcess0.BecomeAwareoftheProblem1.AssembleaTeamifN5.DefineandVerifyPermanentCorrectiveActionsNecessary2.DescribetheProblem6.ImplementPermanentCorrectiveActions2.DescribetheProblemandtheExpectationfCorrectiveActions7PtR3.ImplementandVerifyInterimContainmentActions7.PreventRecurrence8JOBWELLDONE!8.JOBWELLDONE!4.DefineandVerifyRootCauses98-D问题解决方式0.意识到问题5.确定和核实永久性纠正行动1.必要的话，成立一个小组6实施永久性纠正行动2.描述问题和期望6.实施永久性纠正行动3.贯彻和核实“临时围堵”行动7.防止复发动8.圆满完成工作！4.确定和核实问题根源10Step0第0步第步BecomeAwareoftheProblem意识到问题意识到问题HowWeBecomeAwareofProblems我们如何意识到我们如何意识到问题Customercall客户的电话首次通过率FirstPassYield首次通过率Quality质量Cost(Excessivescrap,etc.)成本（过多的报废，等）Delivery交货WarrantyData质保期成本?？?？12Step1Step1AssembleaTeamifNecessary第一步若必要组成一个团队若必要组成个团队FlltflFormasmallteamofpeoplewiththeinterestandthenecessaryskillstoeffectivelynecessaryskillstoeffectivelyworkthroughthe8-Dprocess.组成一个小组小组成员对8D组成个小组，小组成员对8-D有兴趣并具有必要的技能，以便能够有效地完成8-D的工作能够有效完成的作13AssembleaTeam:Steps成立一个小组：步骤Selectasmallnumberofpeople选定一小部分人组成一个小组Determineroles确定角色DevelopgroundrulesDevelopgroundrules发展基本规则DtitDeterminecustomer确定客户Determinescope,timetable,deliverables确定范围、时间表、可交付使用的结果14TeamMemberRolesandResponsibilitiesChampion负责人TeamLeader组长SubjectMatterExpert相关专家Facilitator推动者负责人组长相关专家推动者„Formstheteam建立小组„Empowersthet授权于团队„Callsmeetings召开会议„Projectmanager项目经理„Providerequiredknowledgeandskills提供相关的知识和技(Optional)(可选项)„Monitorsteam监控团队进程team授权于团队„Assurescorrectiveactionswillbeimplemented确保整改措施被执行„Directsmeetingstoagenda根据日程设定会议„Keepstheteamon-track让小组在正确的轨道skills提供相关的知识和技术„Helpmapthedirectionoftheproblemsolvingprogress监控团队进程„Helpskeeptheteamontrack帮助团队在正确的方向上被执行„Removesroadblocks清除路障„Obtainsnecessarytrack让小组在正确的轨道上„Establishesmeetingtimesandlocations建立会议时间和地problemsolvingeffort帮助确定问题解决工作的方向„Providedataasneeded提供必要的数据„Neutralmember中立的成员„Encouragesconsensus„Obtainsnecessaryresourcesforteam获取必要的资源locations建立会议时间和地点needed提供必要的数据consensus,involvement鼓励，一致，参与„Processspecialist过程专家家15FormingtheProblemSolvingTeamTheoptimumteamsizeisbetween3and7.Toofewmaymeanalackofsynergybuttomanycanmaketeamworkdifficult.典型的团队在3～7人之间。人太少的话将缺少精力，但人太多会让团队工作很困难。Theshouldalmostalwaysbecross-functional.Firstidentifythefunctions(knowledgeandskills)requiredtodescribetheproblemandfindtherootcause.应该是跨职能部门的。首先确定职能(知识和技术)要求能描述问题并寻找根本原因。Onekeymissingresourcemaycausedelaysorincomplete/incorrectdecisions.缺少必要的资源可能导致项目延迟或不正确的决定缺少必要的资源可能导致项目延迟或不正确的决定。Additionalresourcesmaybeneededontheteamonceunderway.在项目进行的过程中也许需要额外的资源Usetheteamchampionasrequiredtoassurethatallkeyresourcesareavailable运用团队领导确保得到必要的关键资源ASyouprogressthroughthe8-dtheteamcompositionmayneedtochangeForexampledifferentASyouprogressthroughthe8-d,theteamcompositionmayneedtochange.Forexample,differentexpertisemaybeneededforcorrectiveactionandprevention在8D进行的过程中，团队的组成可以改变。例如，纠正和预防措施就需要不同的专家。16Step2DescribetheProblemandtheExpectation第二步第二步描述问题和期望Specifytheinternal/externalcustomerproblembyidentifyinginquantifiabletermsthewho,what,when,where,why,how,howmany(5W2H)fortheproblem(5W2H)fortheproblem.用可量化的术语:来详细说明内部和外部客户的问题DescribeinquantifiabletermsthecustomerexpectationandtheDescribeinquantifiabletermsthecustomerexpectationandthevision.用可量化的术言说明客户的期望和前景“who(何人),what(何事),when(何时),where(何处),why(为何),how(怎样),howmany(多少)”－5W2H。17DescribetheProblem:Steps描述问题：具体步骤Describetheproblem描述问题Refineproblemstatement进一步描述问题Writeproblemstatementp写出问题陈述WritecustomerexpectationWritecustomerexpectation写出客户的期望WritevisionstatementWritevisionstatement写出前景陈述18KeystoProblemStatement问题陈述的关键TheProblemDescriptionphaseinvolvesascomplete