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8D stands for the 8 disciplines of problem solving.
8D代表着解决问题的八步法。
They represent 8 steps to take to solve difficult, recurring or critical problems (often customer failures or major cost drivers).
8D代表着解决有难度、重复发生,或者严重的问题(通常是客户倒闭,或者主要的成本驱动因素)。
The structured approach provides transparency, drives a team approach, and increases the chance of solving the problem.
该结构化的方法提供了透明度,驱动了团队方法,并增加了解决问题的机会。
D1: Create a Team: Gather a cross-functional team of about 5 people with product/process knowledge, and have them gather information and data related to the problem or symptom.
第一步:建立团队:召集具有产品/工艺知识的大约5人小组去组建跨职能部门的团队,并让团队成员收集与问题/症状相关的信息和数据。
D2: Describe the Problem: Use the data and information to quantify and clarify the problem into a statement. Ask the 5W2H’s (who, what, where, when, why, how, and how many) for the problem.
第二步:描述问题:使用数据与信息去对描述的问题进行量化与澄清。针对问题,要用5W2H(何人、何事、何地、何时、为何、这样发生的,以及发生了多少)的方法。
D3: Develop Containment Plan: Define and implement interim containment actions to isolate the problem from any customer in the future.
第三步:制定围堵计划:定义并实施临时的围堵行动,以便将发生的此问题与未来的客户隔开。
D4: Determine and Verify Root Causes: Identify and verify all applicable causes and sources of variation that explain why the problem has occurred (special vs . common cause).
第四步:确定和并验证根本原因:确定并核实所有适用的原因和变异源,解释问题为什么发生了(特定原因与常见原因)。
D5: Verify Permanent Solutions: Collect data to confirm that the possible solutions will actually resolve the problem. Perform on a small-scale or “pilot” project first.
第五步:验证永久解决方案:收集数据以确认可能的解决方案将能够在实际中解决问题。先小规模或在“试点”项目上执行。
D6: Define and Implement Corrective Actions: Discuss and review results, and develop plan to implement best solutions or countermeasure.
第六步:定义与执行纠正措施:讨论并检查结果,制定执行最佳方案或者措施的计划。
D7: Prevention: Modify the management systems, operation systems, procedures and practices to prevent recurrence of this and similar problems.
第七步:预防问题再发生:修改管理体系、运营体系、程序和做法,防止类似的问题再次发生。
D8: Congratulate the team: Formally thank team members for their involvement. Use approaches that appeal to each individual member, as not everyone wants to be rewarded the same way.
第八步:团队庆祝:正式感谢团队成员的参与,针对个人,采用对其有吸引力的方法,因为不是每一个人都想要同样的奖励方式。
Some versions of 8D include a D0, making it 9 steps (which creates a little confusion).
有一些版本的8D会包括D0,使得8D有了9个步骤(这导致一些小的疑惑)
8D has become a standard methodology to improve processes, as it is much more prescriptive than A3 or PDCA.
由于8D远比A3或者PDCA方法要规范化,其已经成为改善流程的一套标准的方法。
The following improvement tools are often used within the 8D methodology:
在8D方法中,通常会使用到如下的工具:
-Ishikawa diagrams (Cause and Effect diagrams, C&E diagrams or Fishbone diagrams)
石川图(因果图、特性要因图,或鱼骨图)
-Pareto charts or Pareto diagrams
帕累托图
-5 Why’s
五个为什么
-5W and 2H (Who, What, Where, When, Why, How, How often)
5W2H(何人,何事,何地,何时,为何发生,怎么样发生,发生的频次)
-Statistical Process Control (SPC)
统计过程分析(SPC)
-Scatter plots or scatter diagrams
散点图
-Design of Experiments (DOE)
实验设计
-Check sheets
点检表
-Histograms or Capability Analysis
直方图或者能力分析
-Failure Modes and Effects Analysis (FMEA)
失效模式与影响分析(FMEA)
-Flowcharts or Process Maps
流程图
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