8D Problem Solving 8: Consumer Lifestyle May 21st, 2009 Paul Van Den Kerkhoff (Updated by Ronny Schepmans)

8D Problem Solving
步骤问题解决法
8步骤问题解决法
Paul van den Kerkhoff (updated by Ronny Schepmans)

Consumer Lifestyle
May 21st, 2009
Consumer Lifestyle 2010
8D problem solving methodology
8步骤问题解决方法
• Introduction 介绍
– Common pitfalls 常见错误
– A systematic approach to problem solving 解决问题的系统方法
• The 8D approach to problem solving 8D解决问题的方法
– What is 8D? 什么是8D？
– The 8 disciplines 8个步骤
• Special vs common cause 特殊/一般原因
• Is/Is not 是/不是
• Decision making analysis 判定分析
• Drill Deep/Drill Wide 深入钻研
• Problem solving tools 解决问题的工具

Introduction – common pitfalls in problem solving
介绍-解决问题时常遇到的错误
• Problem Described Incorrectly – Problem description was not clear enough, thorough enough or
narrow enough in scope for the team to handle the problem effectively.
问题描述不正确– 问题描述不够准确全面和详细，令小组不能有效地解决问题
• Problem-Solving Effort Rushed – To obtain a quick solution, steps in the problem-solving

process were skipped.
解决问题过于匆忙– 为了得到快速的解决方案，而没有按照既定的步骤解决问题
• Poor Team Participation – Team members did not participate effectively, and the team failed to
consider all the causes.
小组参与效率不好--小组成员不能有效的参与，团队不能考虑到所有原因。
• No Logical Process – A disciplined system to prioritize, analyze, and review problems was not
available.
没有程序逻辑–没有系统性的排序，分析，回顾问题
• Lack of Technical Skills – Statistics and problem-solving methods were not available from team
members.
缺乏专业技能—小组成员不具备统计和解决问题的方法的能力
Consumer Lifestyle 2010 CONFIDENTIAL

Introduction – common pitfalls in problem solving (continued)
• Management’s Impatience – It is due to their lack of knowledge of the problem-solving process, all
levels of management demand to know exactly when a problem will be solved. This pressure
causes the team to make an inadequate analysis.
管理层过于焦急—由于管理层对于解决问题的程序缺乏了解，所有的管理层都急需知道问题解决的具
体时间，这种压力导致小组不能准确分析问题。
• Misidentified Root Cause – A potential cause is quickly identified as a root cause, concluding the
problem investigation. However, the problem returns since the true root cause was not eliminated.
根本原因识别错误—把可能原因草率地识别为根本原因，结束问题调查。但是并没有找到真实的根
本原因导致问题再次发生
• Permanent Corrective Actions Not Implemented – A root cause may be identified, but no action
taken to implement the permanent corrective actions. The permanent actions often require
management to approve costs and implement the actions in a closed-loop systematic manner.
没有执行永久纠正措施---可能找到了根本原因，但是没有执行永久的纠正措施。长期的行动往往需要
管理层审批成本并且需要一个闭环系统执行。
Consumer Lifestyle 2010 CONFIDENTIAL

Most common mistake
最常见的错误
• Jumping from “problem” to “solution” without clear understanding and analysis
没有完全理解和分析就直接从问题跳到答案
PROBLEM
问题
SOLUTION
解决方案

Disciplined problem solving approach
系统规范的解决问题的方法
• The 8D problem solving methodology stems from a need to resolve problems permanently.
8D解决问题的方法是为了彻底解决问题
• Problems resolved with superficial ‘Band Aid’ fixes often resurface, sometimes with serious
effects. 只是用肤浅“创可贴“的方式来修复问题，往往会带来更严重的影响。
• When problems are permanently solved, the team can move forward, channeling resources
towards strategic and advance activities. 当问题彻底解决时，小组就可以继续前进，把资源转向
战略和前瞻性措施
• Working proactively is more productive for the organization工作主动能提高组织效益
被动的
Reactive被动的主动的
Proactive主动的
Problem solving mode Planning & problem prevention mode
解决问题模式计划和问题预防模式
Reactive Proactive
被动的主动的
No time to think Innovative thinking, advance planning
没有时间思考创新思维，提前计划
Stressful Composed
紧迫的沉着的
What is 8D?
什么是8D？
8D (8-Disciplines) is a problem-solving methodology for product and process improvement.
解决问题的方法是改进产品和流程的工具
8D解决问题的方法是改进产品和流程的工具
• Its predecessor was defined during World War II as Military Standard 1520: “Corrective action
and disposition system for nonconforming material”. 8D是起源于二战期间一种类似8D的流程——
“军事标准1520”，也称之为“不合格品的修正行动及部署系统”。
• Popularized by the Ford Motor Company in the 1960’s and 1970’s. 8D has become a standard
for a structured problem solving approach in the quality circle and many industries. 从19世纪60
至70年代福特汽车公司开始，8D渐渐成为系统性的问题解决方案被普遍使用在品质领域以及其他
工业范畴。
• The methodology is structured into eight disciplines, emphasizing team synergy. The belief is
that the team as whole is better and smarter than the quality sum of the individuals.
这个方法由8个步骤(方面)组成，强调团队合作。理念是一个团队比个体的总和更优秀更快捷。

The 8-Disciplines
8原则
D0: Preparing for the 8D process 准备8D程序
D1: Establish the Team 成立小组
D2: Describe the Problem 描述问题
D3: Develop Interim Containment Action (ICA) 制定过渡性围堵措施
D4: Identify the Root Cause and escape point 识别根本原因和遗漏点
D5: Choose Permanent Corrective Action (PCA) and Verify effectiveness 选择永久纠正措施并验证有效性
D6: Implement Corrective Action and Validate results 实施永久纠正措施并确认结果
D7: Prevent problem recurrence/Identify systemic problems防止问题再发生/识别系统性问题
D8: Congratulate the Team 表彰小组

8D – PDCA loop
8D PDCA 循环
Set objectives and
Assure the process, agree on actions
确立目标和就行动计划达
correct systemic
成共识
deficiencies 保证过程
有效性，
有效性，纠正系统的不
足
Review actions
and results on
effectiveness
检讨改善行动的有
Implement
效性
the action plan
执行改善计划
8D – Simply 6Sigma Program
8D-简单的6西格玛的项目
1 2 3 4 5 6 7 8
Establis Describe Develop Identify the Root Cause Choose Permanent Implement Prevent Congratulate
h the the Interim and escape point 识别 Corrective Action (PCA) Corrective problem the Team 表
Team 成 Problem 描 Containme 根本原因和遗漏点 and Verify effectiveness Action and recurrence/Id 彰小组
立小组述问题 nt Action 选择永久纠正措施并验证 Validate results entify
(ICA) 制定过有效性实施永久纠正措 systemic
渡性围堵措施并确认结果防止
problems防止
施问题再发生/识
问题再发生识
别系统性问题
Define Analyze Improve Control

/Measured 分析改善控制
定义/ 测量
Practical Problem Statistical Problem Statistical Solution Practical Solution基于

基于现实的问题定基于统计学的问题基于统计学的改善现实的解决方案
义/测量分析方案
Event Based Thinking Pattern Based Thinking Strategy Based Thinking

基础(问题导向)的思维模式化的思维战略(长期)的思维
(FOR, FCR, CPPM, RMA) (SPC Management, CTQ/CTP) (System, Long term strategy)

D0
准备工作
D0 – Preparing for 8D/8D准备工作
The 8D methodology is one in the array of tools used for problem
solving. Before initiating the 8D process, it is important to assess that it
is the right tool for the job.
8D是众多解决问题的方法之一，在8D程序之前，评估工作需要的正确的
工具是很重要的。

D0 – Preparing for 8D
D0
D0 - 准备工作
• Evaluate 8D is a suitable tool for the problem at hand. 评估现有的问题是不是适合使用
8D
• Where required, implement Emergency Response Action to protect the customer from
the effects of the problem. 必须执行紧急反应计划保护客户不受到问题的影响
• Quantify the symptoms of the problem and confirm performance gap exists.量化问题征
兆并确认现状差距
• Gain management support for the resources required确定管理层对所需资源的支持

D0
D0 – Emergency Response Action
D0 - 紧急反应计划
• Emergency Response Action (ERA) is taken to prevent defective parts from escaping
to the customer and ensure that the supply chain is undisrupted紧急反应行动是在决定
是否采用8D时用来保护顾客和受影响的各方的任何行动。
Philips
Supplier Customer
factor
供应商消费者
飞利浦工厂
At the supplier In transit to Philips In our factory In transit to the customer
供应商方面运往飞利浦途中自己的工厂运往消费者途中
•Outgoing quality control •Quarantine affected •Review effectiveness of •quarantine ‘Suspect’ products at warehouses
gates set up to screen stock 隔离受影响的仓 quality control plan to and Distribution Centers 在仓库和分配中心隔离
defects before delivery出 screen defects at 疑似坏品
储
货前设立出货品质控制筛 incoming, in-process and •implement sorting and screening of affected
•Inventory sorting 资料
出坏品 outgoing stations评估品 inventory 对受影响的仓储进行筛选
•Quarantine affected 明细质控制计划的有效性，在
stock 隔离受影响的仓储来料，工序，出货筛出坏
•Replacement stock 品，
planning兑换仓储计划

D0
D0 – When is 8D applicable?
D0 - 8D适用标准
• The symptom(s) has been defined and quantified.症状已被定义和量化
• Measurements taken to quantify the symptom(s) demonstrate that a performance gap
exists. 问题症状的测量结果证明了表现差距的存在
• The cause is unknown.原因不知道
• Symptom complexity exceeds the ability of one person to resolve; a team is needed to
solve problem.征兆复杂性表明一个人的不能解决，需要一个组建团队来解决问题。
• 8D is best used for problems:
with a special cause character: there is a specific deviation caused by a special
cause. 有特殊原因特征：特别原因带来特别偏差
not for common cause chronic problems caused by an inherent process variation
and capability. Six Sigma and other Statistical Methods (eg. Shainin, Taguchi,)
will be more suitable不是一般原因。由于内部流程的波动和能力造成的长期性问题，
西格玛和其他统计方法会更适用。

D0
D0 – Special vs. Common cause/特殊原因与一般原因
特殊
Special /特殊一般
Common /一般
•Not random 不随机的 •Random随机的

•Arrives as a surprise. New, unanticipated, previously •statistically predictable 可统计，可预料
unpredicted within the system 意外的，新的，不可预料的，体 •Natural inherent process variation, defines process potential
系内不能预估的 (when all special causes have been eliminated) 影响到工序能
•Exceptional or assignable variation 异常的或者可指定的波动力的内在自然偏差。（排除所有特殊原因）
•Unavoidable, unknown cause 不可避免的，不可知的原因 •individual high/low values no statistical significance. 个别高/
•The ‘critical few’ with major impact 关键小数产生的影响低的数值不具统计显著性
•the Noise within the system.系统干扰（偶然波动）
•the Signal within a system.系统信号（异常波动）
Examples举例举例
Examples举例举例 •Poor design 设计错误
•Human errors – procedure, machine adjustment 人为错误-程 •Poor control of 6Ms 人、机、料、法、环、测的控制问题
序，机器的调节 •Ambient temperature and humidity 环境温度和湿度问题
•Machine malfunction 机器故障 •Normal wear and tear 正常磨损
•Outside the boundary of quality control plan 品质控制计划以 •Predictable defect rate, based on historical performance 基于
外历史记录可预估的缺陷率
•Process defect rate deviates from historical performance工序
缺陷率有异于历史记录

D0
D0 – Solving Special vs. Common cause issues
D0 - 解决特殊原因问题和一般原因问题
Special 特殊 Common 一般
•Remove special cause 消除特殊问题 •Reduce process variation 减少流程波动
•Return process to normal stability, capability •Improve process to new capability 提升流程能力
恢复流程正常的稳定性和能力
LCL Nom UCL LCL Nom UCL
UCL UCL
Nom Nom
LCL LCL

D0
D0 – Preparing for 8D (Metric stream)
D0 - 8D准备
•Black spots contamination on Monet 42” front cabinet flare

•Lots 0110 to 0510 found with problem on day shift 5th Feb
•Quarantined suspected batches 0110 to 0510 pending MRB and disposition

•Inspected and confirmed batches 8809 to 9109 to be good for use. Arranged for
exchange with good lots with supplier
•Alerted production line of defect mode . OQC to screen parts for defect before
shipment.
•10 defects samples shipped to supplier (Airway bill #10011234)

D1
D1 – Establish the team 组建小组
This methodology emphasizes team work. Good team work and synergy
creates results better than the sum of its individuals. 8D方法强调团队合作，
好的团队协作可以创造比个体相加更好的效益。

D1
D1 – Team composition 小组构成
The Team should comprise of a small group:
• with cross-functional composition不同功能部门
• with process/product knowledge有工序和产品的知识
• with allocated time and resources 有可分配的时间和资源
• with required technical skills 有相关的技术技巧
• empowered to implement corrective action 被充分授权执行
纠正措施

D1
D1 – Members of the team Champion 冠军支持者
D1– 小组成员 - Part of management team 管理层成员
- Clears roadblocks 负责清除障碍
-Sets scope of problem 设定问题的范围
- accountable for team performance 对小组表现负责
Operations 运营
- Feasibility of solution in production 生产上解决方案的
可行性
- Deployment of new procedures with operators 在操作
员中部署新的制成程序
Quality 品质
- Systems review 质量系统评估 Manufacturing 制造
- Control plans, FMEA review 控制计划， - Process/6Ms review 工序6M评估
FMEA评估
- Test plan 测试计划
- Manufacturing capability 制造能力
Team leader 组长
- Appointed by cross functional team 由跨职能团队任命
- Facilitates problem solving process, goal setting 推动问题解决和
设定目标
Supply/Planning 供应计划
- Connecting supply chain 供应链衔接
- Quarantine and sorting of affected inventory
隔离分类受影响的产品 Design 设计
- Product specifications and
requirements 产品的规格和要求
Other members? 其他成员
- subject matter experts 具体问题专家

D1
D1 – Assessing Questions问题评估
• Is a Champion from the management team appointed? The Champion is accountable for the
project and supports the team with the required resources and project scope definition. 是否有
来自管理层的支持者。支持者对项目负责并提供小组所需要的资源和定义项目范围
• Does the team have a cross-functional representation and subject matter expert(s)? The
team should be large enough to include all necessary functions but small enough to act
effectively. (4 – 8 people recommended) 小组是否有跨职能的代表和具体问题专家？小组成员
的人数应该包含所有需要的职能部门但要方便行动。（建议4-8人）
• Is a Leader appointed from the team? The cross functional nature of the team requires a cog
in the wheel, to drive the different functions towards a common goal. 是否任命了组长？跨职
能的小组需要大家同舟共济，引领不同的职能部门驶向同一个目标。
• Are team members’ roles and responsibilities, objectives and deliverables clear? 小组成员的
角色和职责，目标和成果是否清楚?
• Does the team have sufficient decision-making authority to accomplish its goals?小组成员是
否有足够的决策权来达到目标？

D1
D1 – Establish the team (Metric stream)
建立小组
1. Louis (Supplier A, Project Manager)

2. Yuan Pingfa (Supplier A, R&D Mgr)
3. Ricky Wong (Supplier A, Operations Mgr)
4. Zeng Cheng Yun (Supplier A ,Quality Mgr)
5. John Doe (Philips SQM)
6. Kathirvelan (Philips, Field Service)

D2
问题描述
D2 – Describe the problem问题描述
The problem description drives the direction of the 8D process, and helps
frame and narrow the scope of the problem investigation. A problem well
described is a problem half solved! 问题描述引导着8D流程的方向，可以帮
助我们设定并缩小调查问题的范围。拥有一个好的问题描述是成功解决问题
的一半.

D2
A Problem
causes a Symptom to be
detected.
已经检测到的问题的症状
Consumer Lifestyle 2010 24

D2
D2 – Describing the problem问题描述
•Describing the problem well is an important step in the problem solving process.
好的问题描述是解决问题程序一个重要的步骤
•The problem description drives the direction of the rest of the 8D problem solving process.
问题描述对余下的8D问题解决步骤有引导的作用
•By describing the problem in detailed, quantifiable terms, it helps us to frame and narrow
the scope of the problem investigation.
详细的问题描述和量化，可以帮助我们设定并缩小问题调查的范围
There are two elements to describing a problem:

两个描述问题的要素
1. Problem statement – Identifying ‘what is wrong with what’ 问题陈述 – 界定’什么东西有什
么错误‘
2. Problem description – Characterizing the problem with answers to what, where, when,
how much? /问题描述 - 用是什么，在哪里，什么时候，有多少来阐述问题

D2
D2 – The problem statement问题陈述
Identifying ‘what is wrong with what’ can be derived from a simple “object and
defect” statement. 根据直观的物体和缺陷来界定”什么东西有什么错误”
Example 1 Defect Object

Oil stain found on 52” Van Gogh front cabinet
Example 2 Defect Object

Poor solder wetting on Piranha U2 IC
Example 3 Object Defect

Thunderbolt V-spring is failing prematurely

D2 – The problem description问题描述 D2
Problem description Useful information
问题描述实用資料
• What is the defect? 有什么缺陷

What? 什么
Helps us identify the deviation • What is the part or object in question? 问题中的物件对象是什
帮助我们找出偏差么？
• Where on the object is the defect located? 缺陷在物件的何处？

Where? 哪里
Helps us locate the deviation • Where was the defect found geographically? 缺陷在世界的哪
帮助我们找出偏差一個区域发生?
• When was the problem first detected? 问题第一次在什么时候

什么时候
什么时候
When?什么被发现？
Helps us place the deviation in
time space • When since is the problem still found? 问题发生至今多久?
帮助我们找出偏差發生的時間
• When in the lifecycle? 是处于产品生命周期的什么时候？
How much? 多少 • How many defects? (in terms of ppm) 有多少PPM的缺陷?
Helps size-up the extent of the
deviation • How large is the defect on the object? 物件上有多少个缺陷?
帮助我们了解偏差的程度
• How many deviations per object? 每件缺陷物件有多少偏差?
• How is the historical trend? Increasing, decreasing,

maintaining since discovered? 缺陷的历史趋势如何？上升，
下降还是不变?）
D2 – Example 例子 D2
Problem statement – LED does not light on Matisse Ambilight module
问题陈述 - Matisse Ambilight module上的LED 灯不亮
Problem description Useful information
问题说明实用資料
What? • LED does not light up LED灯不亮
• Matisse Ambilight module (B3B65N3X4G09AEDR0083A1)
什么
• From the top, the first and second LEDs do not light up
从顶部起，第一和第二顆的LED灯不亮
• Defect found in Hungary and Poland (CMS), affecting all lines
Where? 在匈牙利和波兰发现的缺陷（CMS）影响到所有线路
哪里 • Problem was first detected by night shift at 9pm 1st March.
Modules traced to batch 614HSJG64
问题首次在3月1日晚上九时发现。模块追溯到批次614HSJG64
• The problem continues to be found intermittently, on 3rd, 8th
When? March (today) 问题繼續在3月3日和8日（今天）间歇地发生
• Defect was detected at final functional test缺陷在最后的功能测
什么时候试被發現
• 1/3: 2000ppm, 3/3: 3000ppm, 8/3: 5000ppm

• The defect may affect each side or both left and right modules,
the top 2 LEDs do not light up 该缺陷可能会影响每一方,左或右
How much? 模块和顶部2个LED不亮
• Increasing trend since first detected, now >2x. 自首次发现有問
多少題後有上升的趋势，现在> 2倍。
D2 – Is/Is not 是/不是
不是
D2
•Gathers information 收集资料

Group and organize data for analysis 分类组织资
料作分析用
•Identify distinctions and changes 界定差别和改变
Problem Is Is not
description 是不是
问题描述
What? 什么 • Describes and quantifies the • Describes and quantifies in
deviation in detail, based on detail, based on facts what
Where? 哪里 facts 根据事实详细地描述和 the deviation could be, but
量化偏差 is not 根据事实详细地描述
和量化可能的偏差, 而不是確
When? 什么 • Increase understanding of 實的偏差
时候 the deviation 提高对偏差的 • Narrows the search for
How much? 认识 causes and Eliminates
多少 untrue causes 缩小對起因
的搜查和消除不实的起因

D2 – Is/Is not example 是/不是
不是的例子
不是的例子
D2
Problem Is Is not
description 是不是
问题描述
• LED does not light up LED指示灯不亮 • LED dim, flickering LED灯變昏暗，
What? • Matisse Ambilight module 闪烁
什么 (B3B65N3X4G09AEDR0083A1) • Monet, Van Gogh ambilight
• From the top, the first and second LEDs do modules
not light up从顶部起，第一和第二顆的LED灯
不亮 • All LEDs on module, other
Where? • Defect found in TPV(CMS), affecting all lines permutations (alternate, from the
在TPV（CMS）发现的缺陷影响到所有线路 bottom) 所有的LED模块，其他排列
哪里（从底部起交替）
• problem was first detected by night shift at
9pm 1st March. Modules traced to batch • Hungary and Poland (CMS) 匈牙利
614HSJG64问题首先在3月1日晚上9時发现, 和波兰（CMS）的
组件追溯到一批614HSJG64
When? • The problem continues to be found
什么时候 intermittently, on 3rd, 8th March (today) 问题 • Lots on 5th and 6th March are not
繼續在3月3日和8日（今天）间歇地发生 affected 3月5和6日的批次不受影响
• Defect was detected at final functional test缺 • EMS OQC test EMS OQC测试
陷在最后的功能测试被發現
• 1/3: 2000ppm, 3/3: 3000ppm, 8/3: 5000ppm.

• Always both sides or a particular
Increasing trend上升趋势 side 經常在兩面或其中一面
How much? • The defect may affect each side or both left
多少 and right modules, the top 2 LEDs do not
light up该缺陷可能会影响每一方,左或右模块
• Constant or random trend 恒定或随
机趋势
和顶部2个LED不亮
• Increasing trend since first detected, now
>2x.自首次发现有問題後有上升的趋势，现
在> 2倍。
D2
D2 – Assessing Questions 評估問題
• Involve the customer in all phases of the problem solving. The ‘eyes’ of the
problem solver and the customer need to be aligned.在解决问题的所有阶段中都
要考慮客户。解决问题者和客户的意見需一致。
• Defect samples study. A picture speaks a thousand words, the actual object
speaks volumes! 缺陷样本研究。照片比千言万语描述的信息都多而实物又比照
片更多。
• Make observations only. It is important to know the distinction in observations
and conclusions. At this phase, the organization of information, study of
changes and distinctions, may start to lead the investigation in a certain
direction and give clues to why and how; capture the ‘why and how’ hypotheses,
but do not be too quick to jump into conclusions yet. It is difficult for most
people to re-examine the problem once conclusions are reached. 只作觀察並要
区别观察和结论的不同。这一阶段中的信息组织，变化和区别的研究可能在开始
时会為调查问题的原因和方式找到方向和线索，捕获‘为什么和怎样’的假设，但不
要太快达成结论。因為一旦达成结论, 大多数人很难重新审视这问题。

D2
D2 – Describing the problem (Metric stream)
描述问题
LED does not light on Matisse Ambilight module LED灯不亮
Matisse Ambilight module

What?什么
• LED does not light up LED灯不亮
• Matisse Ambilight module (B3B65N3X4G09AEDR0083A1)
Where?哪里
• From the top, the first and second LEDs do not light up从顶部，第一和第二顆的
指示灯LED不亮
• Defect found in Hungary and Poland (CMS), affecting all lines在匈牙利和波兰发
现的缺陷（CMS）影响到所有线路
When?什么时候
• problem was first detected by night shift at 9pm 1st March. Modules traced to
batch 614HSJG64问题首次在3月1日晚上九时发现。模块追溯到批次
614HSJG64
• The problem continues to be found intermittently, on 3rd, 8th March (today)
问题繼續在3月3日和8日（今天）间歇地发生
• Defect was detected at final functional test缺陷在最后的功能测试被發現
How much?多少
• 1/3: 2000ppm, 3/3: 3000ppm, 8/3: 5000ppm
• The defect may affect each side or both left and right modules, the top 2 LEDs
do not light up该缺陷可能会影响每一方,左或右模块和顶部2个LED不亮
• Increasing trend since first detected, now >2x.自首次发现有問題後有上升的趋
势，现在> 2倍。

D3
D3 – Interim Containment Action

临时围堵牵制措施
While the investigation on the root cause and corrective actions
proceed, our customer continues to be exposed to the risk of the
problem. Here we take steps to protect the customer, isolate the
problem, and buy time.
正當我們在寻找根本原因和纠正措施時，我们的客户仍继续会要承
担这个问题的风险。在这里，我们采取一系列的措施保护客户，孤
立问题和争取时间。

D3 – Interim containment action D3
临时围堵牵制措施
• Define, verify, and implement the Interim Containment Action (ICAs) to

isolate effects of the problem from the internal/external customer. 介定
，验证和执行临时围堵牵制措施(ICA)使内部和外部顾客不會受问题影响
• Prevent the problem from worsening防止问题恶化
• To keep in place until Permanent Corrective Actions (PCAs) are

implemented. 實行临时围堵牵制措施, 直到永久纠正措施(PCAs)落实。
• Validate the effectiveness of the containment actions. 验证临时围堵牵制

措施的成效

D3
D3 – More than a quick-fix
不仅是快速解决
• Temporary. It is replaced once permanent corrective action is ready. 暂时的。
一旦永久纠正措施准备就绪,临时围堵牵制措施會被更换。
• May be derived from ERA, developed with less information; ICA now has benefit
of data analysis from D2.临时围堵牵制措施是由基于较少信息而制定的紧急反应
计划引申出來并可以由D2的数据分析获得更多信息。
• Works against the effect or problem. In addition to ERA quarantine, sorting,

screening and testing; ICA may be implemented to work against the problem. 可
針对问题的影响或问题本身。也就是说除了执行包含在ERA的检疫, 整理, 筛选和
测试之外, ICA还可以針對问题本身而实施對應的工作。
• Verification before implementation 需要实施前核查
• Validation while being implemented 需要实施時验证
• Documentation, change management 需要文件化和变更管理

D3
D3 – Verification vs. Validation
核查和验证
• Verification and Validation are often not well understood. Verification and Validation work
together as a “before” (Verification) and “after” (Validation) proof. 核查和验证往往不能被充分
理解。核查和验证通常一起運作，核查屬“之前”的证明和验证屬“之后”的证明
• Verification provides “insurance” at a point in time that the action will do what is intended to
do. 核查保证了在某一时间内應做的行动已被计划执行.
• Validation provides measurable evidence over time that the action worked properly. 验证提
供了在某段时间内工作已被正确执行的可测量的证据。
Step Process Purpose
D3 Verification That the containment action will stop the symptom from reaching the customer. 临
核查时围堵牵制措施能否能否有效阻止问题继续流向客户
能否
Validation That the containment action has satisfactorily stopped the symptom from reaching the
验证 customer according to the same indicator that made it apparent. 采取问题被发现时同样
的检查手段, 去确认临时围堵牵制措施是否是否已有效阻止问题流向客户
是否
D4 Verification That the real Root Cause is identified. 真正的根本原因被确定
核查
D5 Verification That the corrective action will eliminate the problem . 纠正措施能否解决问题
核查
D6 Validation That the corrective action has eliminated the problem according to the same indicator that made it
验证 apparent. 采取问题被发现时同样的检查手段, 去确认永久纠正措施是否已有效和完全解决问题
D3
D3 – Assessing questions 评估问题
• Has the customer been consulted on the criteria established for Containment
Action selection? 客户是否已被知会何种临时围堵牵制措施被选择及理由？
• From the criteria established, does the Containment Action provide the best
balance of benefits, risks and costs? 临时围堵牵制措施有否提供给客户最佳的
利益，风险和成本平衡？
• Has the Containment Action been verified and validation? 临时围堵牵制措施是

否被核查和验证？
• Have we identified what could go wrong with our plan and have preventive and
contingency actions been considered? 我们有否去界定行动计划出错的可能和
制定应急措施吗?

D3 – Interim containment action (MetricD3
stream) 临时围堵牵制措施
•In process control and OQC updated to inspect new failure mode 以过程控制和OQC检測新的故
障模式
•Incoming material inspection switched to tightened sampling plan 进料检验转为收紧了的抽样计
划
•molding cooling time increased by 25% to stabilize dimensions 成型冷却时间增加了25％以作稳
定
•Verification confirmed with Cpk returning to >1.33 核查确认Cpk返回> 1.33
•Validation confirmed at final assembly fit test, SPC monitored stable over 3 days implementation
在最后装配合适试验中, SPC监察在实施後的3天稳定下來
•ERA verification. Affected lots are quarantined. All existing inventory verified good parts ERA核
查。受影响的批次被隔离。所有现有的存貨用作核查好的部分

D4
D4 – Identify root cause and

escape point 确定根本原因和遗漏
点
Only the ROOT CAUSE, when corrected, will result in the total
elimination of the described problem. 只有根本原因被纠正才可彻底
消除和解决问题。

D4
D4 – Identify root cause and escape point
确定根本原因和遗漏点
• Isolate and verify the effect of each potential root cause by testing each possible cause
against the problem description and test data. 通过测试跟問題描述和问题的测试数据相
对应的每一个可能导致问题的原因來确认原因所造成的效果。
• Isolate and verify the place in the process where the effect of the Root Cause should
have been detected and contained (Escape Point). 去确认在流程工序的哪一个地方原因
造成的效果会被检测到和能被牵制(遗漏点).
• Identify control points in the process where the problem can be detected. 确定在流
程工序中可以检测到问题的控制点.
• Assess the effectiveness of current control methods. 评估目前控制方法的有效性.
• When more than one root cause is identified, the team should consider a separate
8D. 当多个根本原因被发现時, 该小组应考虑使用另一個独立的8D.

D4
D4 – The root cause and escape point
定义和验证根本原因和遗漏点
Root cause 根本原因 Escape point 遗漏点
The Root Cause involves a The Escape point defines

component defect, an error the manner in which the
in the process, the design, deviation went undetected in
or a breakdown in the the process and escaped to
system that results in an the customer.
undesirable output.
遗漏点指偏差在工序流程中
根本原因包括导致的不良输不被检测到而遗漏到客户端
的方式.
出的组件缺陷,过程或设计错
误或系统故障.
D4
D4 – Fishbone diagram 鱼骨图
Occurrence root cause Escape root cause
发生的根本原因遗漏的根本原因
Mother Nature Machine Method Mother Nature Machine Method
环境机器方法
Problem
statement
問題陳述
Measurement Material Man Measurement Material Man

测量物料人员

D4
D4 – 5 Why 5個为什么
Symptom
“Repeated Why's”
therefore..
徵兆重复的为什么
Potential cause 1…
潜在原因1 therefore..
why?
潜在原因2 2 therefore..
why?
潜在原因3 therefore
why?
潜在原因 4
why?
(Root cause根本原因)
Cannot query further… Initial problem description
无法进一步查询初步问题的说明
Toyota engineers found that most root causes are identified by the
5th ‘why’ – hence the name. 丰田的工程师发现，大多数根本原因可循
五個‘为什么’找出 - 因而得其名。
D4
D4 – A problem solver’s toolkit
问题解决者的工具包
Data collection 数据收集 Verify data 核查数据
• Defect mapping 缺陷映射 • Control runs 控制运行
• Production data, event logs 生产数
据，事件日志 • One at a time testing,
Brainstorming 头脑风暴法 problem follows. 一次测试
• Affinity Diagram 亲和图一个, 单列问题.
• Tree Diagram 树图 • Test root cause against
• Cause-and-Effect Diagram 因果图 organized data
• “The 5 Whys” 5個為什麼根據整理的数据测试根本原因
Organize data 整理数据
• Is/Is not 是/不是
• Process flow chart 流程图
• FMEA 坏品类型和效果分析
• Control plan 控制计划

D4
D4 – Assessing questions 评估问题
• Is the team solving the Effect & Not the Cause? 團隊正在解决原因产生的效果的效果还是
原因本身？
• Is the team jumping quickly to root cause without proper understanding, analysis, and
verification of the problem? 团队有否太快跳到根本原因而没有正确认识, 分析和核查问题？
• Assigning root cause to the operator or person instead of the issue? 归咎于操作者和个
人, 而不是针对问题本身？
• Is this a special cause problem? If multiple root causes are found, the team may be
facing a common cause problem, and 8D may not be a suitable method used to solve the
problem. 这是否是一个特殊原因造成的问题? 如果有多个根本原因, 这个问题可能是由一般原
因造成, 而8D可能不是一个合适的方法来解决此问题。
• Have both Root Cause and Escape paths been identified? 根本原因和遺漏點都有被分辨
出來吗？
• Does a control system exist to detect the problem? Does this control system represent a
change from the original design? 有否存在一个控制系统以检测问题？控制系统有否表示有關
设计上的变更？
• Has it been verified that the control system is capable of detection the problem? 控制系
统對问题的检测能力有否被核查？
• Can the root cause explain all the facts compiled at D2? 根本原因能否解释所有在D2编
制的事实？ Consumer Lifestyle 2010
D4
D4 – Identify root cause and escape point
(Metric stream) 找出根本原因和遺漏點 – 网上工具
Root Cause: 根本原因
Oily parts were caused by faulty washer temperature controller. Washing temperature was
20dC lower than specified setting (80dC) resulting in poor removal of oil from parts. 油性零件
的造成是由於洗衣机温度控制器的故障。洗涤温度20dC低于指定设置（80dC）, 故造成油性零
件部分。
Verification of root cause completed with testing on 3 controlled runs with temperature
controller fixed. Good part cleanliness was achieved. 就測試3個安裝了温度控制器的运行, 完
成對根本原因的核查。部分取得了良好的清洁度。
Escape point: 遺漏點

1) Daily temperature control checks were skipped 沒有每日检查温度
2) Visual criteria for oily parts not easily identified in borderline cases 不容易在边缘部分看到物
件的油腻度
Verification of inspectors with failure samples showed poor kappa correlation <0.5.
temperature control records were not updated for 1 week.就失败样本(kappa correlation <0.5)
核查監察人員
。發現温度控制记录没有更新1周

D5
D5 – Choose Permanent Corrective

Action (PCA) and Verify effectiveness
选择和验证PCA的有效性
The PCA must be a well thought out action where all benefits and
risks are considered. The actions should not be rushed such that
new problems are introduced or poor deployment results in problem
recurrence. PCA须考虑到所有利益和风险, 因此PCA是一个深思熟
虑的行动。遇到新问题發生,问题复发或沒有好的部署時, 行动都不应
操之过急。

D5
D5 – Develop permanent corrective action
制定永久纠正措施
• Decide the best permanent corrective action to remove the root cause
and escape point 决定最佳的永久纠正措施，以消除根本原因和遗漏点
• Verify that both actions are effective before implementation在实施前,核
查这两个行动的有效性
• Verify that no new problems are introduced as a result of the permanent
corrective action implemented 确认在永久纠正措施实施後不會有新问题
發生
• The PCA selection and implementation timeline should be approved by
the customer PCA的选择和实施时间表应由客户批核

D5
D5 – Poka-Yoke/Error-Proofing
防止错误
• The best solutions make it impossible for errors to be made. 最好的解决方案中
不可有错误。
• Whenever there are possibilities of mistakes being made, error-proofing
solutions should be considered 每当有出错误的可能性，防止错误解决方案应建
立
• Quality cannot be inspected into our products; it is ‘built-in’ through error-
proofing. 质量未必能在产品检測到，它是透過防止错误而建立。
Error proofing 影响
Effect影响 Trigger
防错电源
power防错电源触发
High (Best) 高(最好) Forced control强制控制 Automatic & compulsory 自动及
强制
Shutdown 关闭
Warning 警报
Operator dependent &
Low (Worst) 低(最
Sensory alert 感官警报 discretionary取决于运营商及酌
差)
情
D5
D5 – Deciding on the PCA
決定PCA
• Different PCA alternatives for the root cause and escape point should
be examined as possible solutions. The best PCA selected is based
on agreed team criteria for givens and wants, resources, effectiveness,
cost. 不同根本原因和遗漏点的PCA选择应分析作解决方案。最佳的PCA
选择應基于團隊的意願, 资源，效益，成本。
• Consider the risks involved with the Corrective Action. Mitigation plans
should be made. 考虑到纠正措施所涉及的风险應制定减灾计划。
• Corrective Action must be verified to eliminate the Root Cause 纠正措施
必须加以核查，以消除根源問題
• Team members must have the right experience to make the decision 团
队成员必须有正确的经验以作出决定

D5
D5 – Deciding on the PCA
在PCA中下決定
Decision analysis 决策分析
PCA 1 PCA 2 PCA 3
Criteria Weigh
Performance Score Performance Score Performance Score
标准重量
表現分數表現分數表現分數
Specs A Must have Meets - Meets - Meets -
Specs B Must have Meets - Meets - cannot meet -
Ease of use 10 Difficult 6 (60) Moderate 8 (80) Easy 10 (100)

使用容易度
Install time 8 5 days 10 (80) 10 days 5 (40) 10 days 5 (40)
安裝時間
Cost 成本 6 $8k 8 (48) $10k 6(36) $5k 10 (60)
Total score 188 158 -

總分
Comments PCA 1 chosen with the Not rated. Cannot meet
意見 overall best score specs B (must have)
最高分數的PCA1 被選中沒有評級, 沒有達到
SPEC B的標準
D5
D5 – Assessing questions
评估问题
Verification of the PCA PCA的核实
• Alternatives are considered when developing PCAs. 在建立PCA時, 其他選擇会
被考虑。
• Does evidence prove that the PCA will resolve the problem at the root-cause?
有沒有证据证明PCA可解决问题根源？
• Does the verification method(s) cater to the full range of variation created by the
process and defect? 有沒有核查方法考慮到该进程和缺陷造成的各种变化？
• Have error-proofing measures been considered and incorporated into the
solution? 有沒有把错误預防措施放到该解决方案中？
After PCA decision PCA分析决定后
• Were PCA implementation risks assessed, and mitigation plans developed?
实施PCA的风险有否被评估，减灾计划有否被制定？
• Was the customer involved with the selection of PCA?
PCA的择所過程中有否涉及客户？
• Review plan to remove ICA together with PCA implementation.
执行PCA的同時,审查计划以消除ICA。

D5
D5 – Choose and verify PCA (Metric stream)
D5 – 选择和验证永久纠正措施 (标准流程)
•Proposed PCA 被建议的永久纠正措施 to change the components below to a new part with
improved rating (5223-389565-0V00)；C223 to 4300-MG472D-T0；
•Escape point 失效模式流出的原因 addressed with test plan rev2.0 to improve coverage.
ICA to be removed once rev2.0 test software has been uploaded
•design evaluation and verification on the proposed solution done with the new tuner to verify
meeting performance specs
•verification tests 确认测试 completed (together with boundary units) with positive results.
•Design FMEA review completed to assess risks of introducing new problems with PCA.
•PCA communicated and approved by customer (ww1010)

D6
D6 – Implement Permanent
Corrective Action (PCA) and
validate results
D6 – 执行永久纠正措施和验证结果
The light at the end of the tunnel. With all the preparation and
analysis done in previous phases, the team is now ready to
implement the chosen course of action. 地道末端的曙光. 根据前阶
段所做的准备和分析, 8D小组现在已经准备好执行已选行动.

D6
D6 – Implement and Validate PCA
D6 – 执行和验证永久纠正措施
• Plan and implement PCA selected 计划和执行已选的永久纠正措施

• Validate the PCA, both internally and externally (with the customer) 内
部和外部一起去验证永久纠正措施 (和客户一起）
• Remove ICAs. The effectiveness of the PCA is validated with ICAs
removed. 移除临时纠正措施, 当临时纠正措施移除后验证永久纠正措施
的有效性
• Establish system to monitor long term results 建立系统去监督长期效果

D6
D6 – 评估问题
Implementing PCAs 执行永久纠正措施
• What disciplines are needed to implement the PCA’s? 需要什么规章制度去执行永久纠正
措施?
• What customer and/ or supplier involvement is needed? 需要客户或供应商的什么努力?
• Has an action plan been defined (responsibilities assigned, timing established
required support determined)? 是否需要订立一套行动计划? 职责分配? 必要时间的制定坚决
支持?
• At what point(s) is this plan vulnerable to things-gone-wrong? 什么原因导致到容易出错?
What can be done to prevent these? 做什么可以防止出错?
• What are appropriate contingency actions? 什么是适当的应变行动?
• What will trigger our contingency actions? 什么会引发我们的应变行动?
• How do we monitor completion of the plan? 我们如何监察计划的完成?
• When will the Containment Action be removed? 什么时候能移除围堵措施?
• How will we communicate this plan to the stakeholders?
What training will be required? 如何和股东沟通这个计划? 将需要怎么样的培训?
• What data (facts and figures) will be used to validate the outcome of the PCA’s (both
short-term and long-term)? 什么资料(事实与数据)会用来验证永久纠正措施的结果? (包括长
期和短期的)

D6
D6- 评估问题
Validating PCA 确认永久纠正措施
• Has the Containment Action been discontinued? 围堵措施取消了吗?
• Has the unwanted effect been totally eliminated? 不必要的东西已全部移除?
• How can we conclusively prove this? 我们怎样得出结论证明这点?
• How are we continuing to monitor long-term results? 我们如何监督长期效果?
• What is the metric to monitor? 按怎样的衡量标准来监控?
• How much of the customer problem went away? 100%? 客户的问题已经解决
了? 是100%吗?
• Is this the best way to prove that the root cause is eliminated? 这是否最好
的方法去证明根本原因已消除?
• How did we confirm the findings with the customer? 我们如何和客户确认效果?
• Have all systems, practices, procedures, documents, etc. been updated?
Do they accurately reflect what the PCA is about? 是否所有的系统, 习惯, 程序,
文件等的都已经更新?

D6
D6 – Implement and Validate PCA (Metric
stream)
D6 – 执行和验证永久纠正措施
•Implement PCA 执行永久纠正措施with

执行永久纠正措施 standard weight loading for each barrel plating.
Product to weight matrix look up procedure implemented, loading stations WI updated and
deployed.
•Plating thickness performance verified to achieve Cpk>1.33 for all product families
•Validation 确认 of plating performance with salt spray test white rust >24 hrs completed.
Customer 客户product
客户 assembly and reliability validation completed successfully
•Running change planned for all 12NCs, Parts from ww1011 will be shipped with new PCA
implemented.
•Salt spray test for each lot (ICA) to be removed 移除临时纠正措施 after 5 validated
shipments (to confirm shipment dates). To return to sampling with XRF plating thickness
report. Plating thickness to salt spray performance correlation verified (>5microns)
•Plating thickness part of SPC in production for long term process monitoring

D7
D7 – Prevent recurrence
D7- 防止再发生
This step addresses the systemic gaps that contributed in the
failure. Addressing these deficiencies will often help to provide a
more comprehensive and effective improvement action to prevent
the problem from recurring. 这部解决了系统本身的差距所造成的失
效. 解决这些不足之处, 往往有助于提供更全面, 更有效的改善行动去
防止问题再发生.

D7
D7 – Prevent recurrence
D7- 防止再发生
• Modify the necessary systems – policies, practices and procedures – to
prevent the recurrence of the problem and similar ones 修改必要的制度, 政策,
习惯和程序去防止该问题或类似问题再发生.
• Make systemic improvements where applicable 在适用的情况下改进系统
• Share lessons learned for existing and future programs 在现有或将来的项目
中分享经验和教训

D7
D7 – Effective systemic improvements
D7 – 有效的系统改进
Ineffective (Problem specific) Effective (System specific)
无效的 (具体问题
具体问题)
具体问题无效的 (具体问题
具体问题)
具体问题
•100% inspection •Implement GRR and MSA system in process
release 在处理过程中执行GRR和MSA系统
100% 验货
•SPC systems to monitor process is in control SPC系
•Repeat operator training 统检测过程的控制
重复操作培训 •Improve training systems 改善培训系统

•Involve operator in problem solving 在处理问题解决过
•Assign specific person to be responsible 程中要有操作员的加入
指派专人负责 •Deploy and sustain PDCA system in processes 在处
理过程中开展和贯穿PDCA系统
•Repair tooling
•Implement preventive and predictive maintenance
纠正工具 programs 实行预防和预测性维护方案
•Incorporate lessons learnt in documentation to be
•Update documents (for documenting used subsequently in audits, review in new projects.
sake) Make living documents. 从记录材料中所吸取的经验可
更新文件 (以记录为目的) 用于在后来的新项目中审查和检验. 制作文件记录.
•Address system specific gaps, find opportunities for

•‘Same as Corrective Action’ cross deployment, standardization 解决系统本身的差
和纠正措施一样距,找出可交叉发展的和标准化的.

D7
D7 – 评估的问题
• What policies, system, procedures and/or systems allowed this problem
to occur and escape? What needs to be improved to prevent recurrence?
什么政策, 系统, 程序等原因容许问题发生或容许不良品流出? 需要怎样改善来避免再发生?
• How is lesson learnt linked with the knowledge base of the organization
and its processes? Are processes and interfaces in place to learn from
past lessons in Problem solving, Product Development Process,
Continuous improvement activities?
如何吸取教训把教训和组织的基础知识还有它的程序相联系? 能否通过这过程从而学习到解决问
如何吸取教训把教训和组织的基础知识还有它的程序相联系?
题, 产品开发和持续改善行动
产品开发和持续改善行动??
• Have opportunities for standardization been considered?
有机会把它标准化吗?
有机会把它标准化吗 ?
• Do we need to change cultural aspects?

我们需要改变企业文化吗?

D7
D7 – Prevent recurrence (Metric stream page)
D7 – 防止再发生 (标准流程)
•Inserts holding strength test (PCA) cross deployed for all 12NCs incorporating same design (total 7 parts
reviewed and updated).
•Update practices and procedures. FMEAs (rev D) and control plans (rev H) updated with latest learning
from 8D report. Future design reviews will be able to capture this requirement.
•Dimension for inserts notch set as CTQ. Design rules amended with inserts design guideline in rev C update.
•Learning to be published in knowledge portal and shared in monthly quality review meeting

D7
D7 – Drill Deep/Drill Wide (DD/DW)
D7- 深入钻研
Why did the manufacturing process not prevent
this failure mode? 为何生产过程中不能避免这个失效模式?
Prevent 预防
Manufacturing
process:
prevention & 制造过程: 预防和标准化工作
standardized
work
Protect Predict
保护预测
Quality process: Planning process:
detection & FMEA, CP, AQP,
Why did the containment CTQ Why did the quality
planning process 质量过程: 检测计划过程: FMEA, process not protect the
与控制 CP, AQP, CTQ customer from this failure
not predict this
failure mode? 为何在 mode? 为何质量过程中不能从
计划过程中不能预测这个这失效模式中保障客户?
失效模式?

D7
D7 – Deep vs. wide
D7- 深与广
• ‘Deep’ analysis reviews systemic failures that normally accompany a
technical failure solved in 8D
“深”入分析,检讨系统性故障, 通常在8D会伴随着一个已解决的技术故障.
• ‘Wide’ analysis extends the drill deep exercise to review how the
improvements may be extended across similar areas, processes and
products.
“广”泛分析延伸深入练习, 检讨如何改善可能延伸到的类似的范围, 程序和产品.
• Reinforces 8D actions to prevent problem recurrence
加强8D的行动去防止问题反复出现
• Supplier corrective actions to look beyond technical problem/root
cause – suppliers encouraged to ‘drill deep’ into systems issues
供应商纠正行动要超越技术问题, 根本原因, 鼓励供应商深入到系统问题.
Consumer Lifestyle 2010 65

D7
D7 – Drill Deep (Prevent)
D7 – 深入 (预防)
• Manufacturing system focused. Why did manufacturing process
not prevent creating the defective part? Examples: 生产系统目聚焦于:
为何不能防止制造过程中产生的缺陷部分? 例如:
• SPC – review effectiveness to identify out-of-control situations,
drift in process, WECO trends
统计过程控制 – 检讨成效以确认不能控制的情况,偏离的程序和WECO的趋势
• WI/procedures – review work instructions standardization,
training/certification and enforcement
作业指导书 / 程序 – 检讨作业指导书的标准, 培训, 认证及执行
• Error-proofing/ Poka Yoke – review the use of fixtures, labels,
procedures that allow quality to be ‘built-in’
错误验证 / 防呆 – 审查固定装置, 标签, 程序, 允许质量是固有的.
• D4 PCA for root cause addresses this
D4 是为了永久纠正措施的根本原因

D7
D7 – Drill Deep (Protect)
D7 – 深入 (保护)
• Quality system focused. Why did quality system allow defective
parts to escape to the customer? Examples:
质量系统聚焦于: 为何质量系统容许有缺陷的部件流出给客户?
• Inspection/measurement gates – Incoming, in-process, and
outgoing inspection effectiveness. Limit samples, sampling plan.
检验 / 衡量的门槛 – 来料, 进行中的和出货检验的有效性, 限度样品, 抽样检验.
• Out of Control Action Plan (OCAP) effectiveness – review how
defects detected during production trigger supplier OCAP,
material quarantine, sorting, MRB to prevent escapees
超出控制行动计划的有效性 – 检查如何在生产过程中发现问题去触发供应商的超出控制
行动计划? 生产材料的隔离, 挑选? 物料评审板去保护不会流出问题产品.
• D4 PCA for escape path addresses this
D4 是为了永久纠正措施的解决防止问题流出

D7
D7 – Drill Deep (Predict)
D7 – 深入 (预报)
• Design/Advance Quality system focused. Why did design phase,
planning, AQP not Predict this failure mode? Examples:
设计 / 前期质量管理聚焦于: 为何在设计阶段, 计划阶段不能预测到这一失效模式? 例如:
• Control plans;
控制计划
• FMEA;
潜在失效模式及后果分析
• CTQs;
品质关键点
• Cpk;
制成能力分析
• PPAP
生产件批准程序

D7
D7 – Drill Deep worksheet
D7 – 深入行动的工作表
An example of 5 whys probing: 5个为什么的例子

D8
D8 – Congratulate team
D8 – 表彰小组
Bring out the Champagne! The team’s and individuals’ contribution
is recognized and celebrated by the organization. 团队和个人的贡
献是被组织认可和值得庆祝的.

D8
D8 – Congratulate the team
D8 – 表彰小组
• Project closure. Complete and document the team’s experience, 8D
report is published.
项目关闭, 完成和归档小组的经验. 8D报告公布
• Recognize contributions by the team and with individuals

认可团队和个人的贡献
• Celebrate success
庆祝成功

D8
D8 – 评估问题
• Ensure that improvement action(s) taken is communicated with the affected teams
保证改善行动已经和相关组织沟通好
• Communicate the action to those outside of the organization who may benefit from
lessons learnt
和组织外从的, 从经验中得益的人进行沟通
• Reward and recognize the success of those involved in the process
奖励和认可有关过程的成功
• Has appropriate recognition for the team been determined?
已为团队决定适当的奖励
• Has application for award and patent applications been considered?
已被考虑申请奖金和专利吗?
已被考虑申请奖金和专利吗?
• Has the team been re
re--assessed for cross functionality?
团队是否已跨部门重新评估
• Has the team analyzed Paynter,
Paynter, Pareto and Trend Charts for the next opportunity?
团队是否已通过佩恩特图,, 柏拉图
团队是否已通过佩恩特图柏拉图,, 趋势图分析下次可能会出现的机会
趋势图分析下次可能会出现的机会?
?

D8
D8 – Congratulate the team (Metric stream)
D8 – 表彰小组 (标准流程)

Problem solving tools
解决问题的工具
If the only tool you have is a
Hammer, everything looks like a nail
如果唯一的工具是锤, 一切看起来都是钉子
Tool 工具 Purpose 目的 D0 D1 D2 D3 D4 D5 D6 D7
FMEA 潜在失效模式及 Root cause and escape

后果分析 point study, document

learning 根据原因和遗漏点
的学习和文件的学习
Control charts Root cause and escape
控制图 point study, document

learning 根本原因和流出原
因的学习, 文件学习
Trend charts: 趋势图 Analyze trends, magnitude
Pareto, histogram, 柏 of symptoms 分析趋势, 症状
拉图, 柱状图的严重性
Paynter chart 佩恩特图 Indicator to monitor and
validate PCA 检测指标和永
久纠正措施的验证
Process capability Verification and validation

study 工序能力的研究 tool 核查和验证工具
Repeated/5 why 重复5 Trace symptom trail to root

个为什么 cause 根本原因的痕迹, 探索 Consumer Lifestyle 2010
Problem solving tools 解决问题的工具
Tool 工具 Purpose 目的 D0 D1 D2 D3 D4 D5 D6 D7
Cause & Effect relate possible causes to
diagrams: Fish bone, symptoms 相关症状可能的
Fault tree 因果图, 鱼骨图, 原因
故障树
Is/Is not 是 / 不是 Data stratification, identify

distinctions and changes 数据
分析, 找出差别和变化
Poka Yoke 防呆措施 Error proofing the process;
Quality built-in 错误校对过程, 品
质内置
Decision analysis 结果 Choosing the best solution

分析选择最好的解决方法
Process flow diagram Process and defect mapping

工艺流程图过程和缺陷的图表
SPC data 统计过程控 Study process stability,
制数据 identify special/common cause

研究过程中的稳定性, 确定特别 /
普通的原因
Scatter diagrams 分散 Problem mapping by location,

inputs 问题映射的位置 / 投入
的图表
Defect mapping 缺陷 Analyze log point creating

图 defects 分析造成缺陷的原因
Timeline of events 事 Trace events, changes 跟踪

情的时间限制事件, 改善
Time to failure, Weibull Product lifecycle failure
charts 故障时间, 威布尔图
study 产品生命周期失效研究
References 参考
• Ford Global 8D Version 3.0 福特全球8D 3.0 版本

• UAT-544 CL guidelines for 8D problem solving UAT534 CL指导书关于8D问题的
解决

Acknowledgements 感谢
This slide deck is the compilation of many contributors in CL.

编辑这些幻灯片的同事:
• Ronny Schepmans (RSO EMEA)

• Muthu Alagappan (PQM Singapore)
• Kyle Li (SQM Zhuhai)
• Bas Smulders (Quality consultant)
• Kevin Cheong (CT SQM)

Revision notes 修订注解
Rev A – New
版本A – 新版
Rev B
版本B
• Clarifying reactive and proactive approach (slide 6)
紧急反应行动和围堵措施 (第6页)
• Emergency response action and containment actions (slide 12)

紧急反应行动和围堵行动 (第12页)
• Clarifying special and common cause graphs (slide 15)

清晰了特别原因和普通原因的曲线图 (第15页)
• Added slide on Error-Proofing in D4 (slide 48)

在D4增加错误验证 (第48页)
• Corrected D7 systemic improvement examples (slide 60)

修正D7系统改善例子(第60页)

8D Problem Solving 8: Consumer Lifestyle May 21st, 2009 Paul Van Den Kerkhoff (Updated by Ronny Schepmans)

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8D Problem Solving

Paul van den Kerkhoff (updated by Ronny Schepmans)

Consumer Lifestyle 2010

• Problem-Solving Effort Rushed – To obtain a quick solution, steps in the problem-solving

Consumer Lifestyle 2010 CONFIDENTIAL

Consumer Lifestyle 2010 CONFIDENTIAL

Consumer Lifestyle 2010

Consumer Lifestyle 2010

D1: Establish the Team 成立小组

D2: Describe the Problem 描述问题

D3: Develop Interim Containment Action (ICA) 制定过渡性围堵措施

D4: Identify the Root Cause and escape point 识别根本原因和遗漏点

D6: Implement Corrective Action and Validate results 实施永久纠正措施并确认结果

D7: Prevent problem recurrence/Identify systemic problems防止问题再发生/识别系统性问题

D8: Congratulate the Team 表彰小组

Consumer Lifestyle 2010

Define Analyze Improve Control

Practical Problem Statistical Problem Statistical Solution Practical Solution基于

Event Based Thinking Pattern Based Thinking Strategy Based Thinking

Consumer Lifestyle 2010

Consumer Lifestyle 2010

Consumer Lifestyle 2010

Consumer Lifestyle 2010

Consumer Lifestyle 2010

•Not random 不随机的 •Random随机的

Consumer Lifestyle 2010

LCL Nom UCL LCL Nom UCL

Consumer Lifestyle 2010

•Black spots contamination on Monet 42” front cabinet flare

•Quarantined suspected batches 0110 to 0510 pending MRB and disposition

Consumer Lifestyle 2010

D1 – Establish the team 组建小组

Consumer Lifestyle 2010

Consumer Lifestyle 2010

Consumer Lifestyle 2010

Consumer Lifestyle 2010

1. Louis (Supplier A, Project Manager)

Consumer Lifestyle 2010

Consumer Lifestyle 2010

Consumer Lifestyle 2010 24

There are two elements to describing a problem:

Consumer Lifestyle 2010

Example 1 Defect Object

Example 2 Defect Object

Example 3 Object Defect

Consumer Lifestyle 2010

• What is the defect? 有什么缺陷

• Where on the object is the defect located? 缺陷在物件的何处？

• When was the problem first detected? 问题第一次在什么时候

• How is the historical trend? Increasing, decreasing,

• 1/3: 2000ppm, 3/3: 3000ppm, 8/3: 5000ppm

•Gathers information 收集资料

Consumer Lifestyle 2010

• 1/3: 2000ppm, 3/3: 3000ppm, 8/3: 5000ppm.

Consumer Lifestyle 2010

Matisse Ambilight module

Consumer Lifestyle 2010

D3 – Interim Containment Action

Consumer Lifestyle 2010

• Define, verify, and implement the Interim Containment Action (ICAs) to

• Prevent the problem from worsening防止问题恶化

• To keep in place until Permanent Corrective Actions (PCAs) are