Speaking of 8D, which eight steps would you say, but you need to really understand its essence. Because what we need in our work is a substantive 8D report, which can really improve the solution of the problem, not a document.

8D originated from a method of Ford Company to deal with quality problems. This method must be enforced whenever Ford suppliers encounter problems.

Later, this method was good, and other non-Ford suppliers introduced this method to solve the problem. This is a household name and can be eaten by all walks of life. And not only solve the problem of work, but also solve the problem of family life. Here we only share the application of 8D in dealing with quality problems.

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D0 phenomenon and emergency response activities

Evaluate whether the 8D process is needed according to the phenomenon. If necessary, take emergency response action (ERA) to protect customers and start the 8D process. The 8D process distinguishes symptoms from problems. Most applicable criteria are symptoms. Without symptoms, you wouldn't know there was a problem.

Symptoms are measurable events or results that show that there are one or more problems. The consequences of this event must be experienced by one or more customers;

Problems refer to deviations from expectations or harmful consequences caused by any unknown reasons;

Symptoms are signs of problems.

When receiving the complaint information, the Quality Department should try to confirm the following information in the customer complaint report for investigation:

? Product number and name

? Customer name, contact person and address

? Description of defects and quantity of nonconforming products

? Traceability information, such as batch number and invoice number.

? The claim should try to obtain information such as vehicle type.

If so, you need to obtain necessary information such as samples, photos, labels and unqualified rates from customers. In case of core leakage or serious complaint, the person receiving the complaint shall immediately notify the quality manager and general manager. QE shall contact the customer within one working day after receiving the complaint. The following information should be conveyed to the customer:

? Inter-departmental groups and contact information

? Confirm the information obtained.

? Other information needed to investigate the problem.

? Progress of emergency measures

? Estimated completion time of emergency measures and corrective measures

? Any other customer requirements, such as understanding the progress of the problem and expected delivery.

? All replies to customers should be recorded.

QE confirms the bad situation according to the obtained information and three phenomena (scene, current events and phenomena); If it is a visual defect, try to get photos or samples (confirm now); Try to collect detailed information about the bad places (confirm the positions and phenomena). Urgent measures need to be taken within 24 hours.

2

Build an 8D team.

8D without a team is 8D's failure. In fact, the original name of 8D is called team-oriented problem solving steps. The 8D team needs to be composed of people with product and process knowledge, time control, authority and skills. At the same time, an 8D team leader shall be appointed. Because what we have to do is:

? Establish a team with process/finished product knowledge.

? Determine the time, responsibilities and skills of the required disciplines.

? Determine the team leader

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D2 problem description

Identify objects and defects by determining quantifiable items, who, what, when, where, why, how and how much (5W2H) (ask "what's wrong");

"What problem" is a defect?

"What's wrong" is the object.

Asking "What's wrong" can help the team pay attention to two basic elements (object and defect) needed for problem statement.

Operation process of receiving customer's defective samples:

? Confirm the production date of the defective sample.

? Confirm the basic appearance, take photos and leave evidence.

? Confirm whether the defective samples can be copied according to the normal production process, record the confirmation data, and take photos or videos to leave evidence.

? According to the production date, find out the FTT situation at that time and confirm whether there were the same or similar defects at that time.

? According to the production date, confirm whether there is any change point in the method ring of man-machine materials.

? Non-recurrence (NTF) shall be carried out according to the non-recurrence operation flow.

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D3 containment measure ICA

Determine and implement containment measures, isolate the consequences of the problem from all internal/external customers, and verify the effectiveness of containment measures. ICA (Root Cause Determination) is any measure to protect customers from one or more problem symptoms:

? Deal with the symptoms of the problem

? Verify validity before execution.

? Monitoring during execution

? Form a document

ICA needs to be determined and implemented within 3 working days, and the scope of containment is the inventory at the customer's place, the quantity of goods in transit and the inventory in the factory, and related processing (return, rework, scrapping, etc.). ).

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D4 root cause analysis

Find the real reason. Only by finding the real reason can we effectively solve the problem. There's no point in just fooling around.

Therefore, it is necessary to find out all the potential causes, test them one by one, isolate and verify the root causes, and determine different corrective measures to eliminate the root causes; Use quality tools such as fishbone diagram, FTA and brainstorming to find out all possible factors and verify them, and finally find out the root cause and outflow cause. ?

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D5 Select and verify corrective actions.

Through the quantitative test of different corrective measures, the corrective measures are selected, and the emergency measures when necessary are determined according to the risk assessment. The solution to the problem should ensure that the long-term effect is maintained.

I once saw seven "strengthening" sentences of D5 in the supplier's 8D report, such as strengthening workers' training, strengthening inspection times, strengthening supervision and strengthening process control-a lot of empty talk. The degree of strengthening is not quantified. The specific plan is specific, and the data speaks. For example, the original inspection frequency was 10 and 1, but now it is strengthened to 5 inspections and1; The training plan is attached here so that our countermeasures can be supported.

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D6 Implement and confirm corrective measures.

Determine and implement the best corrective measures, select existing control methods and monitor them, and implement emergency measures when necessary.

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D7 prevents similar situations from happening or happening again in the future.

Put forward preventive suggestions, carry out horizontal development, update identification documents such as CP, PFMEA and SOP, and implement preventive measures. Complete 8 days should be submitted within 5 working days after receiving customer complaints.

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D8 Closure, Signature and Group Confirmation

After the 8D requirements are issued, the sender shall be responsible, and the 8D team members shall verify the effectiveness and implementation effect of the subsequent 8D until the defect PPM of the problem is greatly improved, and it shows a steady downward trend after implementation. The effect is verified by the quality manager or project manager before closing. Otherwise, the root cause analysis and the implementation of corrective and preventive measures need to be carried out again.

8D Case Exercise-Manager Wang's wife wants a divorce.

D 1: improving topic selection and problem description

Problem description:

D2: Emergency Disposal and Target Setting

D3: Current situation analysis

Current situation analysis and data collection (4W2H management):

Manager Wang's wife's family performance checklist:

Manager Wang's wife's family performance Plato;

As can be seen from the picture, quarrels are the most frequent.

D4: Preliminary cause analysis and verification, formulate and implement temporary countermeasures to find out possible causes;

Confirm the main cause elimination method:

Formulate and implement temporary countermeasures:

D5: Analyze and verify the detailed reasons, and draw up and implement the permanent countermeasure system diagram method;

Decision evaluation:

D6: Effect confirmation

Confirm the effect of countermeasures:

Eight-day implementation of the three basic stages

First, eight days of initial propulsion

1. Revise the problem management process. For major issues, it must end with an 8D report.

The standard of using 8D is to meet the six requirements of starting 8D, and the problems involve functional safety, great influence of failure mode or leadership concern. According to this standard, 100 questions and 10-20 questions need to be written for 8 days.

2. Develop 8D report management procedures to guide implementation.

What if employees don't know how to write 8D, or the 8D report is just a form? The management procedure must clearly require and formulate specific templates, and specify the specific filling requirements of each step of 8D, the time requirements of each step and the approval level of 8D report, so as to clarify the application of 8D, solve quality problems and prevent it from happening again.

3, continuous training, repeated training program file requirements and the method of writing the 8D report, aiming at some practical problems to guide the writing of the 8D report. If the 8D report submitted to the Quality Department does not meet the requirements, it will be returned for rewriting.

Powerful propulsion tools certainly need the support of leaders, who are very concerned about many major issues and certainly hope to report to him clearly. Of course, there will be some leaders who may not attach importance to support and have no time to sign the question in person. At this time, the quality person can clearly inform the leader, and the process stipulates that you must sign for confirmation and follow the system process. The problem will recur in the future, which is also a well-founded criticism that leaders should bear the responsibility.

II.8d Close the table parallel to the problem.

Although only the main problems were reported in 8D, employees basically understood the requirements of 8D report. At this time, the thought of 8D is integrated into the previous closed list of quality problems, and the modification of the closed list of quality problems is more complicated. For example, the list of preventive measures 10 allows employees to judge whether they have done it, whether FMEA has been revised, whether the work instruction has been revised, whether it has been included in the typical case base, whether the process needs to be optimized, whether other similar projects have been used, and so on. In this way, every employee can gradually form the idea of 8 days unconsciously, and will not suddenly feel a lot of trouble and strongly resist, but also feel the sense of accomplishment brought by the comprehensive and thorough rectification of the problem.

Three. Fully implemented for 8 days

At this stage, the forms and processes have been simplified. All the problems were dealt with in 8D, but the case was closed without the signature and approval of many leaders. The process of closing the problem has been e-completed. You can fill in 8 steps directly on the Internet and only need two levels of confirmation to close it. 8D, the most basic and commonly used management tool, will gradually become the habit of your own enterprise.

It takes a lot of time and energy for enterprises to implement 8D, which is by no means a one-off event. The key is to really understand your own enterprise, analyze which method is most suitable for you, and never blindly follow suit. Corporate habits and corporate quality culture cannot be changed overnight. We will encounter all kinds of difficulties during this period, but we must stick to it, so that there will be qualitative changes. ?

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