8d

8D Training Tips 1 Last week, General Manager Liu gave 8d training to our department and shared the application of practical cases. Although I have been exposed to it for 8 days before, I just stayed at the stage of understanding and understanding. This training and application let us deeply discuss every step of 8D and the methods to solve thinking problems, and gained a lot.

8D is a special and necessary method for global quality control and improvement originally developed by Ford Company, and has since become a special requirement of QS9000/ ISO TS 16949 and Ford Company. At present, 8D has become a fixed and standardized problem-solving step. The purpose of using 8D is to solve the problem, so understanding the problem and describing it comprehensively and truly is the most important thing to solve the problem. What's the problem? The problem is the gap between reality and ideal. If we treat the problem as an iceberg and dig deep layer by layer, we can find the root of the problem, which is the real reason. Only by finding the real reason can we work out the countermeasures and measures to solve the problem fundamentally.

8D first discovered the problem, and then the real first step was to form a team. Isn't that asking a few people for help? It's not that simple. The team needs a leader, and then the team members should come from relevant departments. As long as it is relevant, we should participate in it, so that team members have a sense of belonging to the problem, and only with a sense of belonging can we have a sense of mission and responsibility to deal with the problem. Team leaders, team members, recorders and promoters all perform their duties to make the team go smoothly.

The second step is to introduce questions. This step is the key factor to solve the problem. It can be described thoroughly by the method of 5W2H. Here, the team members need to brainstorm and respond as comprehensively and truly as possible. As long as you can find data, charts and photos, you should use them.

The third step, according to these descriptions and analysis, combined with brainstorming, 5W2H, 5M 1E, fishbone diagram and other methods, determine and verify the root cause. Sometimes, the real reason is not just one, but two or two reasons conflict with each other. The fourth part is to take short-term corrective measures and verify the effectiveness of the measures taken. This is only a temporary measure to avoid further losses. The fifth step is to take long-term (permanent) corrective measures and use PCA to plan, implement, check and verify. There must be the person in charge, the completion period of the countermeasure and the confirmation of the effect of the countermeasure.

In practical work, I think there must be a completion deadline when formulating countermeasures. If there is no deadline for completion or no person in charge to follow up and urge, many things will be intermittent and easy to fail in the end. And the deadline must be clear and specific, and it is also convenient for the person in charge to follow up. The sixth step is to verify the effectiveness of the measures (ICA and PCA), which is reflected by some charts or data, which is beneficial to the comparison with the previous ones. The seventh step is to take measures to prevent recurrence and make it standardized and streamlined. In general, documents and specifications will be formulated to standardize. When each department formulates documents, it is generally in the direction that is beneficial to its own department. Then, if all departments formulate documents and norms in this way, some problems in the middle zone will be exposed, and all departments will say that they have implemented them according to the documents and there are no mistakes. I think when formulating specifications and documents, we should consider the overall situation and the big interests of the company, and then the top decision-maker will finally review and sign them.

The last step is to congratulate the group, acknowledge the achievements and give some rewards, so that everyone can actively participate next time. These are some of my experiences after this training.

8d Training Experience 2 Through the study of 8D, I personally think that 8D report is very important, which is what we must remember: look at this problem from the customer's point of view. With this mentality, you can basically write an 8D report that customers are satisfied with.

Before writing the 8D report, I first think in my mind what the customer wants to see through this 8D, and then think about how to write the following 8D. With the framework, writing in a meeting for 8 days will get twice the result with half the effort.

I don't think customers want to see the problem analysis report.

How is the 8D framework conceived?

1. What is the impact of thinking about problems before seeing them? You need to help customers make risk assessment in the 8D report. What you need to do in the evaluation is not to say where the problem appears, but to say the impact after the problem appears. What is the probability of the problem? Telling customers the risks you have assessed and reassuring them is the key.

Next, think about how to deal with the exported products. How to deal with the products in the production process? How to deal with the products in stock? You must have a preliminary concept in your mind, even if it is a wrong concept. Without this concept, group meetings are very passive.

3. The next step is problem analysis, which is very important. I suggest you be familiar with the technological process, because writing 8D is helpful.

Problem analysis can't just find the reason: it needs to find the reason and confirm the real reason.

Incoming material quality is unstable, delivery inspection is missing, and other equipment is unstable, resulting in defective products. You can brainstorm and discuss in groups. With these possible reasons, the next step is to prove which are the real reasons. There are many ways to prove it, so I won't go into them one by one. Find out the real reason and eliminate the reasons that are not the main reasons. If you can record the analysis process and take photos, I believe everyone will recognize the analysis results.

4. Corrective measures only need to take corresponding solutions to the real bad causes. Corrective measures must be accompanied by relevant records or problems of steps/work instructions, which are relatively complete.

5. Precautionary measures are more concerned by customers: preventive measures include not only vertical prevention, but also horizontal prevention. For example, this product has this problem, and other similar products have this problem. This needs to be considered, because customers are worried that other products have the same problem. Therefore, we need to take effective preventive measures.

When writing the whole 8D report, problem analysis/corrective measures/preventive measures are the key points, so these three steps need to be accompanied by supporting materials in the process of analysis and solution. We should remember that the customer is not monitoring what we are doing. Records and test reports are the best proof that you take his customer complaints seriously.

8d training tips 3 I believe that people who have written 8D reports have this feeling!

Every time I receive a customer complaint, I have to start a boring job.

My little brother is here to talk about how I used to deal with some 8 D.

I won't elaborate on the eight steps of 8D. There are forums everywhere. I'll read it myself. I just want to talk about how to write 8D better here.

One important point of the 8D report, you must remember, is to look at this problem from the customer's point of view.

With this mentality, you can basically write an 8D report on customer satisfaction.

First, I got an 8D. Don't rush to hold an 8-day group meeting. Think about it in your head first.

What does the customer want to see through this 8D, and then think about how to write the following 8D? With the framework, writing in a meeting for 8 days will get twice the result with half the effort.

I can tell you that customers absolutely don't want to see the problem analysis report.

Give a simple example:

There is no signal on TV. The analysis problem is: the tuner is broken. Many people simply wrote "the tuner is broken" in the cause analysis when they wrote for 8 days at this time, and the corrective and preventive measures behind felt that there was nothing to write, so they had to write some "QC intensive inspection" and "full inspection of production process". I believe many people don't want to see this perfunctory 8 days. This can only be said to be a problem analysis report, not yet.

How to conceive the mood of 8D?

1. What is the impact of thinking about problems before seeing them? You need to help customers make risk assessment in the 8D report. When making an evaluation, what you need to talk about is not where the problem appears, but the impact after the problem appears. (If the problem directly affects people's life safety, I suggest you don't think about anything, just recall all the products, and what is the probability of thinking about the problem after handling it? Telling customers the risks you have assessed and reassuring them is the key.

Next, think about how to deal with the exported products. How to deal with the products in the production process? You must have a preliminary concept in your mind, even if it is wrong. Without this concept, the group meeting will be passive.

3. The next step is problem analysis, which is very important. I suggest you go to the production line to study if you have nothing to do, because being familiar with the process is very helpful for writing 8D.

Problem analysis can't just find the reason: it needs to find the reason.

For example, if you ask why the tuner is not good, there will be many reasons, such as: unstable incoming devices, leakage in shipment inspection, unstable other devices leading to poor device modification, and so on. You can brainstorm and discuss in groups. With these possible reasons, the next step is to prove which defects are the real reasons, and there are many ways to prove them. Such as testing/inspection/measurement, etc. It depends on your usual work experience. I won't go into details one by one, and I won't finish it until dawn. Find out the real bad reason and rule out the main reason. If we can record the analysis process and take photos, I believe everyone will agree with the analysis results.

4. Corrective measures only need to take corresponding measures to solve the real bad reasons. Corrective measures mentioned in the step/operation instruction must be recorded or problems should be improved.

5. The preventive measures that customers are more concerned about include not only vertical prevention, but also horizontal prevention. For example, this product has this problem. Do other products of the same type have this problem? This needs to be considered, because customers are worried that other products have the same problem. Therefore, we need to take effective preventive measures.

When writing the whole 8D report, problem analysis/corrective measures/preventive measures are the key points. So these three steps need to be accompanied by proof materials of your analysis and solution process. You should remember that the customer is not monitoring what you are doing, and the record and test report are the best proof that you take his customer complaints seriously.

There are also some 8-D feedback phenomena that are inevitable and inevitable in the production process.