[創意思考]8D - The 8 Disciplines Process ( 8D 的步驟 / 8D手法)

8D - The 8 Disciplines Process ( 8D 的步驟 / 8D手法)

  8D 的步驟
問題的定義->現狀分析 -> 初步分析 ->細部分析->永久對策->效果確認 ->防止再發->結案

8D - The 8 Disciplines Process

Discipline 1. Form the Team

   

This is the first step of the 8D process and the first part of the 8D report. This step  defines the composition of the 8D team.  The team should be cross-functional and should include as members the process owner, a member from QA, and others who will be involved in the containment, analysis, correction and prevention of the problem. The names of the members as well as their positions in the company organization must be enumerated in this part of the report.

  

Discipline 2. Describe the Problem

    

This step involves a detailed assessment of the problem highlighted by the customer. Under this step, the 8D report provides background information on and a clear picture of the problem being highlighted by the customer. It should include the following details: a) the identity of the customer; b) a description of the customer application; c) device information (device, package, lot #, date code, etc.; d) when the problem was encountered; e) where the problem was encountered; f) a specific description of the failure mode; and g) failure rate.

  

Discipline 3. Contain the Problem

    

This discipline explains the extent of the problem and bounds it.  Based on initial problem investigation, all lots that are potentially affected by the same problem must be identified and their locations pinpointed.  If possible, specific lot #’s and/or date codes of potentially affected lots shall be enumerated in this portion of the report. 

    

Lots that are still in the factory must be put on hold until their reliability has been properly assessed.  They must only be released if the lots are either proven to be clean or the failures may be effectively screened.

       

If the problem has an extremely high reliability risk and the application of the product is critical (e.g., failure of the product is life-threatening), lots already in the field may need to be recalled.  However, recall must only be done under extreme cases wherein the impact of reliability risk is greater than the impact of recall.  

Discipline 4. Identify the Root Cause

  

This 8D process step consists of performing the failure analysis and investigation needed to determine the root cause of the problem. The corresponding portion in the 8D report documents the details of the root cause analysis conducted. A detailed description of the actual failure mechanism must be given, to show that the failure has been fully understood.

    

The root cause is then presented, showing how it triggered the failure mechanism identified. All events emanating from the root cause and leading to the failure mechanism must be included in the explanation. As much evidence as possible must be provided to show that the root cause is the real culprit behind the problem. The root cause must also be correctively actionable.

  

Discipline 5. Formulate and Verify Corrective Actions

     

This next discipline identifies all possible corrective actions to address the root cause of the problem. The owners of the corrective actions and the target dates of completion shall be enumerated in this section of the report.  It is also suggested that the rationale behind each corrective action be explained in relation to the root cause. 

    

Sometimes, identification of the best corrective action(s) for the root cause requires preliminary evaluations and studies before they can be implemented.  This is referred to as ’verification of the corrective actions.’  This must be done especially in cases wherein the affected volume is very large, since an incorrect solution deployed over a large inventory will result in wastage of crucial time and money. 

     

Discipline 6. Correct the Problem and Confirm the Effects

   

The sixth discipline of the 8D process involves the actual implementation of the identified corrective actions, details of which must be documented in the corresponding portion of the 8D report. The dates of completion and owners of the corrective actions must be shown in this section. Data showing that the corrective actions are effective in preventing the root cause of the problem must be presented. Any deficiency in the effectiveness of the corrective actions must be addressed by improvements in or additions of corrective actions.

  

Discipline 7. Prevent the Problem

  

This next discipline should not be confused with ’correcting’ the problem.  Prevention of the problem entails the identification of devices or packages that are similarly vulnerable to the same problem highlighted by the customer, even if not affected under the current situation.  Actions necessary to prevent these from being affected by a similar problem in the future are called preventive actions. All preventive actions must be enumerated, along with their owners and target dates of completion.

   

An important aspect of this discipline is the standardization and deployment of corrective actions or process improvements to all products that may possibly be subjected to the same issue.

    

Discipline 8. Congratulate the Team

     

The last step of the 8D process and the last portion of the 8D report consists of an acknowledgement from management of the good work done by 8D team.  Approvals for the 8D report are also shown in this last discipline.

品管8D手法
1.小組成員：為處理異常之成員
指定小組成員並記錄名單
選擇一位負責人（可為小組排除困難之管理人員）
選擇一位組長（負責監督成果之人員，通常為QC人員）

2.異常現象說明：明確敘述異常現象
使用可被廣泛理解之辭句描述問題點
敘述問題點之現象或先前已存在之不良狀態
以數量化之型態表達問題之現象

3.原因分析：定義造成異常分析根本原因
敘述異常現象發生之原因或找出系統上造成先前已存在之不良未被偵測到之漏洞
異常之根本原因分類，例如：
--材料不良--機器設備故障--方法不對
--人為疏失--保養/維護不當 --環境不良

4.立即措施：研擬短期圍堵對策
敘述現階段如何偵測及圍堵不良缺點，以防止相同之不良品流出
（包含WHO、WHEN、WHAT、HOW）
考慮此圍堵對策將造成之影響，包括：
--成本
--交期
--是否會誘發其他缺點之產生


5.改善對策：研擬長期之改善對策
敘述是否將藉材料、人員、方法…等之改變而要完全解決問題之根本原因，內容需包含WHO、WHEN、WHAT、HOW之各項
考慮此長期之改善將造成之衝擊性
--是否會誘發其他缺點之產生
--取消圍堵對策之行動
（亦即，長期改善對策被認定有效，則短期之圍堵對策將不在持續行動）

6.預防措施：研擬預防缺點之再發性
描述為預防相同問題之再發所做的系統之改變或內外部之培訓計畫
小組負責人需負責將前述各項計畫呈至管理階層並推動各項計畫之實施。

7.複查：改善成效之驗證
以數量化之型態描述成效驗證之結果
（亦即達成CPK=1.33 或減低缺點發生率至零為止..等）
持續進行圍堵行動，直到長期改善對策被認定有效

8.結案確認：
小組負責人及組長確認問題已解決並讚揚每位組員之付出。
Reference to : http://tw.knowledge.yahoo.com/question/question?qid=1608011406446
                       http://tw.myblog.yahoo.com/derwan-chen/article?mid=85&prev=86&next=84
                       http://www.siliconfareast.com/8D.htm