The below are the training presentation from our customer for 8D, hope it's helpful for you to understand, friends.w6r中国顾问师网
w6r中国顾问师网
DISCIPLINE 1 USE TEAM APPROACHw6r中国顾问师网
w6r中国顾问师网
v        Select and record internal and external team members.  Keep team size between 4 - 10 members.w6r中国顾问师网
w6r中国顾问师网
v        The best team is one made up of members with diverse backgrounds.w6r中国顾问师网
w6r中国顾问师网
DISCIPLINE 2  DESCRIBE THE PROBLEMw6r中国顾问师网
v        Use terminology understood by the customer.  Problem description should be defined in terms of the Customer.w6r中国顾问师网
v        Describe the change in condition or pre-existing condition, which caused the problem.w6r中国顾问师网
v        Express the conditions in measurable, quantifiable terms.w6r中国顾问师网
v        Detail where the failure occurred, i.e. EPIA, FPIA, yield detector; Customer , Supplier, ORT, field failure, etc…w6r中国顾问师网
v        Define and describe the exposure to Customer and the Supplier.w6r中国顾问师网
v        Use the “5 W’s” and 1 “H”:  What?,  Where?,  Why?,  When?,  Who,? and How?w6r中国顾问师网
DISCIPLINE 3 DEFINE THE ROOT CAUSEw6r中国顾问师网
v        The heart of the 8D process.  Without determination of root cause, containment and corrective actions will not be effective.w6r中国顾问师网
v        Describe why the change in condition occurred, or identify the “hole” in the system which allowed the pre-existing condition to go undetected.  Ask “why” until the real reason is exposed.w6r中国顾问师网
v        It is possible that there may be several root causes that can be attributed to the problem.w6r中国顾问师网
v        Categorize the root causes:w6r中国顾问师网
                - Material        - Machines       w6r中国顾问师网
                - Methods        - Design       w6r中国顾问师网
                - Manpower        - Maintenance       w6r中国顾问师网
                - Environmentw6r中国顾问师网
DISCIPLINE 4 IMPLEMENT CONTAINMENT ACTION(S) PLANw6r中国顾问师网
w6r中国顾问师网
v        Immediate!  Describe who, what, when, and how to capture and contain the defects now and prevent them from getting to the customer.  Consider the possibility of separate containment plans for both Customer and the supplier.w6r中国顾问师网
w6r中国顾问师网
v        Consider the effect of the containment plan on the following:w6r中国顾问师网
u        Quality, e.g. will it cause other defects?w6r中国顾问师网
u        Reliabilityw6r中国顾问师网
u        Customer Satisfactionw6r中国顾问师网
u        Costw6r中国顾问师网
u        Deliveryw6r中国顾问师网
u        Repair/Reworkw6r中国顾问师网
u        Scrapw6r中国顾问师网
u        Supplier charge backw6r中国顾问师网
u        Material Positioningw6r中国顾问师网
v        Consider impact on Customer (information to be provided by Customer):w6r中国顾问师网
u        Purgew6r中国顾问师网
u        Stop Buildw6r中国顾问师网
u        Product Holdw6r中国顾问师网
u        Service Notificationw6r中国顾问师网
u        Sortw6r中国顾问师网
u        Alternate Material Positionedw6r中国顾问师网
u        WW Inventory Positionw6r中国顾问师网
u        HUB Material Positionw6r中国顾问师网
v        Impact on Supplier (information to be provided by Supplier):w6r中国顾问师网
u        Purgew6r中国顾问师网
u        Stop Buildw6r中国顾问师网
u        Product Holdw6r中国顾问师网
u        Sortw6r中国顾问师网
u        Verified effectiveness of containmentw6r中国顾问师网
u        Recovery Planw6r中国顾问师网
u        Keep track of exact date of action implementationw6r中国顾问师网
DISCIPLINE 5 IMPLEMENT PERMANENT CORRECTIVE ACTION(S)w6r中国顾问师网
v        Define changes that need to be implemented to eliminate root cause.w6r中国顾问师网
v        Remember that screens are containment - NOT Corrective Action.w6r中国顾问师网
v        Define and describe who, when, and how to implement changes to totally eliminate root cause.w6r中国顾问师网
v        Update Process Management Plan (PMP) to reflect changesw6r中国顾问师网
v        Consider permanent corrective action plan impact upon:w6r中国顾问师网
u        Quality, i.e. Will it cause other defects?w6r中国顾问师网
u        Reliabilityw6r中国顾问师网
u        Customer Satisfactionw6r中国顾问师网
u        Costw6r中国顾问师网
u        Material Positioningw6r中国顾问师网
u        Elimination of containment activities, i.e. containment activities should no longer be required.w6r中国顾问师网
w6r中国顾问师网
v        Keep track of exact date of action implementationw6r中国顾问师网
DISCIPLINE 6 VERIFY EFFECTIVENESS OF ACTION(S)w6r中国顾问师网
v        Data driven verification.w6r中国顾问师网
v        Verification of Effectiveness for bothw6r中国顾问师网
Containment and Corrective Action(s) isw6r中国顾问师网
required  Perform audit to verify.w6r中国顾问师网
v        Describe verification results in quantifiablew6r中国顾问师网
terms (e.g.: achieved Cpk = 1.5, or decreasedw6r中国顾问师网
defect occurrences to zero, etc.w6r中国顾问师网
v        Verification should be compared to reflect the problem magnitude before and after Containment / Correction Action(s) taken.w6r中国顾问师网
v        Continue containment activities until permanent corrective actions are verified as being effective.w6r中国顾问师网
DISCIPLINE 7 PREVENT RECURRENCEw6r中国顾问师网
v        Describe the internal and/or external cultural or systemic changes that must be made to eliminate/prevent similarw6r中国顾问师网
problems from recurring.w6r中国顾问师网
v        The team champion is responsible forw6r中国顾问师网
taking these recommendations back tow6r中国顾问师网
management and driving implementation.w6r中国顾问师网
v        Implementation of changes should be driven back to the Process Management Plan.w6r中国顾问师网
DISCIPLINE 8 CONGRATULATE YOUR TEAMw6r中国顾问师网
v        Champion and team leader recognizes team members for their role in solving the problem.w6r中国顾问师网
v        Keep it short.w6r中国顾问师网
v        Be sincere

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