Cc - Las 8 Disciplinas De Fomoco

THE FORD D-8

Team Oriented Problem Solving TOPS

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0-D D-8 Scope • Determines whether or not the internal or external customer needs to be protected from any adverse effects. • Explains how to use the Global 8D application criteria to determine whether or not to use the Global 8D process to solve the problem. • Details the assessing questions to use as a formative process check and a confirmation of readiness to continue to the next step.

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1-D Form team • Perhaps, the focus on teamwork is the core of 8D's resounding success. • Step one is to form a problem-solving team (from 4 to 10 members) and select a leader, champion and recorder. • Although a greater diversity of backgrounds leads to more possibilities for solutions, members should have process/product knowledge, time available, sufficient authority and skills in required technical disciplines.

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2-D Describe problem • The next step is to identify the root cause of a problem and understand why it came about. • An in-depth analysis should be used to assure that symptoms are not confused with the problem. • It is best to define the problem in quantitative terms (who, what, when, where, why, how, how many) and use terminology standard to all team members.

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3-D Contain symptoms • It is now time to take stop-gap measures to prevent the problem from growing and to isolate customers from its effects. • Despite the cost of some "band-aid"-type measures (i.e., inspection before shipment, etc.), the customer must be protected until permanent corrective actions can be implemented and verified. • The effectiveness of the containment actions must be verified.

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4-D Define/verify root causes • This step emphasizes the "why" behind the problem. • Team members investigate all identified potential causes using process flow and stratification cause-and-effect (C&E) diagrams. • If this is a new problem, a time line analysis, which examines detailed events occurring over a specified period, may provide clues as to timing of events. • Members must determine which potential causes are most significant. 6

5-D Define Corrective Actions (1 of 2) • This is the most critical step. • Several alternate solutions should be evaluated; however, temporary fixes must be avoided. • The team should note that the solution must be incorporated into production of future products. • Various approaches are available for short-term and long-term verification.

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5-D Define Corrective Actions (2 of 2) • From an engineering standpoint, design verification and production validation testing provide a wealth of information. • Additionally, bench lab tests and statistical process control charts can verify that the problem has been resolved. • Any method selected must emphasize who (individuals responsible), what (action to be taken), and when (deadlines).

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6-D Implement corrective actions • Corrective Actions MUST be permanent. • The team now establishes an action plan, again specifying the who, what, and when. • Data are gathered to verify that actions are working. • Changes coming as a result of corrected actions must be noted. • Perhaps training, re-engineering, re-designing, selecting new suppliers, etc., are needed. Contingency plans must also be developed. 9

7-D Prevent recurrence • Develop C&E diagrams to analyze which segment of the process caused the problem to occur. • Often, a change in a management system or style must be implemented, as the current system may lead to yet another failure. • Additional training of personnel also may be required. • This may be the time to establish another team focusing on management systems.

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8-D Congratulate the team • Recognize team members individually. • Some ideas include:

collectively

and

– preparation of a case study, – publication of a paper, – development of a videotape detailing the problem and its solution, – a lunch, award, or gift.

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