8D Problem Solving[8D问题求解]

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什么是8D问题求解法？ 释义

8D问题求解法（8D Problem Solving），是一种用以界定、矫正和消灭反复出现的质量问题的管理方法。 8D法是一种有助于产品和流程改进的结构化的问题解决方法， 它包含8个解决问题的方法步骤，其中的D，即是英文方法（Disciplines）的首字母。8D法特别强调团队协同，通常比较适合以团队为单位来解决问题。 该方法的指导思想认为，团队作为整体所拥有的智慧要远大于团队成员个体智慧的和。 8D问题求解法往往也被称作： Global 8D 问题求解法（G8D）、福特8D问题求解法（Ford 8D）、团队导向的8D问题求解法（Team Oriented Problem Solving，TOPS 8D）.
 

8D问题求解法的起源。 历史

二战期间，美国政府率先采用一种类似8D的流程——“军事标准1520”，又称之为“不合格品的修正行动及部署系统”。 1987年，福特汽车公司首次用书面记录下8D法，在其一份课程手册中这一方法被命名为“团队导向的问题解决法”（Team Oriented Problem Solving）。 当时，福特的动力系统部门正被一些经年累月、反复出现的生产问题搞得焦头烂额，因此其管理层提请福特集团提供指导课程，帮助解决难题。

8D问题解决法的运用。 应用

• 不合格的产品问题。
• 顾客投诉问题。
• 反复频发问题。
• 需要团队作业的问题。

8D问题解决法的步骤。 流程

D0。 问题出现，做好准备。 首先，需要做好实施8D的各项准备工作。 先考虑是否需要应用8D，并非所有的问题都需要用8D来解决，有些问题采取通常的防范措施就行。 而且，8D法是一种基于事实的流程作业法，需要适应于持续改善的特殊技能和组织文化。 在实施有效的8D法之前，组织也许还有必要提供一些相关的学习和培训。

• D1。 组建团队。 组建一支跨越组织各功能区域的8D团队（包括一名能力较强的指挥官），他们具有所需的知识、技能、时间和授权，能够胜任8D工作，解决问题，执行矫正方案。 为了使团队高效运作，还要进一步设置团队的结构、目标、程序、角色以及明确团队成员之间的相互关系。
• D2。 描述问题。 籍由可量化的术语， 运用5W2H分析法（who,what,when,where,why,how,how many）， 详细叙述内部/外部顾客的问题并记录之。
• D3。 实施及确认暂时性的围堵行动。 临时应对之法。 在永久性对策尚未确定之前，先对问题进行界定并实施围堵行动，以使内部/外部顾客免受问题的困扰。 根据确凿数据，确认围堵行动的有效性。
• D4。 界定及确认真正肇因。 指出所有可解释会造成该问题的可能原因。 Cause and Effect Diagram[因果图]。 然后根据D2的问题描述及相关数据，逐一测试各可能原因。 找出真正肇因，并提出消除真正肇因的方案。 注意两种平行的真正肇因存在的情况： a）事故性肇因（Root Cause of Event），系统允许问题情况发生；b）逃逸点肇因（Root Cause of Escape / Escape Point），系统允许问题情况发生且失察。
• D5。 选择并确认矫正行动。 确定所选定的矫正措施确实能为顾客解决问题，同时不会产生不良影响。 如有必要的话，根据可能出现的负面影响的严重程度，制定意外事故应对措施。
• D6。 实施永久性矫正计划。 确定并执行最好的永久性矫正措施，并实施有效控制机制，以确保该真正肇因已被消除。 一旦正式生产后，监视长期影响，若有必要，实施紧急处理措施。
• D7。 防止问题复发。 界定并执行必须的步骤，以防止同样的问题或类似问题再次发生： 改进管理系统、操作系统及工作程序，修订操作程序常规，评估工作流程，加强培训，等等。
• D8。 恭贺团队。 肯定团队的集体努力。 发表工作成果。 在组织内进行知识分享。

8D问题解决法的优势。 优点

• 发现真正肇因的有效方法，并能够采取针对性措施消除真正肇因，执行永久性矫正措施。
• 能够帮助探索允许问题逃逸的控制系统。 逃逸点的研究有助于提高控制系统在问题再次出现时的监测能力。
• 预防机制的研究有助于帮助系统将问题控制在初级阶段。

8D问题解决法的局限。 缺点

• 8D培训费时，且本身具有难度。
• 除了对8D问题解决流程进行培训外，还需要数据挖掘的培训，以及对所需用到的分析工具（如帕累托图、鱼骨图和流程图，等等）进行培训。

参考书： Rambaud, Laurie. (2006)。 8D Structured Problem Solving: A Guide to Creating High Quality 8D Reports (Spiral-bound)

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比较： Root Cause Analysis[根本原因分析]  |  Total Quality Management[全面质量管理]  |  Kaizen[改善]  |  Six Sigma[六西格玛]  |  Deming Cycle[戴明循环]  |  Theory of Constraints[约束理论]  |  Cause and Effect Diagram[因果图]  |  Delphi Method[德尔菲法]  |  Action Learning[行动学习法]

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