零件拒收报告编号(填入相关质量问题反馈单编号): | Issued by FORD plant 问题发生地点(FORD 哪个工厂) | 报告开始日期 | |||||
Supplier供应商 |
| Part Number零件名称 |
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Site Code供应商工厂编号 |
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Contact Name联系人姓名 |
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Replaces 8D Report dated报告更新日期 | Quantity rejected by FORD被FORD 拒收零件数量 | ||||||
Non-conforming quantity after inspection by supl.供应商复查后发现的不合格零件数量 |
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Team小组成员 | Step 1 步骤1
24 hours 24 小时 |
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Name姓名 | Function职责 | Phone电话 | Name姓名 | Function职责 | Phone电话 |
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Problem description 问题描述 | ||||||||||||||||
Containment action – to continue deliveries 临时抑制措施—对于后续发货产品 | Actions措施内容: | |||||||||||||||
Parts in stock affected(库存零件是否受影响)? In-process parts affected(加工过程零件是否受影响)? Shipped parts affected(发运过程中的零件是否受影响)? | Yes No Yes No | Sorted(挑选) Re-worked(返工) Sorted (挑选) Re-worked(返工) Sorted(挑选) Re-worked(返工) | ||||||||||||||
How many parts were checked(复查了多少零件)? | How many defected parts were found(检查发现了多少问题零件)? | |||||||||||||||
Containment action – to continue production(临时抑制措施—对于后续加工产品) | Planned date计划日期 | |||||||||||||||
Achieved date完成日期 | ||||||||||||||||
Root cause - why did the problem occur(根本原因分析—为什么问题会发生)?
| Step 2 步骤2 | |||||||||||||||
Root cause - why was it not detected(根本原因分析—为什么问题之前没有被发现)? | ||||||||||||||||
Planned date计划日期
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Achieved date完成日期
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Permanent corrective action – prevent re-occurrence (永久性纠正措施—预防再发生)
| Step 3 步骤3
14 days 14天 | |||||||||||||||
Permanent corrective action – prevent non-detection(永久性纠正措施—预防问题发生时不能被识别)
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Planned date计划日期
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Is it applicable on(以下是否适用): | Achieved date完成日期
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Other parts Yes No 类似其他零件 | Other processes Yes No 类似其他过程 | Other sites Yes No 其他场所 | Are they addressed Yes No 其他适用的零件、过程、场所 相关人员都得到了这个信息并采取措施了吗? | |||||||||||||
Validation - how is the permanent corrective action validated and what was the result?确认—永久性措施的有效性如何?导致怎样的结果?
| Step 4 步骤4 | |||||||||||||||
Preventive action 预防性措施: | ||||||||||||||||
Reviewed documents(标准化、纳入文件): | ||||||||||||||||
FMEA Yes No | Control plan 控制计划 Yes No | Flow Chart流程图 Yes No | Planned date 计划日期
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Recognizing team efforts小组祝贺
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Achieved date 完成日期
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Instructions说明
Step 1 (response within 24 hours)
步骤1 (24小时内做出反应)
Team 小组
Nominate team members for a cross functional team who got the task to solve the problem. Define a team member as single point of contact to FORD.
Problem description
The description provides the starting point for solving the problem. A problem is in most cases a non-conformance issue. You need to have “correct” problem description to identify causes. You need to use terms that are understood by all. In case of a severe problem or if it's requested by FORD a problem definition tool should be used.
Containment action – to continue deliveries
The actions needed to clear the material in the supply chain to FORD. The actions enable the supplier to continue deliveries.
Containment action – to continue production
Define and implement those intermediate actions that will protect FORD from the problem until permanent corrective actions are implemented. The actions must enable FORD to continue production.
Step 2
Root cause
There are always two root causes to a problem, -why did the problem occur, and - why was it not detected. The root cause analyzes must answering those two questions.
Use specific problem solving tools to determine the root cause, for example cause-effect diagram and matrix or 5 WHYS. Attach results to the 8D report.
If problems caused by a supplier part had been passed through to the final customer (field concern) methods, tools and reporting formats directed by the customer must be applied. A supplier representative will become part of the 8D team at FORD.
Root cause - why did the problem occur?
Answer the question - why did the problem occur?
Root cause - why was it not detected?
Answer the question - why was the problem not detected?
Step 3 (response within 14 days)
Permanent corrective action – prevent re-occurrence
Define and implement the permanent corrective actions needed to prevent re-occurrence. Describe what changes been made.
Permanent corrective action – prevent non-detection
Define and implement the permanent corrective actions needed to prevent a non-detection issue. Describe what changes been made.
Step 4
Validation
Choose on-going controls to insure the root cause is eliminated. Make sure that chosen controls are able to detect the problem. Monitor the long-term effects and implement additional controls as necessary.
Describe what are being done and the result.
Preventive action
Modify specifications, update training, review work flow, improved practices and procedures to prevent recurrence of this and all similar problems in future.
An occurred non-conformance will always result in a review of documents like FMEA, control plan and flowchart. If they remain unchanged this should be noted in the log book, referring to the 8D number.
Across-the-board implementation
Judge and answer if the permanent corrective actions and preventive actions are applicable on other parts, other processes or other organisations/locations, if that’s the case –have they been addressed?
Recognizing team efforts
Recognize the collective efforts of your team. Share your knowledge and learning (Lessons Learnt).
The Four 8D Steps – Overview 4步8D—总结 | |||||||
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1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 |
Establish the team 成立小组 | Describe the problem 问题描述 | Implement interim containment actions 制定临时抑制措施 | Analyse and find the Root Cause 分析和找到根本原因 | Define and Implement permanent corrective actions 确认和实施永久性措施 | Validate the effectiveness 永久性措施有效性的验证 | Identify and implement preventive actions 预防再发生 | Recognize team efforts 小组祝贺 |
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