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    8D Training

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    ramesh rangera

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    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd

    8D Training

    Uploaded by

    ramesh rangera
    34 views39 pages

    Copyright

    © © All Rights Reserved

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    Copyright:

    © All Rights Reserved
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    Download as pptx, pdf, or txt
    34 views39 pages

    8D Training

    Uploaded by

    ramesh rangera

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 39

    Global 8 D

    Prepared By :- Ramesh Chand


    Mob. No - 8505993943
    What is 8D’s Method
    The 8D Problem Solving (Eight Disciplines approach can be
    define identify and correct and eliminate the reoccurrence of
    problems. &t is a methodology “for product and process
    improvement and structured in eight disciplines emphasis team
    synergy
    The team whole to be believed better and smarter than the
    quality sum of individual 8D is also known as Global 8D ,Ford 8D
    and TOPS 8D
    8D History -Invention

    The executives of the Powertrain Organization (transmissions, chassis, engines)


    wanted a methodology where teams (design engineering, manufacturing
    engineering, and production) could work on recurring chronic problems. In 1986,
    the assignment was given to develop a manual and a subsequent course that
    would achieve a new approach to solving identified engineering design and
    manufacturing problems. The manual for this methodology was documented and
    defined in Team Oriented Problem Solving (TOPS), first published in 1987. The
    manual and subsequent course material were piloted at
    Ford World Headquarters in Dearborn, Michigan. Ford refers to their current
    variant as G8D (Global 8D). The Ford 8Ds manual is extensive and covers chapter
    by chapter how to go about addressing, quantifying, and resolving engineering
    issues. It begins with a cross-functional team and concludes with a successful
    demonstrated resolution of the problem. Containment actions may or may not be
    needed based on where the problem occurred in the life cycle of the product.
    SEVERITY OF CUSTOMER COMPLANITS
    Origins of the Tool
    The Ford Motor Company® developed the 8D (8
    Disciplines) Problem Solving Process, and published it in
    their 1987 manual, "Team Oriented Problem Solving
    (TOPS)." In the mid-90s, Ford added an additional
    discipline, D0: Plan. The process is now Ford's global
    standard, and is called Global 8D.
    D0
    Discipline 0: Plan
    Before you begin to assemble a team to address the problem,
    you need to plan your approach. This means thinking about who
    will be on the team, what your time frame is, and what
    resources you'll need to address the problem at hand.

    D0: Preparation and Emergency Response Actions: Plan for


    solving the problem and determine the prerequisites. Provide
    emergency response actions.
    D1- TEAM FORMATION
    D1- TEAM FORMATION
    D2- PROBLEM DESCRIPTION

    Imperial
    D2- PROBLEM DESCRIPTION
    D3- INTRIM CONTAINMENT ACTION
    D3- INTRIM CONTAINMENT ACTION
    D3- REWORK & REPAIR

    Rework – The act of reprocessing non-


    complying product, through the use of
    original or alternate equivalent processing,
    in a manner that assures compliance of the
    product with applicable drawings or
    specifications.

    Repair – Action on a nonconforming


    product to make it conform to
    requirements.
    D4-ROOT CAUSE ANALYSIS
    D4-ROOT CAUSE ANALYSIS
    D5 – PERMNENT CORRECTIVE ACTION
    D5 – PERMNENT CORRECTIVE ACTION
    D5 – PERMNENT CORRECTIVE ACTION
    D6- IMPLEMENT & VALIDATE PCA
    D6- IMPLEMENT & VALIDATE PCA
    D6- IMPLEMENT & VALIDATE PCA
    D7-PREVENTIVE ACTION
    D7-PREVENTIVE ACTION
    D8- CONGRATULATION TEAM
    What are escape points?
    An 'escape point' is the earliest control point in
    the control system following the root cause of a
    problem that should have detected that problem
    but failed to do so. The idea here is to consider
    not only the root cause, but also what went
    wrong with the control system in allowing this
    problem to escape.
    BENEFIT
    BENEFIT

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