8D

培训讲师：黄鹤
Trainer: Huang He

培训日期：2025/1/22
Training date: 2025/1/22
 一、8D基础知识
8D basic knowledge
目录
catalogue 二、8D时效性
8D timeliness

三、8D步骤
8D Steps
 一、8D基础知识
8D basic knowledge
目录
catalogue 二、8D时效性
8D timeliness

三、8D步骤
8D Steps
8D基础知识

▶ 8D定义：
8D 的原名叫做 8 Disciplines，又称团队导向问题解决方法。是1987年由福特公
司始创，全球化品质管制及改善的特殊必备方法，之后已成为QS9000/
IATF16949、福特公司的特殊要求。凡是做福特的零件，必需采用 8D 作为品质
改善的工具，目前有些企业并非福特的供应商或汽车业的合作伙伴，也很喜欢用
这个方便而有效的方法解决品质问题，成为一个固定而有共识的标准化问题解决
步骤。
▶ 问题
问题指的是产品，过程，组织的流程等相对于标准状态的差异。
8D Basics

▶ 8D definition:
The original name of 8D was 8 Disciplines, also known as team-oriented problem solving. It
was created by Ford in 1987, a special necessary method for global quality control and
improvement, and has since become a special requirement of QS9000/ IATF16949 and Ford. All
Ford parts, must use 8D as a tool for quality improvement, some companies are not Ford
suppliers or automotive industry partners, but also like to use this convenient and effective
method to solve quality problems, become a fixed and consensus standardized problem
solving steps.

▶ problem
A problem refers to a difference between a product, a process, an organization's processes, etc.
relative to the standard state.
8D基础知识

▶ 抱怨
内，外部客户所反馈的问题

▶ 8D组长（team leader）

负责领导小组用8D方法解决问题的人

▶ 支持者（Sponsor）

解决问题过程中提供资源，可以是8D组长的经理或者更高层次的管理者，
在整个问题解决的过程中提供支持。
8D Basics

▶ complain
Feedback from internal and external customers
▶ 8D（team leader）
The person responsible for leading the group to solve problems using the
8D method
▶ supporter（Sponsor）
Provide resources in the problem solving process, be it the manager of the
8D group or a higher level of management,
Provide support throughout the problem resolution process.
8D基础知识

▶ 为什么要推行8D

• 通过建立小组训练内部合作的技巧。

• 提供问题有效解决的方法。

• 防止相同或类似问题的再发生。

• 提高顾客满意度，增强顾客对供方的产品和过程的信心 。
8D Basics

▶ Why 8D

• Train the skills of internal cooperation by creating small groups.

• Provide effective solutions to problems.

• Prevent recurrence of the same or similar problem.

• Improve customer satisfaction and enhance customer

confidence in supplier's products and processes.
8D基础知识/8D Basics

▶ 何时采用8D / When to adopt 8D

● 重复发生，一直没有解决的问题 / Recurring, unsolved problems.

● 重大的质量问题 / Major quality issues

● 客户要求回复的品质投诉 / Customer requests to respond to quality complaints

 一、8D基础知识

目录 二、8D时效性
8D timeliness

三、8D步骤
8D时效性

▶ 2485规则（201999）
“2485”原则是出现质量问题的处理原则。
2：首次回应在2小时以内。
4：紧急措施及二次回应在24小时以内。
8：原因分析、制定对策及三次回应在48小
时以内。
5：对策实施、验证对策的有效性及四次回
应在5天内。
 8D timeliness
▶ Rule 2485 (201999)
The "2485" principle is the principle of dealing
with quality problems。
2：First response within two hours。
4：Emergency measures and secondary response
within 24 hours。
8：Cause analysis, formulation of
countermeasures and three responses within 48
hours。
5：Implementation of countermeasures, verification of
the effectiveness of countermeasures and four
responses within 5 days.
8D时效性/8D timeliness
 一、8D基础知识

目录 二、8D时效性

三、8D步骤
8D Steps
8D步骤

D0 问题初步了解

D1 建立一个小组
问题
D2 问题描述

遏制 D3 制定并实施遏制行动

关键 D4 根本原因分析
概念
更正 D5 确定可能的纠正措施并验证有效性

D6 施行纠正措施，并跟踪其有效性

D7 预防措施避免缺陷再次发生
预防
D8 恭贺小组
8D Steps
Preliminary understanding
D0 of the problem

D1 Set up a group
problem
D2 Problem description

Develop and implement

contain D3 containment actions
Key concept
D4 Root cause analysis

correct D5 Identify possible corrective actions

and verify their effectiveness
D6 Implement corrective actions
and track their effectiveness

D7 Preventive measures to prevent

prevent defects from recurring
D8 Congratulations group
8D步骤

D0 问题初步了解（立项和准备工作）

⚫ 紧急响应（2H）

⚫ 鉴定是否有进行8D分析改善的必要（资源控制）

⚫ 收集信息链（症状、痛点的量化）

⚫ 立项和确定目的和主题（定义）

◼ 注意事项：此过程需获取内部和外部的问题的准确信息、数据、进行初步的分析和方案策划。
8D Steps

D0 Initial understanding of the problem (project

initiation and preparation)
⚫ Emergency Response (2H)

⚫ Identify the need for 8D analysis improvement (resource control)

⚫ Information chain collection (quantification of symptoms, pain

points)

⚫ Project initiation and definition of purpose and theme (definition）

◼ Note: This process requires obtaining accurate information, data, preliminary analysis
and program planning on internal and external issues.
8D步骤

D1—建立一个小组
整合团队的资源和力量解决问题和执行纠正计划，小组成员应具有过程
和/或产品知识、分配的时间、权威和需要的技能。

◼ 注意事项：
小组的资源： 协调资源和支持？
小组的领导： 谁来推动和解决？
小组的成员： 合作及分工？
人员的数量： 多少为宜？
8D Steps

D1—Set up a group
To integrate the team's resources and efforts to solve
problems and implement corrective plans, team
members should have process and/or product
knowledge, allocated time, authority, and required skills.
◼ Matters needing attention：
Group resources： Coordinate resources and support?
Group leader ： Who will drive and solve？
Group member ： Cooperation and division of labor？
The number of personnel： What is appropriate？
8D步骤

D1—建立一个小组
选择小组成员的准则：

选择具有相
必须有高层
小组成员的 应技能、知
支持，成员 按需要调
人数控制在 识、资源、
之间职责、 整团队成
4到10个之 权力等的人
任务合理搭 员
间 作为团队成
配
员
8D Steps

D1—Set up a group
Criteria for selecting panelists:

There must be
Select people
high-level
The number of with the
support and a
group appropriate Adjust team
reasonable mix
members is skills, members as
of
limited to knowledge, needed
responsibilities
between four resources,
and tasks
and ten power, etc. as
among
team members
members
8D步骤

案例：
Name 姓名 Department 部门 Responsibility in team 职责

Sponsor:支持者： 杨雪斌 车用事业部总裁 资源支持

Team leader: 组长： 毕向东 运营总经理 组织和协调

Team members: 组员 牛月勤 技术经理 协助解剖分析、工艺改进及人员培训

朱从现 质量经理 现场质量、措施监控

陈兆永 生产经理 生产改善管理

王威霞 销售经理 客诉信息的提供

陆静 技术工程师 加充-包装工艺技术改进、措施跟踪验证

杨玥 CQE工程师 报告梳理、过程改善跟踪
8D Steps

case：
Name 姓名 Department 部门 Responsibility in team 职责

President, Automotive
Sponsor:支持者： 杨雪斌 Resource support
Division
General manager of
Team leader: 组长： 毕向东 Organization and coordination
operations
Assist in anatomical analysis, process improvement and
Team members: 组员 牛月勤 Technical manager
personnel training

朱从现 Quality manager Site quality and measure monitoring

陈兆永 Production manager Production improvement management

王威霞 Sales manager Provision of customer complaint information

Filling - packaging technology improvement, measure

陆静 Technical engineer
tracking verification

杨玥 CQE Engineer Report sorting, process improvement tracking

8D步骤

D2—问题描述
以客户的角度和观点详细描述其所感受到的问题现象，将所遭遇的问题， 以量化的方式， 明确

出所涉及的人，事， 时， 地， 为何， 如何， 多少？

什么是问题？？？
8D Steps

D2—Problem description
From the perspective and point of view of customers, describe in detail the problem

phenomena they feel, and identify the people, things, when, where, why, how and how

much involved in the problems they encounter in a quantitative way.

What is a problem??

Problem = Desired goal — Reality

8D步骤

D2—问题描述
 清晰、准确的描述问题

 使用图片，图表，视频，描述目标状态，现在状态以及两者的
差距 。问题描述的正确与否影响到整个8D分析改善的成败。
 确定可能要为问题承担责任以及影响范围
8D Steps

D2—Problem description
 Describe the problem clearly and accurately

 Using pictures, charts, and videos, describe the target state, the present state, and the
gap between the two. The correct description of the problem affects the success or failure
of the entire 8D analysis improvement.
 Determine possible liability for the problem and the scope of the impact
8D步骤
D2—问题描述
8D Steps
D2—Problem description
problem reply
1 What particular object is bad
2 what What is the problem
3 Geographically, where the object was first observed to be unusual
4 where In which process/procedure was the defect found
5 Where is the defect on the object
6 In terms of time, when was the defect first observed
7 when When is the defect observed again? Whether there is any pattern
8 At what stage in the life/development cycle of the object is the defect observed
9 who Who observed this undesirable
10 How many products will appear bad
11 how How bad the impact on the product is
many
12 What is the number of defective products
13 What are the trends of similar malfunctions
 8D步骤
D2—问题描述
案例：
Supplier Description： 供 应 商 描 述
Problem description:
What: 什么
Which objective exactly has got the defect?
什么物品有不良？ 客户反馈3pcs 78-550(0092S47349HTD)电池反极，这其中
1. 客户装车过程发现1pc 78-550(0092S47349HTD)型号电池反极，电压为-12.7v,造成车辆电脑板损坏，码号D9D30D259 0082
2.该客户库存排查发现2pcs 78-550(0092S47349HTD)型号电池反极，电压为负值，码号D9D30D259 0077、D9D30D259 0079；
(详见D2-解剖分析报告)

What exactly is the defect? 该不良是什么？ 电池端柱极性相反，电压表测量显示为负值

Where: 何地 Relevant proces s flow: 相关过程流程

详见D2-生产记录
可 能 发生过程 可 能 流出过程

Where exactly process/workmanship has the

defect been observed? 该不良在哪个过程/工
序被发现？

Where exactly on the object does the defect

appear? 该不良在物品上何处出现？ 电池端柱电压

Where exactly geographically has the defect

been observed? 就地理位置上来说，该不良 广东
在何地被发现？
 8D步骤
D2—问题描述
案例：
When: 何时
When was the defect observed for the first
time? 2019/6/27
该不良在何时第一次被发现？

Is it reoccurring Issue? 是否是重复发生？ 否

What is the date code and manufacturing date
for the defect? D9D30D259 XXXX
不良的批次代码和生产日期？

How is the way/ the appearance of the defect

(regularly,irregularly) since then?
何时该不良以何种方式再次被发现（定期， NA
不定期）？

During which production step can the defect be

observed?
在该物体的生命/发展周期中，该不良在哪个 0KM
阶段被发现?

Who: 谁
Who observe the defect? 谁观察到了
这个不良? 终端修理厂
How many: 多少
How many the same defect on the same
object? 10-18只(详见D2-生产记录)
同样型号的产品有多少同样的不良?
How often does the same defect appear on the
same object (once, several times)? 同样型号
产品的同样不良出现的频次（一次，多 首次
次）？
8D步骤
D2—问题描述
案例：
How many objects have been defective since
the defect appeared? 无其他型号存在类似不良(78-550型号电池为侧端柱，其余电池型号均为圆端柱，详见D2-风险评估报告)
有多少其他型号产品出现类似不良?
How much of an object is affected (all of the
object or just parts of it)?
不良对物品影响的程度（所有的物品，部分 电池主要功能受影响，装车时可能造成无反极保护装置车辆电脑板损坏。(详见D2-风险评估报告)
物品）？

Risk assessment: Af f ect -

Characteristic Af f ect - No Detail evaluation
Y es
风险评估 特性 不影响 具体验证
影响
Appearance
外观
目视无异常
Fit
安装
可以正常安装
Function
功能 极性相反，车辆电脑板损坏，无法启动
Package
包装 目视无异常
Reliability
耐久
电池寿命提前终止
Safety/ Regulation
安全/法规
不涉及
Others
其他 无
Risk level: Low Middle High
风险等级 低 中 高
Responsible: End of D2:
朱从现 2019年7月27日
责任人： D2结束日期：
8D步骤

D3—制定并实施遏制措施

 确认遏制措施的有效性

是否所有的相关客户都被包括?

• 是否所有的缺陷产品都被包括?

• 遏制措施是否提供了足够的时间进行进一步的根源原因分析和改进？

• 客户端的正常生产是否能够保证？
8D Steps

D3—Develop and implement containment measures

 Confirm the effectiveness of containment measures

Whether all relevant customers are included?

• Whether all defective products are included?

• Whether containment measures provide sufficient time for

further root cause analysis and improvement？

• Whether the normal production of the client can be guaranteed？

8D步骤

D3—制定并实施遏制措施

 实施遏制措施

• 告知客户起遏制措施从何时起效。

• 对于由于遏制措施造成的生产过程或者产品状态的改变事先得到客户的认可

并对实施遏制措施的产品做好标识。

• 同客户确认遏制措施，如有必要同客户共同协商制定遏制措施。

• 对遏制措施实施的过程进行存档。
8D Steps

D3—Develop and implement containment measures

 Implement containment measures

• Inform customers when containment measures will take effect。

• Any change in the production process or product status due to containment measures

shall be approved by the customer in advance and the products subject to containment

measures shall be identified。

• Confirm containment measures with customers and, if necessary, formulate

containment measures in consultation with customers。

• Document the implementation of containment measures。

8D步骤
案例：

检查数 决定 措施生 有效率

库存围堵 不良数量 围堵措施 责任人
量 日期 效日期 %
a、对4S店库存车辆电池使用气动泵+蓄电池吹气工装对电
池打气进行气密性检查，若电池壳体鼓胀则气密性良好； 与客户沟
客户端 已装车 1000 潘伟楠
b、对终端客户车辆在车辆保养时使用气动泵对电池打气 通确定
进行气密性检查，若电池壳体鼓胀则气密性良好；
使用气动泵使用35kpa压力对电池打气，保压8S，若电池 与客户沟
客户库存 成品库存 448 0 司军
壳体鼓胀无变化则气密性良好，甚至可以拉回公司检测。 通确定
运输中 从供应商到客户 0
库存成品 0
对其进行100%水检和密合度检测，全部合格，并随机抽 2019.9.1
工厂端 半成品 2958 0 朱从现 2019.9.04
取两只电池进行解剖，观察热封强度均良好。 2
相关部件型号
需安排生产的开口
开口订单 0
订单
同样/类似过程的其
0
他型号
延伸
用同样部件的其他
0
型号
 Effec
Inspectio Bad Person e da
Stock containment n quanti Containment measures in Date of decision of
quantity ty charge meas
es

a. Check the air tightness of vehicle batteries in 4S store by using

pneumatic pump + battery blowing equipment. If the battery Communicate
shell is bulging, the air tightness is good; with the
client Loaded vehicle 1000 潘伟楠
b. Check the air tightness of the battery by using a pneumatic customer to
pump during vehicle maintenance. If the battery shell is bulging, confirm
the air tightness is good;
Use the pneumatic pump to use 35kpa pressure to pump the Communicate
Customer Finished goods battery, keep the pressure 8S, if the battery shell swelling does with the
448 0 司军
inventory inventory not change, the air tightness is good, and even can be pulled customer to
back to the company for testing. confirm
From supplier to
In transit 0
customer
Stock of finished
0
goods
100% water test and close fit test were carried out, all qualified,
Factory Semi-finished 2019
2958 0 and two batteries were randomly selected for dissection, and the 朱从现 2019.9.04
end product 12
heat sealing strength was observed to be good.
Relevant
component type
Open Open order to
0
order arrange production
Other models with
the same/similar 0
process
extend
Other models with
0
8D步骤

D4—根本原因分析

确定不良产生的根源原因

• 只有找到根本原因才能彻底消除不良

• 使用各种质量工具比如5why法、KT分析法、鱼骨图等来分析根本原因

• 如果需要进一步的验证措施（比如原材料试验，工艺试验等），必须制定详细

计划，并且跟踪其完成进度。

• 除了技术上分析原因外，还必须从组织结构，流程等角度分析管理上的原因。
8D Steps

D4—Root cause analysis

Determine the root cause of the defect

• Only by finding the root cause can bad effects be completely eliminated

• Use a variety of quality tools such as the 5why method, KT analysis, fishbone chart, etc.,

to analyze the root cause

• If further validation measures (such as raw material tests, process tests, etc.) are

required, a detailed plan must be made and the completion progress tracked。

• In addition to the technical analysis of the reasons, we must also analyze the reasons

from the organizational structure, process and other aspects of management。

8D步骤

头脑风暴，过 鱼骨图 5Why

程分析

•尽可能多的
•通过鱼骨图寻 •通过5why针
寻找可能的原因
找可能漏掉的原 对直接原因找到
因 可能的根本原因
• 对原因进行验 （TRC，MRC）
证并确认直接原 • 验证并确定
因 根本原因
8D Steps

Brainstorming, Fishbone 5Why

process analysis diagram

•Look for as many •Look through the •Find possible root

possible reasons as fishbone chart for causes by targeting
possible possible missing causes direct causes with 5why
• Verify the cause and （TRC，MRC）
confirm the immediate • Verify and determine
cause root cause
8D步骤 / 8D Steps

D4—根本原因分析 / Root cause analysis

▶ 鱼骨图 / Fishbone diagram
8D步骤

D4—根本原因分析
▶ 5Why

• 任何事情的发生都有原因，所以问题的原因也有原因

• 只有追寻原因的原因才能找到根本原因

• 2X5Why：

o 问题为什么会发生？

o 问题为什么没有被发现？
8D Steps

D4—Root cause analysis

▶ 5Why

• Everything happens for a reason, so the cause of a problem has a reason

• The root cause can only be found by pursuing the cause of the cause

• 2X5Why：

o Why does the problem occur？

o Why was the problem not detected？

8D步骤

D4—根本原因分析

▶ MRC举例
 8D Steps

D4—Root cause analysis ▶ MRC example

Management root cause example

Management system, and Product and process requirements, ●No establishment

direct product/process related work plans, FMEA, CP, order ●incomplete
reasons requirements ●mistake
System
root Business processes, and Higher level requirements, product ●misapplication
cause reasons related to supporting approval checklist, work guidance ●Pay no attention to
products/processes standards
●No establishment
●incomplete
●mistake
Personnel, personnel People development, use of staff skills, motivation, knowledge
development and certification use, training systems, work environment, ergonomics...
Leadership
Organization, interface, Establish operating units, assignment of responsibilities
root
cooperation, responsibility (RASIC), develop and sell interfaces, manage resources...
cause
8D步骤

D4—根本原因分析

▶ 5Why举例2：上班迟到
8D Steps

D4—Root cause analysis

▶ 5WhyExample 2: Being late for work

I'm late Visible phenomenon
for work
I left home (ostensible)
whylate
I got up
whylate
My alarm didn't go off
why
The battery in the alarm clock is
TRC dead
why
I didn't replace the battery in time
why I don't have a preventative maintenance
MRC schedule for my alarm clock
8D步骤

D4—根本原因分析
▶ 5Why举例2：上班迟到
8D Steps

D4—Root cause analysis

▶ 5Why5WhyExample 2: Being late for work
Left home late Leave the house a little early

Get up late Get up earlier

This problem can be
solved, but it cannot
The alarm clock battery Set an alarm be prevented from
is dead（TRC） the system

The alarm didn't Replace the battery

go off

The battery was not

replaced in time Check the battery level regularly
The system can
ensure that the
No preventive maintenance Develop a preventive maintenance problem does
schedul for alarm clocks(MRC) schedule for your alarm clock not occur again
8D步骤

D4—根本原因分析
▶ 验证根本原因

• 通过确定的根本原因，缺陷能够复现

• 通过确定的根本原因，缺陷受控

▶ 通过确认的根本原因进一步确认影响范围，评估风险及损失

• 进一步确认缺陷零件的数量及批次，有多少已发货的零件可能需要召回

• 针对内部，0km和最终用户抱怨以及让步接受等进行风险评估
8D Steps

D4—Root cause analysis

▶ Verify root cause
• By identifying the root cause, defects can be reproduced
• Defects are controlled by identifying the root cause
▶ Further identify the scope of impact and assess risks and losses by
identifying the root cause
• Further confirm the number and batch of defective parts and how many
shipped parts may need to be recalled
• Risk assessment for internal, 0km and end-user complaints and
concession acceptance
8D步骤

D5—确定可能的纠正措施并验证有效性

▶ 确定可能的纠正措施

• 根据从D2到D5的结果找出可能的有效纠正措施

• 纠正措施能够永久的消除该缺陷
8D Steps

D5—Identify possible corrective actions and verify their

effectiveness
▶ Identify possible corrective actions

• Identify possible effective corrective actions based on the results from D2

to D5

• Corrective action can permanently eliminate the defect

8D步骤

D5—确定可能的纠正措施并验证有效性

▶ 验证纠正措施的有效性

• 纠正措施的有效性必须在施行前验证

• 如果无法100％的避免缺陷再次发生，必须添加额外的措施

• 评估纠正措施是否有负面影响，如存在负面影响必须采取措施消除负面影响，同

时应进行可能的试验，并对试验及结果存档。

• 采取措施可能产生的影响也要在相关文件中记录，比如PFMEA
8D Steps

D5—Identify possible corrective actions and verify their

effectiveness
▶ Verify the effectiveness of corrective actions
• The effectiveness of corrective actions must be verified before
implementation
• If the defect cannot be prevented 100% of the time, additional measures
must be added
• Evaluate whether the corrective action has any negative effects, if any,
measures must be taken to eliminate the negative effects, and possible
tests should be conducted and the test and results documented.
• The possible impact of the action should also be documented in the
relevant documents, such as the PFMEA
8D步骤

D6—施行纠正措施，并跟踪其有效性
从D5可能的纠正措施中选择最有效可行的实施

• 选定的效果最好（最有效，无负面影响）的措施实施

• 客户对纠正措施的批准以及在D5中的验证必须已经获得。

• 通知客户具体开始施行纠正措施的时间，从何日起缺陷被消除。

• 如果纠正措施不能立刻执行，小组要制定详细的措施施行时间表。
8D Steps

D6—Implement corrective actions and track their

effectiveness
Select the most effective and feasible implementation from the possible
corrective actions of D5
• Select the most effective (most effective, no negative impact) measures to
implement
• Customer approval of the corrective action and validation in D5 must have
been obtained。
• Inform the customer of the specific time when the corrective action will be
implemented and the date from which the defect will be eliminated。
• If corrective action cannot be implemented immediately, the team shall
establish a detailed schedule for the implementation of the action.
8D步骤

D6—施行纠正措施，并跟踪其有效性
▶ 跟踪纠正措施的有效性

纠正措施的有效性必须在施行过程中跟踪并且记录

• 纠正措施的结果必须存档

• 取消遏制措施
8D Steps

D6—Implement corrective actions and track their

effectiveness

▶ Track the effectiveness of corrective actions

The effectiveness of corrective actions must be tracked and documented

during implementation

• The results of corrective actions must be documented

• Lift containment measures

8D步骤

D7—预防措施避免缺陷再次发生
▶ 确认缺陷已被消除

• 确认纠正措施已经完全有效的被执行

▶ 采取预防措施

• 预防措施要保证缺陷不会再次发生

• 预防措施必须有效的被执行

• 相关的文件（相关工序的操作指导书，FMEA，控制计划，产品规范，检验规程

等等）必须更新存档
8D Steps

D7—Preventive measures to prevent defects from recurring

▶ Verify that the defect has been eliminated

• Verify that corrective actions have been fully and effectively implemented

▶ Take precautions

• Precautions should be taken to ensure that the defect does not recur

• Preventive measures must be carried out effectively

• Relevant documents (operation instructions, FMEA, control plans, product

specifications, inspection procedures for relevant processes)

And so on) must update the archive

8D步骤

D7—预防措施避免缺陷再次发生
▶ 采取预防措施

• 如有必要小组要对相关人员进行培训

• 检查其他过程是否有同样的问题。

o 如何在将来有效的防止缺陷的发生？

o 其他过程或产品是否会有相似的问题需要采取同样的措施？
8D Steps

D7—Preventive measures to prevent defects from recurring

▶ Take precautions

• If necessary, the team will conduct training for relevant personnel

• Check if other processes have the same problem。

o How to effectively prevent defects in the future？

o Whether other processes or products have similar problems that

require the same action？

8D步骤

D8—恭贺小组
▶ 小组进行总结会议

• 小组组长及其支持者负责召集小组进行总结会议，评估问题解决过程。

• 回顾从D1到D7整个问题解决步骤

• 提出改进意见并归档

• 结束整个8D过程，签署8D报告（组长和支持者），记录问题完成的时间

• 对8D报告存档（发生时间，缺陷类型，抱怨客户，相关部门以及过程）。
8D Steps

D8—Congratulations group
▶ The group has a wrap-up session
• Group leaders and their supporters are responsible for convening the
group for wrap-up meetings to evaluate the problem-solving process。
• Review the entire troubleshooting procedure from D1 to D7
• Suggest improvements and file them
• Finish the entire 8D process, sign the 8D report (team leader and
supporter), and record when the issue was completed
• File 8D reports (time of occurrence, defect type, complaining customer,
relevant department, and process)。
考试试题

课程名称： 8D

讲师：黄鹤
谢 谢！