（原创）读弘一《观心》---延伸对8D problem solving 的感悟

书虫劳谦

     周日在读到有关弘一法师的相关词曲集时，有幸读到了《观心》一词：
  “世间学问义理浅，头绪多，以易而反难。出世学问义理深，线索一，离难而似易。....”在反复回味这首词后，不知不觉间有了：”读书读到会心处，一语道破，顿觉灯花亦灿烂“。

    “书虫”一直认为，工科、文科、理科其背景是相通的，比如在企业的科学管理上有很多原理其实在传统的诗歌、文学、禅学...里是可以找到影子并可融会贯通的，就拿弘一法师的这句词来说：世间学问义理浅，头绪多，以易而反难。出世学问义理深，线索一，离难而似易。其实我们在工厂管理中每天都要碰到很多无厘头的事，可谓之纷繁复杂，纠结的很。但问题的根本原因或解决的核心措施往往就是那不易被发现的一两招。这种现象用老子的话来讲就是：“为学日益，为道日损”。

      现结合“书虫”近来给公司全球质量部门编制一份ppt培训教材---8D纠正、预防措施报告，谈谈感想：
     8D报告起源于福特公司，后在汽车行业的质量管控上被广泛运用，时至今日，几乎已是当前质量管理界的通用管理语言与改善工具，8D的核心价值在于：基于跨部门核心小组的团队交流、分享与争鸣，在问题事件的根本原因分析上，层层剥离问题的外衣，直至聚焦于问题背后的资源结构上（即工厂的人、机、料、法、环），再运用了系统分析的方法论，找到问题源头（即病灶），最后将纠正、预防措施一一对号入座，以系统化、标准化的管理模式，重新去改善和优化资源结构，以期问题在源头上的杜绝。
       Event(Visible)---Patterns(Invisible)---Structures(Invisible)


8D质量原则的结构示意                           8D与持续改进程序的本质差异


                       8D中的重要工具5WHY漏斗模型                        早年上重厂的工艺改进案例

        回顾10余年的质量管理工作，“书虫”曾多次作为owner召集团队组织过8D改进会，应该说早期的很多问题讨论会往往是case by case, 存在头疼医头，脚疼医脚的处事倾向（上个世纪末在上重厂处理的很多质量案例就存在这种局限性），10年前到了外企接受了相关的专业培训，才慢慢在自身思维模式上有了脱胎换骨般的提升。后来从事管理工作，便愈来愈对工厂管理的系统性、问题的结构性分析产生了兴趣，并一直在积极摸索，主动践行着。
       针对问题背后的资源结构，一般我们很难从表象上去找到根本之主因（这好比冰山模型），但一经系统性地分析出问题的主体结构， 5个WHY后往往“线索一”就会浮出水面，找到解决或根治问题的症结之所在。当然，要真正找出“线索一”，在对问题的逻辑结构分析时一般要做到“骆驼过针眼”般的深度挖掘（借用圣经里关于耶路潵冷骆驼卸货过针眼的典故）。
      经过这样一番问题原因的结构性解析，在找出问题根本原因并对症下药后，“书虫”身上一股成就感便油然而生。因为在解决好一个工程（或工厂）问题的同时，收获了“为学日益，为道日损”般的愉悦。

书虫劳谦

附录：

THE 8D Methodology—Team Oriented Problem Solving—TOPS

--A Philosophy and a Part of Continuous Improvement

8D Problem-Solving (Eight Discipline) is a step-by-step problem-solving methodology popularized by Ford Motor Company.  With the 8D problem-solving process (or Global 8D as Ford calls it), teams address and solve problems by uncovering and eliminating the root cause of the problem.  

Perspective - Problems exist in all organizations. they can be acute, in which case we focus our attention on them until the immediate pain subsides, or they can be chronic, a situation which eventually conditions us to view the problem as normal. Whether acute or chronic, problems will continue to reoccur unless you cease to accept the status quo, develop a problem-solving attitude and implement a formal team-based problem solving process.

People have been using structured problem solving methodologies since the Dark Ages. No single source can claim to be the fountain of modern problem solving techniques. Ford Motor Company developed a method, while the military also developed and quantified their own process during World War II. Both of these methods revolve around the Eight Disciplines.

Ford's Perspective

The development of a Team Oriented Problem Solving strategy, based on the use of statistical methods of data analysis, was developed at Ford Motor Company. The executives of the Powertrain Organization (transmissions, chassis, engines) wanted a methodology where teams(design engineering, manufacturing engineering, and production) could work on recurring problems. In 1986, the assignment was given to develop a manual and a subsequent course that would achieve a new approach to solving tough 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 was piloted at World Headquarters in Dearborn, Michigan. Many changes and revisions were made based on feedback from the pilot sessions. This has been Ford's approach to problem solving ever since. It was never based on any military standard or other existing problem solving methodology. The material is extensive and the 8D titles are merely the chapter headings for each step in the process. Ford also refers to their current variant as G8D (Global 8D).

书虫劳谦

8D structures are foucs on system thinking, we tend to naturally focus on events, system thinking focus on the structure that cause the events, is a discioline for seeing wholes.

events(visible)
patterns(invisible)
structures(invisible)

书虫劳谦

8D is a business environment where root cause is identified continuously and improve passionately.
8D improvement of product and service, can be no better than the intent of top management, the only way a company can achieve success would be for the top management to be committed to the cause of action.

书虫劳谦

8D不同于6Sigma， 6 Sigma是一个基于项目的不断学习的正反馈环和持续改进的过程（其致力于减少变异和增强核心领导力，应用统计工具和流程改进而达到所期望的业务改进结果）。

But, 8D is a disciplined process which address problem solving in a methodical and analytical methods.

书虫劳谦

谈到8D，“书虫”很自然想到早年在柯达做工程师是时，柯达推广的MBF工作循环：
1. Identify& select problem.
2. Analyze problem.
3. Generate potential solutions.
4. Select plan solution.
5. Implement solution.
6. Evaluate solution.
呵呵，与8D循环是异曲同工。

dgmgf2

楼主分享的这份新员工培训手册有很高的价值，值得学习借鉴，非常感谢。

书虫劳谦

PROBLEM SOLVING TOOLS - The following tools are explained through the use of numerous work exercises:

• Brainstorming
• Trend Charts
• Five Why’s
• Pareto Analysis
• Story Boards
• Scatter Diagrams
• Flow Charts
• Surveys
• Check Sheets
• CEDAC
• Histograms
• Fail-Safing
• Other Charts Graphs
  

tianwaizhixing

感谢楼主的分享。现实生活中比较难以实现。现如今面临的问题是：公司接了许多大CAR的订单，相对而言，对于系统的完整较严格。所以QC面临的是：1.客户要求高（各阶段全部实现SPC管控，实施6Sigma管理）；2.现实各职责部门技术水平低下，难以分析核心本质原因，不良持续发生，不良都达不到3Sigma。每天疲于召集会议会诊，无法集中精力进行改善。这种现象，不知楼主是否碰到过，能否分享一下您的处理方法与经验，“为道日损”，指点迷津。

书虫劳谦

类似体验其实也一直困扰着“书虫”，记得早年在汽车行业时，由于美国老板的质量理念比较到位，一般出问题，生产部经理会主动召集开8D会，质量部则提供质量工具、系统分析支持与闭环跟踪管理。这样人人质量、持续改进的气氛慢慢就营造出来了。
最近4年来，“书虫”在一家德国机械公司任职，由于公司成长太快，基层改进的工艺基础较弱，加上中层管理不是很得力。故也疲于召集会议会诊，无法集中精力进行改善。最近“书虫”正在整理一些案例，过段时间我们可交流一下。