8D and Six Sigma

6σ is customer-oriented, data-based, through the DMAIC (to determine the stage, the measurement phase, analysis stage, improvement stage, control stage) process, reduce defects, improve the pass rate, thereby improving customer satisfaction and increase business income. 8D and 6σ are effective tools for solving quality problems, but there are some differences between them.

  The following focus on the similarities and differences between the two the following analysis.

For an unknown reason, the first step in the 8D quality approach is to set up a cross-functional group. Team members should have skills in craftsmanship, product knowledge, and problem solving and action. The team should designate one person as the team leader to organize the coordination team and be responsible for the progress and effectiveness of the team's work. The problem is to state "what is the problem."

  6σ also relies on the group to solve the problem. 6σ and 8D need to set up a project team, the difference is that the 8D team leader is designated in the group of 1 people, and 6σ project leader by the black belt / green belt as. For 6σ, not all of the problems are suitable for solving with the 6σ method. When choosing a 6σ candidate, you should consider the following questions:

(1) Is it a recurring event?

(2) Is the range narrow?

(3) Is there a measurement scale? Is it possible to determine the measurement system within a reasonable time?

(4) whether the process can be controlled?

(5) Has the project improved customer satisfaction?

  If the answer to all of the above questions is "yes", then this is a good candidate for a customer-oriented 6σ.

In the identified phase, appropriate steps are required to determine whether the selected 6σ project meets the above requirements. The project team will first investigate through research to determine what the customer complains about, what degree of complaint, and turn customer complaints into key quality characteristics (CTQ), that is, from the customer point of view to determine the customer's most important product and service characteristics. And quantify the characteristics to determine the characteristics of the "good" to what extent the customer is satisfied with the preparation of key quality characteristics of the operability of the definition. In the determination phase 6σ also provides a process flow chart, fish bone map, causal matrix and other projects to refine the scope of the project to help the project team to refine the scope of the project to ensure that the project range is narrow enough to make the project in a short period of time (Usually black zone project for 6 months) can be closed.

8D After the problem description, the next step is to identify and implement temporary measures. And 6σ in determining the problem, not anxious to take immediate measures, but to measure, with data for analysis. First, measure the output of the customer complaining to determine what level the current output is at, and thus establish a "base point". The process of generating the output and the input are also measured. In this step, although 8D identified a principle to find and determine the root cause, and suggested that tools such as fishbone maps can be used, but the operability is not strong. But 6σ provides a complete set of measurement and analysis methods such as process capability analysis, Plato, operation diagrams, block diagrams, scatter plots, etc., and provides a dedicated analysis software tool that enables us to find and demonstrate the underlying causes of output The

8D in the verification and determine the permanent corrective measures, easy to judge by experience and lack of data support. Some companies through the user's feedback to verify the improvement measures, not only time-consuming, and the effect is difficult to guarantee. So it is inevitable that the implementation of permanent measures after the problem has not improved the situation.

 6σ provides tools such as brainstorming, trial design (DOE) in the improvement phase to help determine the improvement program. After the improvement plan is determined, it is not immediately put into production, but will be tried in a small area. And the measurement system established in the measurement phase measures and analyzes the improved output and then compares it to the "base point" and uses the data to show whether the improvement measures really improve the output. Only effective and effective measures can be implemented in production.

Both 8D and 6σ need to take measures to consolidate the results achieved by the Panel. 8D requires that the management system, operating system, work practices, design and procedures related to the problem be adjusted or modified to prevent this and all similar problems from recurring. While the 6σ controls the input through the error prevention strategy and continuously monitors the process of producing the product or providing the service to ensure that the same problem is no longer occurring.

 In addition, 6σ emphasizes the precautionary advancement of the process of designing or transforming the production of products or services to produce 60 mass of products or services to prevent the production of defective products or services. 8D is generally used to solve the problems that have occurred.