【正文】 Step 9 of CI Approach CI步驟九 2 3 4 5 6 7 8 Prevent Recurrence amp。 Standardization 防止再發(fā)生和標準化 9 9. Prevent Recurrence amp。 Standardization 防止再發(fā)生和標準化 FanIn/ FanOut through QM pillar 通過 QM輸入 /輸出 a) all machines within the departments/ sites 部門 /場所的所有機器 b) similar machines within departments/ sites 部門 /場所相似的機器 Maintenance Prevention Data to IFC PM數(shù)據(jù) 交給 IFC Sharing in Engineering Showcase/ Symposium/ CFM/ QER 在工程櫥窗 /討論會 / CFM/ QER 展示 Recognition through TEA 通過 TEA得到公認 WHYWHY ANALYSIS TRAINING PACKAGE Rev A Why? Why? Developed by : KA Lim Training Dept Org. rel. date : Apr 1999 What Is WhyWhy Analysis? 什么是 WhyWhy 分析法 It is a TOOL to determine all PROBABLE CAUSES for each PHENOMENON. 它是一種對現(xiàn)象發(fā)生的可能原因進行分析的方法。 It is a refined variation of Cause amp。 Effect analysis, that considers all factors instead of trying to decide the most influential factors. 它是一種更進一步的因果分析法 ,它考慮了所有的因素而不是只找出最具影響的因素。 In short, it is a .… 總而言之，它是 ... Problem 問題 Solving 解決 Tool 工具 PHENOMENON = an OCCURRENCE or FACT that can be OBSERVED 現(xiàn)象＝一種能觀察到事件或事實 Why Use WhyWhy Analysis? 為什么使用 WhyWhy 分析法 It is another tool that can help us determine root causes. 它是一種尋找根本原因的分析方法 It is not a plicated tool, anyone can use it....... ........more users, more benefits. 它不是一個復(fù)雜的工具，人人都可能使用它，它帶來更大的進步 From JIPM?s long experience, it has been proven to be EFFECTIVE! JIPM長期的經(jīng)驗已經(jīng)證明它是 有效的！ When Should It Be Used? 什么時候使用？ JIPM remended methods to determine root causes JIPM 提倡找到根本原因的方法 Defect Rate 5 1% =/ 1% 10 5% Cause amp。 Effect Analysis因果分析法 WhyWhy Analysis Phenomena Mechanism (PM) Analysis Traditional tools (7 QCC tools) Note : It SHOULD NOT be used when the cause is apparent. Do not waste resources to “reverse engineer” a WhyWhy analysis from a known cause. 注：當(dāng)原因很明顯時不需要使用它，不要浪費資源去做“反向工程”。 “ Is” And “Is Not” ? 1 phenomenon = many causes. ? To permanently fix the phenomenon, all causes must be addressed. 要永久地解決問題，就要找出所有的原因。 WhyWhy Analysis IS IS NOT ? a tool to determine all root causes. 尋找所有原因的分析工具 ? based on actual physical facts. 建立在所有事實上 ? a tool that requires thorough knowledge of the part/unit/equipment being analyzed. 需要對被分析部件 /管子 /設(shè)備充分了解的分析方法 ? a tool to address problems with relatively low levels of failure rate 5 to 1%. 找到在 5到 1%部分相對失敗率較低的問題 ? done after “onsite” observations/fact findings. “現(xiàn)場”觀察 /找到事實之后開始做 ? a tool to work on 80/20 principle. 一種按照 80/20原理進行的分析法 ? same as Cause amp。 Effect analysis. 與因果分析法一樣 ?based on“feeling”,voting,experiences. 建立于“感覺”，選擇，經(jīng)驗上 ? a tool that one can use without prior knowledge of the part/unit/equipment and the failure conditions. 對部件 /管子 /設(shè)備以及失敗原因沒有充分了解就能開展的分析方法 ? a tool that can directly provide countermeasures. 能直接提供對策的方法 ? an intellectual exercise done by “armchair” experts in isolation from the phenomenon. 一種脫離于現(xiàn)象的智力游戲 Pareto DiagramStep 柏拉圖的步驟 ? 用累計數(shù)據(jù)，畫出累計曲線 05101520253035404550Y X 累計曲線 Pareto Diagram 柏拉圖 ?80%－ 20% 原則 ?“ 少而重要的，多而瑣碎的 ”的概念 ?舉例： ? 80％的產(chǎn)值可能由 20％的產(chǎn)品創(chuàng)造 ? 80％的生產(chǎn)線廢品可能由 20％的員工產(chǎn)生 ? 產(chǎn)生 Bent lead的原因可能有 10種 ,但 80%的 Bent lead可能由 2種原因產(chǎn)生 . How To Be An Expert? NO! Initial training is important, but the most important thing is PRACTICE!! 初始的培訓(xùn)很重要，但最重要的是 實踐 ！！ How do I bee an Expert in using WhyWhy? …. Attend a lot of training? 參加大量的培訓(xùn)？ One should also use the WhyWhy approach in everyday activities, instead of limiting it to problems only. 應(yīng)該在每天的工作中使用分析法，而不只限于問題本身 WhyWhy Versus PM Analysis WhyWhy 分析法與 PM 分析法 Why can?t I use PM Analysis straightway? PM is a better tool. 為什么不能直接使用 P－ M分析法 ? At the moment, there are many opportunities for improvements by just using WhyWhy analysis. 現(xiàn)在，只要使用分析法就會有許多可以改進的機會。 ? PM analysis is more suitable for low level failures . PM 分析法更適用于低級失效的分析 An analogy is that if you have to paint a house, would you use a fine ?1/2? wide brush to paint the whole house? 就如當(dāng)你粉刷房子是你會從頭到尾用小的刷子嗎？ A more effective method would be to use a wide roller to paint most of the flat surfaces and use the fine ?1/2? brush for the remaining hard to paint areas. 一個更有效的方法是用一個更寬的滾筒去刷絕大部分的 平面，然后用小刷子去刷剩下的部分。 Concept Of WhyWhy WhyWhy 的概念 ? It is a technique to determine root causes to a phenomenon by repeatedly asking “Why”. 它是一種用不斷問“為什么”來找現(xiàn)象的根本原因的方法。 ? It is a variant of the “5 Why Analysis” used at Toyota Motor pany for discovering true causes by repeating the question “Why” five times. 它是一種在 Toyota Motor 公司適用的 5 Why 分析法，在重復(fù)問五次 “ Why” 來找到真正原因。 ? In the case of WhyWhy Analysis, there is no limit to the number of “Why” asked. 而在 WhyWhy 分析法中，沒有問多少次“ Why” 的限制 Why?...Why?...Why?...Why?...Why? Why?...Why?...Why?...Why?...Why?...Why?...Why?........ Stop! Why does phenomenon arise? Concept Of WhyWhy Phenomenon 1 2 Why does Phenomenon arise(發(fā)生 )? Why does phenomenon 2 arise? Last “why” (Source of phenomenon) Why does phenomenon arise? Why does phenomenon 1 arise? Why does phenomenon arise? Note : WhyWhy can also be done in Pictorial(圖示的 ) form drawing out the parts can help the team to fully visualize the problem. Steer Last Why To Countermeasures 最后一個 Why 的對策 Last WHY Examples of Countermeasures No lubrication(潤滑油 ) standards Prepare lubrication standards Low rigidity(剛度 ) of materials Raise rigidity of materials Unclear setting position Mark on setting position Important Points In WhyWhy WhyWhy 分析法的要點 Problem Phenomena Why Why Why Why Why Why Why Things to do bef