etc. Give each member a copy of process blueprint for analyzing.
3. Brainstorm potential failure modes
– Look at each stage of the process and identify ways it couldpotentially fail, things that might go wrong. A visit(s) to the work area with an overview of theprocess/operation gives team members basic understanding of the process.
4. List potential effects of each failure mode
– If a failure has more than one effect write each. To identify theeffect and causes of the effects use Fish Bone Diagram*.
5. Assign a severity rating for each effect
– Give each effect its own severity rating (from 1 to 10, with 10being the most severe). High severity number indicates product or process redesign may be needed. To quantifyor prioritize the effects use Pareto Analysis**.
6. Assign an occurrence rating for each failure
– Collect data on the failures and using this information,determine how likely it is for a failure to occur and assign an appropriate rating (from 1 to 10, with 10 being themost severe). High occurrence number indicates the causes should be eliminated or controlled. When estimatingthe occurrence rating, consider the probability that the potential failure cause will occur and thus result in theindicated potential failure mode.
7. Assign a detection rating for each failure mode and effect
– List all controls currently in place to prevent each effect of a failure from occurring and assign a detection rating for each item (from 1 to 10, with 10 being alow likelihood of detection). High detection number indicates a need for additional control.
8. Calculate the Risk Priority Number (RPN) for each effect
– Multiply the severity rating by the occurrenceby the detection rating. The highest RPNs are considered the most critical and should be tracked.
9. Prioritize the failure modes for action
– Decide which items need to be worked irst.
10. Take action to eliminate or reduce the high risk failure modes
– Determine what action to take witheach high risk failure and assign a person to implement the action.
11. Calculate the resulting RPN as the failure modes are reduced or eliminated
– Reassemble the teamafter completing the initial corrective actions and calculate a new RPN for each failure. Then decide to work onanother set of failures.
12. Maintaining Record
– After a process has been analyzed in terms of identify, quantify and take initialmeasures for the potential failures, a person has to be assigned to monitor the effectiveness of the actions takenand the results in case of a failure.
*Fish Bone Diagram
– A troubleshooting tool that can be used to visually diagram the causes and effects of aproblem.
(Named after Vilfredo Pareto, a 19th century Italian Economist) – Is a statistical technique indecision making that is used for the selection of a limited number of tasks that produce signiicant overall effect.It uses the Pareto Principle.
The most important feature of FMEA is formulation and implementation of the recommended actions. Actionsare developed as part of an over all strategy to reduce the risk of a process failure. Beneits of performing FMEAanalysis include higher reliability, better quality, increased safety and its contribution towards cost savings. Cost beneits associated with FMEA are usually expected to come from the ability to identify failure modes earlier inthe process, when they are less expensive to address. Financial beneits are also derived from the designimprovements that FMEA is expected to facilitate, including reduced warranty costs, increased sales throughenhanced customer satisfaction.
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