Focused Appraisal With Formal Methods/techniques: FMEA Stands For

GQ Huang (HKU)
The University of Hong Kong
FMEA-QFD-1
http://imse2114.autom.hk/
Focused appraisal with formal methods/techniques
General understanding of the product.
What does the product look like?
What does the product consists of?
How (well) does the product work and how is it used??

Lifecycle appraisal with Design for X
What makes a good product I? - Key Performance Indicators
What makes a good product II? - Key Product Characteristics
What makes a good product III? - Key Process Characteristics
Design for X
Safety, Environment, Manufacture and Assembly, Ergonomics and Esthetics etc.

Focused appraisal with formal methods/techniques
FMEA
QFD
Market and Technology Appraisal
Perception Mapping
Market segmentation
Product life cycle
FMEA-QFD-3
What is FMEA ?
Failure Modes and Effects Analysis (FMEA) is a structured
analytical technique for assessing risk during product
development to identify early corrective action.
Structured group of activities which...
Identify potential failure modes
Prioritize actions
Document the process.
FMEA stands for
Failure
Modes and
Effect
Analysis
Introduction
FMEA-QFD-4
FMEA Purpose
Failures
FMEA
Time
FMEA-QFD-1
GQ Huang (HKU)
FMEA-QFD-5
Typical Applications of FMEA?
From very simple

products
What benefits does FMEA bring?
Aerospace
Automotive
Chemical processes
Nuclear
Consumer products
Software products
Service products
Etc.
To very
sophisticated
products
FMEA-QFD-7
FMEA-QFD-6
Brief History of FMEA
Early identification of problems

Right first time design
Reduced scrap
Improved product reliability
Reduced warranty returns
Appropriate recommended actions may not have been taken.
Savings in engineering time.
Reduction of changes immediately before production start
(Commercial Release).
FMEA-QFD-8
Overview of FMEA Worksheet

FMEA Number
Component
Prepared By
Starlock Washer
RPN
Current Design
Controls
Detection
Potential
Cause(s) /
Mechanism(s)
Of Failure
Occurrence
Potential
Potential Effect
Failure Mode
Of Failure
Core Team
Key Date
Class
Item
Function
FMEA Date
H/Lamp
Adjuster
Assembly
Design Responsibility
Severity
It has been the result of continuous crystalization of good

practices in design engineering, quality and reliability
engineering.
1920s Good practices start emerge
1950s Become standards in USA and UK
1970s-1980s
Widely adopted across the industrial spectrum
Usually intensive short-course training very expensive
Since 1990s
Contractual requirements in several industrial sectors
Widely taught to college students
Recommended
Actions
Responsibility
& Target
Completion
Date
FMEA-QFD-2
GQ Huang (HKU)
FMEA-QFD-9
FMEA Analysis Procedure
FMEA-QFD-10
Determine Items and their Functions
Cause Of Failure
Occurrence Rating
Design Control
Detection Rate
Current Design
Controls
RPN
Severity Rating
Potential
Cause(s) /
Mechanism(s)
Of Failure
Detection
Effects Of Failure
Class
Potential Failure mode
Potential
Potential Effect
Failure Mode
Of Failure
Severity
Item
Function
Occurrence
Part Function
Recommended
Actions
Responsibility
& Target
Completion
Date
Similar to what we have discussed on using BOM for Functional

Analysis.
List all product items (in the form of BOM)
Identify and describe all functions for each Item
Calculate RPNs
Actions
RPN = Risk Priority Number
Robust Design
FMEA-QFD-11
Describe Function
Failure Mode How does it fail?
RPN
Current Design
Controls
Detection
light
speed
information
Potential
Cause(s) /
Mechanism(s)
Of Failure
Occurrence
Generate
Control
Display
Indicates what the

action relates to
Class
Indicates action,
occurrence, being
Noun
Potential Potential Effect

Failure Mode
Of Failure
Severity
Item
Function
Verb
FMEA-QFD-12
Recommended
Actions
Responsibility
& Target
Completion
Date
Consider the Failure Modes of Body of Ball-Point Pen.

Consider the Failure Modes of Tube Sub-Assembly of BallPoint Pen.
-
FMEA-QFD-3
GQ Huang (HKU)
FMEA-QFD-13
Effects of Failure (Modes) Consequence/Impacts
RPN
Current Design
Controls
Current Design
Controls
Responsibility
& Target
Completion
Date
Recommended
Actions
FMEA-QFD-16
FMEA Rating Criteria Severity

Detection
Potential
Cause(s) /
Mechanism(s)
Of Failure
Occurrence
Class
Severity
Potential
Potential Effect
Failure Mode
Of Failure
Potential
Cause(s) /
Mechanism(s)
Of Failure
RPN
Severity (S) How Serious?
Item
Function
Potential
Effect
Of Failure
Detection
FMEA-QFD-15
Potential
Failure Mode
Consider the Effects of the Failure Mode - Not comfortable to

hold of Body of Ball-Point Pen.
Consider the Effects of the Failure Mode Irregular/messy lines
of Tube Sub-assembly of Ball-Point Pen.
-
What are the effects of the failure relating to:

- another part
- the complete assembly
- the customer
- the enduser
- the governmental regulations
Item
Function
Occurrence
Responsibility
& Target
Completion
Date
Effects of Failure (Modes) Examples
Class
Recommended
Actions
FMEA-QFD-14
Severity
RPN
Current Design
Controls
Detection
Potential
Cause(s) /
Mechanism(s)
Of Failure
Occurrence
Potential
Effect
Of Failure
Class
Potential
Failure Mode
Severity
Item
Function
Recommended
Actions
Effect of Failure
Responsibility
& Target
Completion
Date
Consider the Effects of the Failure Mode - Not comfortable to

- Bad writing - Concerned
- Painful fingers - Concerned
Consider the Effects of the Failure Mode Irregular/messy lines
of Tube Sub-assembly of Ball-Point Pen.
- Bad report -> Loose job -> Extremely serious
-
How bad is it?
RATING
SEVERITY
Hardly Noticeable
Cause of Failure
Design Controls
How often?
What checks?
OCCURRENCE
DETECTION
Almost Never
Dissatisfaction
Occasionally
10
Serious Effects
Often
Absolutely Obvious
Could Go Unnoticed
Undetectable
FMEA-QFD-4
GQ Huang (HKU)
FMEA-QFD-17
Potential Cause of Failure What causes the

failure?
Potential Cause of Failure Sources of the Cause
FMEA-QFD-19
Manufacturing misbuilds
Current Design
Controls
Recommended
Actions
Responsibility
& Target
Completion
Date
A cause may be rooted at the Design Stage

Under designed
A cause may be rooted at the Production/Delivery Stage
Poor quality control
A cause may be rooted at the Use Stage
Improper uses
FMEA-QFD-20
Manufacturing misbuilds
Robust Design
Due to design Deficiencies
Potential
Cause(s) /
Mechanism(s)
Of Failure
RPN
Potential
Potential Effect
Failure Mode
Of Failure
Detection
Consider the Cause(s) of the Failure Mode - Not comfortable to

Consider the Cause(s) of the Failure Mode Irregular/messy
lines of Tube Sub-assembly of Ball-Point Pen.
-
Item
Function
Occurrence
Responsibility
& Target
Completion
Date
Class
Recommended
Actions
FMEA-QFD-18
Severity
RPN
Current Design
Controls
Detection
Potential
Cause(s) /
Mechanism(s)
Of Failure
Occurrence
Class
Potential
Potential Effect
Failure Mode
Of Failure
Severity
Item
Function
FMEA-QFD-5
GQ Huang (HKU)
FMEA-QFD-21
Occurrence (O) How often does it cause the

failure?
RPN
Current Design
Controls
Detection
Potential
Cause(s) /
Mechanism(s)
Of Failure
Occurrence
Class
Potential
Potential Effect
Failure Mode
Of Failure
Severity
Item
Function
Recommended
Actions
FMEA-QFD-23
Design Controls and Detection Methods

How do you detect the failure?
Cause of Failure
How bad is it?
RATING
SEVERITY
What checks?
OCCURRENCE
DETECTION
Hardly Noticeable
Almost Never
Dissatisfaction
Occasionally
10
Serious Effects
Often
Design Controls
How often?
Absolutely Obvious
Could Go Unnoticed
Undetectable
FMEA-QFD-24
Design Controls Detection (D)

Potential
Cause(s) /
Mechanism(s)
Of Failure
Current Design
Controls
RPN
Potential
Potential Effect
Failure Mode
Of Failure
Detection
How do you detect the failure Uneven line thickness of BallPoint pen?
Visual observation
How do you detect the tolerance of the gap between the Ball
and Seat of Ball-Point pen?
Special equipment
Item
Function
Occurrence
Responsibility
& Target
Completion
Date
Class
Recommended
Actions
Effect of Failure
Severity
RPN
Current Design
Controls
Detection
Potential
Cause(s) /
Mechanism(s)
Of Failure
Occurrence
Class
Potential
Potential Effect
Failure Mode
Of Failure
Severity
Item
Function
FMEA-QFD-22
FMEA Rating Criteria Occurrence
Responsibility
& Target
Completion
Date
Consider the Cause(s) of the Failure Mode - Not comfortable to hold of

Body of Ball-Point Pen.
- Shape Cross Section (Design, O = 1)
Consider the Cause(s) of the Failure Mode Irregular/messy lines of Tube
Sub-assembly of Ball-Point Pen.
- Tolerance between Ball and Seat is too large (Manufacturing, O = 6)
- Temperature is too high (Use Environment, O = 7)
Recommended
Actions
Responsibility
& Target
Completion
Date
How do you detect the failure Uneven line thickness of BallPoint pen?
Visual observation Very Easy (1)
How do you detect the tolerance of the gap between the Ball
and Seat of Ball-Point pen?
Special equipment Very Difficult and Expensive Need to
be professionally done (9)
FMEA-QFD-6
GQ Huang (HKU)
FMEA-QFD-25
FMEA Analysis Criteria - Detection
RATING
SEVERITY
How often?
What checks?
OCCURRENCE
Hardly Noticeable
Almost Never
Dissatisfaction
Occasionally
10
Serious Effects
Often
DETECTION
Absolutely Obvious
Could Go Unnoticed
Undetectable
FMEA-QFD-27
Interpreting RPNs FMEA Results
Current Design
Controls
Recommended
Actions
Responsibility
& Target
Completion
Date
RPN (Mode) = S * O * D (Product of S, O and D ratings)

RPN(Function) = Sum of RPNs of all the failure modes.
RPN(Item) = Sum of RPNs of all the functions
RPN(Product) = Sum of RPNs of all the items
What should be done if a Failure Mode has more than one

Effects/Causes/Detections?
FMEA-QFD-28
Planning for Actions

Potential
Cause(s) /
Mechanism(s)
Of Failure
Current Design
Controls
RPN
Actions should be recommended for those items with higher

RPNs.
More design time and efforts should be allocated and dedicated to
items with higher RPNs.
Potential
Potential Effect
Failure Mode
Of Failure
Detection
The higher the RPN is, the ...

The lower the RPN is, the ...
Item
Function
Occurrence
Responsibility
& Target
Completion
Date
Class
Recommended
Actions
Severity
RPN
Current Design
Controls
Detection
Potential
Cause(s) /
Mechanism(s)
Of Failure
Occurrence
Class
Potential
Potential Effect
Failure Mode
Of Failure
Severity
Item
Function
Potential
Cause(s) /
Mechanism(s)
Of Failure
RPN
How bad is it?
Potential
Potential Effect
Failure Mode
Of Failure
Class
Item
Function
Detection
Design Controls
Occurrence
Cause of Failure
RPN- Risk Priority Numbers

Severity
Effect of Failure
FMEA-QFD-26
Recommended
Actions
Responsibility
& Target
Completion
Date
Identify those functions and items with high RPNs.

Recomend actions in order to
Eliminate the cause of failure
Minimize the effect of failure
Reduce the frequency of failure/cause
Faciltate failure detection and control
Faciltate failure recovery
Etc.
FMEA-QFD-7
GQ Huang (HKU)
FMEA-QFD-29
Managing FMEAs
FMEA-QFD-30
Determining Causes & Effects
What effect may

the failure have ?
Potential
Cause(s) /
Mechanism(s)
Of Failure
Current Design
Controls
RPN
Who should take the recommended action(s)?

When should the action(s) start and finish?
Potential
Potential Effect
Failure Mode
Of Failure
Detection
Item
Function
Occurrence
Responsibility
& Target
Completion
Date
Class
Recommended
Actions
Severity
RPN
Current Design
Controls
Detection
Potential
Cause(s) /
Mechanism(s)
Of Failure
Occurrence
Class
Potential
Potential Effect
Failure Mode
Of Failure
Severity
Item
Function
Recommended
Actions
Responsibility
& Target
Completion
Date
Effect
How could it fail ?
Mode of Failure
What may cause

the failure ?
What process or
system or controls are
in place to identify or
prevent a failure ?
Cause
Controls
FMEA-QFD-31
Example - Headlamp Adjuster
FMEA-QFD-32
Example - Headlamp Adjuster
Headlamp body
Starlock washer
Rubber washer
Falls off due

Flips to reverse
to reduced grip 8
Secures the
angle
on insert
insert and
Rubber
washer
8
assembly
into
the headlamp
body
8
Falls off due
to reduced grip
on insert
8
Cracks
RPN
Screw
Current Design
Controls
Detection
Potential
Cause(s) /
Mechanism(s)
Of Failure
Occurrence
Potential
Potential Effect
Failure Mode
Of Failure
Class
Item
Function
Insert
Severity
Knob
Proven
principle
16
Known design
principle
46
Washer inner
Supplied
2
1
diameter too big
proprietary item
16
Material too thin

to support
2
rubber
Insert diameter
too small to
2
create correct
locking angle
Excessive assy
force due to
oversize insert
dia
Incorrect
heat treatment
specified
Known design
principle
32
Supplied
3
proprietary item
48
Recommended
Actions
Responsibility
& Target
Completion
Date
FMEA-QFD-8
GQ Huang (HKU)
FMEA-QFD-33
Example - Ball-Point Pen

QFD stands for
RPN
Current Design
Controls
Detection
Potential
Cause(s) /
Mechanism(s)
Of Failure
Occurrence
Class
Potential
Potential Effect
Failure Mode
Of Failure
Severity
Item
Function
Recommended
Actions
Responsibility
& Target
Completion
Date
Quality
Function
Deployment
FMEA-QFD-35
What is QFD?
Translates the voice of the customer into the will of the enterprise.
Customers voice
in the language of the customer
Will of the enterprise
in the technical language of design and manufacturing
FMEA-QFD-36
QFD Purpose
Translate consumers voice into technical design requirements
Determine & prioritize customer needs
Translate customer needs to product design parameters
Coordinate efforts and skills of an organization from a projects
inception to its completion
Cobe1
Ensure customer expectations
Avoid manufacturing catastrophe
FMEA-QFD-9
Slide 36
Cobe1
QFD enables an organization to direct efforts on customer requiremtnts for which a product might not be competitive
thus activites in the company are prioritized according to the level of concern for customer satisfaction
COBEguest, 27/04/2002
GQ Huang (HKU)
History
FMEA-QFD-37
Cobe2
FMEA-QFD-38
QFD can be used to:
1972
Japan
Mitsubishi
Introduced to USA
To Europe
Part of Total Quality Management
Valuable tool
Underused
Fundamental to success
FMEA-QFD-39
More Benefits
Improved client Satisfaction

Reduced Development Time
Improved Internal Communications
Better Documentation of Key Issues
Save $$ Money $$
25,000 professionals and over 500 companies have realized major improvements in client satisfaction using QFD, achieving:
a method to "design-in" quality proactively
reduced changes in product/process development
identified need for changes before making major expenditures
reduced product development time
fewer start-up problems
reduced field problems
reduced warranty costs
creation of a design knowledge base
integrating the "Voice of the client" into the development process
company understanding of client's needs, even better than the clients themselves do
For those professionals committed to driving the "voice of the client" into their products and services, this method will:
Increase client satisfaction
Reduce the number of design changes
Reduce variability throughout the development cycle
Reduce the number of start-up problems
Reduce the total development time
Create a proprietary client-driven database of knowledge for the organization
Products meet customer expectations better
Provides improved design traceability
Reduced lead times through fewer design changes and focus on key features
Reduced product cost through use of appropriate tolerances and reduced scrap
Improved communication within organisation and with customer
Reduce product development time by 50%

Cut start-up & engineering costs by 30%
Reduce time to market
Reduce # of design changes
Lower rework
Reduce facilitys maintenance/operation costs
Improve quality
FMEA-QFD-40
Benefits of QFD
BEFORE QFD
AFTER QFD
Individual Work
Cross-functional Teams
Some client Focus
Intense client Focus
"Over the Wall" Development

Supports Simultaneous Engineering
Poor Documentation Supports
Integrated Product Development

Poor Communications Better
Communication/ Documentation
FMEA-QFD-10
Slide 37
Cobe2
QFD was concieved in 1972 by the Japanese company, Mitsubishi Heavy Industries Ltd. as part of their TQM system.
COBEguest, 27/04/2002
GQ Huang (HKU)
FMEA-QFD-42
The House of Quality

Quality Function Deployment
Roof
Inter relationships
Market
Benchmarking
Customer
Requirements
The House of Quality The QFD Worksheet
Market / Customer
Priorities
Technical
Requirements
Technical Priorities
Technical
Benchmarking
Technical Targets
Typical QFD 1 Chart
FMEA-QFD-43
FMEA-QFD-44
QFD 1 Analysis Procedure

Market /Product Strategy
Customer Requirements
Priority Setting
Competitor
Benchmarking
Design Requirements
Target Values
Technical
Benchmarking
Relationship Setting
Complete Matrix
Define Product Plan
& Specification
Note : QFD is a highly iterative

process. Involvement from
Customers is vital though out
FMEA-QFD-11
GQ Huang (HKU)
FMEA-QFD-45
QFD process Key Steps
FMEA-QFD-46
Pencil Example
Competitor
#2
Competitor
#1
Existing
Label
Market
Priorities
Lead
Tube
material
Length
Paint
Cross
section
Importance
Weighting
Identify customer requirements

Importance ratings
Competitor assessment
Derive design requirements
Target values
Correlation
Competitor benchmarking
Plot relationships
Prioritise design requirements
Technical Trend
Technical difficulty
Does not roll
Does not smell

Comfort of holding
18
10
18
12
Existing
Competitor #1
Competitor #2
Target System
FMEA-QFD-47
Pencil Example
Comfort of holding
135
53
Competitor
#2
Competitor
#1
Existing
Label
Does not roll

Does not smell
Market
Priorities
Lead
Tube
material
Length
Paint
Cross
section
Importance
Weighting
Technical Trend
FMEA-QFD-48
Identify stakeholders
Determine Customer Requirements
Group customer requirements
Identify principal customer
Determine Importance Ratings
78
Existing
Competitor #1
Competitor #2
Target System
FMEA-QFD-12
GQ Huang (HKU)
FMEA-QFD-49
FMEA-QFD-50
Design Requirements
Can you think of one more example

from Pencil Retailers point of
view?
Importance
Weighting
Does not roll
Derive design requirements from customer requirements

Group Design Requirements
Technical trends
The larger the better
The smaller the better
Target value is the best.
Technical difficulties
Cost of implementation
Etc.
Does not smell

Comfort of holding
FMEA-QFD-51
Design Requirements
FMEA-QFD-52
Relationships
Label
Length
Tube material
Lead
Paint
Cross section
Importance
Weighting
Technical Trend
Identify strong, medium & weak relationships

Does the design requirement help to satisfy the customer
requirement?
Work along rows
Important rows first
Prioritise design requirements
Does not roll
Does not smell

Comfort of holding
FMEA-QFD-13
GQ Huang (HKU)
FMEA-QFD-53
Interrelationships
FMEA-QFD-54
Interrelationships
FMEA-QFD-56
Market Priorities
Label
Length
Tube material
Lead
Paint
Cross section
- Strong
- Medium
- Weak
Blank No relation
? Relationship undefined.
Importance
Weighting
Market Priorities
Label
Length
Tube material
Lead
Paint
Cross section
Importance
Weighting
Technical Trend
18
Does not roll
Comfort of holding
Does not smell
Does not smell

Comfort of holding
Does not roll
Label
Market / Customer Priorities
Technical Trend
Length
Comfort of holding
- Strong
- Medium
- Weak
Blank No relation
Tube material
Does not smell
FMEA-QFD-55
Lead
Technical Trend
Does not roll
Paint
Cross section
- Strong
- Medium
- Weak
Blank No relation
Importance
Weighting
Between customer requirements and technical requirements

Translation and correlation step
Critical to generate consensus between development team and
customers.
Critical Question:
How significant is technical requirement A in satisfying
customer requirement B?
135
10
18
12
FMEA-QFD-14
GQ Huang (HKU)
FMEA-QFD-57
Interpreting QFD Results
FMEA-QFD-58
The Roof
Rows with higher priorities
Considers impact of technical requirements on each other

Feature to feature comparison
Augment or impede?
Rows with lower priorities
Purpose:
Tradeoff between technical requirements
Columns with lower priorities

Columns with lower priorities
Critical Question:
Does improving one requirement cause a deterioration or
improvement in another requirement?
FMEA-QFD-59
The Roof
Competitive (Market) Benchmarking
Padding thickness
Webbing strength
Padding thickness
Webbing strength
Technical Trend
Harness weight
Tube material
Competitor
#2
Competitor
#1
Existing
Market
Priorities
Label
Lead
Length
Paint
Cross section
Importance
Weighting
Legend
+ Positive supporting
- Negative tradeoff
Meets standards
FMEA-QFD-60
Does not roll
Does not smell

Comfort of holding
18
FMEA-QFD-15
GQ Huang (HKU)
FMEA-QFD-61
Competitive (Technical) Benchmarking

Competitor
#2
Competitor
#1
Existing
Market
Priorities
Tube
material
Label
Lead
Length
Paint
Cross
section
Importance
Weighting
Does not roll
Does not smell

Comfort of holding
FMEA-QFD-62
Technical Targets
Technical Trend
18
Summarize previous steps

Draw conclusions
Consists of:
Competitive Benchmarks
Final Product Targets
Results from previous steps:

Customer requirements
Prioritized customer requirements
Technical requirements
Correlated requirements
Feature interdependencies
Existing
Competitor #1
Competitor #2
FMEA-QFD-63
Technical Targets
Comfort of holding
Existing
Competitor #1
18
Competitor
#2
Competitor
#1
Does not smell
Existing
Label
Market
Priorities
Lead
Tube
material
Length
Paint
Cross
section
Importance
Weighting
Does not roll
FMEA-QFD-64
House of Quality Summary
Technical Trend
Inputs:
Customer requirements
Technical requirements
Customer priorities
Market reality / competitive analysis
Organizations strengths & weaknesses

Outputs
Prioritized technical requirements
Measurable, testable goals
Competitor #2
Target System
FMEA-QFD-16
GQ Huang (HKU)
FMEA-QFD-65
House of Quality Pros and Cons
FMEA-QFD-66
Closures
Pros:
Generates specific technical requirements
Requirements are traceable
Follows a repeatable, quantitative process
Effectively translates Voice of the Customer
Records rationale for each technical requirement
Customers tell us that they like closures that are:

Easy to open
Easy to close, AND
Customers also tell us that they dislike
Road noise
Water leaks
Cons:
Time-consuming process for >10 requirements
Data storage, manipulation and maintenance costs
Very dependent on customer requirement gathering
Inflexible to changing requirements; must recalculate
FMEA-QFD-67
Summary-QFD & The House

Helps engineers to choose engineering characteristics of and set
targets related to product performance.
Forces tough decisions and trade-offs to be addressed early in the
PDP.
Serves as a corporate memory of important issues related to
product innovation.
Phases of QFD
QFD applies not only to product planning stage, but also

downstream stages
FMEA-QFD-17
GQ Huang (HKU)
Deploying CAs Downstream
The Phases of QFD

Phase 1
Product
Planning
Customer
Wants
The house of quality can be used to deploy the voice of the

customer to all elements of the product realization process.
Phase 2
Part
Development
Phase 3
Process
Planning
Part
Characteristic
Process
Operations
Key Design
Requirements
Design
Requirements
FMEA-QFD-70
FMEA-QFD-72
Phase 4
Production
Planning
Production
Requirements
Key Process
Operations
FMEA-QFD-69
Key Part
Characteristics
FMEA and QFD

Managing FMEA and QFD
They are team-building tools.

They must be used as such in order to
Facilitates communication between
Customers
Marketing
Product development
Engineering
Manufacturing, and
Service
Are design tools, which

Facilitates communication between
Customers
Marketing
Product development
Engineering
Manufacturing, and
Service
FMEA-QFD-18
GQ Huang (HKU)
FMEA-QFD-73
Team
FMEA-QFD-74
Generating FMEA/QFD
Facilitator
Who initiates?
Support
team
DesignEnginieer
Production/
process-enginieer
Representitives
from:
Coreteam
When to
discard?
development
production
Who prepares?
How documented?
FMEA/QFD
quality
purchase
testdept.
Who updates?
Who is
FMEA/QFD customer?
Startingdate/
revisiondate?
When
completed?
...
FMEA-QFD-75
FMEA Team Approach

Car Door Case Study
Coreteam
Supportteam
FMEA-QFD-19
GQ Huang (HKU)
FMEA-QFD-77
To Learn More
CAs for a Car Door

Good operation and use
Easy to open and close door
Isolation
Arm rest
Easy entrance and exit
Good appearance
Interior trim
Clean
Fit
FMEA-QFD-78
Voice of the Customer-CAs
Houser, J.R., D.P. Clausing, The House of Quality, Harvard

Business Review, vol. 66, no. 3, pp. May-June 1988, 63-73.
D.P. Clausing, Total Quality Development, ASME Press, 1994
FMEA-QFD-79
What does the Customer REALLY Mean?

Quiet?
Easy?
What is a water leak?
Customer Attributes
Stated in the language of the customer
Usually must be decomposed
FMEA-QFD-80
Easy to Open and Close

Door
Easy to close from outside
Easy to close from inside
Easy to open from outside
Easy to open from inside
Stays open on a hill
Doesnt kick back
FMEA-QFD-20
GQ Huang (HKU)
FMEA-QFD-81
Easy to Open and Close
Can be opened by owner only from outside
Easy to open from inside

Easy to close from outside
Easy to close from inside
Other issues like door
FMEA-QFD-83
Isolation
Window
Secure from outside
FMEA-QFD-82
No road noise
No wind noise
Doesnt rattle
Doesnt let in rain
Doesnt leak in car wash
Doesnt drip in moisture when open
FMEA-QFD-84
Arm Rest
Easy Entrance and Exit
Soft
Comfortable
Correct position
Convenient to enter and be seated

Driver
Passengers
Convenient to exit
Child safety
Front
Rear
Windows
FMEA-QFD-21
GQ Huang (HKU)
FMEA-QFD-85
Interior Trim
FMEA-QFD-88
Clean
Easy to clean
No lubricant from door
No dust from closure
Material wont fade

Attractive
Sturdy
Stain resistant
Warm in winter
Cool in summer
FMEA-QFD-86
FMEA-QFD-87
Fit
Uniform gap between matching surfaces
Appealing design
Customers-Who are They?
End users
Service
Assembly
Suppliers
Every step of the supply chain has CAs
Products should be easy to manufacture, assemble, service and
use
FMEA-QFD-22
GQ Huang (HKU)
FMEA-QFD-89
CA Weights
The Competition?
Customer attributes (preferences) are normally not equally

important.
Add weights to show relative importance
CAs may conflict!
Easy to close door
Quickly closing window
FMEA-QFD-90
Heavier motor
How are we doing (or plan to do) relative to the competition?

Market segmentation
East coast
Mid-west
West coast
Economy luxury
Weights allow CAs to be prioritized.
FMEA-QFD-91
Engineering Characteristics-ECs
Product Perceptual Map

Provides link between product concept and companys strategic
vision.
FMEA-QFD-92
Customers (marketing) tell us what to do.

Engineering tells us how to do it.
Let the design team list the ECs that may affect the CAs.
Some ECs may affect several CAs.
ECs express how we plan to satisfy customer requirements (CAS).
ECs should describe the product in measurable terms that directly affect CAs.
FMEA-QFD-23
GQ Huang (HKU)
FMEA-QFD-93
Creating the House of Quality
FMEA-QFD-95
FMEA-QFD-94
FMEA-QFD-96
Relationship Matrix
Relationship Matrix
Relationship Matrix
Shows the relationship between the CAs and ECs.

Team reaches consensus on weights
or + indicates positive relationship
X or indicates negative relationship
After linking the voice of the customer (CAs) to engineering actions (ECs),
the team adds objective measures (in engineering units) and targets below the
house.
FMEA-QFD-24
GQ Huang (HKU)
FMEA-QFD-97
FMEA-QFD-98
Trade-offs Must be Considered
Roof Shows Trade-offs
Closures present a serious challenge

Interaction is the rule not the exception!
Closing effort
- door seal resistance
- road noise
Door seal resistance
+ road noise
We must consider cost and technical feasibility.
Indicates a negative
relationship between
energy to close door
and door seal
resistance.
FMEA-QFD-99
Cost and
Targets
FMEA-QFD-25

Focused Appraisal With Formal Methods/techniques: FMEA Stands For

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The University of Hong Kong

The University of Hong Kong