Professional Documents
Culture Documents
After
the
C&E
Matrix,
we
will
have
identified
a
reduced
number
of
inputs.
For
example,
let’s
say
that
we’ve
got
20
to
21
inputs
identified
as
being
important
after
the
C&E
Matrix.
We
would
bring
all
21
of
those
into
the
FMEA.
But
for
this
example,
we
are
just
going
to
look
at
a
couple
inputs.
Failure
Modes
Let’s
start
with
the
Press
Brew
Button
and
the
Operator
input.
The
first
thing
we
want
to
do
is
look
at
is
the
failure
mode.
In
other
words,
how
can
that
input
fail?
In
this
example,
the
wrong
cup
size
could
be
selected.
In
other
words,
on
the
Keurig
coffee
machine,
you
can
select
the
different
size
cups
and
depending
on
the
strength
of
the
coffee,
you
want
to
choose
the
right
cup
size.
So
that’s
a
potential
failure
mode.
Next,
if
we
look
at
the
potential
failure
effects
of
this
failure
mode,
well
the
potential
effect
would
be
that
the
coffee
would
taste
too
strong
or
too
weak
if
we
selected
the
wrong
cup
size,
okay?
The
thing
we
would
have
to
do
next
is
rate
the
severity
of
this
failure
effect.
Well,
in
this
case,
the
team
has
decided
on
a
severity
of
7.
Again,
this
is
up
to
the
team
to
decide
what
the
severity
is.
A
severity
of
10,
if
you
remember,
means
it’s
very
severe
and
a
severity
of
1
means
it
is
not
severe
at
all.
The
next
thing
we
do
is
keep
working
to
the
right
and
we
look
at
the
potential
causes
for
this
failure
mode.
And
in
this
case,
one
of
the
causes
is
that
they
might
not
understand
what
cup
size
means,
okay?
Controls
After
this,
we
want
to
look
at
the
current
controls.
In
other
words,
what
are
the
controls
that
we
have
in
place
to
prevent
either
the
cause
or
the
failure
mode,
and
unfortunately,
in
the
coffee
example,
we
don’t
have
any
controls.
Now
hopefully,
when
you
are
doing
this
with
your
processes,
you
will
have
some
controls
and
you’ll
want
to
go
ahead
and
note
those
in.
Detection
We
then
rate
the
detection.
In
other
words,
how
well
can
you
detect
the
cause
or
the
failure
mode?
A
detection
of
10
means
that
it’s
very
hard
to
detect
and
a
detection
score
of
1
means
it’s
very
easy.
Well,
this
team
has
decided
to
score
this
particular
input
and
failure
mode
a
7.
RPN
–
Risk
Priority
Number
The
next
column
is
RPN,
which
again
stands
for
risk
priority
number.
What
we
are
doing
here
is
simply
multiplying
the
severity
times
the
occurrence
times
the
detection.
In
this
example,
we
have
7
x
5
x
7
=
245.
Example
A
powerful
part
of
the
FMEA
is
in
how
it
can
easily
grow.
Now,
for
example,
you
might
have
multiple
failure
modes,
or
you
might
have
multiple
failure
effects,
multiple
causes
and
so
on.
For
this
example,
we
are
going
to
show
that
the
team
has
come
up
with
a
second
potential
cause
to
this
failure
mode.
This
potential
cause
is
operator
error.
They
have
given
this
an
occurrence
score
of
3,
no
current
controls,
a
detection
of
7
and
what
we’ve
got
to
do
is
-‐
you’ll
notice
that
there
is
no
RPN
scored
yet
and
that
is
because
we
haven’t
put
a
severity
score
in.
One
of
the
very
important
parts
of
an
FMEA
is
to
never
leave
empty
cells.
The
reason
this
is
so
important,
is
we
are
going
to
sort
the
spreadsheet
eventually
by
this
RPN
column.
So
if
we
were
to
sort
and
we
had
empty
cells,
we
might
not
remember
what
the
failure
effect
or
the
failure
mode
was.
We’ve
got
to
go
ahead
and
copy
this
information
down
a
row.
In
other
words,
we
have
press
brew
button,
operator,
wrong
cup
size
selected
and
so
on.
Now
we
have
a
RPN
of
147,
which
is
7
x
3
x
7.
Let’s
look
at
another
process
step
in
process
input.
And
this
process
step
is
Add
More
Creamer
and
the
process
input
is
Operator.
Again,
these
came
directly
from
the
Cause
&
Effect
Matrix.
Potential
failure
mode
for
this
input
is
that
the
operator
adds
too
much
creamer.
There
is
another
failure
mode
that
the
operator
doesn’t
add
enough
creamer.
As
we
just
discussed,
we
want
to
go
ahead
and
copy
in
the
Add
More
Creamer
and
operator
process
step
and
process
input
so
we
don’t
leave
empty
cells.
Let’s
go
ahead
and
press
on.
Now
we’ve
got
the
potential
failure
effects.
The
failure
effect
for
having
too
much
creamer
is
that
the
coffee
is
too
sweet
and
the
effect
for
not
enough
creamer
is
the
coffee
is
not
sweet
enough.
In
this
case,
the
team
has
actually
given
these
different
severities.
The
coffee
is
too
sweet,
they
have
given
a
severity
of
10.
This
is
actually
relatively
serious
in
the
grand
scheme
of
things,
as
serious
as
coffee
can
be.
The
reason
that
they
did
this
is,
because
if
it
is
too
sweet
the
only
thing
you
can
do
is
maybe
add
some
more
coffee
or
throw
it
away.
And
if
it’s
not
sweet
enough
this
gets
a
severity
of
5
because
you
can
always
add
more
creamer.
So
it’s
not
quite
as
severe.
The
potential
causes
for
these
failure
modes
is
that
we
poured
too
much
by
accident
for
the
too
much
creamer
and
we
don’t
pour
enough
due
to
lack
of
understanding.
The
team
has
given
both
of
these
an
occurrence
of
5.
Current
controls
-‐
really
all
we
have
in
this
example
is
operator
experience.
This
is
just
a
very
basic
example.
Hopefully,
when
you
do
this
for
real,
you
are
going
to
have
more
current
controls
that
you
can
document
accordingly.
This
team
has
given
a
detection
score
of
7
for
these
two
inputs
so
we
have
an
RPN
of
350
and
175.
What
we
want
to
do
now
at
this
point
is
go
ahead
and
sort
by
RPN.
When
we’ve
done
this,
we
will
see
that
the
Add
More
Creamer,
Operator,
Operator
adds
too
much
creamer
has
risen
to
the
top
with
an
RPN
of
350.
If
you
can
imagine
when
you
are
doing
this
with
your
projects,
you
could
potentially
have
hundreds
of
rows
of
information
once
you
have
added
in
all
the
failure
effects,
and
failure
modes
and
causes,
and
current
controls.
As
such
it
is
going
to
be
very
important
to
be
able
sort
and
help
you
identify
which
inputs
are
to
be
focused
on,
just
like
we
did
with
the
Cause
&
Effect
Matrix.
At
this
point,
once
you
have
sorted
by
RPN,
and
you
see
what
the
most
important
inputs
are,
we
want
to
continue
on.
When
we
do
that,
we
want
to
look
at
the
actions
that
are
recommended
and
we
definitely
want
to
start
with
the
highest
RPN
in
actions.
In
this
example,
the
team
has
decided
that
in
order
to
counter
this
adding
too
much
creamer
by
accident,
they
want
to
use
a
measuring
device
and
G.
Pereira
is
responsible
for
this
particular
action.
You
can
go
ahead
and
put
in
a
due
date
in
that
responsible
cell
if
you’d
like.
Another
action
that
this
team
has
decided
on
is
that
they
want
to
develop
some
standard
work
around
how
to
add
creamer.
K.
Periera
is
responsible
for
this,
but
you’ll
noticed
they’ve
gone
ahead
and
inserted
a
row,
and
so
now
we
have
a
bunch
of
blank
information
here
with
actions
recommended.
Hopefully
you
know
what
the
next
step
is,
which
is
that
we
want
to
go
ahead
and
fill
that
row
in
accordingly.
If
we
were
ever
to
re-‐sort
this,
we
would
have
all
the
information
on
that
row
associated
with
those
actions.
We
then
have
a
few
more
actions,
Train
Operators
and
Develop
More
Standard
Work.
We
have
a
second
action
for
the
Add
More
Creamer
operator
step
with
the
operator
who
doesn’t
add
enough
creamer.
And
this
one
is
to
train
the
operator.
So
we’ve
inserted
a
row
to
add
a
second
action.
We
go
ahead
and
fill
in
all
those
empty
cells,
so
if
we
were
ever
to
re-‐sort
this
again
it
would
make
sense.
Then
we’ve
got
two
more
recommended
actions,
Develop
Standard
Work
and
the
responsible
person
is
K.
Pereira
and
then
we’ve
also
got
another
action
for
this
particular
step
which
is
to
Train
Operators.
We’ll
go
ahead
and
fill
in
those
empty
cells
so
we
can
sort
later
on.
At
this
point
what
we’ve
done
is
identified
the
failure
modes,
failure
effects,
we’ve
scored
severity,
occurrence,
detection,
and
we’ve
sorted
by
RPN.
We’ve
also
identified
actions
and
who
is
responsible
for
those
actions.
At
this
point,
the
team
then
should
go
away
and
start
to
execute
on
these
actions,
which
is
actually
a
form
of
the
improve
phase
of
the
DMAIC
process.
There
will
be
more
than
likely
additional
analysis
and
more
advanced
statistical
tools
that
will
need
to
happen
in
a
formal
Six
Sigma
project.
But
at
this
point
in
the
FMEA
journey,
you
can
and
should
start
to
make
improvements.
Let’s
go
ahead
and
look
at
what
that
looks
like,
and
I’ll
go
ahead
and
scroll
over
so
you
can
see
the
rest
of
the
screen
here.
We’ve
assumed
that
these
responsible
people
have
gone
ahead
and
taken
actions.
For
example,
G.
Pereira
has
attached
a
measuring
device
to
the
machine
on
6/10/12.
K.
Pereira
has
identified
or
developed
standard
work
and
posted
it.
J.
Zilligen
has
done
some
training
and
so
on.
What
you’ll
notice
is
that
the
severity
scores
have
been
copied
over
and
this
is
because
no
matter
what
actions
we
take
or
what
improvements
we
make,
the
severity
of
the
failure
mode
almost
never
changes.
Something
doesn’t
become
less
severe.
But
what
we
really
hope
to
do
is
reduce
or
improve
the
occurrence
score.
And
we
also
hope
to
improve
the
detection
score.
That’s
really
what
we
are
targeting
with
these
actions.
Once
you’ve
implemented
some
actions
and
you’ve
verified
and
collected
some
data
and
given
it
some
time
to
make
sure
everything
is
working,
you
want
to
go
ahead
and
rescore
the
occurrence
and
detection.
When
we’ve
done
that,
you’ll
see
now
that
the
occurrence
for
that
first
input
went
from
a
5
to
a
3
and
the
detection
went
from
7
to
3.
In
other
words,
we’ve
improved
the
occurrence
and
the
detection.
The
new
RPN
for
that
row
is
now
90.
It
used
to
be
350,
so
that
is
a
rather
impressive
improvement.
And
you
can
see
all
the
other
RPN’s
have
also
improved.
We
went
from
350
to
210;
from
245
to
147
and
so
on.
That’s
an
example
of
how
to
just
do
a
couple
of
inputs
on
an
FMEA.
FMEA’s
do
take
some
practice
to
master
so
don’t
be
afraid
to
get
in
and
work
with
them.
This
is
a
very
simple
example.
You
will
more
than
likely
have
multiple
failure
effects
and
multiple
failure
modes,
so
you
will
want
to
go
ahead
and
insert
rows
as
you
need.
Let’s
go
ahead
and
do
one
here
on
the
fly.
Let’s
say
that
the
team
has
decided
they’ve
identified
another
action
for
this
Add
More
Creamer
step.
They
could
simply
come
over
here,
right
click,
insert
and
then
they
would
fill
in
their
new
action.
But
then
again,
they
would
copy
in
all
this
other
information
down.
This
is
why
the
FMEA
is
so
dynamic.
It
can
always
grow
and
expand
long
after
the
project
is
done.
If
you
have
any
questions,
please
don’t
hesitate
to
ask.
That
wraps
up
this
module
on
the
FMEA.
We
covered
a
lot,
so
feel
free
to
watch
this
video
as
many
times
as
you’d
like.