•How could things go wrong?

•Where are the biggest risks?

Rolls-Royce Proprietary 1
• FMEA Origination
• The different types FMEA
• FMEA’s Link with Continuous Improvement
• Our focus is on Process FMEA
• FMEA Worksheet
• Why we use FMEA
• When to use FMEA
• Potential Applications of FMEA
• Steps on completing FMEA

Rolls-Royce Proprietary 2
 Where does FMEA come from?

•Developed by the Aerospace industry in the

1960s
•Spread to the Automotive industry
•Now used extensively across all industry
sectors
•Reference SAE J-1739

Rolls-Royce Proprietary 3
 Different Types of FMEA

•Design
•An analytical technique used primarily by Design
Responsible Engineer/Team as a means to assure
potential failure modes, causes and effects have been
addressed for design related characteristics
•Process
•An analytical technique used primarily by a Manufacturing
Engineer/Team as a means to assure potential failure
modes, causes and effects have been addressed for
process related characteristics

Rolls-Royce Proprietary 4
 Link with Continuous Improvement

Component
Component Mistake
Mistake Proofing
Proofing
Proving
Proving Process
Process Techniques
Techniques

Continuous
Improvement Programs

Rolls-Royce Proprietary 5
Our Focus is on Process FMEA
•A structured approach to:
•Identifying the way in which a process can fail to meet critical
customer requirements
•Estimating the risk of specific causes with regard to these
failures
•Evaluating the current control plan for preventing these failures
from occurring
•Prioritising the actions that should be taken to improve the
process

•Concept:
• To identify ways the product or process can fail and then plan
to prevent those failures, utilising mistake proofing tools
and techniques.
Rolls-Royce Proprietary 6
 Example of an Process FMEA Table
Process Failure Mode and Effects Problem: Issued By: Revision:

Analysis Date:
Notes: T eam Members: Scores:
Occurrence: High No. (10) Frequently/with certainty RPN= Occ.x Sev.x Det.
low No. (1) Rarely

Assumptions: Severity: High No. (10) Dangerous/warranty statistic Sort FMEA by

Low No. (1) Not Significant
Highest RPN
Detection: High No. (10) Detection very unlikely Numbers
Low No. (1) Easily detected

R e f. P a rt No . Function or Failure Effect O f C ause O f Current C u rre n t S t a t u s Recommende d

No . Na m e Process Mode Failure Failure C ontrols C orre ctive Action C o m p 'l C omme nts
Is s ue Sev Occ Det RPN By D a te
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0

Rolls-Royce Proprietary 7
 Why we use FMEA?

rather than cure.

•Increase probability of DETECTION
•Identify biggest contributor to failures
and eliminate them
•Reduce probability of failure occurring
•Build quality into the product & process

Rolls-Royce Proprietary 8
 When to use FMEA?

•FMEA is most beneficial as a “before-

the-event” action
•Design FMEA should be done during
initial design of product
•Process FMEA should be done during
design of manufacturing process
•Process FMEA can be done for legacy
product/processes

Rolls-Royce Proprietary 9
Potential Applications for PFMEA
•Component Proving Process
•Outsourcing / Resourcing of product
•Develop Suppliers to achieve Quality
Renaissance / Scorecard Targets
•Major Process / Equipment / Technology
Changes
•Justification of Fast Track RESA?
•Cost Reductions
•New Product / Design Analysis
•Assist in analysis of a flat pareto chart

Rolls-Royce Proprietary 10
Guide to do Process FMEA

STEP
STEP 11 Scope
Scope Project
Project

STEP
STEP 22 Brainstorm
Brainstorm all
all potential
potential failure
failure modes
modes

STEP
STEP 33 Identify
Identify potential
potential effects
effects of
of failures
failures
STEP
STEP 44 Determine
Determine Severity
Severity Rankings
Rankings
STEP
STEP 55 Identify
Identify causes
causes of
of failures
failures
STEP
STEP 66 Determine
Determine Occurrence
Occurrence Rankings
Rankings
STEP
STEP 77 Define
Define current
current control
control methods
methods

STEP
STEP 88 Determine
Determine Detection
Detection Rankings
Rankings

STEP
STEP 99 Calculate
Calculate Risk
Risk Priority
Priority Numbers
Numbers

STEP
STEP 10
10 Prioritise
Prioritise corrective
corrective actions
actions

Rolls-Royce Proprietary 11
Complex Part

Rolls-Royce Proprietary 12
 Step 1 - Scope Process
•Formulate cross functional team
Defining
Defining Scope
Scope of
of
•Understand customer/process FMEA
FMEA isis
requirements CRITICAL!
CRITICAL!
•Define start and end of process
•All team members walk and observe
the process
•Get the ‘process worker’ to explain
the operation/process under
review.
•Make notes/observations
Rolls-Royce Proprietary 13
 Process Map Example
Flowchart Observations Quality data

Quality audit - material cert. Not

10 Issue Material stamped

Rough & Finish cutters. Mistake

20 Mill Profile proof fixture

One oven used. Wall clock used. Batch scrapped - due to incorrect
30 Heat Treatment Calibrated thermocouple time in oven

Operator concerned with fixture - no

40 Drill and Tap hole positive location.

50 Final Inspect

Customer complaint - incorrect part

60 Mark, Pack & Dispatch Parts not rechecked by inspection #

Rolls-Royce Proprietary 14
 Definition of a failure mode

•The way in which a specific process input fails - if not

detected and either corrected or removed, will
cause an effect to occur.
•The way in which something goes wrong
•Surface too rough
•Shaft not round
•Radius too large
•Bent
•Improper set-up
Rolls-Royce Proprietary 15
 Step 2 - Brainstorm all potential failure modes

•Utilise process flow chart

- break down each step
•Use knowledge of previous and
existing parts/processes
•Review all quality information
-complaints, scrap, rework, turn backs, etc.
•Talk to internal and external customers

Rolls-Royce Proprietary 16
Ref. P a rt No . Function or Failure Effect O f Cause O f Current C urre nt S ta
No . Name Process Mode Failure Failure Controls
Is s ue Sev Occ Det
OP 10 Issue Mat'l Ultilizing wrong material

OP 20 Mill outer profile Failure to meet Profile Tolerance

Surface finish

Failure to meet datacard

OP 30 Heat treatment requirements (temp/time)

OP 40 Drill and tap Hole Incorrect hole size and position

OP 50 Final Inspection Failure to fully inspect all features

Op 60 Mark, Pack & Release Incorrect part identification

Incorrect # of parts delivered

Rolls-Royce Proprietary 17
 Definition --Effects
Effects of failure

• Effect - impact on customer requirements.

Generally external customer focus, but can
also include downstream processes.
• Does not fit
• Can not load/fasten
• Poor performance
• Intermittent operation
• Erratic operation

Rolls-Royce Proprietary 18
 Step 3 - Identify potential effects of failures

• For each failure mode, identify the

effect(s) on the current or next
process or customer downstream
in the manufacturing/assembly
process.
• Describe the effects of the failure
in terms of what the customer
might notice or experience
Rolls-Royce Proprietary 19
 Step 4 - Determine severity ranking

• Ranking the seriousness of the effect of failure.

Severity (SEV) Ranking Criteria
Criteria Rating
The minor nature of this type of failure would not have a noticeable effect on the next higher level assembly
or overall engine performance. The customer will probably not be able to detect variation in the product. 1
Variation causes only slight customer annoyance. Customer will probably notice only very minor 2
performance degradation, or minor problems at next higher assembly. 3
Customer is likely to be annoyed by the variation in the component. For example, moderate ratings would 4
be given to undesirable attributes such as part adjustment on installation, high forces used in installing the 5
part or visual defects. 6
There will be a high degree of customer dissatisfaction due to the nature of the failure, such as inoperable 7
sub-assembly requiring strip and rebuild. The defect has a severe affect on engine performance. 8
Variation in component feature has a major impact in that it involves potential safety considerations such 9
as in-flight failures leading to loss of engine function. 10

You may need to involve your customer in allocating this number

Rolls-Royce Proprietary 20
P a rt No . Function or Failure Effect O f Cause O f Current C u rre n t S t a t u s
Na m e Process Mode Failure Failure Controls
Is s ue Sev Occ Det RPN
Ultilizing wro ng
OP 1 0 Is s ue Ma t'l m a te ria l Failure to meet Drg. Requirements 6 0
Safety issue 0
0
F a ilure to m e e t
OP 2 0 M ill o ute r pro file P ro file To le ra nc e Variant part - Rework/Scrap 3 0
S urfa c e finis h 0
0
0
F a ilure to m e e t
da ta c a rd
re quire m e nts Failure to meet required mat'l
OP 3 0 He a t tre a tm e nt (te m p/tim e ) properties 6 0
0
0
Inc o rre c t ho le s ize
OP 4 0 Drill a nd ta p Ho le a nd po s itio n Part does not fit at assembly 3 0
0
0
0

F a ilure to fully Non-conforming part delivered to

OP 5 0 F ina l Ins pe c tio n ins pe c t a ll fe a ture s customer 6 0
Safety issue 0
0

M a rk, P a c k & Inc o rre c t pa rt Non-conforming part delivered to

Op 6 0 R e le a s e ide ntific a tio n customer 3 0
Traceability 0
Inc o rre c t # o f pa rts
de live re d Failure to meet P/O requirement 1 0

Rolls-Royce Proprietary 21
 Definition - Causes

• Sources of process variation

that causes the Failure
Mode to occur.
• Part not in fixture properly
• incorrect tool
• gage inaccurate

Rolls-Royce Proprietary 22
 Step 5 - Identify all potential causes of failure

• How the failure could occur,

described in terms of something
that can be corrected or
controlled
• Experiments may have to be
conducted to determine causes -
use Technical Problem Solving
• There could be more than one
cause for each failure

Rolls-Royce Proprietary 23
 Step 6 - Determine occurrence ranking

• How frequently the failure cause is likely to happen

Occurrence (OCC) Ranking Criteria
Process Cpk
Criteria Rating (if k nown)
Remote probability of occurrence. Process in control and capable. 1 > 1.3
2 1.25
Low probability of occurrence. Process in statistical control and capable although any increase in 3 1.20
variation or process shift could cause problems. 4 1.10
5 1.00
Moderate probability of occurrence. Generally associated with processes that have experienced
occasional failures, but not in major proportions. Process in statistical control, but is not quite 6 0.95
capable.
High probability of occurrence. Generally associated with processes that have often failed. Process in 7 0.85
statistical control but not capable. 8 0.75
Very high probability of occurrence. In the team’s view, this failure mode is almost certainly certain to 9 0.65
occur. Process out of control and not capable. 10 < 0.55

You may need to involve your customer in allocating this number

Rolls-Royce Proprietary 24
P a rt No . Function or Failure Effect O f Cause O f C urrent C u rre n t S t a t u s
Na m e Proce ss Mode Failure Failure Controls
Is s ue Sev Occ Det RPN
Ultilizing wro ng fa ilure to m e e t Drg.
OP 1 0 Is s ue M a t'l m a te ria l R e quire m e nts Incorrect info. on router 6 2 0
Safety issue Material ID incorrectly 6 3 0
0
F a ilure to m e e t Va ria nt pa rt -
OP 2 0 M ill o ute r pro file P ro file To le ra nc e R e wo rk/S c ra p Incorrect cutter 3 2 0
S urfa c e finis h Position of part on fixture 3 1 0
Worn tooling 3 2 0
0
F a ilure to m e e t
da ta c a rd F a ilure to m e e t
re quire m e nts re quire d m a t'l
OP 3 0 He a t tre a tm e nt (te m p/tim e ) pro pe rtie s Incorrect Temp 6 2 0
Incorrect Time 6 6 0
0
Inc o rre c t ho le s ize P a rt do e s no t fit a t
OP 4 0 Drill a nd ta p Ho le a nd po s itio n a s s e m bly Incorrect cutter 3 2 0
Position of part on fixture 3 5 0
Worn tooling 3 2 0
0

No n-c o nfo rm ing

F a ilure to fully pa rt de live re d to Inexperience of
OP 5 0 F ina l Ins pe c tio n ins pe c t a ll fe a ture s c us to m e r inspector/incomprehensive checklist 6 2 0
S a fe ty is s ue Defective gage 6 1 0
0
No n-c o nfo rm ing
M a rk, P a c k & Inc o rre c t pa rt pa rt de live re d to
Op 6 0 R e le a s e ide ntific a tio n c us to m e r operator error/ unclear instructions 3 6 0
Tra c ibility Incorrect paperwork 3 2 0
Inc o rre c t # o f pa rts F a ilure to m e e t P /o
de live re d re quire m e nt operator failed to count 1 4 0

Rolls-Royce Proprietary 25
 Definition - current controls?

• Systematic methods/devices in place to prevent

or detect failure modes or causes (before
causing effects)
• Prevention consists of mistake proofing,
automated control and set up verifications
• Controls consists of audits, inspection, training,
etc.

Rolls-Royce Proprietary 26
 Step 8 - Determine detection ranking

• An assessment of the probability that the current controls will be effective

Detection (DET) Ranking Criteria

% of failures
Criteria Rating being detected
A remote likelihood that the component would be passed on to the next customer
1 99.99
containing the defect. The defect is an obvious characteristic that can be readily found.
2 95
A low likelihood that the component would be passed on to the customer with the defect.
3 90
The defect is an obvious characteristic that can be readily detected by a subsequent
4 85
operation (eg. Missing location hole found during assembly)
5 80
A moderate likelihood that the product will be shipped containing this defect. The defect is 6 75
an easily identified characteristic examined by inspection checks. Low chances that the 7 70
current controls will detect the failure mode. 8 65
A high likelihood that the component will be shipped containing this defect. Practically no
9 60
chance that the current controls will detect the failure mode.
The part will be shipped with the defect as no known controls are in existence for
10 Nil
detecting the failure mode.

Use of SPC and Measurement System Analysis will help

Rolls-Royce Proprietary 27
R e f. P a rt No . Function or Failure Effect O f C ause O f C urrent C u rre n t S t a
No . Na m e Process Mode Failure Failure C ontrols
Is s ue Sev Occ Det
Training, audited
Ultilizing fa ilure to m e e t
wro ng Drg. Inc o rre c t info . o n procedure. Password
OP 1 0 Is s ue M a t'l m a te ria l R e quire m e nts ro ute r protected router 6 2 2
ID with marker. Operator
Safety issue M a te ria l ID inc o rre c tly training 6 3 4

F a ilure to
M ill o ute r m e e t P ro file Va ria nt pa rt -
OP 2 0 pro file To le ra nc e R e wo rk/S c ra p Inc o rre c t c utte r Cutter identified 3 2 3
P o s itio n o f pa rt o n
S urfa c e finis h fixture Mistake proof fixture 3 1 1
Process control -Change
Wo rn to o ling after a fixed # of parts 3 2 2

F a ilure to
m e e t da ta c a rd F a ilure to m e e t
re quire m e nts re quire d m a t'l
OP 3 0 He a t tre a tm e nt (te m p/tim e ) pro pe rtie s Inc o rre c t Te m p Calibrated thermometer 6 2 1
Wall clock. Operator
Inc o rre c t Tim e training 6 6 6

Inc o rre c t ho le
Drill a nd ta p s ize a nd P a rt do e s no t fit
OP 4 0 Ho le po s itio n a t a s s e m bly Inc o rre c t c utte r Cutter identified 3 2 3
P o s itio n o f pa rt o n
fixture Operator skill 3 5 4
Wo rn to o ling Operator skill 3 2 4

Inspection check list.

F a ilure to fully No n-c o nfo rm ing Ine xpe rie nc e o f
ins pe c t a ll pa rt de live re d to ins pe c to r/inc o m pre h Training and auditing of
OP 5 0 F ina l Ins pe c tio n fe a ture s c us to m e r e ns ive c he c klis t inspectors 6 2 2
Calibration system.
S a fe ty is s ue De fe c tive ga ge Audited procedure 6 1 1

Rolls-Royce Proprietary 28
 Step 9 - Calculate the Risk Priority Numbers

• RPN = Risk Priority Number

• Multiply severity, occurrence and
detection rankings together

Rolls-Royce Proprietary 29
R e f. P a rt No . Function or Failure Effe ct O f Cause O f C urre nt C u rre n t S t a t u s
No . Na m e Proce ss Mode Failure Failure C ontrols
Is s ue Sev Occ Det RPN
fa ilure to m e e t Drg. ID with m a rke r. Ope ra to r
OP 1 0 Is s ue M a t'l Ultilizing wro ng m a te ria l R e quire m e nts Inc o rre c t info . o n ro ute r tra ining 6 3 4 72
Tra ining, a udite d pro c e dure .
Safety issue M a te ria l ID inc o rre c tly P a s s wo rd pro te c te d ro ute r 6 2 2 24

F a ilure to m e e t P ro file
OP 2 0 M ill o ute r pro file To le ra nc e Va ria nt pa rt - R e wo rk/S c ra p Inc o rre c t c utte r C utte r ide ntifie d 3 2 3 18
S urfa c e finis h P o s itio n o f pa rt o n fixture Ope ra to r s kill 3 2 2 12
Wo rn to o ling M is ta ke pro o f fixture 3 1 1 3

F a ilure to m e e t
da ta c a rd re quire m e nts F a ilure to m e e t re quire d Wa ll c lo c k. Ope ra to r
OP 3 0 He a t tre a tm e nt (te m p/tim e ) m a t'l pro pe rtie s Inc o rre c t Te m p tra ining 6 6 6 216
Inc o rre c t Tim e C a libra te d the rm o m e te r 6 2 1 12

Inc o rre c t ho le s ize a nd P a rt do e s no t fit a t

OP 4 0 Drill a nd ta p Ho le po s itio n a s s e m bly Inc o rre c t c utte r Ope ra to r s kill 3 5 4 60
P ro c e s s c o ntro l -C ha nge
P o s itio n o f pa rt o n fixture a fte r a fixe d # o f pa rts 3 2 4 24
Wo rn to o ling C utte r ide ntifie d 3 2 3 18

Ine xpe rie nc e o f Ins pe c tio n c he c k lis t.

F a ilure to fully ins pe c t No n-c o nfo rm ing pa rt ins pe c to r/inc o m pre he ns ive Tra ining a nd a uditing o f
OP 5 0 F ina l Ins pe c tio n a ll fe a ture s de live re d to c us to m e r c he c klis t ins pe c to rs 6 2 2 24
C a libra tio n s ys te m . Audite d
S a fe ty is s ue De fe c tive ga ge pro c e dure 6 1 1 6

Inc o rre c t pa rt No n-c o nfo rm ing pa rt o pe ra to r e rro r/ unc le a r

Op 6 0 M a rk, P a c k & R e le a s e ide ntific a tio n de live re d to c us to m e r ins truc tio ns No c o ntro ls 3 6 9 162
S igne d a nd re vie we d by
Tra c ibility Inc o rre c t pa pe rwo rk DQR 3 2 2 12
Inc o rre c t # o f pa rts F a ilure to m e e t P /o
de live re d re quire m e nt o pe ra to r fa ile d to c o unt Ope ra to r tra ining 1 4 2 8

Rolls-Royce Proprietary 30
 Step 10 - Prioritize corrective actions

• Tackle highest RPN’s first

• How can we reduce the occurrence?
• How can we improve the detection?
• Use process improvement skills
• Where possible apply mistake proofing
techniques.
• Standardization across all products or processes
• Introduce any change in a controlled manner.
PDSA(traceability and improvement monitor)
• Note :- Mistake proofing process will result in
either lower occurrence or detection rankings

Rolls-Royce Proprietary 31
R e f. P a rt No . Function or Failure Effe ct O f Cause O f C urrent C u rre n t S t a t u s Re comme nde d
No . Na m e Process Mode Failure Failure C ontrols C orre ctive Action
Is s ue Occ Sev Det RPN

Material stores to have 5's.

All mat'l to be identified
fa ilure to m e e t Drg. ID with m a rke r. Ope ra to r with labels. Re training.
OP 1 0 Is s ue M a t'l Ultilizing wro ng m a te ria l R e quire m e nts M a te ria l ID inc o rre c tly tra ining 6 3 4 72 Regular audits
Tra ining, a udite d pro c e dure .
Inc o rre c t info . o n ro ute r P a s s wo rd pro te c te d ro ute r 6 2 2 24

F a ilure to m e e t P ro file
OP 2 0 M ill o ute r pro file To le ra nc e Va ria nt pa rt - R e wo rk/S c ra p Inc o rre c t c utte r C utte r ide ntifie d 3 2 3 18
Wo rn to o ling Ope ra to r s kill 3 2 2 12
P o s itio n o f pa rt o n fixture F o o lpro o f fixture 3 1 1 3

Calibrated clock that is part

F a ilure to m e e t re quire F a ilure to m e e t re quire d Wa ll c lo c k. Ope ra to r of the heattreat contol
OP 3 0 He a t tre a tm e nt m a t'l pro prtie s s tre ngth Inc o rre c t Tim e tra ining 6 6 6 216 system
Inc o rre c t Te m p C a libra te d the rm o m e te r 6 2 1 12

F a ilure to m e e t drg Inc o rre c t ho le s ize & Mistake proof

OP 4 0 Drill a nd ta p Ho le re quire m e nts po s itio n P o s itio n o f pa rt o n fixture Ope ra to r s kill 3 5 4 60 fixture.Positive location
P ro c e s s c o ntro l -C ha nge
Wo rn to o ling a fte r a fixe d # o f pa rts 3 2 4 24
Inc o rre c t c utte r C utte r ide ntifie d 3 2 3 18

Ins pe c tio n c he c k lis t.

Ac c e pta nc e o f no n- No n-c o nfo rm ing pa rt Tra ining a nd a uditing o f
OP 5 0 F ina l Ins pe c tio n c o nfo rm ing pa rt de live re d to c us to m e r F a ile d to c he c k a fe a ture ins pe c to rs 6 2 2 24
C a libra tio n s ys te m . Audite d
De fe c tive ga ge pro c e dure 6 1 1 6

Insert a mark part #

operation prior to final
view plus produce clear
De fe c t pa rt re le a s e d to No n-c o nfo rm ing pa rt work instructions with
Op 6 0 M a rk, P a c k & R e le a s e c us to m e r de live re d to c us to m e r P a rt # m is -m a rke d No c o ntro ls 3 6 9 162 photos for operator
S igne d a nd re vie we d by
Inc o rre c t pa pe rwo rk DQR 3 2 2 12
Inc o rre c t # o f pa rts F a ilure to m e e t P /o
de live re d re quire m e nt o pe ra to r fa ile d to c o unt Ope ra to r tra ining 1 4 2 8

Rolls-Royce Proprietary 32
 Reassess rankings when action completed

• FMEA must be a live

document
• Review regularly
• Reassess rankings whenever
changes made to product
and/or process
• Add any new defects or
potential problems when
found
Rolls-Royce Proprietary 33
Web-sites / references with more examples and quality tools:

• John Grout's Poka-Yoke Page (web page)

http://www.campbell.berry.edu/faculty/jgrout/pokayoke.shtml

• QS9000 FMEA reference manual(SAE J 1739)

• Free Quality Tools Web Site

Www.freequality.org
Rolls-Royce Proprietary 34