Today’s Discussions – Lecture # 07

• Failure Modes and Effect Analysis (FMEA)

 FMEA
Failure Mode and Effects Analysis

Presented by : - Mr. Zeeshan Elahi

Prepared by :- Mr. Deepak Sahoo , Consultant
Agenda
 FMEA History
 What is FMEA
 Definitions
 What it Can Do For You
 Types of FMEA
 Team Members Roles
 FMEA Terminology
 Getting Started with an FMEA
 The Worksheet
 FMEA Scoring
Do it right the first time.

Why does it
always seem we
have plenty of
time to fix our
problems, but
never enough
time to prevent
the problems by
doing it right
the first time?
 Accident Rate in Aviation industry.
The 2011 global accident rate (measured in
hull losses per million flights) was 0.37,
the equivalent of one accident every 2.7
million flights.
ACCIDENT RATE IN AVIATION INDUSTRY
8
7 7.41
6
5
4
3
2

1
1.87
0.1 0.45 0.34 0.8 0.72
0 NORTH E U R O P EN O R T H AS MIDDLE LATIN AFRIC
IA- AMERICA ASIA PA EASTANDAMERICA A
CIFIC NORTH
AFRICA Data collected from IATA.
http://www.iata.org/pressroom/pr/pages/2011-02-23-01.aspx
Murphy’s Law
“Everything that can fail, shall fail”
This is known as Murphy’s Law and is one of the main
reasons behind the FMEA technique.

Consequently, during the design of a system or product, the

designer must always think in terms of:

 What could go wrong with the system or process?

 How badly might it go wrong?
 What needs to be done to prevent failures?
The Bathtub curve
How it Origin ?
• This “type” of thinking has been around for hundreds of years. It
was first formalized in the aerospace industry during the Apollo
program in the 1960’s.

• Department of Defense developed and revised the MIL-STD-1629A

guidelines during the 1970s.

• Ford Motor Company published instruction manuals in the 1980s and

the automotive industry collectively developed standards in the 1990s.
What is FMEA ?
• FMEA Stands for Failure mode effect Analysis.

• FMEA is a tool that allows you to:

1. Prevent System, Product and Process problems

before they occur
2. Reduce costs by identifying system, product and
process improvements early in the development cycle
3. Create more robust processes
4. Prioritize actions that decrease risk of failure
A Systematic Process
FMEA provides a systematic process to:

 Identify and evaluate

1. potential failure modes
2. potential causes of the failure mode

 Identify and quantify the impact of potential failures

 Identify and prioritize actions to reduce or eliminate the
potential failure
 Implement action plan based on assigned responsibilities
and completion dates
 Document the associated activities
Rule of Ten (10)
If the issue costs $10,000 when it is discovered in the
field, then…

It may cost $1000 if discovered during the final test…

But it may cost $100 if discovered during an incoming

inspection.

Even better it may cost $10 if discovered during the

design or
process engineering phase.
Benefits of FMEA.
Contributes to improved designs for products and
processes.
 Higher reliability
 Better quality
 Increased safety
 Enhanced customer satisfaction
 Contributes to cost savings.
 Decreases development time and re-design costs
 Decreases warranty costs
 Decreases waste, non-value added operations
 Contributes to continuous improvement
Type of FMEAs.
System/Concept “S/CFMEA”- (Driven by System functions) A system is
a organized set of parts or subsystems to accomplish one or more
functions. System FMEAs are typically very early, before specific hardware
has been determined.

Design “DFMEA”- (Driven by part or component functions) A Design /

Part is a unit of physical hardware that is considered a single replaceable
part with respect to repair. Design FMEAs are typically done later in the
development process when specific hardware has been determined.

Process “PFMEA”- (Driven by process functions & part characteristics)

A Process is a sequence of tasks that is organized to produce a product
or provide a service. A Process FMEA can involve fabrication, assembly,
transactions or services.
FMEA Terminology
1.) Failure Modes: (Specific loss of a function) is a concise description of
how a part , system, or manufacturing process may potentially fail to perform
its functions.

2.) Failure Mode “Effect”: A description of the consequence or

Ramification of a system or part failure. A typical failure mode may have
several “effects” depending on which customer you consider.

3.) Severity Rating: (Seriousness of the Effect) Severity is the numerical

rating of the impact on customers.

4.) Failure Mode “Causes”: A description of the design or process

deficiency (global cause or root level cause) that results in the failure
mode.

5.) Occurrence Rating: Is an estimate number of frequencies or cumulative

number of failures (based on experience) that will occur (in our design
concept) for a given cause over the intended “life of the design”.
FMEA Terminology
6.) Failure Mode “Controls”: The mechanisms, methods, tests,
procedures, or controls that we have in place to PREVENT the Cause of
the Failure Mode or DETECT the Failure Mode or Cause should it occur.

7.) Detection Rating: A numerical rating of the probability that a given

set of controls WILL DISCOVER a specific Cause of Failure Mode to
prevent bad parts leaving the facility or getting to the ultimate customer.

8.) Risk Priority Number (RPN): Is the product of Severity,

Occurrence, & Detection.

Risk= RPN= S x O x D
9.) Action Planning: A thoroughly thought out and well developed FMEA
With High Risk Patterns that is not followed with corrective actions has
little or no value, other than having a chart for an audit
FMEA Process
Step 1 - Select a process to evaluate
Step 2 - Recruit a multidisciplinary Team
Step 3 - Have the team meet to list all the steps in the process
Step 4 - Have the team list failure modes and causes
Step 5 - For each failure mode have the team assign a
numeric value (Risk Priority Number (RPN)) for likelihood
of occurrence, likelihood of detection and severity.
Step 6 - Evaluate the results - Identify the failure modes with
the top 10 highest RPNs.
Step 7 - Use RPNs to plan improvement efforts
The FMEA Team Roles
Champion / Sponsor
Shares authority / power with team
Team Leader
“Watchdog” of the project
Good leadership skills
Respected & relaxed
Leads but doesn’t dominate
Maintains full team participation
Typically lead engineer
Provides resources & support
Attends some meetings
Promotes team efforts
Kicks off team
Implements recommendations
FMEA Core Team Facilitator
4 – 6 Members “Watchdog“ of the process
Keeps team on track
Expertise in Product / Process FMEA Process expertise
Cross functional
Encourages / develops team dynamics
Honest Communication
Communicates assertively
Active participation Ensures everyone participates
Positive attitude
Respects other opinions
Participates in team decisions
Risk Priority Number(RPN)

RPN = Severity x Occurrence x Detection

 RPN is used to prioritize concerns/actions
 The greater the value of the RPN the greater the concern
 RPN ranges from 1-1000
 The team must make efforts to reduce higher RPNs
through corrective action
 General guideline is over 100 = recommended action
RPN Considerations
Rating scale example:
Severity = 10 indicates that the effect is very serious and is “worse”
than Severity = 1.

Occurrence = 10 indicates that the likelihood of occurrence is very

high and is “worse” than
Occurrence = 1.

Detection = 10
indicates that the failure
is not likely to be
detected
before it reaches the
end user and is “worse”
than Detection = 1.
Severity Guidelines
Occurrence Ranking
Detection Ranking
Common & Potential Failure Modes

Assembly Machining Drilling holes

Missing parts Too narrow Missing
Damaged Too deep Location
Orientation Angle incorrect Deep or
Contamination Finish not to shallow
Off location Over/under size
specification
Concentricity
Flash or not
Torque angle
cleaned
Loose or over torque Sealant
Missing fastener Missing
Cross threaded Wrong
material
applied
Potential Effects

• End user • Next operation

• Noise • Cannot assemble
• Leakage • Cannot tap or bore
• Odor • Cannot connect
• Poor appearance • Cannot fasten
• Endangers safety • Damages equipment
• Loss of a primary • Does not fit
function • Does not match
• performance • Endangers operator
Potential Causes

•Equipment •Operator
• Tool wear • Improper torque
• Inadequate pressure • Selected wrong part
• Worn locator • Incorrect tooling
• Broken tool • Incorrect feed or
• Gauging out of speed rate
calibration • Mishandling
• Inadequate fluid • Assembled upside
levels down
• Assembled
• backwards
Occurrence Ranking

 How frequent the cause is likely to occur

 Use other data available
 Past assembly processes
 SPC
 Warranty
 Each cause should be ranked according to
the guideline
 Detection
 Probability the defect will be detected by process controls before
next or subsequent process, or before the part or component
leaves the manufacturing or assembly location
 Likely hood the defect will escape the
manufacturing location
 Each control receives its own detection ranking, use the lowest
rating for detection
RPN
 RPN provides a method for a prioritizing process concerns
 High RPN’s warrant corrective actions
 Despite of RPN, special consideration should be given
when
severity is high especially in regards to safety
 An RPN is like a medical diagnostic, predicting the health of
the patient
 At times a persons temperature, blood pressure, or an
EKG can indicate potential concerns which could have
severe impacts or implications
QUESTIONS