Product

Development

1
 Purpose
present product development methods aimed at
bringing together the marketing, design, and
Overview

manufacturing functions of the enterprise.

 Definitions
Product: something sold by an enterprise to its
customers.
Overview

Product development: is the set of activities

beginning with the perception of a market
opportunity and ending in the production, sale, and
delivery of a product.
 Successful Product Five dimensions used to define profit in
Development product development

From the perspective of the Product Cost

investors in a for-profit
Overview

enterprise, successful
product development Product quality
Development
Time
results in products that can Dimensions of
Profitability in
be produced and sold Product
Development
profitably, yet profitability is
often difficult to assess
quickly and directly. Development Development
Capability Cost
 • How good is the product
resulting from the development
effort?
• Does it satisfy customer needs?
Is it robust and reliable?
For
• What is the manufacturing cost
of the product?
• What are the capital and
incremental costs as a function
of production volume?
• How quickly did the team
complete the product
development effort?
• How responsive can the firm be
to competitive forces and to
technological developments?
• How fast will the firm receive

Successful economic returns from product

development activities?

Product Product quality Product cost

Development
time
Development
Overview

:
• How much did the firm have to • Are the team and the firm better
spend to develop the product? able to develop future products

Questions to Development cost is usually a

significant fraction of the
investment required to achieve
as a result of their experience
with a product development
project?

ask the profits?

Development Development
cost capability
 Who Designs and Develops Products?
Few products are developed by a single
individual.
Overview

The collection of individuals developing a

product forms the project team.

This team usually has a single team

leader, who could be drawn from any of
the functions of the firm.
 Product development is an
interdisciplinary activity

Product Development Functions requiring contributions from

nearly all the functions of a firm.

1. Marketing Function:
◦ facilitates the interactions between the firm and its customers.
◦ facilitates the identification of product opportunities, the definition of market segments, and the identification of
customer needs.
Overview

◦ arranges for communication between the firm and its customers, sets target prices, and oversees the launch and
promotion of the product.

2. Design Function:
◦ plays the lead role in defining the physical form of the product to best meet customer needs.
◦ constructs engineering design (mechanical, electrical, software, etc.) and industrial design (aesthetics,
ergonomics, user interfaces).

3. Manufacturing Function …. Or Creation:

◦ primarily responsible for designing, operating, and/or coordinating the system in order to produce the product.
◦ manages supply chain, including purchasing, distribution, and installation.
 Duration and
Cost of Product
Development
Overview

Very few products

can be developed in
less than 1 year,
many require 3 to 5
years, and some
take as long as 10
years.
 The Challenges of Product Development
• One of the most difficult aspects of product development is recognizing,

Trade-offs understanding, and managing trade-offs in a way that maximizes the success of the
product.
Overview

• Technologies improve, customer preferences evolve, competitors introduce new

Dynamics products, and the macroeconomic environment shifts. Decision making in an

environment of constant change is a difficult task.

• Developing a product of even modest complexity may require thousands of such

Details decisions. Time pressure: Any one of these difficulties would be easily manageable
by itself given plenty of time, but product development decisions must usually be
made quickly and without complete information.

• Developing, producing, and marketing a new product requires a large investment.

Economics To earn a reasonable return on this investment, the resulting product must be both
appealing to customers and relatively inexpensive to produce.
 Methods and Skills that
Methods

may be needed

10
 Forward Engineering
Forward engineering is the traditional process of moving from high-level
abstractions and logical designs to the physical implementation of a system.
Methods
 Reverse Engineering
Reverse engineering (also called back engineering) is the process by which a man-made object
is deconstructed to reveal its designs, architecture, or to extract knowledge from the object
Methods

An important reason for application of reverse engineering is reduction of product development

times.
Helps gain competitive benchmarking methods to understand competitor's products and
develop better products
 Concurrent Engineering
Concurrent engineering, also known as simultaneous engineering is
a method of designing and developing products, in which the
different stages run simultaneously, rather than consecutively.
Methods

It decreases product development time and also the time to market,

leading to improved productivity and reduced costs.
 Value Engineering
Value engineering is a systematic method to improve the “value” of a
product or service that the project produces. It is an integral component of
project quality.
Methods

Value is defined as containing two components, function and cost: Value =

Function / Cost
1. Function: a measure of the performance capabilities of the product,
service, or project. Ex. “achieve traffic flow across the river.”
2. Cost: The resources required to achieve the function. This can
include materials, tools, price, time, or anything that is required to
achieve the functional specifications.

https://www.projectengineer.net/what-is-value-engineering/
 Safety Engineering
Safety engineering is an
engineering discipline
which assures that
Methods

engineered systems
provide acceptable levels
of safety.
Fail-safe vs fool proof
 The Product Development Process
PD Process
 The Product Development Process
A product development process is the sequence of steps or activities that an enterprise employs to
conceive, design, and commercialize a product.
PD Process

A well-defined development process is useful for quality assurance, coordination, planning,

management, and improvement.
The generic product development process consists of six phases.

Phase 0 Phase 1 Phase 2 Phase 3 Phase 4 Phase 5

 Phases of Product Development
Phase 0: Planning
PD Process

The planning activity comes before the project approval and launch of the actual product
development process.
This phase begins with opportunity identification guided by corporate strategy and includes
assessment of technology developments and market objectives.
The output of the planning phase is the project mission statement, which specifies the target
market for the product, business goals, key assumptions, and constraints.
Opportunity Identification is a process of gathering, evaluating, and choosing from a broad range
of product opportunities.
 Phase 0: Planning
Before beginning the development
project, the firm typically specifies a
PD Process

particular market opportunity and lays

out the broad constraints and objectives
for the project.
This information is frequently formalized
as a mission statement (also sometimes
called a charter or a design brief ).
The mission statement specifies which
direction to go in but generally does not
specify a precise destination or a
particular way to proceed.
PD Process

Phase 0: Planning
mission statement example
 Phase 1: Concept development
PD Process

one or more
alternative product
the needs of the concepts are
concepts are
target market are selected for further
generated and
identified development and
evaluated
testing

A concept is a description of the form, function, and features of a product and is

usually accompanied by high level specifications/requirements, an analysis of
competitive products, and an economic justification of the project.
 Phase 2: System-level design
The system-level design phase includes:
 the definition of the product architecture
PD Process

 decomposition of the product into subsystems and components

 preliminary design of key components.

Initial plans for the production system and final assembly are usually defined during this phase
as well.
The output of this phase usually includes a geometric layout of the product, a functional
specification of each of the product’s subsystems, and a preliminary process flow diagram for
the final assembly process.
 EX. Of system level design
Motorcycle Subsystems
Frame strength, durability
PD Process

Seat support
Steering (including handlebar and fork) direction capabilities
Wheels (including hubs and tires) etc.
Power input (including crankset and freewheels)
Power transmission/torque conversion (including front and rear derailleurs, gears, gear shift
levers, chain)
Brakes (including brake pads, calipers, cables, handgrips)
 Phase 3: Detail design
The detail design phase includes the complete specification of the geometry, materials, and
tolerances of all of the unique parts in the product and the identification of all of the standard
parts to be purchased from suppliers.
PD Process

A process plan is established and tooling is designed for each part to be fabricated within the
production system.
The output of this phase is the control documentation for the product—the drawings or computer
files describing the geometry of each part and its production tooling, the specifications of the
purchased parts, and the process plans for the fabrication and assembly of the product.
Three critical issues that are best considered throughout the product development process, but
are finalized in the detail design phase, are: materials selection, production cost, and robust
performance.
PD Process
 Phase 4: Testing and refinement
The testing and refinement phase involves the construction and evaluation of multiple preproduction versions
of the product.
PD Process

Early (alpha) prototypes are usually built with production-intent parts—parts with the same geometry and
material properties as intended for the production version of the product but not necessarily fabricated with
the actual processes to be used in production.
◦ Alpha prototypes are tested to determine whether the product will work as designed and whether the product satisfies
the key customer needs.

Later (beta) prototypes are usually built with parts supplied by the intended production processes but may not
be assembled using the intended final assembly process.
◦ Beta prototypes are extensively evaluated internally and are also typically tested by customers in their own use
environment.
◦ The goal for the beta prototypes is usually to answer questions about performance and reliability in order to identify
necessary engineering changes for the final product.
 Phase 5: Production ramp-up
In the production ramp-up phase, the product is made using the intended production system.
The purpose of the ramp-up is to train the workforce and to work out any remaining problems in
PD Process

the production processes.

Products produced during production ramp-up are sometimes supplied to preferred customers
and are carefully evaluated to identify any remaining flaws.
The transition from production ramp-up to ongoing production is usually gradual. At some point
in this transition, the product is launched and becomes available for widespread distribution. A
postlaunch project review may occur shortly after the launch and is intended to identify ways to
improve the development process for future projects.
 What is your concept?.... Take 10
A concept is a description of the form, function, and features of a product and is
PD Process

usually accompanied by high level specifications/requirements, an analysis of

competitive products, and an economic justification of the project.

Form •…

Function •…

Features •…

28
Phase 1 in detail

- Concept Development  Define Specifications

 Phase 1: Concept Development
 Demands the most coordination among functions than any other phase.
Rarely does the entire process proceed in purely sequential fashion, completing each activity
before beginning the next.
Phase 1

 In practice, the front-end activities may be overlapped in time and iteration is often necessary.
 Identifying customer needs
Identifying customer needs:
◦ the goal of this activity is to understand customers’ needs and to effectively communicate them to the
development team.
Phase 1

◦ the output of this process is a set of carefully constructed customer need statements, organized in a
hierarchical list, with importance weightings for many or all of the needs.

Organize the
needs into a
Interpret the
hierarchy of Establish the
Gather raw raw data in Reflect on the
primary, relative
data from terms of results and the
secondary, and importance of
customers. customer process.
(if necessary) the needs
needs
third order
needs
 Identifying customer needs
Step 1: Choose how you will collect and who the customers you will gather information from are.
To do this you may use a customer selection matrix. A customer selection matrix is useful for planning
Phase 1

exploration of both market and customer variety.

.
Customer Data Collection
Methods
Interviews

Focus Groups

Observing Users
 Identifying
customer
needs
Phase 1

Step 2: obtain
customer
statement and
interpret them into
technical needs
Phase 1

Identifying
customer
needs
Step 3: setting priorities for
each need
 Product Specifications
Phase 1

• How could the relatively subjective customer needs be translated into precise
targets for the remaining development effort?
• How could the team and its senior management agree on what would constitute
success or failure of the resulting product design?
• How could the team resolve the inevitable trade-offs among product characteristics
like cost and weight?
 Product Specifications
The process of establishing the target specifications contains four steps:
1. Prepare the list of metrics.
Phase 1

2. Collect competitive benchmarking information.

3. Set ideal and marginally acceptable target values.
4. Reflect on the results and the process.
We can use the QFD in this step to help identify specifications and then
carry through the information into the later stages of product
development.
 QFD for Identifying Product
Specification
The QFD process answers the questions

What do customers want?

 Quality Function Deployment (QFD) is a system that
identifies and sets the priorities for product, service, Are all wants equally important?
and process improvement opportunities that lead to
QFD

increased customer satisfaction. Will delivering perceived needs yield a

competitive advantage?
It ensures the accurate deployment of the “voice of
How can we change the product,
the customer” throughout the organization, from service, or process?
product planning to field service.
How does an engineering decision affect
QFD reduces start-up costs, reduces engineering customer perception?
design changes, and, most important, leads to H ow does an engineering change affect
increased customer satisfaction. other technical descriptors?
What is the relationship to parts
deployment, process planning, and
production planning
 QFD for Identifying Product
Specifications
The QFD process takes on the form of the “House” of
Quality concept
House of Quality (QFD) refers to a well-known process for
QFD

product development that is inspired by customer desires

for product or process development and anchored by the
capabilities and resources of the organization seeking to
meet those desires.
It is a process of listening to customers, translating their
desires into a written plan, prioritizing steps of execution
based on what is most important to the customer, and
putting a realistic plan on paper.

https://www.isixsigma.com/tools-templates/qfd-house-of-quality/qfd-when-and-how-does-it-fit-software-development/
 4-Phase
QFD

Product Part Deployment Process Planning Production/

QFD

Definition: • The critical parts • The fabrication Quality Control

• Begins with and assemblies and assembly • Process
collection of are identified. The processes are parameters are
customer wants functional designed based determined and
and needs into requirements or on product and appropriate
product specifications are component process controls
specifications. then defined for specifications. are developed
each functional • The process flow and implemented.
level. is developed and • Any inspection
the critical and test
process specifications are
characteristics are developed.
identified.
 https://www.youtube.com/watch?v=Bbc764jufTw

QFD
https://vgpblog.files.wordpress.com/2015/05/house-of-quality-template-value-generation-partne
rs.png
QFD

40
 The general arrangement of phase 1/HQ1 QFD table consists
of the following 5 regions:
Engineering
1. Customer requirements Metrics
(Region 2)
2. Engineering requirements
3. Matrix of requirements relations Matrix of

Benchmarks
Requirement

Competitive
QFD

4. Competitive benchmarks Requirements

(Region 4)
(Region 1)
Customer
Relations
5. Engineering targets

s
(Region 3)

Engineering
Targets
(Region 5)
 Contents of the Regions
Customer Requirements (1)
◦ features or characteristics that the customer indicates
as relevant
QFD

◦ must be in customer’s own words, not filtered by

marketing or engineering
Engineering Metrics (2)
◦ generated by engineering staff
◦ quantifiable aspects of system that can contribute to
satisfying customer requirements
◦ mixture of performance parameters and design
parameters
 Contents of the Regions

Matrix of Requirements Relations (3)

◦ “matrix”with rows of customer requirements and columns of
engineering metrics
QFD

◦ each relationship marked with an “x”

Competitive Benchmarking (4)

◦ opportunity to explicitly compare your design to that of a
competitor’s
◦ mark the customer requirements that are met with an “o”.
 Contents of the Regions

Engineering Targets (5)

◦ list numerical values established for each engineering metric (2), along with
units
QFD

◦ target may be the value that the requirement must achieve in order to
compete with the benchmarked products
 Variations to QFD Tables
A region can be inserted next to (1) for weighting the
relative importance the customer places on his/her
requirements
QFD

A “roof” can be put over (2) and used to show

relationships between metrics (+ or -)
Numerical values indicating relative weights may
replace the “x’s” and “o’s” in the matrix

45
 QFD – House of Quality
Weighting
Factors
Technical
Correlations

Engineering
QFD

Metrics (2)

Relationships between Competitive

Customer Customer Requirements and Benchmarks
Requirements Engineering Metrics (4)
(1) (3)

Engrg Targets (5)

46
 QFD Phase 1
example 1
QFD
 Example 2
Bike
suspension
QFD
 Example 2
QFD

Step 0: Identify
customer needs
priority/importance
 Example 2
QFD

Step 1a: Set

metrics
 Example 2
Step 1b: Relate Needs
of customer with
engineering
QFD

requirements
 Identifying
Product Specifications
Steps
QFD

Step 2: Collect Competitive

Benchmarking Information

Scoring Based
 Example 2
QFD

Step 2: Collect Competitive

Benchmarking Information

Metric Based
 Identifying
Product Specifications
Steps

Step 3: Set Ideal and Marginally

Acceptable Target Values
 Two types of target value are
QFD

useful:
1. The ideal value is the best
result the team could hope for.
2. The marginally acceptable
value is the value of the
metric that would just barely
make the product
commercially viable.
Step 4: Reflect on the Results and the Process
 ENHANCED 4 phase QUALITY FUNCTION
DEPLOYMENT

Enhanced Quality Function Deployment is a broader QFD framework that applies a system
perspective recognizing the need to decompose more complex products into subsystems and
assemblies with supporting deployment matrices and concept selection matrices.
QFD

Phase 1 Office Employee Needs

Example
Selecting a Xerox Copier based Copier system
Phase 2 Technical
on Office needs. Requirements
Subsystem
Phase 3 Requirements
Phase 4 Copying Operation

55
 HOQ

DESIGN

PROD. PROCESS ENGR.

QFD

PROD. OPER. PLNG.

56
 Total System Expectations

Jam clearance time

Paper damage rate

Multifeed rate
Misfeed rate

Copy rate
Jam rate

UMC
Voice of the Customer A B C D E F G
1 Always get a copy O
2 No blank sheets O
3 No jams to clear O O
QFD

4 Medium speed O
5 Copies on cheap paper O O O
6 Copies on heavy paper O O
7 Copies on light paper O O
8 Easy to clear jams O
9 No paper damage O
10 Low cost O

70+2/-0CPM
<100/106

<100/106
<20 sec
<50/106

<50/106

<$6000
Core of House of Quality Example: Xerox Copier
57
 System Design Decisions Subsystem Expectations

Jam clearance time

Paper damage rate

Multifeed rate

Delivery time
Paper speed
Misfeed rate

Copy rate
Jam rate

UMC
Total System Expectations 1 2 3 4 5 6 7 8 9 10
A Misfeed rate <50/106 O
B Multifeed rate <50/106 O
<100/106
QFD

C Jam rate O O O
D Copy rate 70+2/-0CPM O O
E Jam clearance time <20 sec O
F Paper damage rate <100/106 O O
G UMC <$6000 O

141+10 msec
70+2/-0CPM

11.7+3 ips
<20 sec
<50/106

<50/106

<30/106

<40/106

<$250
Total System Design Matrix
58
 Subsystem Design Decisions Piece-Part
Expectations

Retard friction coefficient

Jam clearance strategy

Enhanced stack force
Retard brake torque

TAR surface speed

Normal stack force

UMC breackdown
TAR action time
Retard radius
Retard feeder

Trigger time
Subsystem Expectations A B C D E F G H I J
6
1 Misfeed rate <50/10 O O O
2 Multifeed rate <50/106 O O O O O O
QFD

3 Jam rate <30/106 O

4 Copy rate 70+2/-0CPM O
5 Jam clearance time <20 sec O
6 Paper damage rate <40/106 O
7 UMC <$250 O
8 Paper speed 11.7+3 ips O
9 Delivery time 141+10 msec O

0.880+0.005 in

11.7+0.3 ips
40+4 in-oz
1.50+0.25

100 msec

120 msec

Ref. Y

Ref. Z
0.3 lb

0.7 lb
Subsystem Design Matrix
59
 Piece-Part Design Decisions, Production Process
Requirements

Friction brake

Retard radius
MPU density
MPU
Copying Operation 1 2 3 4
A Retard friction coefficient 1.50+0.25 O D
B Retard brake torque 40+4 in-oz O
C Retard radius 0.880+0.005 in O
QFD

0.880+0.005
Grade X

Brand C
20 lb/ft3
Copying Operation
60
 Risk Mitigation during the design
process
FMEA

Failure Mode
and Effects Analysis
61
 FMEA
Failure Mode and Effect Analysis (FMEA) is an analytical technique that combines the
technology and experience of people in identifying foreseeable failure modes of a product,
service, or process, and planning for its elimination.
FMEA

FMEA consists of a group of activities intended:

1. to recognize and evaluate the potential failure of a product, service, or process and its effects
2. identify actions that could eliminate or reduce the chance of the potential failure occurring
3. document the process.

FMEA is a before-the-event action requiring a team effort to alleviate most easily and
inexpensively changes in design and production.
There are two types of FMEA:
1. Design FMEA
https://www.weibull.com/basics/fmea.htm
2. Process FMEA
 FMEA
“Failure modes” means the ways, or modes, in which something might fail. Failures are
any errors or defects, especially ones that affect the customer, and can be potential or
actual.
FMEA

“Effects analysis” refers to studying the consequences of those failures.

Failures are prioritized according to how serious their consequences are, how frequently
they occur and how easily they can be detected.
FMEA is used during design to prevent failures.
FMEA is used for control, before and during ongoing operation of the process.
Ideally, FMEA begins during the earliest conceptual stages of design and continues
throughout the life of the product or service.
 WHEN TO USE FMEA
When a process, product or service is being designed or redesigned,
after quality function deployment (QFD).
FMEA

When an existing process, product or service is being applied in a new way.

Before developing control plans for a new or modified process.
When improvement goals are planned for an existing process, product or
service.
When analyzing failures of an existing process, product or service.
Periodically throughout the life of the process, product or service
FMEA Overview
 FMEA PROCEDURE
Preparation for the FMEA
1. Design tree/process map: identify all of the different
components of a product/design
FMEA

2. Function tree: identify all of the function for overall

design/process and each component the design
3. Failures: determine ways each function can fail
* https://www.youtube.com/watch?v=M0Ej466IfZs
 What is a design failure
FMEA
 FMEA PROCEDURE
1. Identify the scope of the FMEA.
◦ Is it for concept, system, design, process or service? What are the
boundaries? How detailed should we be? Use flowcharts to identify
FMEA

the scope and to make sure every team member understands it in

detail.
2. Assemble a cross-functional team of people with diverse knowledge
about the process, product or service and customer needs.
◦ Functions often included are: design, manufacturing, quality,
testing, reliability, maintenance, purchasing (and suppliers), sales,
marketing (and customers) and customer service.
 FMEA PROCEDURE
3. Develop process map and identify the functions of your scope from .
◦ Ask, “What is the purpose of this system, design, process or service? What do our customers expect
it to do?”
◦ Name it with a verb followed by a noun.
FMEA

◦ Usually one will break the scope into separate subsystems, items, parts, assemblies or process steps
and identify the function of each.
4. For each function, identify all the ways failure could happen.
◦ These are potential failure modes. If necessary, go back and rewrite the function with more detail
to be sure the failure modes show a loss of that function.
5. For each failure mode, identify all the consequences on the system, related systems, process,
related processes, product, service, customer or regulations.
◦ These are potential effects of failure. Ask, “What does the customer experience because of this
failure? What happens when this failure occurs?”
 FMEA PROCEDURE
6. Determine how serious each effect is. This is the severity rating (S). Severity is
usually rated on a scale from 1 to 10, where 1 is insignificant and 10 is
catastrophic. If a failure mode has more than one effect, write on the FMEA
FMEA

table only the highest severity rating for that failure mode.
7. For each failure mode, determine all the potential root causes. Use tools
classified as cause analysis tool, as well as the best knowledge and experience
of the team. List all possible causes for each failure mode on the FMEA form.
8. For each cause, determine the occurrence rating (O) . This rating estimates
the probability of failure occurring during the lifetime of your scope.
Occurrence is usually rated on a scale from 1 to 10, where 1 is extremely
unlikely and 10 is inevitable. On the FMEA table, list the occurrence rating for
each cause.
 FMEA PROCEDURE
9. For each cause, identify current process controls. These are tests, procedures or
mechanisms that you now have in place to keep failures from reaching the customer. These
controls might prevent the cause from happening, reduce the likelihood that it will happen
or detect failure after the cause has already happened but before the customer is affected.
FMEA

10. For each control, determine the detection rating (D). This rating estimates how well the
controls can detect either the cause or its failure mode after they have happened. Detection
is usually rated on a scale from 1 to 10, where 1 means the control is absolutely certain to
detect the problem and 10 means the control is certain not to detect the problem (or no
control exists). On the FMEA table, list the detection rating for each cause.
11. Optional for most industries: Ask, "Is this failure mode associated with a critical
characteristic?" (Critical characteristics are measurements or indicators that reflect safety or
compliance with government regulations and need special controls.) If so, a column labeled
“Classification” receives a Y or N to show whether special controls are needed. Usually,
critical characteristics have a severity of 9 or 10 and occurrence and detection ratings above
3.
 FMEA PROCEDURE
12. Calculate the risk priority number, or RPN, which equals S × O × D. Also
calculate Criticality by multiplying severity by occurrence, S × O. These
numbers provide guidance for ranking potential failures in the order they
should be addressed.
FMEA
 FMEA Analysis
Function or Potential Potential Detection
Failure Type SEVERITY OCC DET RPN
Process Step Impact Causes Mode

What are the

existing
What is the
controls that
Briefly outline impact on the How
FMEA

Describe what How severe is What causes either prevent

function, step key output frequently is How easy is it Risk priority
has gone the effect to the the key input the failure
or item being variables or this likely to to detect? number
wrong customer? to go wrong? from occurring
analyzed internal occur?
or detect it
requirements?
should it
occur?
 FMEA Example 1
Function or Potential Potential Detection
Failure Type SEV OCC DET RPN
Process Step Impact Causes Mode

What are the

existing
What is the
controls that
Briefly outline impact on the How
FMEA

Describe what How severe is What causes either prevent

function, step key output frequently is How easy is it Risk priority
has gone the effect to the key input the failure
or item being variables or this likely to to detect? number
wrong the customer? to go wrong? from occurring
analyzed internal occur?
or detect it
requirements?
should it
occur?

Tire checks
Tire function:
Stops car before journey.
support
journey, driver While driving,
weight of car, Flat tire 10 Puncture 2 3 60
and passengers steering pulls
traction,
stranded to one side,
comfort
excess noise
FMEA
FMEA Example 2

75
 FMEA PROCEDURE
13. Identify recommended actions. These actions may be design or process
changes to lower severity or occurrence. They may be additional controls
to improve detection. Also note who is responsible for the actions and
target completion dates.
FMEA

14. As actions are completed, note results and the date on the FMEA form.
Also, note new S, O or D ratings and new RPNs
77
 10 Dangerously High Failure could injure the customer or employee.

9 Extremely Failure would create noncompliance with federal regulations.

High

8 Very High Failure renders the unit inoperable or unfit for use.

Severity
7 High Failure causes a high degree of customer dissatisfaction.

Rating
6 Moderate Failure results in subsystem or partial malfunction of the product.
FMEA

5 Low Failure creates enough of a performance loss to cause the customer to complain.

Scale 4 Very Low Failure can be overcome with modification to the customer’s process or product but there is minor
performance loss.

3 Minor Failure would create a minor nuisance to the customer but would have minor effects on the customer’s
process or product.

2 Very Minor Failure may not be readily apparent to the customer but would have minor effects on the customer’s process
of product.

1 None Failure would not be noticeable to the customer and would not affect the customer’s process or product.
 10 Very High: More than 1 occurrence per day or a probability of more than 3 occurrences in 10 events
Failure is almost
inevitable

9 1 occurrence every 3 to 4 days or a probability of 3 occurrences in 10 events.

8 High: 1 occurrence per week or a probability of 5 occurrences in 100 events.

Repeated failures

7 1 occurrence every month or 1 occurrence in 100 events.

Occurrence
FMEA

6 Moderate: 1 occurrence every 3 months or 3 occurrences in 1,000 events.

Occasional failure

Rating 5 1 occurrence every 6 months to 1 year or 1 occurrence in 10,00 events.

Scale 4

3 Low: Relatively few

failures
1 occurrence per year or 6 occurrences in 100,000 events.

1 occurrence every 1 to 3 years or 6 occurrences in 1 billion events.

2 1 occurrence every 3 to 5 years or 2 occurrences in 1 billion events.

1 Remote: failure is unlikely 1 occurrence in greater than 5 years or less than 2 occurrences in 1 billion events.
 Detection
FMEA
 RPN
FMEA

RPN value does not mean anything stand alone, but its meaning is shown only
in comparison to other RPNs
 Video 2 FMEA
Part 2 (Chair example)
FMEA

https://www.youtube.com/watch?v=oZ7CSFA-Jd0
 Post FMEA
FMEA
 Design

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Design

https://www.template.net/editable/45331/product-requirements-mind-map

85