1.0 Dfmea PDF

07-Jan-18
DFMEA – Design Failure Mode Effect Analysis
INDEX
1) INTRODUCTION 3
2) INTRODUCTION TO FMEA 5
3) GROUP EXERCISE – 1 11
4) WHAT IS FAILURE ? 14
5) WHAT IS FMEA? 40
6) TYPES OF FMEA 78
7) HOW TO CONDUCT FMEA? 85
8) RISK ASSESSMENT 90
9) DFMEA 110
10) GROUP EXERCISE – 2 118
11) CASE STUDIES 121
12) VIDEOS 123
13) PROJECT IDENTIFICATION 126
2 D. B. Kulkarni 07-Jan-18
1.INTRODUCTION
 INTRODUCTION TO
“FMEA – FAILURE MODE EFFECT ANALYSIS”
• In any industry, the failure of any component or machine
causes catastrophic effects on the production and profits
which leading loss to the company.
• It is expected that the machines are up & working without
any sudden failure / breakdown all the time.
• To achieve this, it is necessary to avoid any failure.
• Process of avoiding or preventing the failure is called
FMEA – Failure Mode Effect Analysis
2.INTRODUCTION TO FAILURE
MODE EFFECT ANALYSIS – FMEA
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?
 INTRODUCTION TO FMEA
• The FMEA is a process that is built on understanding the various
types of failures that
• Have occurred
• Can occur
• FMEA is built on understanding probability of failure occurrence
and ways and means of preventing it.
 Click here for the video on What is FMEA?
3.Group Exercise - 1
 GROUP EXERCISE -1
 Make groups of 5 each.
 The team should have participants preferably from different
areas of work.
 Identify major product failures experienced – in terms of design
and process
 Each team to identify at least 3 failures.
 Also list present solutions if available and analysis method used,
don’t judge them.
 Time Limit : 1) 15 Minutes for workout
2) 5 Minutes each team for discussion
4.WHAT IS FAILURE?
• FAMOUS QUOTES ON FAILURE

1. I have not failed. I’ve just found 10,000 ways that
won’t work. - Thomas Edison
2. Success is the ability to go from failure to failure
without losing your enthusiasm. - Winston Churchill
3. Failure is only the opportunity to begin again, only
this time more wisely.- Henry Ford
4. Our greatest glory is not in never failing, but in rising
every time we fail. - Confucious
5. In order to succeed, your desire for success should
be greater than your fear of failure. - Bill Cosby
6. Develop success from failures. Discouragement and
failure are two of the surest stepping stones to
success. - Dale Carnegi
7. Failure is success if we learn from it. - Malcolm Forbes
8. I’ve missed more than 9000 shots in my career. I’ve
lost almost 300 games. Twenty-six times I’ve been
trusted to take the game winning shot and missed.
I’ve failed over and over and over again in my life. And
that is why I succeed. - Michael Jordan
9. One who fears failure limits his activities. Failure is
only the opportunity to more intelligently begin
again. - Henry Ford
10.Only those who dare to fail greatly can ever achieve
greatly. - Robert F. Kennedy
• SUCCESS: dictionary meaning
• To succeed, the question to be answered is
• What is FAILURE?
• FAILURE : dictionary meaning
• Let us see a small video on FAILURE
 Click here for the video on Famous Failures?
 What is Failure?
• Failure is inability to produce work in appropriate manner.
• For Example: Equipment / machine failure on production
floor – worn out bearing, pump, pressure leaks, broken shaft
bad surface finish etc.
• Equipment failure in office – No power supply, No AC
 Three main aspects need to be understood
A. The Financial impact of Failure
B. The Failure Mode
C. The Cause of Failure
 These are not part of this training.
 Before we go in to details of what is FMEA and

how to conduct FMEA, let us look at some of
basic topics
1. What is Continuous Improvement?
2. What is process?
3. What does various standards say about
Continuous Improvement?
4. What is Corrective Action?
5. What is Preventive Action?
1. What is Continuous Improvement?
 Concept of Continuous Improvement
 The concept of Failure, Success and Continuous Improvement are
universal and are applicable to persons as well as processes.
 In case of organization the thrust today is to make the processes more
and more robust.
 This needs continuous evaluation and more correction.
 For continuous improvement, the mistakes, errors and the failures
should be analyzed in details.
 The Japanese word – KAIZEN and the process named after the same, is
basically aimed to do this task.
 Continuous improvement is a process of slow, step by step
improvement of the existing processes to reduce the waste and
improve the efficiency there by improving the bottom line!
 Various quality standards talk about the continuous
improvement.
 It says that the organization should continuously strive to
improve the effectiveness of its quality management system
through use of
 Quality policy
 Quality objective
 Quality Audits and its results
 Analysis of data
 Corrective and Preventive Actions
 Management reviews
 The most popular tool available for continuous improvement is –
Kizen.
 Continuous Improvement or Kaizen, Japanese for "improvement."
When used in the business sense & applied to the workplace,
kaizen refers to activities that continuously improve all functions
and involve all employees.
 It is applicable also to processes, such as purchasing & logistics,
that cross organizational boundaries into the supply chain.
 It has been applied in healthcare, psychotherapy, life-coaching,
government, banking, and other industries.
 By improving standardized activities and processes, kaizen aims
to eliminate waste.
 Kaizen was first implemented in several Japanese businesses
after the II World War, influenced in part by American business
and quality management teachers who visited the country.
 It has since spread throughout the world and is now being
implemented in environments outside of business and
productivity.
 Click here for the video on Continuous

Improvement?
2. What is process?
 Process is a set of interacting activities which
transforms inputs to outputs.
 All the activities that take place from the point of
order acceptance till the commissioning of equipment
are called processes.
 The processes can be classified in various different
types.
 Classification of processes:
 One way of classifying processes is
 Manufacturing Processes (Blue Collar Processes) –
These are tangible processes where the input and
output are tangible like welding, painting etc.
 Transactional Processes (White Collar Processes) –
These are mostly intangible processes like design,
development, marketing etc.
 Other way of classifying processes is
 Value Adding – Processes for which the customer
is willing to pay, or processes where the value gets
added. Like Heat Treatment , machining etc. –
Need to be improved
 Non-value Adding Processes – Processes for which
the customer is not willing to pay. E.G. – Storage,
Inspection (Mostly Internal), Transport (For
Commodities) – need to be eliminated
3. What does various standards say about Continuous

Improvement?
 Various standards call for Continuous improvement in
processes.
 ISO 9000 calls for continuous improvement in the
effectiveness on the systems.
4. What is Corrective Action?

 The action taken to correct the defect or
nonconformity.
 The corrective action deals with the effects of the
defects if left unattended.
 ISO 9000 deals in details with the Corrective
Action and how to carryout it.
 The corrective action does not prevent the
recurrence of the defect.
 Corrective Action Example:

 In cases where the machining is wrong, action
taken to match the other component is corrective
action
 Undersize shaft to be matched lower bore
coupling diameter.
 Build up welding on shaft and re-machine
5. What is Preventive Action?

 The action taken to eliminate the cause the of
failure / nonconformity.
 It helps in preventing recurrence of failure /
nonconformity.
 It also avoids the after effects due to failure /
nonconformity.
 Preventive Action Example

 The checkpoints included in process
 Checklists in design
 Regular inspection
 Self-inspection
 Preparation of SOP
 Click here for the video on CA & PA ?
 It shows that a tool is needed to

 Identify and
 Prevent
the occurrence of Failure / Nonconformity
 There are many tools available.
 Such a tool should consider
 Possible modes of failure
 The possible effects of the defect / nonconformity on
the performance
 Prioritize the actions to be taken
o FMEA – Failure Mode Effect Analysis -

helps in this area
5.WHAT IS FMEA?
Let us find out the following
 What is FMEA?
 Some important terms related to FMEA
 Why is FMEA important?
 History of FMEA
 Benefits of FMEA
 Limitations of FMEA
 How to conduct an FMEA?
Before we proceed, let us know?
 Anyone conducted an FMEA before?
 Anyone completed a Risk Analysis
Procedure?
 What is FMEA?
 A systemized group of activities designed to:
 recognize and evaluate the potential failure of a
product / process and its effects
 identify actions which could eliminate or reduce
the chance of potential failure
 document the process
The Murphy’s Law

 The well known Murphy’s Law states
 “If any thing can go wrong, it will and at
worst possible time, and if there is a
possibility of several things going wrong,
the one that will cause most damage will
be the one to go wrong.”
 How many agree

with this?
 Then please explain
 Landing of Apollo
11 landing on
Moon and return
 Mangalyan
 We may feel the law is true, but then it can not
explain many successful products and
completed projects.
 In case this law is true, there can not be any
success story and the whole world will be in
shambles.
 FMEA is the industry’s answer to the Murphy’s
law.
What is FMEA?
Failure Mode and Effect
Analysis
o A systemized group of activities designed to:
 recognize and evaluate the potential failure of a
product/process and its effects
 identify actions which could eliminate or reduce
the chance of potential failure
 document the process
 A number of terms are repeatedly used in

FMEA or Failure Mode Effect Analysis.
 Before proceeding further, let us see a few
important terms related to FMEA.
VOCABULARY OF FMEA
 FMEA Terms
 Failure mode - the way in which
something might fail
 Effects analysis – studying the

consequences of the various failure
modes to determine their severity to the
customer.
 This is not a comprehensive vocabulary, but a few

important terms are listed here.
 These are a few specific terms that are frequently
used in FMEA.
 There are many other terms that are referred in
FMEA.
 Why do an FMEA?
 Preventing problems is cheaper and
easier than cleaning them up.
 Some things are too risky or costly to
incur mistakes.
 PREVENTION IS BETTER THAN CURE
 The Reasons for FMEA

• Get it right the first time
• Indentifies any inadequacies in the
development of the product
• Tests and trials may be limited to a few
products
• Regulatory reasons
• Continuous improvement
• Preventive approach
• Team building
• Required procedure
 FMEA Provides the Potential to:
 Reduce the likelihood of customer complaints
 Reduce the likelihood of campaign changes
 Reduce maintenance and warranty costs
 Reduce the possibility of safety failures
 Reduce the possibility of extended life or
reliability failures
 Reduce the likelihood of product liability
claims
 History
 An offshoot of Military Procedure MIL-P-1629, titled Procedures
for Performing a Failure Mode, Effects and Criticality Analysis,
dated November 9, 1949.
 Used as a reliability evaluation technique to determine the effect
of system and equipment failures.
 Failures were classified according to their impact on mission
success and personnel/equipment safety.
 Formally developed and applied by NASA in the 1960’s to
improve and verify reliability of space program hardware.
 Benefits
 Identify potential and known failures
 Reduce the number of engineering changes
 Reduce product development time
 Lower start-up costs
 Greater customer satisfaction
 Increased cooperation and teamwork between various
functions
 Continuous improvement
 Advantages
 Enhance design and manufacturing
efficiencies
 Alleviate late change crises
 Minimize exposure to product failures
 Augment business records
 Improve “bottom line” results
 Add to customer satisfaction
 Apart from the above, we should guard against following pitfalls.
1. Prioritizes, Doesn’t Correct
 The initial output of an FMEA is the prioritizing of failure
modes based on their risk priority numbers.
 This alone does not eliminate the failure mode. Additional
action that might be outside the FMEA is needed.
2. Only as Good as the Team
 Identifying failure modes is a team brainstorming activity.
 If the team forgets to list it, an important failure mode could
be left alone, waiting to occur.
3. Time Consuming
 It takes time to get into the details.
4. Unknown Unknowns
 Might miss a failure mode or an effect outside the
experiences of the company.
5. Not Customizing Rating Scales
 Rating scales should be meaningful to everyone in the
organization.
 The generic rating scales might be confusing to some teams.
 Management will not be able to compare RPNs in order to
prioritize activities between teams.
6. Not Starting in the Design Stage
 The earlier in the design process an FMEA is started, the
better.
 A DFMEA can catch where design verification is needed.
7. Taking on Too Large a Scope
 Taking on an entire process may be a daunting task.
 Break a large process down into manageable chunks.
8. Not Including Operators
 Experienced operators should be on the team to add their
perspective.
 They often have good information on failure modes and on
the effectiveness of control systems.
 They might have information on occurrence as well.
9. Not Including Customers
 Customers, especially end-users, often have a better view on
failure modes than internal personnel.
10. Not Including Suppliers
 Suppliers also bring an outside perspective to the team.
 Might be able to tie your process in with theirs.
11. Becoming a Full-Time Job
 Sometimes people use an FMEA as an excuse to get out of
doing their regular job.
 You can’t afford to have people who are just conducting
FMEAs.
 Won’t get their regular work done.
 Even if FMEAs are made their “regular” work, they will lose
touch with the process and the FMEA will become mere
paperwork.
12. Not Using Concept of a Process
 This will cause the team to forget some failure modes.
 The team should brainstorm failure modes in each of People,
Methods, Equipment, Materials, and Environment.
13. Not Getting into the Details
 A superficial look at the process will miss many
failure modes.
14. Forgetting there are Internal- and External-Related Failure
Modes
 Many FMEAs focus only on the customer requirements
(specifications).
 Sometimes internal productivity losses, equipment damage,
scrap, and rework have very severe effects on the company.
15.Confusing Root Cause and Failure Mode
 Teams often have root causes as failure modes.
 A failure mode is the failure to perform the intended
function.
16. Not Looking at Each Product
 Templates are great but every product being made in a
process is not exactly the same.
 The template should be used as a starting point and each
product should be evaluated:
 Could this failure mode occur with this product?
 Would this effect occur?
 Is this the correct root cause?
 Are these controls applicable?
 Should any of the three ratings be changed?
17. Assuming Detection Controls Are Better Than They Are
 Some controls are not as good as they are perceived to be:
 High repeatability and reproducibility.
 Don’t test for what we think they test for.
 Only test part of the product.
18. Assuming Detection Controls Apply When They Don’t
 A control might apply to one effect of a failure mode but not
another.
 For example, final inspection is a control against a defect
impacting a customer, but it may not be a control scrap.
against rework
19. Not Linking with Mistake-Proofing
 FMEA is a prioritization tool. It doesn’t eliminate failure
modes or effects by itself.
 Companies need to apply tools such as mistake-proofing to
eliminate the root causes of failure modes.
 This is especially true with failure modes that have very
severe effects.
20. Not Tying into Control Plans
 The control plan tells people how to react when a failure
mode occurs.
 The FMEA will not be a living document if it is not tied to the
control plan.
21.Failing to Update the FMEA
 As new potential failure modes are identified, they should be
added to the FMEA and control plans developed for them.
 It is critical that the template also be updated.
6. TYPES OF FMEA
 Types of FMEA
 We will see
detailed
procedure
for each
later.
 Concept FMEA
 Used to analyze concepts in the early stages before
hardware is defined (most often at system and
subsystem)
 Focuses on potential failure modes associated with
the proposed functions of a concept proposal
 Includes the interaction of multiple systems and
interaction between the elements of a system at the
concept stages.
 Design FMEA
 Aid in the objective evaluation of design requirements
and design alternatives
 Aid in the initial design for manufacturing and
assembly
 Increase the probability that potential failure modes
have been considered
 Provide additional information to aid in the planning
of efficient design testing
 Process FMEA
 Indentify potential product related process failure
modes
 Assess the potential customer effects of the failures
 Indentify the potential manufacturing causes on
which to focus on
 Develop a ranked list of potential failure modes
 Document the results of the manufacturing
 Resources Needed
 Commitment of top management
 Knowledgeable individuals
 Individuals attentive to FMEA timelines
 People resources may be internal or external to the
business or a combination of both
 FMEA Timing
 FMEA should be updated:
 at the conceptual stage
 when changes are made to the design
 when new regulations are instituted
 when customer feedback indicates a problem
7. HOW TO CONDUCT FMEA ?
 How to conduct FMEA?

 After going through the details we will now
see how the FMEA is conducted.
 First we will see a video on how to conduct
FMEA.
 Next we will see a video on how to perform
FMEA?
 Click here for the video on How to perform

FMEA ?
 After going through the details we will now

see how the FMEA is conducted.
 A generalized process is explained in next
slide.
 For DFMEA and PFMEA detailed process is
discussed later.
FMEA Steps
Describe Identify Describe

Define
Product or Potential Effects of
Functions
Process Failure Modes Failure
Step 1 Step 2 Step 3 Step 4
Determine Calculate Assess

Detection Take
Causes Method Risk
Action Results
Step 5 Step 6 Step 7 Step 8 Step 9
8. RISK ASSESSMENT
 Risk Assessment Factors

 FMEA gives methods to access the risks and
prioritize the same.
 This is done using Risk Assessment Factors
and Risk Priority Number
 A general method of identifying the RPN is
explained next.
 Detailed procedure for DFMEA and PFMEA is
explained later
What is Risk Management?
 Risk management is a continuous and iterative
decision making technique designed to improve the
probability of success. It is a proactive approach that
 Seeks or identifies risks
 Assesses the likelihood and impact of these risks
 Develops mitigation options for all identified risks
 Identifies the most significant risks and chooses
which mitigation options to implement
 Tracks progress to confirm that cumulative project
risk is indeed declining
 Communicates and documents the project risk status
 Repeats this process throughout the project life

 Severity (S): A number from 1 to 10,
depending on the severity of the potential
failure mode’s effect
1 = no effect
10 = maximum severity
 Probability of occurrence (O): A number from
1 to 10, depending on the likelihood of the
failure mode’s occurrence
1 = very unlikely to occur
10 = almost certain to occur

 Probability of detection (D): A number from 1 to 10,
depending on how unlikely it is that the fault will be
detected by the system responsible (design control
process, quality testing, etc.)
1 = nearly certain detention
10 = impossible to detect
 Risk Priority Number (RPN): The failure mode’s risk is

found by the formula RPN = S x O x D.
 RPN = Severity x Probability of Occurrence x
Probability of Detection. RPN will be a number
between 1 (virtually no risk) and 1000 (extreme risk).
 Risk Priority Number
 Procedures for FMEA
Necessity Problem Effects How bad Causes How Likely? Score Steps
“Process “Failure is it? to
Function” Mode” “Severity” “Occurrence” Prevent
Put PB on
bread
Put PB on No PB
bread
Put PB on No PB Jelly
bread Sandwich
Put PB on No PB Jelly 5/5
bread Sandwich
Put PB on No PB Jelly 5/5 Out of
bread Sandwich Stock
Past
Expiration

Put PB on No PB Jelly 5/5 Out of 2/5
Past
Expiration

Put PB on No PB Jelly 5/5 Out of 2/5 10
Past
Expiration

Put PB on No PB Jelly 5/5 Out of 2/5 10 Check
bread Sandwich Stock Pantry
Past Check
Expiration Expirat
ion
Date

 We have seen that there are two types of
FMEA
1) Design FMEA
2) Process FMEA
 Let us first see the basic objectives and

differences between the two

 Let us first see the basic objectives and
differences between the two
Design FMEA Process FMEA
Purpose Meet the target Meet the drawing
Specification Specification
Responsibility Development Process Planning
Objective To avoid quality To avoid quality
failure in Design failure in Process
Check for Compliance with Compliance with
target specification drawings

 Design FMEA
 Further DFMEA can be classified in to
1. System FMEA (SFMEA) – To meet the
system specifications
2. Design FMEA (DFMES) – To meet target
specifications
3. Interface FMEA (IFMEA) – To function
well with the customers products

DFMEA
FMEA
– Design
– Failure
Failure
ModeMode
Effect
Effect
Analysis
Analysis
 Process FMEA
 Further PFMEA can be classified in to
1. Process FMEA (PFMEA) – To meet the
design specifications
2. Supplier FMEA (SFMES) – To meet design
and ordering specifications
3. Transport FMEA (TFMEA) – To ensure
Quality in Transport and Storage

 Guidelines for carrying out FMEA:

 Here are a few guidelines / steps to carry out
the FMES.
 The process for carrying out the FMEA is
explained earlier.
 The steps for carrying out DFMEA and PFMEA
are given separately.

9. DESIGN FMEA – DFMEA
Design Failure Mode Effect

Analysis

1. Design FMEA Procedure
 The steps for carrying out DFMEA
1. Identify the system / subsystem / component on
which the DFMEA is to be carried out.
2. Decide the function of the component. Example – for
the wing of an aircraft, providing lift to the aircraft is
the main function.
3. List all the possible failure modes associated with the
components.
1. No function
2. Partial Function
3. Intermittent function
4. Unintended Function

4. Against each failure mode list the effect of the failure
5. Assign the severity rating (S) to the failure mode
based on the effect. Refer Table 1 for deciding the
rating.
6. List the causes for each failure mode.
7. Assign a certain occurrence rating (O). Refer Table 2.
8. Next list the current design controls (CDC) existing
for each cause. Same design control can take care of
multiple causes.
9. For each CDC assign a certain detection rating (D)
based on table 3.
10.Multiply S*O*D to arrive at RPN – Risk Priority
Number.

11. Review the RPNs and fix a certain level beyond which
action is deemed necessary. If severity rating is equal
to or greater than 9, action has to be taken
regardless of RPN.
12. Suggest the action to be taken, the responsibility for
taking the planned action and the target date.
13. Reevaluate the O & D imagining that the action has
been taken.
14. Calculate the RPN afresh.
15. Take the action.

16. Put the action in current design controls.
17. If RPN is below the acceptable level, then stop
otherwise repeat the cycle.
18. Carryout the above steps (13 to 17) for each CDC.
19. Keep updating the FMEA as and when new entries are
made.

TABLE 1 Severity Rating (S)
Effect Severity of Effect Ranking
Hazardous without Involves non compliance with regulatory requirements,
warning affects safe operation of product without any warning 10
Hazardous with
warning Same as above but with warning 9
Very High Loss of primary function, equipment inoperable 8
Operable but a reduced level of performance, customer
High dissatisfied 7
Operable but a comfort / convenience items
Moderate inoperable, customer experiences some dissatisfaction 6
Operable but a comfort / convenience items operable
but a reduced level of performance, customer
Low experiences some dissatisfaction 5
Fit & Finish, Squeak and rattle items does not confirm,
Very Low defect noticed by most customer 4
Minor Same as above but defect noticed by average customer 3
Same as above but defect noticed by discriminating
Very Minor customer 2
None No effect 1

TABLE 2 Occurrence Rating (O)

Probability of Failure Possible Failure Rate Ranking
Very High: Failure is almost 1 in 2 10
inevitable 1 in 3 9
1 in 8 8
High : Repeated failures 1 in 20 7
1 in 80 6
1 in 400 5
Moderate : Occasional failures 1 in 2000 4
1 in 15000 3
Low : Relatively few failures 1 in 150,000 2
Remote ; Failure is unlikely 1 in 1,500,00 1

Table 3 Detection Rating (D)

Detection Ranking
Absolute Uncertain 10
Very remote 9
Remote 8
Very low 7
Low 6
Moderate 5
Moderately High 4
High 3
Very High 2
Almost certain 1

10.Group Exercise – 2

 GROUP EXERCISE -2
 Re-form the groups of 3/ 5 each.
 Select one typical failure from the list.
 The failure should be preferably from design.
 Identify the probable modes of failure.
 List the CDC – Current Design Controls
 Time Limit : 1) 15 Minutes for discussions
2) 5 Minutes each team for presentation / discussion


11.Case Studies

 Let us see a few case studies

 Click here for a FMEA carried out in a Hydro
Project company.
 Click here for a PFMEA carried out in a
Bearing Manufacturing industry.

12.VIDEO

 WE HAVE SEEN SOME VIDEOS ON THE CONCEPT OF
FMEA
 LET US SEE ONE MORE VIDEO ON TOP TEN FMEA
MISTAKES

 Click here for the video on Top 10 mistakes

of FMEA ?

13.PROJECT
IDENTIFICATION

 IDENTIFICATION OF IMPROVEMENT
AREAS
 Identify the areas for improvement based
on the discussion and the guide lines
 List out the areas
 Discuss with shop managers and
management


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07-Jan-18

DFMEA – Design Failure Mode Effect Analysis

FMEA – Failure Mode Effect Analysis

Why does it always

 Click here for the video on What is FMEA?

• FAMOUS QUOTES ON FAILURE

• SUCCESS: dictionary meaning

• To succeed, the question to be answered is

• FAILURE : dictionary meaning

• Let us see a small video on FAILURE

 Click here for the video on Famous Failures?

 Before we go in to details of what is FMEA and

 Click here for the video on Continuous

3. What does various standards say about Continuous

4. What is Corrective Action?

 Corrective Action Example:

5. What is Preventive Action?

 Preventive Action Example

 Click here for the video on CA & PA ?

 It shows that a tool is needed to

o FMEA – Failure Mode Effect Analysis -

The Murphy’s Law

 How many agree

 A number of terms are repeatedly used in

 Effects analysis – studying the

 This is not a comprehensive vocabulary, but a few

 PREVENTION IS BETTER THAN CURE

 The Reasons for FMEA

7. HOW TO CONDUCT FMEA ?

 How to conduct FMEA?

 Click here for the video on How to perform

 After going through the details we will now

Describe Identify Describe

Step 1 Step 2 Step 3 Step 4

Determine Calculate Assess

Step 5 Step 6 Step 7 Step 8 Step 9

 Risk Assessment Factors

 Risk Assessment Factors

 Risk Assessment Factors

 Risk Priority Number (RPN): The failure mode’s risk is

 Risk Priority Number

 Procedures for FMEA

 Procedures for FMEA

 Procedures for FMEA

 Procedures for FMEA

 Procedures for FMEA

 Procedures for FMEA

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 Procedures for FMEA

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 Procedures for FMEA

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 Procedures for FMEA

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 Let us first see the basic objectives and

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 Guidelines for carrying out FMEA:

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9. DESIGN FMEA – DFMEA