Solution roll out

Foundation

20st May, 2008

Présentation
FMEA

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 Summary
Problem statement
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• FMEA within HTT, is not providing the benefits, to the company in

terms of risk assessment and actions. The knowledge, process
requirements do not deliver a dynamic effective and value added
process.

Objective:-

• Cover the fundamentals; present what is required to conduct a FMEA.

From facts, identified by audit, develop actionsthat deliver the
process, tool and approach for a dynamic, effective and value added
process.
- Present the concepts of risk assessment
- Preparation / planning
- Provide tips on use and explore benefits - Tools
- Process – provide intelligent and efficient approach to FMEA

We are not where we want to be !

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 Outline
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FMEA
Design FMEA
General information

Process FMEA FMEA facilitation

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•What is risk?
-Danger and risk?
- The undesirable effect of an event
- Is it dangerous to fly ?
•What is risk?
-The probability of an undesirable event
●If risk is based on probability and danger, it makes sense to predict,
prevent and avoid it, when compared to the consequences on the
customer and HTT.

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 What is an FMEA (from research)
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The FMEA is a tam function and cannot be done on an individual basis.

This is not a one man job !!!

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 FMEA definitions

It is a systemised group of activities intended to:-

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• Recognise and evaluate the potential failure of a product or

process and its effects
• Identify actions which could eliminate or reduce the chance
of a potential failure occurring.
• Focuses on prevention of a failure
• Results in a coordinated/ document team effort of the process

Defines what a design or process must do to satisfy a customer :-

• Allows the team to evaluate controls and the need to mitigate
risk by changes to design or the manufacturing control plan.
• A method to determine the need for and a priority of actions
• The deliverable is to prevent failures from reaching customers,
improving customer satisfaction.

FMEA’s identify or confirm potential critical and significant characteristics to be

addressed by, design changes, process changes or to be included in the process
Control Plan

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 •TEAM STRUCTURE
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• As a minimum, the team should include:-

include:-
• Design or process owner
•Cannot be the leader of the team
• Devils advocate or contrarian
• Peer or expert who challenges the current
Design process
• Data owner
• Quality expert
• Other subject matter experts as necessary
• Testing
• Metrology
•Optional
• Expert facilitator
• Recorder Implementing roles
Establish the roles - particular attention to the team formation and
• Key supplier functions by:
• Services •Getting to know each other, including individual strengths/ weaknesses
and preferences for working.
•Purchasing •Identifying roles and responsibilities
•Establishing ground rules for behaviour
•Clarifying the team's goals and tasks
•Scheduling tasks, meetings and deadlines
•Learning to use different group methods at meetings

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Consider Facilitation

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•From research

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 Factors Identifying Six Common Problem Areas
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Why do team fail, diagnose the malaise

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Tim runs an assembly shift and is a long time customer of a machinist that supplier precision parts.
There had been some staff turnover in the supplier over the years, but the quality of the work and
service they offered was always maintained. They had a good working relationship.

However in the last year things had changed; there was a new team that handled his work, and
things hadn't been the same since then. Initially it was small glitches that he ignored given the long-
time association he had with the firm, but now the problems seemed to be escalating. Deadlines
were constantly missed, and he was not kept informed of the delays. Everybody on the team was
extremely intelligent and competent but they never seemed to provide a service of the same quality.

A few months back Tim had a meeting with Mark the Quality Manager and discussed the problems
with him. He was given an assurance that Mark would look into the matter so the problems would
not reoccur.

However, this wasn't the case; a new part number was produced, that had serious problems and
didn't meet up with the requirements laid out in the brief. Tim felt he had no choice but to ask for a
meeting with the Managing Director of the firm to express his concerns.

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Identifying Symptoms of Team Ineffectiveness

The warning signs that things are not quite right within a team become evident to the people who interact with the team long before major problems set in.
These warning signs usually manifest in certain types of behaviour or performance related problems. Assessment of a team usually takes place at two
levels:

a) The process and the behavioural aspects of teamwork

b) The output from the teamwork and performance of the team

The symptoms of team ineffectiveness can be gauged by observing the process followed and behavioural aspects that are evident within the team. For
example; the way they talk to and about each other.

Symptoms to watch out for:

• Friction and disagreements

• Hearing complaints or gossip from various sources

• Lack of loyalty towards one another

• Attention and energy focused outside of the teams objectives

• Team members being absent from work or scheduled team meetings

• Poor co-ordination of team activities, disorganized and chaotic handling of tasks

• Falling behind on deadlines or inability to meet targets

• Drop in the efficiency or productivity level of the team .

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 • Have you seen these before?
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Consequences of an Ineffective Team: The problems within the team can eventually translate into problems for the
company, impacting either on the bottom line or in its business relationships, e.g:

• Customer complaints could increase

• Revenue losses because of business going to another firm

• No success in any of the new business pitches made by the team

It is important for companies to act immediately if they see any of these symptoms of team ineffectiveness and investigate
the cause, a few examples of which are below:

• Role clarity

• Lack of clear cut goals

• Poor leadership

• Inadequate training

• Differences in work styles

• Poor planning

So, can you identify the symptoms of team ineffectiveness? You need to, as without this first fundamental step, you can't go
on to investigate different processes and approaches to build a truly dynamic and effective team for your organisation

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 •General purpose of a FMEA
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 What is required to be covered
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Receiving Inspection
20 Storage/Material Handling
30 Job Setup
40 Manufacturing/Assembly
50 Packaging/Labeling
60 Job Tear Down
70 Storage Material Handling
80 Shipping

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Preparation checklists

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Preparation tools

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•Block diagram

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•Block diagram

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Turbo Oil Feed system Diagram

Oil cooler
1mm: Oil Galleries Oil Filter / Cooler
50% @ 19 Micron Oil Feed pipe Cylinder Block
75% @ 25 Micron 1 mm: 2 mm
90% @ 33 Micron 2mm
TURBO
Centre Housing Banjo Bolt
Oil Pump (Grey iron, Cast, Turned, Milled)
Journal Bearing
(Free cutting brass, turned)
Thrust Brg
(Sintered - drilled) Banjo Bolt Oil Feed Pipe
Shaft 0.4 mm
Pick Up Pipe (Medium Carbon St - ground)

Turbo Drain Pipe

Scope selected
Oil Pan
Notes
for contamination
X mm = Particle size contamination specification. for component
investigation
= Path of oil

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 •Occurance
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2. Occurrence Evaluation Criteria :

Likelihood of Occurance of cause
Ppk Ranking
failure (Incidents per items/ vehicles)
Very High : ≥ 100 per thousand pieces (≥10% scrap) ≥1 in 10 < 0.55
Persistent failures
10

50 per thousand pieces (5% scrap) 1 in 20 > or = 0.55 9

High : Frequent
20 per thousand pieces (0.2% scrap) 1 in 50 > or = 0.78 8
failures
10 per thousand pieces (1% scrap) 1 in 100 > or = 0.86 7
2 per thousand pieces (0.2% scrap) > or = 0.94 6
Moderate :
0.5 per thousand pieces (0.1% scrap) 1 in 2000 > or = 1.00 5
occasional failures
0.1 per thousand pieces (0.01% scrap) 1 in 10000 > or = 1.10 4
Low : Relatively 0.01 per thousand pieces (0.001% scrap) 1 in 100000 > or = 1.20 3
few failures ≤0.001 per thousand pieces (0.0001% scrap) 1 in 1000000 > or = 1.30 2
Failure is eliminated through preventative control > or = 1.67
Very low 1

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•Detection

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 Assessment evaluation
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• Metrics and methods

– there are four different ways to prioritise our actions:-
actions:-

– SEVERITY (in isolation)

– CRITICALITY (severity / occurrence interaction)
– DETECTION (in isolation); prevention vs detection; A;B;C
– RPN (severity x occurance x detection)

•Note: take care using RPN only ans this can lead to incorrect prioritisation

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•Severity (5), Occurrence (5), Detection (2) = 50

•Severity (3), Occurrence (3), Detection (6) = 54
•Severity (2), Occurrence (10), Detection (10) = 200
•Severity (9), Occurrence (2), Detection (3) = 54

Ans 4;1;3

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 •Criticality – Customer prioritisation
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