Pfmea Overview

QUALITY
PFMEA’s
A
1 Hour Overview
Revised By: Lawrence Brozowski 09-2004
1
PFMEA 14799 Revised L Brozowski 6-2004
Worldwide Purchasing
THE REAL VALUE OF FMEA PROCESS
QUALITY
• SAVE RESOURCES
• COMMUNICATE REQUIREMENTS
• IMPROVE PRODUCTIVITY AND RELIABILITY
• FOCUS PRODUCT ON CUSTOMER CONCERNS
AND ERROR PROFFING
• CAPTURE LESSONS LEARNED
• TRAIN NEW PERSONNEL
• DRIVES TO ZERO DEFECTS
• REDUCE THE COST OF QUALITY
RETAIN TECHNICAL MEMORY
2
QUALITY
QUALITY POLICY
QUALITY CREATES
CUSTOMER ENTHUSIASM
JOB DESCRIPTION
FIRST TIME QUALITY
QUALITY AT RATE
EXPECTION IS ZERO
MANUFACTURING DEFECTS
3
QUALITY
THE PROBLEM WITH
VERBALLY EXPRESSED
TECHNICAL DATA
A major problem with verbally expressed technical data is that
various company functions use local vocabularies that are not
understood by other functions.
Example: what is your definition of the word quality?
If you are thinking variation reduction, you will probably

expect / accept higher costs for tools, gages, materials, equipment
and tighter tolerances on designs.
If you think in terms of customer satisfaction, you are looking

for lower costs, $0 tooling, less expensive processes and
technical innovation.
4
QUALITY
INFORMATION
ACCOUNTABILITY
Information we have plenty of, but what’s really necessary
to your work, and what form should it take? Don’t expect an
information manager to tell you. The big thing to learn is not how
to use the computer, or even how to organize information, but how
to take responsibility for the information you have.
Information accountability means making information a tool,

which in turn is the basis for common actions.
This notion is something that we are just beginning to grasp.
Only now can the question be asked:

What does this information mean, both for my job function
and for the function of other people’s work.
5
QUALITY
RETENTION OF
TECHNICAL MEMORY
•FMEA’S ARE MORE IMPORTANT THEN FINANCIALS

•Financials only tell you IF you made money.
•FMEA’s tell you HOW to make products that make money
•Problem recognition and knowledge retention should be
considered the most important aspect of the QUALITY process.
6
QUALITY
Manufacturing System
Fundamental Value
FMEA
Control Plan
MRP Financial
APQP PPAP R@R
Global Manufacturing System
ISO 9000 QS 9000

7
QUALITY
WHAT IS A QUALITY SYSTEM

• “The organizational structure, responsibilities, procedures,
processes, and resources for implementing
quality management”
• Quality Management: “That aspect of the overall

management function that determines and implements the
quality policy”
8
QUALITY
Quality System Requirements
• Purpose
– Define the quality system expectations

for internal and external suppliers
production and service parts & materials.
– Ensure customer satisfaction

beginning with conformance to requirements
continuing with reduction of variation and waste
to benefit the final customer, suppliers, and OEM’s.
– RETENTION OF TECHNICAL MEMORY
9
QUALITY
93% OF OUR
PROBLEMS ARE
WHERE THE
REQUIREMENTS
ARE:
 Missing
 Misunderstood
 Wrong
 Ignored
10
QUALITY
USE STANDARD
BASIC QUALITY TOOLS
TO ACHIEVE THE
REQUIRED RESULTS
DRIVE DISCIPLINE
11
QUALITY
FMEA Process Overview
Knowledge Transfer
OEM
Responsibility
Sourcing GD&T To add print
P SSTS Final Print
RFQ DFMEA Picking H
R KPC’s
APQP I
E PPAP
Base
N
V ge
n owled D
E K
S
N
I
T
G
I
H
O
T
N Supplier APQP
PFMEA
Responsibility Control Plan
0 1 2 3
12
QUALITY
VIEW POINT’S
for
FMEA IMPLEMENTATION
•The MINAMALIST VIEW (very short lacking critical information

•A VERBOST VIEW (very knowledge intensive)
REALITY IS our documentation is

CLOSER TO THE MINAMALEST’S VIEW
Keep in mind that most design testing is done
with the parts built to nominal
13
QUALITY
FMEA Process Overview
Knowledge Transfer
OEM
Responsibility GD&T To add print
Sourcing Final Print
P SSTS DFMEA
RFQ Picking H
R Design KPC’s
Tweak APQP I
E PPAP
Lessons
Base
N
V Learned ge
n owled D
E Current K
S
N Design
I
T
G
I Adding New
Re-Learning
Information
Execute H
O Design
T
N Supplier PFMEA APQP
Responsibility Control Plan
0 1 2 3
14
Feedback Loop Worldwide Purchasing
QUALITY
DO AS YOU SAY
SAY AS YOU DO
YES THIS MEANS EVERYTHING YOU DO
THE FMEA PROCESS CAN NOT HELP IMPROVE ISSUES

(CANNOT BE A PROACTIVE TOOL) IF ALL THE
FAILURE MODES ARE NOT RECORDED
IN THE DOCUMENTATION
15
QUALITY
KEY DEFINITIONS
A FMEA is an analytical tool that uses a

disciplined technique to identify and help
eliminate product and process potential
failure modes.
FAILURE: When equipment is not able to perform

the actions as Required per specifications.
FAILURE MODE: The omission of required action
or incorrect action that precedes the failure.
16
QUALITY
IMPORTANCE OF PFMEA's
• Systematic Method to Analyze a Process
• The Process Potential FMEA:
– Identifies potential product related process failure modes
– Assesses the potential customer effects of the failures
– Identifies the potential manufacturing or assembly process
causes and identifies process variables on which to focus
controls for occurrence reduction or detection of the failure
conditions
– Develops a ranked list of potential failure modes, thus
establishing a priority system for corrective action
considerations
– Documents the results of the manufacturing or assembly
process
17
QUALITY
FAILURE MODES AND

EFFECTS ANALYSIS
HISTORY
• Initially developed in the 1940’s
• Used extensively in NASA Apollo Program in
1960’s
• Carried to other industries by displaced Apollo
engineers
• Adopted by Ford engineering in the 1980’s
• Adopted by Automotive Industries Action Group
(AIAG)
• Incorporated into GM GVDP and PPAP
18
QUALITY
UNDERSTANDING FAILURE
MODE RELATIONS
• Every problem is preceded by the error and the source of the
error (cause).
• The cause is that which produces an incorrect action
(something done poorly) or an omission of a required action
(something not done).
All problems have three components:

1. Frequency of occurrence of the cause.
2. The ability to detect (the problem / effect or error).
3. Severity (how the problem / effect affects the customer).
19
QUALITY
FLOW DIAGRAM
STEP
STORE
MOVE
OPER
INSP.
#
5 PFMEA’s
6 POTENTIAL
FAILURE MODE AND EFFECTS ANALYSIS
FMEA Number 1
(PROCESS FMEA) Page of
Item 2 Process Responsibility 3 Prepared By 4
Model Year(s)/Vehicle(s) 5 Key Date 6 FMEA Date (Orig.) 7
Core Team 8
7 Process Function Potential Failure

S C
Potential Effect(s) E L Potential Cause(s)/
O
C
D R.
E P. Recommended Responsibility
Action Results
Actions S O D R.
22
Requirements Mode of Failure V A Mechanism(s) of C Current Process Control T N. Action(s) & Target Taken E C O P.
9 10 11 12 S Failure U 16 E 18 19 Completion Date 21 V C T N.
S 14 R C 20
13 15
17
• “PICTURE” OF PROCESS JOB

• SHOWS FLOW OF PROCESS
• FOUNDATION FOR PFMEA,
CONTROL PLANS, TOOL CONTROL
LAYOUTS, WORK STATION PLAN
LAYOUTS, ET.
• LISTS EACH OPERATION
• CURRENT CONTROLS
• ENHANCED CONTROLS FROM RECOMMENDED
ACTIONS INST JOB
PER OPERATION: RUC
• KPC's, KCC's TION
S
• INSPECTION FREQUENCY
• GAGE & CHECKING DEVICES
• REACTION PLANS FOR NON-
CONFORMING PRODUCT
PER OPERATION:
• INSPECTION FREQUENCY
• GAGE & CHECKING DEVICES
• REACTION PLANS OF NON-
CONFORMING PRODUCT
20
QUALITY
FMEA FORM DETAIL

PO T E N T IA L
F A IL URE M O DE A ND EF F EC T S A NAL YS IS
(P RO CES S F M EA ) F M E A N um ber:
1
Item : 2 P roc es s R es pons ibility

3 : P repared by4:
M odel Y ear(s )/V ehic le(s ) 5 K ey D ate 6 Date (O rig.) 7
C ore Team : 8 Date (R ev.) 7
Proc es s C Potential O D
Func tion/ Potential Potential S l Caus e(s )/ c Current Current e R. Rec ommended Res pons ibility A c tion Res ults
Failure Ef f ec t(s ) of e a Mec hanis m(s ) c Proc es s Proc es s t P. A c tions & Target A c tions S O D R.
Mode Failure v s of Failure u Controls Controls e N. Date Taken e c e P.
Requirements s r Pr e ve n tio n De te ctio n c v c t N.
9 10 11 12 13 14 15 16 16 17 18 19 20 21 22
POTENTIAL POTENTIAL
FAILURE MODE CAUSES RECOMMENDATIONS
CURRENT
POTENTIAL CONTROLS
EFFECTS
21
QUALITY
PO T E N T IA L
F A IL URE M O DE A ND EF F EC T S A NAL YS IS
(P RO CES S F M EA ) F M E A N um ber:
1
Item : 2 P roc es s R es pons ibility

3 : P repared by4:
M odel Y ear(s )/V ehic le(s ) 5 K ey D ate 6 Date (O rig.) 7
C ore Team : 8 Date (R ev.) 7
Proc es s C Potential O D
Func tion/ Potential Potential S l Caus e(s )/ c Current Current e R. Rec ommended Res pons ibility A c tion Res ults
Failure Ef f ec t(s ) of e a Mec hanis m(s ) c Proc es s Proc es s t P. A c tions & Target A c tions S O D R.
Mode Failure v s of Failure u Controls Controls e N. Date Taken e c e P.
Requirements s r Pr e ve n tio n De te ctio n c v c t N.
9 10 11 12 13 14 15 16 16 17 18 19 20 21 22
POTENTIAL
CAUSE IS CURRENT
DIRECT CONTROL =
RELATIONSHIP DETECTION
TO PROCESS CAPABILITY
CAPABILITY
THE OUTCOME HERE IS

PRIMARILY CONTROLLED BY
PRODUCT OR PROCESS
{
ENGINEERING
SQE SHOULD CONCENTRATE ON THESE AREAS.
THE SQE HAS ABILITY & AUTHORITY TO EFFECT
CHANGES IN THESE AREAS WORKING WITH THE
SUPPLIER
22
QUALITY
ERROR PROOFING
TYPES OF INSPECTION
Source Self Successive
23
QUALITY
SOURCE INSPECTION
Mistake CANNOT Be Created
Source
“Cannot Make”
PREVENTION
Location of check
• Occurs before the processing station
• Cannot proceed with further processing
Human inspection
• Source inspection through product or process design
• PFMEA Detection code = 1
• PFMEA Occurrence code = 1
Technology/Equipment/Tooling Checks (free of human intervention)

• Error Proofing** per AIAG FMEA Reference Manual
• Accomplished through product or process design
• PFMEA Detection code = 1 & Occurrence code = 1
** Other definitions offered by various authors, e.g., mistake proofing, mistake

detection, Poka-Yoke, etc. 24
QUALITY
SELF INSPECTION
Mistake CAN Be Created
Self
“Cannot Pass”
DETECTION
Location of Check
• Occurs within the processing station – or - immediately after
processing
• Part still remains in the processing station
Human Inspection
• Visual or manual inspection
• PFMEA Detection code = 5 through 9
Technology/Equipment/Tooling Checks
• Error Detection** per AIAG FMEA Reference Manual
• PFMEA Detection code = 2 with auto stop
• PFMEA Detection code = 3 with warning only
** Other definitions offered by various authors, e.g., mistake proofing, mistake
25
detection, Poka-Yoke, etc..
QUALITY
SUCCESSIVE INSPECTION
Mistake CAN Be Created Successive
“Cannot Accept”
DETECTION
Location of Check
• Occurs in next processing station OR
in downstream processing station(s)
Human Inspection
• Visual or manual inspection
• PFMEA Detection code = 5 through 9
Technology/Equipment/Tooling Checks
• Error Detection** per AIAG FMEA Reference Manual
• PFMEA Detection code = 4
• PFMEA Detection code = 3 with redundant checks
** Other definitions offered by various authors,
26
e.g., mistake proofing, mistake
detection, Poka-Yoke, etc.
RISK PRIORITY NUMBER (RPN)
QUALITY
S C O D R. Action Results 22
Process Function Potential Failure Potential Effect(s) E L Potential Cause(s)/ C E P. Recommended Responsibility Actions S O D R.
S Failure U E Completion Date V C T N.
9 10 11 12 16 21
S R C 18 19
14 20
13 15 17
18. RISK PRIORITY NUMBER (RPN)

– This Is Simple Multiplication
– Multiply the Ranking Given to the Three Evaluations:
SEVERITY X OCCURRENCE X DETECTION = RPN
S O D R
E X C X E = P
V C T N
R E
C
– There Is a Specific RPN for Each Potential Cause

– The Process Is Assigning Risk to Each Cause
– This Is Root Cause Focused
27
QUALITY
HOW TO MAKE THE PFMEA &

CONTROL PLAN DYNAMIC
* START
REVIEW DETECTION FOR FAILURE ANALYSIS
ACCURACY & ROBUSTNESS
• UPDATE RPN BASED ON SUPPLIER’S
CAUSE PROCESS
• DEVELOP ACTIONS TO
LOWER RPN •SCRAP
•AUDITS
YES
CUSTOMER
WAS REVISE
PFMEA TO COMPLAINTS
ISSUE ON
FMEA? REFLECT
•WARRANTY
CURRENT NOTE: IF MANAGEMENT IS AT FAULT PR/R's
PROCESS THEY ARE NOT FULFILLING THEIR PPM
• ADD CONDITION TO JOB OR AGREEMENT
FMEA
• DEVELOP PROPER REVISE CONTROL WAS
CONTROL FROM PLAN TO IMPOSE NO CONTROL
NO LEARNING REFLECT DISCIPLINE ON PLAN
• IMPLEMENT CURRENT FOLLOWED?
MANAGEMENT
CORRECTIVE ACTION PROCESS
YES
MACHINES GAGES TOOLS
28
QUALITY
Dynamic Operational Control Plan

PROCESS FLO W
PFM EA CONTROL PLAN
O p e ra tio n
T r a n s In
p os r pt e c tDi oenl a yS t o r a g e
s
P o te n tia l P o t e n ti a l SAMPLING Tool & Gauge
P r o d /P ro c / P o te n tia l C u rre n t R e sp o n sib ili Gauge
P ro c P i e c e s Wp eor r k C e n t r / S p e c ia l E f fe c t s o f C a u se( s) / R ec o m m en A C T IO N S Customer Reaction
OCC
DET
RPN
OCC
DET
SEV
SEV
SYM BOL P ro c N a m e Char F a ilu re P ro c e ss ty & T a r g e t Control Method Mach. D es criptio R&R
N um ber S h ift T r a n s M o d e C h a r . C la s s F a ilu re M e c h a n is m d e d A c ti o n s TAKEN Specs Frequency SIZE n
Plan
D e s c r ip tio n M ode C o n tr o ls D a te Number & Date
M ode (s) o f
Informational Content not the form is the KEY issue
Also refer to APQP page 96 to 101 (DCP Journey)
29
QUALITY
KEY POINTS ON
PFMEA DEVELOPMENT
30
QUALITY
STORE
STEP
MOVE
OPER
INSP.
#
1
2
KEY POINTS
3
Flow Diagram
❍ Should Provide A General Sequential Picture Of The
Process.
• Shows Progression Of The Manufacturing Process
• Organizes the Process
❍ Keeps the Group Focused
❍ Physical Appearance Of The Flow Document
• Should Have Legend(s) Explaining Symbolism used.
• Operations Should Be Numbered.
• Label or Title Of Operation Or Manufacturing Process
Should Appear On Paperwork.
31
QUALITY
KEY POINTS ON
PFMEA’s PFMEA
DEVELOPMENT
POTENTIAL FMEA Number 1
(PROCESS FMEA) Page of
Item 2 Process Responsibility 3 Prepared By 4
Model Year(s)/Vehicle(s) 5 Key Date 6 FMEA Date (Orig.) 7
Core Team 8
S 14 R C 20
13 15
17
PFMEA
Accurate PFMEA development is very time consuming work, Requires A Team

Approach.
When done properly the PFMEA can become basis for multiple applications.
It is a repository of all our collective experience.
Needs to be a dynamic process - CONSTANTLY reflecting lessons learned
It is a main enabler for prevention.
It is proactive.
Provides CLARITY OF FOCUS through high RPN identification.
Key To Prediction and Prevention Of Problems.
Creates Organizational Memory.
Facilitates Lessons Learned Solutions For Like or Similar Processes.
Accurate & Detailed Development.
Facilitates Duplication of Best Practices.
Should Follow The Sequence of the Flow Diagram for the
Corresponding Manufacturing Or Assembly Process.
32
QUALITY
Item
Model Year(s)/Vehicle(s)
POTENTIAL
(PROCESS FMEA)
2 Process Responsibility 3
PFMEA's
FMEA Number
Page
Prepared By
of
1
4
KEY POINTS
5 Key Date 6 FMEA Date (Orig.) 7
Core Team 8
S 14 R C 20
13 15
17
PFMEA (continued)
❍ All Material Or Sub-assemblies Entering Each
Operation Are Considered Good Parts.
• Sub-assemblies, if manufactured at same location require
separate PFMEA.
• Purchased parts are considered good; incoming inspection
should address characteristics or operation addresses through
error proofing.
❍ Do Not Set Target Goals For RPNs

• Use common sense when determining if further process
improvements are not feasible.
33
QUALITY
FMEA IMPLEMENTATION
KEYS
MAJOR INPUTS TO FMEA Development
4 WALL OPERATIONAL SEQUENCE
TO MUCH, TO LITTLE, MISSING, WRONG
LANGUAGE IS CRITICIAL
RPN REDUCTION STRATEGY
34
QUALITY
MAJOR INPUTS TO FMEA

DEVELOPMENT
•DFMEA CUSTOMER CONCERNS
•BOM
•PRINT SPEC’S KPC's / KCC's
•EQUIPMENT LIST
•MAINTANCE PLANS
•INSPECTION POINTS / GAGES
•MOVE ACTIONS
•STORAGE POINTS / KANBAN QUANTITIES
•REWORK LOOPS OUT POINTS IN POINTS
•SCRAP OUT POINTS
•DATA INPUT POINTS
35
QUALITY
4 WALL OPERATIONAL SEQUENCE
• Starts at receiving inspection

• Directs the documentation / data requirements of the Tier 2
suppliers
• Follows everything that is done within the plant
• Documents ALL data collection points
• Through getting the product to the assembly plant
36
QUALITY
OPERATIONAL SEQUENCE
• The operational sequence numbering must
be the same in the FLOW CHART, PFMEA
and the CONTROL PLAN
• The numbers should not be repeated within

the documentation for a single part number.
OP 10 in Receiving , OP 10 in Sub
Assembly, OP 10 in Assembly, OP 10 in
Shipping, not allowed
37
QUALITY
O p e ra tio n a l S e q u e n c e M a trix
C o m m e n ts
X X X - X X X F ie ld le n g t h 7 d ig it s
W o r k C e n t e r # b y P la n t L o c a t i o n
1 0 - 4 w a l l fl o w
A - A lp h a F ie ld / T a s k C o d e
- 0 0 1 P ro c e s s s te p n u m b e r
38
QUALITY
FAILURE MODES
THERE ARE 6 MAIN CAUSES OF FAILURE
RELATING TO PROCESS FAILURE MODES
•TOO MUCH
•TOO LITTLE It is rare for a failure mode
•INCOMPLETE to have more then five (5)
•MISSING important causes and three
•WRONG important effects.
•CYCLE TIME
39
QUALITY
LANGUAGE IS CRITICIAL
• WEIGHT MEASUREMENT1 OZ. = 28.34 GRAMS

• VOLUME MEASUREMENT 1 OZ. = .125 CUPS
BE SPECIFIC
USE COMMON LANGUAGE
40
QUALITY
KEY
POINTS
KPC's & KCC's

• Identified Early in Design Development
• Identified by Engineering Through Voice of
the Customer in the Design Stage
• The initial identification in the Process
occurs in the Flow Diagram
• Details of How Processing Affects KPC's
Identified in PFMEA
• Detail of Process and Product Control
Identified in Control Plans
41
QUALITY RPN Reduction RPN
Strategy RPN
The Advanced Product Quality PlanRPN(APQP)
for each product should include the strategy
for reducing the risk identified through the
PFMEA process;
RPN numbers.
•This is referred to as your RPN Reduction Strategy.
•This is an organized method for prioritizing and using the
PFMEA to gain maximum benefit.
RPN Reduction Strategy Example

–Identify Top 5-10 RPNs
–Follow through on recommended actions for each
–As each RPN is reduced work on the next highest RPN
–Continues working through this process
42
QUALITY
KEY
POINTS
REACTION PLANS O
A LT
• Often a weakness in the system
• They need to be clear
• The Reaction Plan provides the direction to
Drive Appropriate Action
• We Spend Time and Energy Developing
Them; If Not Followed We Waste Time and
We Lose an Obvious Opportunity for
Success
• They Are the Final Detour Sign That Leads
Us Back to the Correct Route.
43
QUALITY
PFMEA’s ARE A LIVING
DOCUMENT
The PFMEA is referred to as a living document because the
intent is to use the document throughout the life of the
product
– Once the product enters the “normal” production cycle any revisions
to the design or manufacturing process should be reflected
– When a step in the process is revised or changed due to process or

design improvements, you must revise the PFMEA and re-evaluate the
effect of the change on severity, occurrence and detection
– This is the part in the process that normally fails to occur
• Be aware of this when you review any PFMEA's
• Develop a disciplined review process to ensure design and

associated process revisions are updated to FMEA File
44

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QUALITY

RETAIN TECHNICAL MEMORY

Example: what is your definition of the word quality?

If you are thinking variation reduction, you will probably

If you think in terms of customer satisfaction, you are looking

Information accountability means making information a tool,

Only now can the question be asked:

•FMEA’S ARE MORE IMPORTANT THEN FINANCIALS

APQP PPAP R@R

Global Manufacturing System

ISO 9000 QS 9000

WHAT IS A QUALITY SYSTEM

• Quality Management: “That aspect of the overall

Quality System Requirements

– Define the quality system expectations

– Ensure customer satisfaction

– RETENTION OF TECHNICAL MEMORY

•The MINAMALIST VIEW (very short lacking critical information

REALITY IS our documentation is

THE FMEA PROCESS CAN NOT HELP IMPROVE ISSUES

A FMEA is an analytical tool that uses a

FAILURE: When equipment is not able to perform

FAILURE MODES AND

All problems have three components:

(PROCESS FMEA) Page of

Item 2 Process Responsibility 3 Prepared By 4

Model Year(s)/Vehicle(s) 5 Key Date 6 FMEA Date (Orig.) 7

7 Process Function Potential Failure

• “PICTURE” OF PROCESS JOB

FMEA FORM DETAIL

Item : 2 P roc es s R es pons ibility

M odel Y ear(s )/V ehic le(s ) 5 K ey D ate 6 Date (O rig.) 7

C ore Team : 8 Date (R ev.) 7

Item : 2 P roc es s R es pons ibility

M odel Y ear(s )/V ehic le(s ) 5 K ey D ate 6 Date (O rig.) 7

C ore Team : 8 Date (R ev.) 7

THE OUTCOME HERE IS

Source Self Successive

Technology/Equipment/Tooling Checks (free of human intervention)

** Other definitions offered by various authors, e.g., mistake proofing, mistake

18. RISK PRIORITY NUMBER (RPN)

– There Is a Specific RPN for Each Potential Cause

HOW TO MAKE THE PFMEA &

MACHINES GAGES TOOLS

Dynamic Operational Control Plan

Informational Content not the form is the KEY issue

Also refer to APQP page 96 to 101 (DCP Journey)

Item 2 Process Responsibility 3 Prepared By 4

Model Year(s)/Vehicle(s) 5 Key Date 6 FMEA Date (Orig.) 7

Accurate PFMEA development is very time consuming work, Requires A Team

❍ Do Not Set Target Goals For RPNs

4 WALL OPERATIONAL SEQUENCE

TO MUCH, TO LITTLE, MISSING, WRONG

RPN REDUCTION STRATEGY

MAJOR INPUTS TO FMEA

4 WALL OPERATIONAL SEQUENCE

• Starts at receiving inspection

• The numbers should not be repeated within

• WEIGHT MEASUREMENT1 OZ. = 28.34 GRAMS

KPC's & KCC's

RPN Reduction Strategy Example

– When a step in the process is revised or changed due to process or

– This is the part in the process that normally fails to occur

• Be aware of this when you review any PFMEA's