Supplier  PFMEA  Workshop

Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
 Supplier  PFMEA  Workshop
Agenda:      
 
Introduc:ons  (Name,  your  role,  how  much  hands-­‐on  knowledge/prac:cal  experience  with  PFMEA?)  
 
Safety  Protocol  and  logis:cs  (evacuate,  take  shelter,  restrooms,  etc.)  
 
Supplier  informa:on  –  tell  us  about  your  business  
 
PFMEA  Discussion  
•  Why  focus  on  PFMEA?  (benefits  to  supplier  and  customer)  
•  PFMEA  basics  
•  RPN  and  risk  assessment  methods  
•  Risk  reduc:on  and  linkages  
 
Break  (5  min.)  
 
Floor  Walk  Process  Review  
   
Break    (15  min.)  
 
Workshop  
•  Team  reviews  the    process  step  to  be  discussed  in  the  PFMEA  
•  Lunch  (working)    
•  PFMEA  line  item  development  
•  Lessons  learned  and  wrap-­‐up  
•  De-­‐brief  

Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
  
 Este  Material  ha  sido  preparado  para  llevar  a  cabo  un  Taller  de  PFMEA  (AIAG  4ta  
edición)  con  duración  aproximada  de  5-­‐6  hrs.  Con:ene  la  información  esencial  y  
concreta  para  exponer  las  bases  y  directrices  de  un  correcto  PFMEA.  Este  material  
debe  ser  usado  en  conjunto  con  el  manual  de  AIAG  y  el  formato  Electronico  de  Excel  
de  PFMEA.  El  Material  del  facilitador  esta  redactado  en  Ingles  para  respetar  el  
idioma  original  del  Manual  AIAG.  
Cualquier  mejora  o  modificación  favor  de  informar  a    
 
PFMEA  MBB  Jorge  López  Morales    
Jorge.lopezmorales@gm.com  

Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
 Why  the  focus  on  PFMEA?
•  Inves:ga:ng  Field  Ac:ons  (including  recalls)  we  found  three  general  areas  of  cause:  
 

1.  Process  not  followed  (at  GM  facility)  –  GM  Issue  

2.  Requirements  (and  in  turn  Failure  Mode)  not  comprehended  
(system,  design  or  process)  –  GM  and/or  Supplier  Issue  

3.  Purchased  parts  quality  issue  –  Supplier  Issue  

Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
 So  what  is  PFMEA?  
Process  FMEA  is  a  systema>c  approach  to:  
 
•  Focus  specifically  on  the  sta:on  by  sta:on  work  content  and  
requirements  to  make  a  “good”  part,  and  also  to  document  the  
en:re  process  (process  flow)  

•  Recognize  and  evaluate  poten:al  process  failure  modes,  and  the  

effects  of  those  failure  modes  (both  internally  and  externally).  

•  Iden:fy  poten:al  causes  and  process  controls  (preventa:ve  and  

detec:on)  

•  Objec:vely  rank  the  severity,  occurrence  (rate),  and  detec:on  

(method)  for  each  failure  mode  based  on  data  

•  Iden:fy  countermeasures  to  reduce  or  eliminate  the  chance  of  

Analysis  
failure  

•  Track  the  countermeasures  to  comple:on  

5  
 What  This  Workshop  Is:
•  A  process  to  create  or  improve  an  exis:ng  PFMEA  

•  Not  a  process  to  find  fault  with  the  good  work  completed  
to  date  

•  A  process  to  incorporate  experiences  and  knowledge  

contained  by  your  team.  

Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
A  Successful  PFMEA  Ac:vity…  
•  The cross-functional team has a “good discussion” about the process
requirements and potential risks

•  Action items are identified, followed up and closed out, risk is

eliminated or reduced

•  Results of the “good discussion” are documented and archived, but

remains a living document

•  Management team takes an active role and supports the activity

(periodically reviewing PFMEA results, supporting risk reduction,
helping make PFMEA an integral part of the quality system, etc.)

•  The PFMEA is an integral part of the Quality System (e.g. QSB+)

and meets the related criteria for risk reduction

Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
 PFMEA  simply  asks  the  ques:on:  
 

“  Am  I  able  to  take  good  parts  or  material    

and  make  (in  the  process)  some  product  
that  does  not  meet  requirements?”  

Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
 Types  of  Automo?ve  FMEAs:

System FMEA – is intended to transform customer needs into a description of system performance. It
helps define parameters and system configuration.
Design FMEA – is used to analyze the design requirements and to correctly identify and to audit
the adequacy of the specifications. It also helps to define a product that, when built to the
print specification, will meet the design requirements
•  Focuses on potential failure modes of products caused by design deficiencies
•  Focuses on parts that can be prototyped and tested or modeled before high volume production of
the product is launched
•  Process FMEA – is used to analyze manufacturing and assembly processes.
•  Focuses on potential product failure modes caused by manufacturing or assembly process
deficiencies.
•  PFMEA can involve fabrication, transactions or services
•  Machinery FMEA – is used to analyze specialty machinery. Focuses on designs that improve the
reliability and maintainability of the machinery for long term usage
•  Considers preventive maintenance as a control to ensure reliability.

Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
A  PFMEA  should  be  created  or  reviewed  
when  there  is…
•  New  Technology  –  design  or  process    
•  Change  to  design  or  process  
•  New  Applica:on  
•  Quality  Issue  (internal  or  external)  
•  Safety  concern  
•  New  informa:on  from  a  capability  study  or  run-­‐at-­‐rate  
•  New  quality  data  (warranty,  field  ac:ons,  customer  feedback)  
•  Cri:cal  personnel  or  line  rate  change  
•  Risk  reduc:on  ac:vity  (as  related  to  QSB+)  
•  Any  change  that  impacts  the  process  

Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
 What  are  some  of  the  tools  used  
during  PFMEA  ac?vi?es?
•  Capability  study  or  run-­‐at-­‐rate  results  
•  DFMEA  (severity  and  requirements)  
•  SOR,  drawings  and  design  records  (severity  and  requirements)  
•  Process  Flow  Chart  or  Diagram  
•  Historical  performance  data  (occurrence)  
•  Process  Control  Plan  
•  Work  Instruc:ons  
•  QSB+  risk  reduc:on  guidelines  
 

Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
 We start with these PFMEA Assumptions
according AIAG Manual
.    

•  The product will meet design intent. Pg 69

•  All incoming parts/materials are correct and within

specification. Pg 68

•  Tooling and equipment functions as designed. To

Analyze Machinery we use MFMEA
 What  is  RPN  (Risk  Priority  
Number)?
  Greatest     Each   Lowest  
  Severity   X   Occurrence   X   Detec:on   =   RPN  
(SEV)   (OCC)   (DET)  
 
•  (SEV):    The  Severity  Ranking  is  associated  with  the  most  Serious  Effect  from  the  
Poten>al  Effect  of  Failure  column  (from  1-­‐10).  
•  (OCC):    Occurrence  Ranking  is  the  likelihood  that  a  specific  Cause  or  Mechanism  of  
Failure  will  Occur  (from  1-­‐10).  
•  (DET):      Detec:on  Ranking  is  in  Rela:on  to  Current  Process  Controls  (Cause)  –
Detec:on  (from  1-­‐10).    

•  Does  the  RPN  ‘tell’  the  whole  story  rela>ve  to  risk?  
•  Ex:  7-­‐3-­‐4=>84  versus  3-­‐4-­‐7=>84,  same  RPN  but  ‘tells’  a  different  story  
•  Should  we  look  beyond  strictly  RPN  to  understand  risk  beTer?  
Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
 Why  should  we  change?      
 
Tradi:onal  Risk  Assessment  Method:      
 

Iden:fy  RPNs  above  a  threshold  number  (such  as  100)  and  perform  risk  reduc:on.    
RPNs  under  the  threshold  typically  did  not  require  addi:onal  ac:on.    This  approach  
tended  to  drive  the  wrong  behavior.
Improved  Method,  but  s:ll  strictly  RPN  focused:  
From  Page  103  of  AIAG  4th  Edi:on  FMEA  Manual:  The  use  of  an  RPN  threshold  is  
NOT  a  recommended  prac7ce  for  determining  the  need  for  ac7ons.  
Applying  thresholds  assumes  that  RPNs  are  a  measure  of  rela:ve  risk  (which  they  
oren  are  not)  and  that  con:nuous  improvement  is  not  required  (which  it  oren  is).  
The  industry  moved  toward  a  pareto-­‐style  approach  (top  five  or  ten  highest  RPNs).  

So,  if  we  applied  an  arbitrary  threshold  of   Severity     Occurrence     Detec:on     RPN    
100  or  used  the  guideline  of  working  on  the  
highest  RPN  first,  which  line  item  would  we  
be  required  to  take  ac:on  on?  
Line  Item    
A     9     2     5     90    
B     7     4     4     112    
Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
 Risk  Limi?ng  Method

•  Alterna:ve  method  to  select  risk  reduc:on  opportuni:es  

•  Calculates  a  Priority  Level  for  each  line  item  based  on  plot  of  
Occurrence  vs.  Severity  and  Detec:on  vs.  Severity  
•  Priority  Level  1:    Highest  level  of  risk,  should  review  for  
 poten:al  risk  reduc:on  ac:vity  
•  Priority  Level  2:    Medium  level  of  risk,  next  group  to    review  for  
 poten:al  risk  reduc:on  ac:vity  
•  Priority  Level  3:  Lowest  level  of  risk,  risk  reduc:on  
 ac:vity  not  necessary  
•  Does  not  establish  mandatory  ac:on  for  risk  reduc:on  

Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
 Risk  Limi?ng  Method
Priority Level

•  Occurrence Zone: comparing the severity and occurrence numbers

•  Detection Zone: comparing the severity and detection numbers
•  Based on Occurrence Zone (Severity vs. Occurrence) and Detection Zone (Severity vs. Detection)
Priority Level 1: Highest level of risk, should review for potential risk reduction activity
Priority Level 2: Medium level of risk, next group to review for potential risk reduction activity
Priority Level 3: Lowest level of risk, risk reduction activity not necessary.

10 3 1 1 1 1 1 1 1 1 1 10 3 2 1 1 1 1 1 1 1 1
Priority Level
9 3 1 1 1 1 1 1 1 1 1 9 3 2 1 1 1 1 1 1 1 1
Occurrence

8 3 2 1 1 1 1 1 1 1 1 8 3 2 2 2 2 2 1 1 1 1

Detection Zone
(Sev vs. Det)
3 2 2 3
Detection

7 3 2 2 2 1 1 1 1 1 1 7 3 3 3 3 2 2 2 2 1 1
6 3 2 2 2 1 1 1 1 1 1 6 3 3 3 3 3 3 2 2 1 1 2 1 2 3
5 3 3 2 2 2 2 1 1 1 1 5 3 3 3 3 3 3 3 3 2 2
4 3 3 3 3 2 2 1 1 1 1 4 3 3 3 3 3 3 3 3 2 2 1 1 1 2
3 3 3 3 3 3 3 2 2 1 1 3 3 3 3 3 3 3 3 3 3 3
2 3 3 3 3 3 3 2 2 1 1 2 3 3 3 3 3 3 3 3 3 3 1 2 3
1 3 3 3 3 3 3 3 3 3 3 1 3 3 3 3 3 3 3 3 3 3 Occurence Zone
1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 (Sev vs. Occ)
Severity Severity

Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
 What  are  the  methods  for  Risk  Reduc?on?
 
•  PFMEA  Review  Process:  
Cross-­‐func:onal  teams  should  review  PFMEA’s  periodically  (con:nuous  
improvement).    This  is  referenced  in  QSB+  RR1.  
•  PFMEA  Reac>ve  Risk  Reduc>on  Process:  
Risk  Reduc:on  through  review  of  quality  issues  (customer  concerns,  internal  
performance).    This  is  referenced  in  QSB+  RR3.  
•  Proac>ve  Reverse  PFMEA  Process:  
Reverse  PFMEA  is  an  in-­‐sta:on  review  of  all  failure  modes  included  in  PFMEA  to  
verify  that  all  failure  modes  have  proper  controls  (Preven:on  controls  or  Detec:on  
controls)  and  that  they  are  working  properly.    
This  is  referenced  in  QSB+  RR4  –  There  is  a  Reverse  PFMEA  process  in  place  to  
iden>fy  new  poten>al  failure  modes  on  shop  floor.  

Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
 Primary  Linkages  of  PFMEA
(PFMEA  should  not  be  a  stand  alone  document)

DFMEA/SFMEA  
  •  Identify process sensitive design/system
attributes
•  High severity items need consistent
  identification in the process and PFMEA
•  Safety & Critical Items
Master  /  Similar  part  PFMEA  
Process  Flow •  Also called a template PFMEA
•  List of operations or process function •  Family of parts, same commodity
•  Sequence of build, ordered operations •  Safety & Critical Items
•  Safety & Critical Items PFMEA  
•  Requirements  
•  Effects of Failure (internal and external)
•  Appropriate occurrence ranking
MFMEA  
•  Current detection controls
•  Machine/Machinery FMEA
Control  Plan   •  Recommended actions for risk reduction
•  Specialized or complex equipment
•  Safety & Critical Items
•  List of operations or process function •  Safety & Critical Items
•  Measurement methods and frequency
•  Safety & Critical Items Work  Instruc>ons  /  SOP  
•  Detail of Operations
•  Safety & Critical Items

Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
Any  Ques?ons  or  Comments?

Manufacturing  Process  Review

(Floor  Walk)

Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
 De-­‐brief  -­‐    Feedback  and  End  of  Day  Discussions
At  the  end  of  the  workshop  there  will  be  a  15  to  30  min  wrap  up.  
 

As  with  a  strong  PFMEA  there  is  con:nuous  improvement  and  it  will  be  the  
same  for  this  workshop.    These  ac:on  items  are  taken  by  the  facilitator  and  
captured  on  an  Ac:on  Item  List  to  be  completed  prior  to  the  next  workshop  and  
be  part  of  the  presenta:on.  
 

Topics:  
What  worked  well:  
What  didn’t  work  well:  
Topics  to  add  detail,  and  or  clarity:  
Topics  to  reduce/simplify:  
Visual  aid’s  and/or  support  documenta:on  needed:  
5  Take-­‐Aways  from  workshop:  
Involve  a  cross  func:onal  team  with  all  PFMEA  ac:vi:es  (good  discussion)  
Iden:fy  the  requirements  of  each  process  step  
Iden:fy  the  effects  of  the  failure  internally  and  externally  (GM  and  customer)  
Consistency  in  ranking  (use  objec:ve,  AIAG  based  S-­‐O-­‐D  ranking  charts)  
When  a  line  item  is  completed,  does  it  read  as  a  ‘story’  and  make  sense  
 
 
Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
 
 Back-­‐up  material

Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
 Basic FMEA Structure

1.  A.) Identify Functions and B.) Identify Requirements

2.  Identify Potential Failure Modes
3.  Identify Effects of the Failure Mode
4.  Determine Severity
5.  Identify Potential Causes
6.  Determine Occurrence
7.  Identify Design or Process Control Prevention
8.  Determine Detection
9.  RPN & Final Risk Assessment
10.  Take Action to Reduce Risks

Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
Step  1:     Developing  the  PFMEA
Display  the  Process  Flow  Diagram  and  use  for  detailing  the  PFMEA  Process  Step/
Func:on,  Requirement,  Poten:al  Failure  Mode  And  Poten:al  Effect(s)  of  Failure  
columns.    Insure  the  same  terms  and  descrip:ons  are  used  when  popula:ng  the  
PFMEA.    Completely  fill  in  all  columns  before  moving  to  Step  2.      
Listed  below  are  criteria  for  each  of  the  columns  to  add  clarifica:on  as  these  are  
filled  in.      
 
Process  Step/Func:on:  
This  is  the  Opera:on  Number  and  Func:on  that  occurs  at  that  point  in  the  process.    Be  sure  to  
copy  verba:m  what  is  on  the  Process  Flow  Diagram.      
 

Requirements  
Detail  in  concise  terms  the  requirements  at  the  respec:ve  opera:on.    Include    deliverables,  
product  features,  etc.,  that  are  created  at  that  Process  Step.  
Insure  PFMEA    is  consistent  with  process  flow  diagram  
 
 
 
 
 
 
   
 
Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
 Developing  the  PFMEA  -­‐  Con?nued
Poten:al  Failure  Modes  
U:lize  historical  data  reviewed  to  access  error  proofing  requirements  as  well  as  severity,  occurrence,  and  detec:on  
rankings  
Conduct  a  risk  analysis  to  include  only  steps  that  would  have  a  nega:ve  impact  on  the  quality  of  the  product.  
Assume  a  failure  mode  could,  but  not  necessarily  occur.  Be  specific  with  terms  used  to  describe.    Undersize  hole  rather  
than  out  of  specifica:on.      
 
Poten:al  Effect(s)  of  Failure  
•  Defined  as  the  effects  of  the  failure  mode  as  perceived  by  the  customer(s).    Described  as  what  the  customer  might  
no:ce  or  experience.    Customer(s)  may  be  the  next  opera:on,  opera:ons,  loca:on,  or  end  user.    
•  Insure  if  the  failure  mode  is  safety  related,    results  in  non-­‐compliance,  or  significant  dissa:sfier,    it  must  be  clearly  
defined  in  the  PFMEA.  
•  Ques:ons  to  determine  the  Poten:al  Effects:  
•  Does  it  prevent  downstream  processing  or  nega:vely  impact  a  downstream  customer.      
•  Can  it  harm  operators,  or  damage  equipment  
•  If  it  can,    review  and  access  the  impact  and  document  in  the  PFMEA  
•  Addi:onal  Analysis  
•  Impact  on  the  End  User  
•  Impact  of  detec:ng  prior  to  the  End  User  
 
 
 
 
 
 
 
 
   
  Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
Step  2:        
 
Start  with  the  first  Process  Step  and  work  horizontally  across  all  
columns  to  and  including  comple:on  of  the  RPN  number  for  every  
Poten:al  Effects  of  Failure.    Insure  all  Poten:al  Causes  of  the  Failure  
are  detailed.      Listed  below  are  each  heading  with  descrip:ons,  and  
challenge  ques:ons  we  need  to  insure  against.      
 
Severity  
Severity  is  the  value  associated  with  the  most  serious  effect  for  a  given  failure  
mode.    Team  required  to  agree  on  value.    Use  AIAG  PFMEA  Chap  IV  Rankings  
combined  with  GM  GQP-­‐012a  to  determine  RPN  values.      
 
Classifica>on  
Use  this  column  to  highlight  high  priority  failure  modes  that  may  require  
Engineering  follow-­‐up.    Also  for  special  process  and/or  product  requirements  
per  the  Key  Characteris:cs  Designa:on,  (KCDS).  
 
 
 
  Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
       
 Step  2:  Developing  the  PFMEA  -­‐  Con?nued

 
Poten:al  Cause(s)  of  Failure  
Defined  as  how  the  failure  can  occur.    Specify  it  in  such  a  manner  as  can  be  controlled  and/or  
corrected.      Be  specific  in  the  terms  used  that  can  be  corrected  or  controlled.    Terms  like  debris,  flash,  
worn  tooling,  etc.    Note  there  are  usually  mul:ple  causes  for  each  failure  mode  and  each  one  creates  
a  separate  row  of  the  PFMEA.      
 
Occurrence  
The  rank  associated  with  the  likelihood  that  a  specific  Poten:al  Cause  will  occur  during  this  step  of  the  
process.    Refer  to  AIAG  PFMEA  Chap  IV  for  Occurrence  Rankings.      Refer  to  exis:ng  produc:on  data,  
team  experience,  maintenance  records  for  reference.    
   
Controls  Preven:on  
Detail  specific  controls,  and  process  designs  that  would  shut  down  the  machine,    not  allow  to  transfer,  
automa:c  lock  out,  operator  engagement,  etc.  that  will  prevent  the  Failure  Mode  or  Cause.      
Preven:on  is  preferred  over  detec:on  to  reduce  the  overall  risk.    
 
 
 
 
 
   
 
Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
 Developing  the  PFMEA  -­‐  Con?nued

 
Controls  Detec:on  
Methods  to  be  or  that  are  in  use  to  detect  the  failure  mode  and/or  cause.      Specify  the  controls  used  to  detect  the  
failure.    Insure  that  the  loca:on  of  the  detec:on  is  detailed  as  it  may  be  located  downstream  from  the  opera:on  that  
created  it.  Detail  fixtures,  sensors,  process  parameters,  etc.,    to  flag  a  non-­‐conformance.  
 
Detec:on  
The  rank  associated  with  the  probability  that  the  current  process  control  will  detect  the  failure  mode.      
 
RPN  
The  Risk  Priority  Number  is  the  product  of  the  Severity  (S),  Occurrence  (O),  and  Detec:on  (D).      It  represents  an  
es:mate  of  the  overall  risk  that  a  specific  cause  presents  to  the  process.      To  calculate  the  RPN:    Highest  Severity  x  
Occurrence  x  Best/Lowest  Detec:on  =  RPN  
For  RPN  Reduc:on,    work  the  highest  RPN  items  as  first  priority.    
 
 
 
 
 
 
   
 

Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
 Developing  the  PFMEA  -­‐  Con?nued

 
Recommended  Ac:on  
Preventa:ve  ac:ons  to  reduce  the  occurrence  are  preferable  to  detec:on  ac:ons.    Process  design  error  proofing  
integrated  into  manufacturing  process  rather  than  quality  checks,    random  or  scheduled.        
The  purpose    of  any  recommended  ac:on  is  to  reduce  the  rankings.    The  first  priority  is  severity,    second  is  occurrence,    
the  third  is  detec:on.        
Reducing  Severity  Ranking  comes  only  from  design  and/or  process  revisions.      The  most  effec:ve  and  efficient    method  
is  to  incorporate  design  and/or  process  revisions  as  early  in  the  part  or  process  design  as  possible.      Team  review  and  
consensus  is  very  important  at  this  stage  of  severity  review  and  reduc:on.  
Reducing  Occurrence  Ranking  can  be  accomplished  by  controlling  or  removing  one  or  more  of  the  causes.      This  can  be  
done  thorough  product  and  and/or  process  design  revisions.  
Reducing  Detec:on  Ranking  is  most  effec:ve  through  error  proofing  or  mistake  proofing.      Either  a  new  or  redesign  of  
the  exis:ng  error  proofing  may  be  required  to  reduce  this  ranking  effec:vely.      Not  that  a  revision  in  the  inspec:on  
frequency  is  not  an  effec:ve  method  and  should  only  be  used  as  a  temporary  measure.      
   
 
 
 
 
 
 
 
 
   
 

Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
Responsibility  &  Target  Comple?on  Date  
 
The  individual  and  organiza?on/dept.  assigned  as  responsible  for  comple?ng  each  recommended  ac?on  
along  with  the  target  date.    The  organiza?on/dept.  team  leader  is  responsible  for  insuring  target  dates  are  
met,  and/or  escala?on  as  required  to  insure  appropriate  support  is  in  place.    The  team  leader  is  responsible  
that  the  ac?on  has  been  appropriately  completed.          
 
Ac?ons  Taken  &  Comple?on  Date  
 
Iden?fy  the  results  of  any  ac?ons  that  have  been  completed.    Insure  a  brief  clear  descrip?on  and  
comple?on  date  is  entered.  
 

 
 
 

Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
 Developing  the  PFMEA  -­‐  Con?nued
Ac:on  Results:  
PFMEA  is  a  live  document.    Ongoing  ac:ons  to  reduce  RPN  ranking  are  required  as  part  of  the  con:nuous  improvement  
process.    Ac:ons  iden:fied  and  completed  drive    an  update  to  the  RPN  ranking  based  on  the  completed  ac:ons    in  the  
far  right  columns  under  Ac:on  Results.      As  the  ac:ons  are  completed  update  the  appropriate  ranking  noted  below.    
 
Severity  –  Revised  
Enter  in  the  revised  Severity  arer  the  ac:on  taken  has  been  completed.  
 
Occurrence  –  Revised  
Enter  in  the  revised  Occurrence  Ranking  arer  the  ac:on  taken  has  been  completed.  
 
Detec:on  –  Revised  
Enter  in  the  revised  Detec:on  Ranking  arer  the  ac:on  taken  has  been  completed.      
 
RPN  –  Revised  
Calculate  the  revised  RPN  Ranking  arer  all  the  affected  SEV,  DET,  OCC  have  been  revised  and  enter  in  the  new  RPN  
Ranking.    
 
 
 
 
 
 
   
 
Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
 PFMEA  Workshop
Required  -­‐  Workshop  Prepara:on  to  be  Completed  a  Minimum  of  Two  Weeks  in  
Advance  of  the  Scheduled  Workshop      
•  Cross  func:onal  team  members  iden:fied,  (  SQE,  DRE,  Supplier’s  ME,  
Maintenance,  Suppliers  QE,  Supplier  Op’s,  etc)  
•  Schedule  and  loca:on  agreed  
•  Workforce  informed  as  par:cipants  will  visit  shop  floor  
•  Facili:es  &  required  materials  available  for  presenta:on  and  par:cipants  
•  Part  drawings    
•  Copies  of  exis:ng  PFMEA,  DFMEA,  Process  Flow,  &  Control  Plans  
•  Problems,  Lessons  Learned,  PPM  Metrics  over  past  12  months  
•  FTQ,  &  Warranty  informa:on    
•  White  board  w/  prin:ng  capability  or  flip  chart  to  capture  ac:vi:es  
•  Casual  dress  code  
•  Supplier  communica:on  to  GM  team  of  any  recent  programs/workshops  
conducted  that  were  similar  and  of  any  workforce  problems  
•  Electronic  Template  used  to  create/revise  PFMEA  to  be  used  with  Supplier  
making  recommended  changes  to  their  PFMEA  
•  Reference    for  PFMEA  Columns  and  their  rela:onships  
 
Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales  
 
 Any  Ques:ons,  contact  to:  

Global Purchasing and Supply Chain PFMEA  MBB  Jorge  López  Morales