FMEA Failure Modes and Effects Analysis

Michael Bauer Jarrod Redden Justin Weaver

Purpose of FMEA
Failure Modes and Effects Analysis provides

a framework for analyzing potential reliability problems early on in design. The FMEA framework is used to identify and prioritize possible points of failure, determine their effect on the products operation, and identify actions to reduce potential failures.

FMEA Operational Definitions

Failure Modes Ways in which the solution

might fail Severity Likely impact of the failure Occurrence Probability that potential cause will happen Detection Likelihood current controls will detect failure Risk Priority Number (RPN)

Severity x Occurrence x Detection

Comparison Matrix - FMEA Analysis

FMEA Best in Class Template Features

Sort Capability for Severity, Occurrence, and

Detectability fields RPN Charting bar chart sorts RPN in descending order Priority Field can be used as a manual override after charting and sorting the FMEA template by RPN FMEA Resolution tab displays actions taken and new RPN values. These can be sorted and the process can be restarted

Comparison Matrix Scale Analysis

Degree of Severity, Probability of Occurrence, and

Detectablility are ranked on a 1-10 scale.

FMEA Blank Template

Sort Process Step/Input Potential Failure Mode Potential Failure Effect Sort Sort DET (1-10) Sort RPN Priority 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Sort Chart Potential Cause Current Process Control SEV (1- OCC 10) (1-10)

FMEA Completed Template

Sort Process Step/Input Interview itself Interview itself Interview itself Interview itself Interview itself Interview itself Interview itself Interview itself Interview itself Potential Failure Mode Mgr incorrectly selects applicant Mgr incorrectly selects applicant "Knockout" not found until intvw Basic "knockout" factors discovered in interview Mgr incorrectly selects applicant Mgr incorrectly selects applicant Interview proccess takes "Knockout" not found until intvw Applicant has higher $$ expectation than job carries Interview proccess takes too long Applicant no show Mgr incorrectly selects applicant Mgr or interview team not available on day of interview Potential Failure Effect Lose good/select wrong applicant Lose good/select wrong applicant Waste time/interview stopped Waste time/interview stopped Time to Fill longer/poor performer Lose good/select wrong applicant Lose applicants Waste time/interview stopped Stop Interview Sort Sort Sort RPN 729 512 270 270 180 160 160 144 144 Sort Chart SEV (1- OCC DET 10) (1-10) (1-10) 9 9 9 8 9 6 5 4 4 6 3 8 5 9 9 5 5 3 8 8 6 5 4 8 8 8 6 Potential Cause Current Process Control Priority 1 Mgr has "favored" candidate HR review of specs 2 4 6 12 16 17 19 18 No screening No preselection testing Hiring manager doesn't value others input Applicant not really interested No establised process Scheduler doesn't know Specs not clear Have to get higher levels involved and not available many on paper; some managers only want on paper To many involved in review/ need "consensus" Mgr belief need to interview X no. of applicants Mgr doesn't know how to interview or evaluate "evidence" HR involvement not expected or not wanted Inaccurate/incomplete specs Overreliance on personality fit/lack of interview skills Specs changed since job posted Already accepted another job Emergency meeting/no backup planned/available Not a priority for Mgr None None None HRC/HRA F/U None None HRC F/U None

Interview itself

Lose applicants

84

32

None

Interview itself Interview itself Interview itself

No interview Time to Fill longer/poor performer Cancel interview/extend process

5 4 8

2 8 8

8 2 1

80 64 64

46 35 29

None None HRA review ad

Interview itself

Interview itself Interview itself Interview itself Interview itself

Mgr or interview team not Applicant gets bad available on day of interview impression of ETS/lose applicant Mgr incorrectly selects Select future emp relations applicant pblm/future legal problem Mgr incorrectly selects Time to Fill longer/poor applicant performer Applicant no call/no show No Interview/wasted time/effort Applicant no show No interview

56

36

2 2 2 10

4 4 3 1

6 5 4 2

48 40 24 20

55 60 62 25

routing sheet (Ops) and HRA monitors time (not uniform) None None HR review of specs routing sheet (Ops) and HRA monitors time (not uniform) None

Interview itself

Mgr or interview team not Cancel interview/extend available on day of interview process Level of applicant KSAs inappropriate Interview proccess takes too long Inability to get Mgr scheduled Inability to get Mgr scheduled Applicants do not answer Wasted interview

18

28

Interview itself

14

31

Interview itself Interview scheduling Interview scheduling Interview scheduling Interview scheduling

Lose applicants Lose applicants Lose applicants Time to Fill longer

3 9 6 4 1

4 5 7 7 9

1 6 5 7 8

12 270 210 196 72

64 5 9 11 34

routing sheet (Ops) and HRA monitors time (not uniform) Place in "wrong" paper/web None sites Mgr "says" don't know next Behav Intvwg worksheets step (Ops) Applicant not home during Mgr inquire re: status day Mgr doesn't think important None Lack of prep by Mgr None

Interview scheduling Interview scheduling Interview scheduling

Applicant discovers Stop Interview/wasted commute too long on day of time/effort interview Inability to get Mgr Lose applicants scheduled Inability to get Mgr Time to Fill longer Inability to get Mgr Time to Fill longer scheduled

3 1 1

5 6 6

4 8 6

60 48 36

58 40 41

Interview scheduling

Inability to get Mgr scheduled

Lost productivity-job not filled

28

53

Mgr delay because wants internal person Not giving app enough info Mgrs not taking notes and can't really remember details/last interview or first interviewed or best personality remembered "time mgt" -let them pile up

None None Behav Intvwg worksheets (Ops)

None

Sources
http://www.fmeainfocentre.com/

http://www.h2fuelstation.com/documents/FME

A_20.xls http://www.isixsigma.com/tt/fmea/ http://www.npd-solutions.com/fmea.html The Coca-Cola Company Six Sigma Green Belt Training: DMADV