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Potential Problem
Analysis (PPA) and
Failure Mode Effect
Analysis (FMEA)
protect
transport
Why?
Module Objectives
CONFIDENTIAL
LIKELY
LIKELY
CAUSE
EFFECT
TRIGGER
CONTINGENT
PREVENTIVE
ACTIONS
- ADAPTIVE
-CORRECTIVE
CONFIDENTIAL
Initial Problem
POTENTIAL
PROBLEM
LIKELY
CANT SEE
CAUSE
LIKELY
PAIN
EFFECT
BUMP HEAD
TRIGGER
CONTINGENT
PREVENTIVE
ACTIONS
- ADAPTIVE
-CORRECTIVE
GET GLASSES
WEAR HELMET
REMOVE DOORS
CONFIDENTIAL
1st WHY
PROBLEM
BECOMES EFFECT
CAUSE BECOMES
POTENTIAL
NEW PROBLEM
LIKELY
CANT SEE
PROBLEM
LIKELY
PAIN
CAUSE
EFFECT
BUMP HEAD
TRIGGER
CONTINGENT
PREVENTIVE
ACTIONS
- ADAPTIVE
-CORRECTIVE
GET GLASSES
CONFIDENTIAL
WEAR HELMET
REMOVE DOORS
BB PPA & FMEA
Gary Jing
02/16/06 Slide 5
1st WHY
POTENTIAL
CANT SEE
PROBLEM
NEAR
SIGHTED
LIKELY
CAUSE
LIKELY
PAIN
EFFECT
WALK INTO
DOOR AND
BUMP HEAD
TRIGGER
CONTINGENT
PREVENTIVE
ACTIONS
- ADAPTIVE
-CORRECTIVE
GET GLASSES
SURGERY
CONFIDENTIAL
2nd WHY
POTENTIAL
CANT SEE
PROBLEM
NEAR
SIGHTED
LIKELY
CAUSE
LIKELY
PAIN
EFFECT
WALK INTO
DOOR AND
BUMP HEAD
TRIGGER
CONTINGENT
PREVENTIVE
ACTIONS
- ADAPTIVE
-CORRECTIVE
GET GLASSES
SURGERY
CONFIDENTIAL
2nd WHY
POTENTIAL
PROBLEM
TOO MUCH
T.V.
LIKELY
CAUSE
NEAR
SIGHTED
LIKELY
PAIN
EFFECT
CANT SEE
WALK INTO
DOOR AND
BUMP HEAD
TRIGGER
CONTINGENT
PREVENTIVE
ACTIONS
- ADAPTIVE
-CORRECTIVE
SURGERY
CUT OUT
STAR TREK
2nd WHY
POTENTIAL
PROBLEM
NEAR
SIGHTED
LIKELY
TOO MUCH
T.V.
CANT SEE
WALK INTO
DOOR AND
BUMP HEAD
LIKELY
PAIN
CAUSE
EFFECT
TRIGGER
CONTINGENT
PREVENTIVE
ACTIONS
- ADAPTIVE
-CORRECTIVE
SURGERY
CUT OUT
STAR TREK
CONFIDENTIAL
DESIGN
GAGE
POW ER
0
10
15
20
25
CONFIDENTIAL
30
35
40
45
50
PPA Definition
Potential Process Analysis is a systematic process
for uncovering and dealing with potential problems
that are reasonably likely to occur and therefore
worthy of attention
PPA can be applied to a project plan or to a
transactional process to determine areas of potential
problem and risk.
The New Rational Manager, Charles Kepner, Benjamin Tregoe, Princeton Research Press, 1981
CONFIDENTIAL
Form
ACTIVITY:
POTENTIAL
PROBLEMS
EFFECTS
CONFIDENTIAL
PREVENTIVE
ACTIONS
CONTINGENT
ACTIONS
TRIGGERS FOR
CONTINGENT
WHAT
WHERE
Be specific
Problem may be too
broad and need a
narrower focus
Problem with delivery
What about delivery late, early, damaged,
wrong count, etc.
WHEN
EXTENT
Describe problems so
that they can be
addressed independently
CONFIDENTIAL
CONFIDENTIAL
Sphere of Influence
Consider:
Sphere of influence
SPHERE OF INFLUENCE
Span of Control
SPAN OF CONTROL
(Full authority)
CONFIDENTIAL
PPA Steps
ACTIVITY:
POTENTIAL
PROBLEMS
EFFECTS
LIKELY CAUSES
S
E
V
O
C
C
PREVENTIVE
ACTIONS
CONTINGENT
ACTIONS
TRIGGERS FOR
CONTINGENT
ACTION
PPA Steps
ACTIVITY:
POTENTIAL
PROBLEMS
EFFECTS
LIKELY CAUSES
S
E
V
O
C
C
PREVENTIVE
ACTIONS
CONTINGENT
ACTIONS
TRIGGERS FOR
CONTINGENT
ACTION
CONFIDENTIAL
PPA Steps
ACTIVITY:
POTENTIAL
PROBLEMS
EFFECTS
LIKELY CAUSES
S
E
V
O
C
C
PREVENTIVE
ACTIONS
CONTINGENT
ACTIONS
TRIGGERS FOR
CONTINGENT
ACTION
CONFIDENTIAL
PPA Steps
ACTIVITY:
POTENTIAL
PROBLEMS
EFFECTS
LIKELY CAUSES
S
E
V
O
C
C
PREVENTIVE
ACTIONS
CONTINGENT
ACTIONS
TRIGGERS FOR
CONTINGENT
ACTION
CONFIDENTIAL
CONFIDENTIAL
Actions
A well-developed FMEA or PPA will be of
limited value without positive and effective
corrective actions.
CONFIDENTIAL
Correct Inventory
Correct Inventory
Planned adjustments
Planned adjustments
Incorrect Transactions
Inaccurate Count
Inaccurate Count
EFFECTS
EFFECTS
Many variables increase
the chance of an
inaccurate
count.
Many
variables
increase
the chance of an
inaccurate count.
Inaccurate adjustments
Inaccurate adjustments
LIKELY CAUSES
LIKELY CAUSES
Current practice
does not allow for a
clean break
in Work
Current
practice
in process
& for a
does
not allow
available
inventory
clean
break
in Work
in process &
available inventory
Actual use of
inventory and no
transaction
Actual
use of
completedand
to relieve
inventory
no
inventory
transaction
SEV
SEV
OCC
OCC
$267,753
32%
$267,753
32%
$176,834
21%
$176,834
21%
completed to relieve
The current business
inventory
$158,438
practice doesn't
separate
thebusiness
wanted
The
current
from unwanted.
$158,438
practice
doesn't
separate the wanted
from unwanted.
Inventory should have
been entered using a $141,315
different (correct)
should have
Inventory
transaction.
been
entered using a $141,315
different (correct)
transaction.
The variables of open
work orders increase
the chance
of of
a open
The
variables
counting error
work orders increase
the chance of a
counting error
19%
19%
17%
17%
$70,144
8%
$70,144
8%
CONFIDENTIAL
PREVENTIVE ACTIONS
PREVENTIVE ACTIONS
Put the 1st operation on
the work order as pick
components
and
Put
the 1st operation
on
backflush.
Discrete
the
work order
as pick
issue components
components
and
backflush. Discrete
issue components
CONTINGENT ACTIONS
CONTINGENT ACTIONS
Perform cycle counts
daily.
Perform cycle counts
daily.
TRIGGERS FOR
CONTINGENT
EASINESS
TOACTION
High Dollar adjustments
TACKLE
as it relates to frequency
& consumption
Difficult
Started to separately
account wanted from
unwanted.
Started
to separately
account wanted from
unwanted.
Moderate
Easy
Moderate
Difficult
Measurement Issue
Interdependence
Between
Measurements
Plan
Test for strength and leaking.
Sandy will build 10 when the
newgrommet comes in appox.
8/12/05 if needed.
5
6
Affects
g of eliminating RT
gV.
cover. Min, Max., Nominal and
Variability by operator.
9
10
11
5, 7
Additional Comments
Results
3, 4, 5,
No change
Leak potential
Helen/Sandy
Helen/Sandy
If needed
Potting Process
6, 4, 3, 2
CONFIDENTIAL
Determined to be 1 in.
FMEA
Describe FMEA principles and techniques
Summarize the concepts, definitions,
application options and relationships with
other tools
Perform a FMEA
CONFIDENTIAL
Background
Developed in the early 60s by NASA
to fail-proof Apollo missions.
Adopted in early 70s by US Navy .
By late 80s, automotive industry had
implemented FMEA and began
requiring suppliers do the same.
Liability costs were the main driving
force.
Used sporadically throughout
industry during 1980s.
CONFIDENTIAL
Definition of FMEA
FMEA is a systematic evaluation procedure
whose purpose is to:
1. Identify and prevent potential problems in a
new system
2. Prioritize action to attack causes in our root
cause analysis
3. Document the project teams thinking process
CONFIDENTIAL
Benefit of FMEA
CONFIDENTIAL
Responsible:
S
E
V
Potential Causes
O
C
C
Current Controls
D
E
T
R
P
N
What is the
process step/
Input under
investigation?
Process Step /
Input
Actions
Recommended
CONFIDENTIAL
Resp.
Elements of FMEA
Failure Mode
Effect
Severity
Causes
This is the list of causes and/or potential causes of the failure mode.
Occurrence
Current Controls All means of detecting the failure before product reaches the end user
are listed under current controls.
Effectiveness
CONFIDENTIAL
Definitions
Failure Mode
Cause
Effect
E-mails can
not be sent
Notes Server
Crashes
IF
CAUSE
HOW DO
I KNOW?
FAILURE MODE
THEN
IT help desk
calls go up
EFFECT
CONFIDENTIAL
A Failure Mode is . . .
Wrong application
CONFIDENTIAL
CONFIDENTIAL
RPN = O x S x D
Occurrence x
Severity x
Detection
CONFIDENTIAL
80000
100
70000
Count
50000
60
40000
40
30000
Percent
80
60000
20000
20
10000
0
0
c ip
Dis
C ount
Percent
C um %
line
55680
72.1
72.1
ig
ss
en
nm
17168
22.2
94.3
CONFIDENTIAL
lic
Po
3917
5.1
99.4
e
O th
502
0.6
100.0
rs
Adjustment
Causes
Process
1. Assemble team
2. Complete Failure Mode column and Cause column by using
primary causes on the root cause analysis
3. For each failure mode list the effect
4. List control systems for each failure mode in place today to
detect the failure mode
5. Score Severity column through team consensus (1-10)
6. Score Occurrence column by reaching a team consensus (110)
7. Score Detection column through team consensus (10-1)
8. Calculate your RPN
9. Draw your Pareto Chart and identify 80% to carry over to
analyze
CONFIDENTIAL
Levels of FMEA
It is important to realize that an FMEA can be applied to
causes further down the root cause tree to further refine
the KPIV list for analyze
This is very applicable in large projects and is a way of
tasking out smaller projects to Green Belts
CONFIDENTIAL
Example FMEA
AGB project: Isolator Burn-In Time Reduction
missing isolator
Loose connection
Fails calibration
damage to fitting
Cosmetic damage to fitting
fails leak test
D
E
T
Current Controls
R
P
N
fails to calibrate
8
8
Connect units to
pressure fittings
Contaminates customer
processes
fails to calibrate
missing o-ring
O
C
C
Potential Causes
What is the process In what ways does the Key What is the impact on the
Input go wrong?
Key Output Variables
step/ Input under
(Customer Requirements) or
investigation?
internal requirements?
Assemble isolator
into flow body
S
E
V
10
80
80
16
16
16
1
1
1
1
1
1
5
1
8
8
40
8
16
16
4
1
1
Opeator training
Isolator Burn-in process
Equip maintenance
1
1
10
32
8
80
8
8
8
8
8
8
8
CONFIDENTIAL
High
priority
failures
d
Expectet
bigges
gain
CONFIDENTIAL
FMEA Exercise
Conduct an FMEA for setting
up and firing the catapult.
Perform an FMEA on the
catapult in groups of 5 or
less.
45 minutes followed by a 5
minute presentation by
selected groups during
which the instructor asks
questions and discusses
some of the subtleties of
FMEA.
CONFIDENTIAL
Recap
CONFIDENTIAL