FMEA失效模式及其影响分析(3).ppt

1,FailureModeandEffectAnalysis失效模式及其影响分析,2,ModuleObjectives课程目的,DescribeFMEAprinciplesandtechniques.描述FMEA的法则及技巧。Summarizetheconcepts,definitions,applicationoptionsandrelationshipswithothertools.摘要概念、定义、应用的选择和其他工具的关联。PerformaFMEA执行一个FMEA。,3,FMEA:FailureModesandEffectsAnalysisFMEAisasystematicapproachusedtoexaminepotentialfailuresandpreventtheiroccurrence.Itenhancesourabilitytopredictproblemsandprovidesasystemofranking,orprioritization,sothemostlikelyfailuremodescanbeaddressed.FMEA是用来检查潜在失效和预防它再次发生的系统性方法.它增强了我们预测问题的能力,并提供了一个排序或区分优先次序的系统,因而使得最可能的失效模式得以确定.FMEAisgenerallyappliedduringtheinitialstagesofaprocessorproductdesign.Brainstormingisusedtodeterminepotentialfailuremodes,theircauses,theirseverity,andtheirlikelihoodofoccurring.InSixSigma,weapplyFMEAtoknowfailuremodes.Ourmaininterestsarethecauseandlikelihoodofoccurrence,forwhichwehaveactualdataanddonotneedtorelyonbrainstorming.FMEA通常应用在工艺及产品设计的初期，自由讨论决定潜在失效的模式、原因、严重度及发生的可能性。在6S中，我们应用FMEA去了解失效的模式。我们主要感兴趣的是原因及发生的可能性。FMEAisalsoavaluabletoolformanagingtasksduringdefect/failurereductionprojects.FMEA也是一个在失效缩小的管理任务的有价值的工具。,FMEA,4,DefinitionofFMEA定义,recognizeandevaluatethepotentialfailuremodesandcausesassociatedwiththedesigningandmanufacturingofanewproductorachangetoanexistingproduct.认识和评估新产品的设计和制造时或对现有产品做出改变时相关的潜在失效模式和原因identifyactionswhichcouldeliminateorreducethechanceofthepotentialfailureoccurring,确定消除或减少潜在失效发生机会的行动documenttheprocess.使过程形成文件,FMEAisasystematicdesignevaluationprocedurewhosepurposeisto:是系统的设计评估程序,5,Failuretoperformadefinedfunction执行既定功能的失效Somethingoccurringthatyoudontexpect,orwant发生了你不希望或不想要的事情Wrongapplication应用错误,AFailureModeis.失效模式是,6,FMEAUsebyBlack/Brown/GreenBelts,ToidentifypotentialfailuremodesandratetheseverityoftheireffectsToidentifycriticalcharacteristicsandsignificantcharacteristicsTorankpotentialdesignandprocessdeficienciesTohelpallofusfocusoneliminatingproductandprocessconcernsandpreventproblemsfromrecurringReducetheproductdevelopmenttimingandcost,7,Background,Developedinearly60sbyNASAto“fail-proof”Apollomissions.Adoptedinearly70sbyUSNavy.Bylate80s,automotiveindustryhadimplementedFMEAandbeganrequiringsuppliersdothesame.Liabilitycostswerethemaindrivingforce.Usedsporadicallythroughoutindustryduring1980s.AdoptedbyMSIin?SixSigmaisthecatalyst.,8,NASAusedFMEAtoidentifySinglePointFailuresonApolloproject(SPF=noredundancy1represents6sigma.InthecaseofaSixSigmaproject,occurrenceisgenerallyderivedfromdefectdata.CurrentControlsAllmeansofdetectingthefailurebeforeproductreachestheenduser,arelistedundercurrentcontrols.DetectionTheeffectivenessofeachcurrentcontrolmethodisratedonaprovidedscalefrom1to10.A10impliesthecontrolwillnotdetectthepresenceofafailure;a1suggestsdetectionisnearlycertain.,17,ProcessFailureMode,Thepotentialfailuremodeisthemannerinwhichtheprocesscouldfailtoperformitsintendedfunction.Thefailuremodeforaparticularoperationcouldbeacauseinasubsequent(downstream)operationoraneffectassociatedwithapotentialfailureinaprevious(upstream)operation.,FAILUREMODE,EFFECT,PREVIOUSOPERATION,CAUSE,NEXTOPERATION,18,ProcessCauses,ProcessFMEAconsidersprocessvariabilitydueto:,19,CurrentControls,Assessmentoftheabilityofthecontroltodetectthefailurebeforetheitemleavesthemanufacturingareaandshipstothecustomer.Capabilityofallcontrolsintheprocesstopreventescapes,SPC,ProcessCapability,GageR&R,Sampling,Testing,DOE,20,TypesofMeasures,SEVERITYAsitappliestotheeffectsonthelocalsystem,nextlevel,andenduserOCCURRENCELikelihoodthataspecificcausewilloccurandresultinaspecificfailuremodeDETECTIONAbilityofthecurrent/proposedcontrolmechanismtodetectandidentifythefailuremode,Typically,threeitemsarescored:,21,RiskPriorityNumber,RPN=OxSxDOccurrencexSeverityxDetection,O,S,D,x,x,=RPN,22,ShortcomingsofRPN,A84396B48396,SAMERESULT,FailureMode,Severity,Occurrence,Effectiveness,RPN,23,Severity,24,Occurance,25,Detection,26,ItisconductedonatimelybasisandItisappliedbyaproductteamandItsresultsaredocumented,FMEAisMostEffectiveWhen,27,WhatIsAGoodApplication?,InvolvenewtechnologyHavechangedfrompreviousArechronicallyintroubleHaveahighdegreeofoperatorcontrolHaveahighdegreeofvariation,Choosedesignsorprocesseswhich.,28,FMEAProcess,Buyer,ProcessOperator,ProcessKnowledge,PreviousExperience,PastProblems,ChronicProblems,ProcessFunctions,PotentialFailureModes,Effects,Causes,CurrentControls,ActionPriority,ActionstoEliminateorReduceFailureMode,WarrantyClaims,29,BasicSteps,1.DevelopaStrategy,30,1.DevelopaStrategy2.Reviewthedesign/process,BasicSteps,31,BasicSteps,1.DevelopaStrategy2.Reviewthedesign/process3.Listfunctions,32,1.DevelopaStrategy2.Reviewthedesign/process3.Listfunctions4.Brainstormpotentialfailuremodes,BasicSteps,33,1.DevelopaStrategy2.Reviewthedesign/process3.Listfunctions4.Brainstormpotentialfailuremodes5.Organizepotentialfailuremodes,BasicSteps,topic,topic,AffinityDiagram,34,1.DevelopaStrategy2.Reviewthedesign/process3.Listfunctions4.Brainstormpotentialfailuremodes5.Organizepotentialfailuremodes6.Analyzepotentialfailuremodes,BasicSteps,35,1.DevelopaStrategy2.Reviewthedesign/process3.Listfunctions4.Brainstormpotentialfailuremodes5.Organizepotentialfailuremodes6.Analyzepotentialfailuremodes7.Establishriskpriority,BasicSteps,36,1.DevelopaStrategy2.Reviewthedesign/process3.Listfunctions4.Brainstormpotentialfailuremodes5.Organizepotentialfailuremodes6.Analyzepotentialfailuremodes7.Establishriskpriority8.Takeactiontoreducerisk,BasicSteps,37,1.DevelopaStrategy2.Reviewthedesign/process3.Listfunctions4.Brainstormpotentialfailuremodes5.Organizepotentialfailuremodes6.Analyzepotentialfailuremodes7.Establishriskpriority8.Takeactiontoreducerisk9.CalculateresultingRPNs,BasicSteps,O*S*D=RPN,38,1.DevelopaStrategy2.Reviewthedesign/process3.Listfunctions4.Brainstormpotentialfailuremodes5.Organizepotentialfailuremodes6.Analyzepotentialfailuremodes7.Establishriskpriority8.Takeactiontoreducerisk9.CalculateresultingRPNs10.Followup,BasicSteps,39,TestingtheRelationships,IF,THEN,HOWDOIKNOW?,CAUSE,FAILUREMODE,EFFECT,40,Actions,ThedesignorprocessmustbeimprovedbasedontheresultsoftheFMEAstudy.,Awell-developedFMEAwillbeoflimitedvaluewithoutpositiveandeffectivecorrectiveactions.,41,ModuleObjectives,DescribeFMEAprinciplesandtechniques.Summarizetheconcepts,definitions,applicationoptionsandrelationshipswithothertools.PerformaFMEA,42,DescribeFMEAprinciplesandtechniques.Summarizetheconcepts,definitions,applicationoptionsandrelationshipswithothertools.PerformaFMEA,ModuleObjectives.,43,OrganizationalLearningandSystemsThinking组织学习和系统思维,AManagementSystem,44,BuildingOrganizationalMemory,EyelashLearningCurve,ThereisnoorganizationalmemorytoallowpeopletostartwheretheirpredecessorsleftoffNothinginplacetocapturetheneworimprovedmethodsthatproduceresults,*,45,RapidLearningCurve,ABILITYTODOJOB,TIME,NEWEMPLOYEECOMESONANDPICKSUPALMOSTWHEREPREVIOUSEMPLOYEELEFTOFF,OrganizationcontinuestoadvanceitsknowledgebypreservingthelessonseachlearnsRapidlearning=lesswaste,lesscomplexity,highercustomervalue,lowercosts,*,46,HowDoWeCreateRapidLearning?,Twokeyingredients:1.Havingbestknownmethodsdocumented2.TrainingpeopleonwhatthosemethodsareWhototrain?NewemployeesManagersExperiencedemployees,*,SixSigma,47,ProsandConsofStandardMethods,Advantages:优点Customerprogressismorevisibleandcanbetrackedovertime顾客进步更可见而且可以随时间跟踪Captureandsharelessonslearned吸取和分享教训Systemitselfdoesnotbecomeasourceofvariation系统自身不会成为变异的来源Leadstoefficientpractices导致有效率的实践,*,48,ProsandConsofStandardMethods,Disadvantages:缺点Stiflecreativityandleadtostagnation抑制创造力导致停滞不前Interferewithcustomerfocus干涉客户的焦点Addbureaucracyandredtape助长官僚作风Makeworkinflexibleandboring使工作欠缺灵活性，使人容易感到厌烦Onlydescribetheminimalacceptableoutput只描述最小的可接受输出,49,FindingaBalance寻找平衡,Thedifficultywefaceis.theargumentsforandagainststandardizationarebothtrue公说公有理，婆说婆有理Toachieveabalance,developstandardsjudiciously-whereitmattersthemostWheneffectivelymanaged,standardsprovidethefoundationforimprovement,50,EffectiveStandardization有效的标准,Companiesthatusestandardizationeffectivelyoperateverydifferently:ThecompanyknowswhyitisdevelopingstandardsandhowtheycontributetoitsoverallpurposeManagementusesbest-knownmethodsthemselvesandstronglysupportsandchecksusageEmployeesunderstandhowdifferentfacetsoftheirworkaffecttheproductsandservicesEmployeesknowwhichelements/functionsarecriticaltoproducinghigh-qualityoutput,51,CreateStandardsJudiciously明智地创造标准,LeveragePoint:Aplacewherealittlechangehasagreatimpact支点：小小的变化就能有巨大的影响的地方。三两拨千斤？“.everyjob,everyprocess,haswithinithigh-leveragepointsthatwemuststandardizeifwewanttoachieveconsistentlyhighperformance,andlow-leveragepointswherestandardizationissuperfluous,servingonlytorestrictflexibility.”,52,KnowWhatIsandWhatIsNotImportant,“Knowledgeaboutwhatisnotimportantisalmostasvaluableasknowledgeaboutwhatisimportant.Itfreesourattentiontobetterfocusonthefewthingsthatmakeadifference.”“Thiskindofflexibilityshowsupinalljobs.”“Asaruleofthumb,keepthedegreeofstandardizationaslowaspossiblebutdonotneglectanyleveragepoints.”,53,LeveragePointThinking-HowDoYouTurntheShip?,Knowingtheleveragepointsiscriticalfordeterminingprioritiesandstrategiesforimprovement,VitalFew,TrivialMany,ParetoPrinciple80%oftheproblemsarecausedbyonlyabout20%ofthecontributingfactors,*,54,55,WhatstheConnection?联系,Companiesrunintotroublebecausetheychangetheirmethodsbeforetheyunderstandwhythemethodsarethereinthefirstplace.陷入麻烦的公司是因为他们在不了解现有方法存在的原因之前就盲目改变它。Theyeliminatesafetynetsintheirprocesseswithoutcontrollingthefactorsthatmadethemessential.,56,Resistthetemptationtochangeuntilwedetermine:Arethedocumentedstandardsthebest?Whatistheimpactontherestofthesystem?Arethemethodsactuallybeingfollowed?,WhatstheConnection?,57,EmployeeResponsibility员工的责任,Beforeanyonecanbeheldresponsibleforthequalityoftheirownwork,theymust:1.Knowthejob了解工作Isthejobclearlydocumented?Aregoalsandtargetsvisible?Hasadequatetrainingbeendone?Doworkersknowhowproductisused?2.Knowthestandard了解标准Outputmustbemeasurablewithimmediatefeedbackonperformance.Dontbevagueorrequireinterpretation(i.e.wordslikeflat,smooth,etc.),58,EmployeeResponsibility(cont),3.Havetheabilitytoregulate拥有调节的能力Whenthejobdoesnotmeetthestandard,aretherereactionprocedures?Arebestpracticesleveraged?Musthaveall3-inorder!(SeeAppendixAforChecklist),59,CAP-Do-DeterminetheNeedforStandardization,1.CheckMakesureweknowwhytheworkisbeingdoneSeeifthepurposeisclearlydocumentedCompareactualpracticewithdocumentedmethodsIfnodocumentedmethodsexist,comparedifferentpracticesamongpeopledoingtheworkComparehowtheeffectivenessoftheworkissupposedtobecheckedandhowitisactuallychecked,Toanswer