FMEA失效模式及其影响分析中英文.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Somethingoccurringthatyoudon texpect 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 Developedinearly60 sbyNASAto fail proof Apollomissions Adoptedinearly70 sbyUSNavy Bylate80 s automotiveindustryhadimplementedFMEAandbeganrequiringsuppliersdothesame Liabilitycostswerethemaindrivingforce Usedsporadicallythroughoutindustryduring1980 s AdoptedbyMSIin SixSigmaisthecatalyst 8 NASAusedFMEAtoidentifySinglePointFailuresonApolloproject SPF noredundancy lossofmission Howmanydidtheyfind 420andwethoughtwehadproblems 9 TypesofFMEA s SYSTEM DESIGN PROCESS SystemFMEAisusedtoanalyzesystemsandsubsystemsintheearlyconceptanddesignstages DesignFMEAisusedtoanalyzeproductsbeforetheyarereleasedtoproduction ProcessFMEAisusedtoanalyzemanufacturing assemblyandadministrativeprocesses 10 WhenistheFMEAStarted Dothebestyoucanwithwhatyouhave ASEARLYASPOSSIBLE Guideline 11 WhentoStart Whennewsystems productsandprocessesarebeingdesignedWhenexistingdesignsandprocessesarebeingchangedWhencarry overdesignsorprocesseswillbeusedinnewapplicationsorenvironmentsAftercompletingaProblemSolvingStudy topreventrecurrenceofaproblem 12 BeginningandEnd 13 EffectofFMEAonProcessandDesignchanges DesignStart Development ProductionRelease Production Time NoofEngineeringChanges Traditionalapproach FMEAapproach 14 ProcessFMEAForm 15 JLExample 16 ElementsofFMEA FailureModeAnywayinwhichaprocesscouldfailtomeetsomemeasurableexpectation EffectAssumingafailuredoesoccur describetheeffects Listseparatelyeachmaineffectonbothadownstreamoperationandtheenduser SeverityUsingascaleprovided ratetheseriousnessoftheeffect 10representsworstcase 1representsleastsevere CausesThisisthelistofcausesand orpotentialcausesofthefailuremode OccurrenceThisisaranking onascaleprovided ofthelikelihoodofthefailureoccurring 10representsnearcertainty 1represents6sigma 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 CalculateresultingRPN s BasicSteps O S D RPN 38 1 DevelopaStrategy2 Reviewthedesign process3 Listfunctions4 Brainstormpotentialfailuremodes5 Organizepotentialfailuremodes6 Analyzepotentialfailuremodes7 Establishriskpriority8 Takeactiontoreducerisk9 CalculateresultingRPN s10 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 What stheConnection 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 What stheConnection 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 Don tbevagueorrequireinterpretation 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 c