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    Risk Management Using Failure Mode and Effect Analysis (FMEA)
    Risk Management Using Failure Mode and Effect Analysis (FMEA)
    Risk Management Using Failure Mode and Effect Analysis (FMEA)
    Ebook237 pages2 hours

    Risk Management Using Failure Mode and Effect Analysis (FMEA)

    By Dean H. Stamatis

    ()

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    About this ebook

    Risk is everywhere. It does not matter where we are or what we do. It affects us on a personal level, but it also affects us in our world of commerce and our business.

    This indispensable summary guide is for everyone who wants some fast information regarding failures and how to deal with them.

    It explores the evaluation process of risk by utilizing one of the core methodologies available: failure modes and effects analysis (FMEA). The intent is to make the concepts easy to understand and explain why FMEA is used in many industries with positive results to either eliminate or mitigate risk.
    LanguageEnglish
    PublisherASQ Quality Press
    Release dateJan 18, 2019
    ISBN9781951058708
    Risk Management Using Failure Mode and Effect Analysis (FMEA)
    Author

    Dean H. Stamatis

    Dr. Dean Stamatis is president of Contemporary Consultants Co. He is a specialist in management consulting, organizational development, and quality science.

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      Book preview

      Risk Management Using Failure Mode and Effect Analysis (FMEA) - Dean H. Stamatis

      Preface

      Change rarely comes in the form of a whirlwind, despite the currently popular notion to the contrary. Change is not creative destruction like we’ve been told. Change that expects us to throw out everything we were and start over isn’t change at all, but a convulsion. A hiccup. The internet did not change everything. Broadband did not change everything. September 11 did not change everything. Nor did Enron, WorldCom, or any other company. Nor will tomorrow’s horror, tomorrow’s amazing breakthrough, or tomorrow’s scandal.

      If you follow the cataclysmic theory of change, you will reap a whirlwind indeed. There is a different theory of change that no one talks about but that is much more significant for the wise professional. In the coastlines of any country, state, or territory one can see it every day. The waves may crash against the rocks, but they are a distraction. The real action is the tide. When the tide changes, huge forces are put in motion that cannot be halted. (If you doubt the power of the tide, look at the suburbs of any fair-size town anywhere. A piece of farmland on the edge of most towns is worth its weight in gold. Why? Because it’s where the affluent middle class wants to bunk down every night.)

      Risk is everywhere. It does not matter where we are or what we do. It affects us on a personal level, but it also affects us in our world of commerce and our business. No matter if we are focused on identifying and/or analyzing risks, these risks are always balanced with an associated benefit. In the final analysis, all types of risks exist, and they are generated by a variety of factors, such as customer requests, continual improvement philosophy, and competition.

      Why do we do a risk analysis? Primarily to answer the following two questions:

      What can go wrong?

      If something does go wrong, what is the probability of it happening and what is (are) the consequence(s)?

      In the past, these questions were focused on problem fixing. The primary analysis was to focus on who did it. Of course, the focus on problems assumed that somebody was to blame, and action was taken. In other words, we operated on the principle that If it’s not broken, don’t touch it. Today, that paradigm has changed. The focus is on prevention. In other words: If it is not broken improve it. The focus is on how it happened and why it happened.

      In this book we explore the evaluation process of risk by utilizing one of the core methodologies available: failure mode and effect analysis (FMEA). Our intent in this book is to make the concepts easy to understand and explain why FMEA is used in many industries with positive results to either eliminate or mitigate risk.

      It is not a complete reference on FMEA; rather, it is a summary guide for everyone who wants some fast information regarding failures and how to deal with them. Specifically, we cover the following topics:

      Risk as defined in International Organization for Standardization (ISO), International Automotive Task Force (IATF), and Verband der Automobilindustrie (VDA) standards and/or guidelines

      Reliability and FMEA

      Prerequisites of FMEA

      What an FMEA is

      Robustness

      The FMEA form and rankings

      Types of FMEA

      The common types of FMEAs

      Failure mode effects and criticality analysis (FMECA)

      Health FMEA

      Control plans

      Linkages

      Tools

      Troubleshooting an FMEA

      Getting the most from FMEA

      FMEAs used in selected and specific industries

      Warranty, Six Sigma, and lean

      Introduction

      In the past 100 years or so, the United States has been the envy of the world. This country has been the leader in almost every major innovation people have made. The historical trend has been positive indeed. However, what about the future? Can the status quo be retained? Is there anything to worry about? Can the leadership for tomorrow be guaranteed by following past successes?

      The United States wants to be among the leaders; it wants to be better; its citizens want to work smart and be efficient. But with leadership and general betterment comes change—change in behavior and technology. The old ways served workers well but not anymore. The following saying describes the situation best.

      If you always do what you always did, you will always get what you always got.

      What the United States has achieved in the past is not good enough anymore as world competition increases; it must improve or it will be left behind as others pursue technological and quality improvements for their products and/or services. In simple terms, this means that the attitude and behavior toward quality must change.

      A good starting point is for organizations to use the 6S process (sort-store-shine-standardize-sustain-safety), emphasizing sustain and safety. Both of these areas focus on prevention and will lead to good designs as well as excellent processes.

      As with any transformation, this change brings uncertainty and risk. However, this transformation may be successful if the organization has (1) vision, (2) mission, (3) strategy, (4) action plan, and (5) implementation strategy.

      The recognition that all well-managed companies are interested in preventing or at least minimizing risk in their operations is the concept of risk management analysis. The requirements for performing such analysis may be extensive and demanding. The elimination, control, or reduction of risk is a total commitment by the entire organization, and it is more often than not the responsibility of the engineering department. In this book we focus only on a small portion of this engineering responsibility—specifically, the FMEA methodology. Here we must emphasize that FMEA is only one methodology of many that can help in the strategy, action plan, and implementation strategy for improvement.

      1

      Risk

      OVERVIEW

      Over the last five or so years, much discussion has been devoted to risk, although the fact is that the risk concept is immature in the International Organization for Standardization (ISO) documents. Why? Because of the 157 items in the ISO standards the word risk is used in 45 unique definitions, of which 21 specifically address hazards. On the other hand, in the International Automotive Task Force (IATF) 16949 standard, the word risk is sprinkled throughout the standard and it is especially emphasized in reference to prevention actions and failure mode and effect analysis (FMEAs).

      In both ISO and IATF documents, the definitions are abundant as they consider events with negative outcomes using very specific language. For example, risk is a function of the probability of occurrence of a given threat and the potential adverse consequences of that threat’s occurrence.

      To be sure, that is a very unique definition. However, it is not all inclusive. For example, the Project Management Body of Knowledge (PMBOK) (2000, ch. 11; 2017, ch. 11) goes further by including concerns that deal with the effect of uncertainty, the combination of the consequences of an event and the associated likelihood of its occurrence, and uncertain events or conditions that, if they occur, have a positive or negative effect on a project’s objectives.

      The term risk, used in the ISO standards and the new IATF standard, pertains to safety and/or performance requirements in the context of meeting applicable regulatory requirements at minimum. An FMEA is a standard technique used to assess and evaluate potential risks in the design development phase, which continues during production process controls. Other related techniques are fault tree analysis, warranty analysis, SWOT (strengths-weaknesses-opportunities-threats) analysis, event tree analysis, business continuity planning, BPEST (business, political, economic, social, technological) analysis, real option modeling, decision making under conditions of risk and uncertainty, statistical inference, measures of central tendency and dispersion, and PESTLE (political, economic, social, technical, legal, environmental) analysis. Any of these various risk assessment techniques can also be used to incorporate other aspects of the quality management system (Stamatis 2014). The specific definition, per the ISO standards, includes three related definitions:

      1. Risk definition. Risk is the potential of gaining or losing something of value. Values (such as physical health, social status, emotional well-being, or financial wealth) can be gained or lost when taking risk resulting from a given action or inaction, foreseen or unforeseen. Risk can also be defined as the intentional interaction with uncertainty (EN ISO 14971:2012, 2.16).

      2. Risk management. Risk management is the identification, assessment, and prioritization of risks (defined in ISO 31000:2018 as the effect of uncertainty on objectives), followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortunate events or to maximize the realization of opportunities (EN ISO 14971:2012, 2.22).

      3. Risk assessment. Risk assessment is the determination of a quantitative or qualitative estimate of risk related to a well-defined situation and a recognized threat (also called hazard). Quantitative risk assessment requires calculations of two components of risk (R): the magnitude of the potential loss (L) and the probability (p) that the loss will occur (Stamatis 2014).

      The need for risk analysis is defined in several clauses of the standard. For example, in ISO 13485:2016, we find that risk is mentioned either directly or indirectly throughout the standard but specifically in sections (clauses) 4.1; 7.4.1; 7.4.2; 8.2; 8.2.1; 8.3; and 8.3.4.

      Therefore, the issue of risk has become a very important quality requirement and is viewed as a preventive tool in any quality management system (QMS), Advanced Product Quality Planning (APQP) process, and FMEA of any organization. In fact, for most organizations, there is no need to have a separate section to identify preventive action because the concept of preventive action is expressed through a risk-based approach in which the QMS requirements are identified and implemented. For example, ISO 9001:2015 makes risk-based thinking a requirement by specifically calling for risks and opportunities to be determined and addressed. This is a very strong statement to demonstrate that risks are to be identified, corrective actions must be planned, and implementation has to be monitored for the specific risks under consideration.

      Reading the standards, one concludes without hesitation that their intent as far as risk is concerned is (a) to provide confidence in the organization’s ability to

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