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aad.FMEA培训ExplanationandUseofFMEA(ppt24)英文版.pptx

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aad.FMEA培训ExplanationandUseofFMEA(ppt24)英文版.pptx

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Failure Mode & Effect Analysis

•

Explanation and Use of FMEA

Quality Forward System

What is FMEA?

•

FMEA is a problem solving process adopted by Snap-on as a key

component of the Quality Forward System.

•

Generally, FMEA is done by an on-site multifunctional team

facilitated locally or by an SEQ Group Advanced Quality Engineer.

•

Objective is to identify all of the reasons why quality of a process or

product does not meet expectations.

•

Uses severity, occurrence and detection ratings to determine

corrective action priority for each possible failure reason.

Quality Forward System

When should a FMEA study be conducted?

•

As part of a Design/Development phase.

•

When corrective action is needed due to unfavorable performance

data – (performance based on QFS metrics does not meet goals).

•

When a need to make incremental improvement is identified by

facility management or the SEQ Group.

Quality Forward System

FMEA Team Start-Up

•

Team Selection – done by local quality coordinator, business unit

manager or, on request, SEQ Group Advanced Quality Engineer.

•

Problem Statement – A concise and focused description of the

quality problem or opportunity for improvement, “what went wrong”

or “what needs fixing”.

•

Goal Statement – a description of what is to be accomplished by

the team, in quantifiable terms “reduce by”, “increase by”,

“eliminate”, etc. Good metrics to use include scrap cost, rework

cost, or Defects Per Million Opportunities (DPMO), etc. For

example, a goal statement could be “To reduce DPMO on product

family X from 3000 to 2000 by year end”.

•

Complete FMEA Team Start-Up Worksheet (example located in

procedure SEQ 80.10, Figure 1).

Quality Forward System

Problem Statement & Goal Statement

•

Problem Statement and Goal Statement should consider:

•

What went wrong?

•

What is the gap between the desired quality level and the actual

quality level?

•

Which process or processes are involved?

•

Which department or cell is the deficiency occurring in?

•

Is the problem cyclic, can it be attributed to specific events?

•

What are the appropriate metrics to measure?

•

What is the impact on operational fitness and profitability?

•

What is the impact on the bottom line (reduced, increased,

eliminated)?

•

Are there constraints recognized early in the process? If so, have

they been explored and clarified with the appropriate management

level

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