Failure Mode and Effects Analysis (FMEA)

2001 Six Sigma Academy

Module Objectives
By the end of this module, the participant should be able to:
Identify and prioritize risk of failure occurring
Identify Xs and their relationship to Y
Construct a complete FMEA
Generate action items

2001 Six Sigma Academy

Why Use FMEA?

Identify potential failure modes

and analyze risks
Identify key characteristics
Document the control plan
Increase customer satisfaction
Improve quality, reliability, and
safety of product

30 - 50 Inputs
10 - 15 Xs
8 - 10 KPIVs

4-8 Key KPIVs

3-6 Key KPIVs

2001 Six Sigma Academy

Two Approaches To The FMEA

Two major approaches:
Starting with the Cause & Effect Matrix
Starting with FMEA directly from the Process Map
We will explain the approach using the C&E matrix
Both approaches are very similar

2001 Six Sigma Academy

Starting With C&E Matrix

The C&E Matrix defined the important issues by helping to prioritize:
Important customer requirements
Process inputs that could potentially impact these requirements
Prioritize the potential Key Process Inputs (KPIV) according to their
impact on the output variables

Focus on inputs that highly impact a large number of outputs

2001 Six Sigma Academy

What Is A FMEA?
A systematic approach to:
Identify potential failure modes and their effects
Prioritize risks associated with specific causes
Identify ways of eliminating or reducing the specific causes
Document a plan to prevent the failures

2001 Six Sigma Academy

Types Of FMEA
Types of FMEA
Product/Service: Identifies what can go wrong with the design of a
product or service
Process: Identifies what can go wrong with the design of a process
Project: Identifies what can go wrong with a major project

2001 Six Sigma Academy

The FMEA Form

What is
the
Process
Step

2001 Six Sigma Academy

What
can go
wrong
with the
Process
step?

What is the
Effect on the
Outputs?

How
Bad?

What are
the
Causes?

How can
this be
found?
How
Often?

How
well?
What can
be done?

From Cause To Effect

Cause
Material or
process input

Failure Mode
(Defect)

Effect

Process Step

External customer
or downstream
process step

Controls

2001 Six Sigma Academy

Risk Priority Numbers, RPN

The risk priority number (RPN) is the product of the rankings for:
Severity (SEV)
Probability of Occurrence (OCC)
Difficulty to Detect (DET)
High RPNs are flags to take effort to reduce the calculated risk
Regardless of RPN, high severity scores should be given special
attention

RPN =

SEV
Effects

2001 Six Sigma Academy

OCC
Causes

DET
Controls

10

Rating Definitions
Severity

Occurrence

Detection

Hazardous without
warning

Very high and

almost inevitable

Cannot detect or
detection with very
low probability

Loss of primary
function

High repeated
failures

Remote or low
chance of detection

Loss of secondary
function

Moderate failures

Low detection
probability

Minor defect

Occasional failures

Moderate detection
probability

No effect

Failure unlikely

Almost certain
detection

Rating
High

Low

10

1
Note: AIAG Definitions are in
the appendix!

2001 Six Sigma Academy

11

Detection Scores At Various Levels Of The

Process
Det = 1

Det = 3

Det = 7

Det = 10

Prevention

Detection

Detection

Detection

Cause
Material or
process input

Failure Mode
(Defect)

Effect

Process Step

External customer
or downstream
process step

Material or process
input

Controls

2001 Six Sigma Academy

12

The First Half Of The FMEA Form

http://www.quality.ford.com/cpar/fmea/
2001 Six Sigma Academy

13

The Last Half Of The FMEA Form

2001 Six Sigma Academy

14

Method To Complete A FMEA

1. For each Process Input, determine the ways in which the Process
Step can go wrong (These are Failure Modes)
2. For each Failure Mode associated with the inputs, determine Effects
3. Identify potential Causes of each Failure Mode
4. List the Current Controls for each Cause
5. Assign Severity, Occurrence and Detection ratings to each Cause
6. Calculate RPN
7. Determine Recommended Actions to reduce High RPNs
8. Take appropriate Actions and Document
9. Recalculate RPNs

2001 Six Sigma Academy

15

Airline Reservation Detailed Process Map

Focus of
Project identified
By the C&E
Matrix

Complete
Travel Request
Form

Need For
Travel

Rationale, N
Viable Alternatives, N
Traveler N
Destination
Customer,N

Acceptable Cost?

Real time Saber system, SN

Operator input, N
Agent N
Computer Systems, N
Measurement Systems, N

Company Policy, S
Travel Authorization S
Traverl Input N

Card
Approved

Payment
Processing

Profile Match, S

Credit Card #, S

Expir. Date, S
Name on Card, S
Traveler input, S
Computer System S
Measurement Systems?

Credit System, S
Operator, S

Flag
discrepancy
to Company
Policy
Acceptable
Arrangements?

Traveler Info, S
Company Info, S
Restrictions if applicable, S
Preferences, S (seat, class)
Agent N
Traveler N
Computer Systems, N
Measurement Systems, S

Service
Options
Determined

Package For
Outgoing Mail

E-ticket or
Paper

Yes

2001 Six Sigma Academy

Meter, C
Packaging, S
Weight, CN
Size, CN
Operator or
admin, S

Saber, S
Button, C
Operator input, S
Saber updates, N

Frequent Flyer Programs, N

Preference for Carrier, N
Traveler Input, S
Agent N
Traveler N
Computer Systems, N
Measurement Systems, N

Enter Travel
Information
Into Saber

Depart City, S
Destin City, S
Dates of Travel, S
Operator input, S
Agent N
Traveler N
Computer Systems, N
Measurement Systems, N

VA: Value Added

BVA: Business Value
Added
NVA: Non-Vale Added

Address
Verification

Agent N
Traveler N
Computer Systems
Measurement Systems

Generate
Saber E-ticket
Itinerary

Itinerary Copied

Traveler Input
Confirm
Arrangements

Email Itinerary

Email Address, CS
Internet Connect, S
Operator input, S

Operator, S
Traveler, S
Computer System N

Address Verified
Profile Updated

Enter Travel
Preferences
Into Saber

Travel Info
Entered
Into Saber

Email
Verification

No

Mail, S
Overnight, S
Courier, S
Operator
input, S

Call time
End
Call

SNAP

Client name, S
Location, S
Auth. Code, S
Operator, S
Agent N
Traveler N
Computer Systems, N
Measurement
Systems, N

Lowest Cost

Service, S

Dates, S

Times, N

Cost, N

Saber Program, SN
Computer Service, S
Operator input, S

Reservation
Booked

Delivery
Method
Selection

N
Auth.
Code?

Gather
Customer
Billing Info

Information
Correct

Carrier Search

Traveler input, S
Company Policy, S
Operator input, S

Courier Selected

Printer, CN
Ticket Machine, CN

Contact Service, S

Phone/Web
Travel Information,S
Traveler/Designee, N
Agency Resources

day time, SN

after hours, SN
Computer Systems, N
Measurement
Systems, S
Time In Queue

Time in VRU

Call Volume

Peak Hours

Saber System, S
Operator, S

Confirm
Arrangements
w/ Traveler

Print tickets &

Itinerary

Updated
Profile

Traveler
Information
Verification

Reservation
Booking

Correct Traveler
Information

Contact
Agency

Authorization
Form, S

Domestic

International

Traveler

Approver
Website, S
Travel Budget C
Cost Estimate S
Computer
Systems,N
Location
Variation,N

Request
Entered Into
Saber System
Confirmation #
Request for
Reservation

Agency Request
Entered

Complete
Travel
Authorization

Request Form, S
Charge No., S
Traveler N
Location
Variation, N
Computer
Systems, N
Other Personnel?
Form Procedure
S
Travel
Information N

Correct
Traveler Billing
Info Into
System

Authorized Travel
Auth. Code

Travel Request

Traveler Input, S

Screen Copy, S

16

C&E Matrix Example

10

10

11

12

Lowest Fares

Traveler Profile

Corp Billing

Delivery of
Itinerary

0
9
10
1
1
0
0
10
0
0
10
0
0
0
0
0
0
8
0
0
0
0
0
0
0
0
0
0

9
3
0
1
1
8
0
0
9
0
0
9
0
0
9
0
0
3
7
0
0
9
3
0
0
0
0
0

9
0
0
3
1
8
0
0
9
0
0
9
0
0
9
0
0
0
7
0
0
9
3
0
0
0
0
0

6
6
6
3
6
6
6
6
0
6
0
0
6
6
0
0
0
0
0
0
0
0
0
0
0
0
0
0

7
7
7
3
7
7
7
7
0
7
0
0
7
7
0
0
0
0
0
0
0
0
0
0
0
0
0
0

6
8
7
6
6
2
6
2
7
10
2
7
3
3
5
6
7
4
1
4
3
1
5
3
4

497

268

441

438

Service:
Courteous

Delivery Time
of Ticket

5
5
0
5
5
7
0
4
7
8
7
5
4
4
2
0
0
3
2
6
0
2
2
7
0
0
0
0

Correct
Ticket/Itinerary

Time to
Process (call
time)
Calls Per
Transacttion

Time in queue

Service Professionalism

10

Total

0
0

9
7
8
9
3
9
0
2
0
0
0
0
0
0
0
2
0
0
3
2
9
3
0
0
0
0
0
0

7
0
0
7
10
1
0
2
0
0
0
8
0
0
0
7
10
0
0
1
6
0
0
8
0
0
0
0

5
7
6
5
5
3
5
2
8
5
2
1
3
3
7
6
0
2
2
5
2
2
7
2
4
0
0
0

0
4
3
7
6
0
10
4
0
0
7
0
0
0
0
5
9
3
1
4
0
0
0
0
0
0
0
0

7
2
7
7
6
8
10
0
0
0
4
0
9
9
0
0
0
0
4
0
0
0
0
0
0
0
0
0

469

891

504

657

Information Verification
Acceptable Arrangements
Travel Preferences
Information Correct
Gather Customer Information
Address Verification
Travel Information
Acceptable Cost
Type of Ticket
Contact Agency
SNAP
Delivery Method
Confirm Arrangements
Confirm Arrangements
Package for outgoing mail
Card Approved
Authorization Code
Carrier Search
Email Itinerary
Request For Reservation
Payment Information
Saber e-tickets
Print tickets and itinerary
Reservation Booking
End Call
Need for travel
Travel Request Process
Travel Approval

594

5
13
10
6
7
20
9
14
19
4
11
21
22
26
24
17
8
12
27
15
16
25
23
18
28
1
2
3

1180

Process Step

Total

2001 Six Sigma Academy

490

Rating of Importance to Customers

Resources

Airline Reservation Process

Cause and Effect Matrix

720

This is the C&E

Matrix for the
previous Map with
the Key Process
Steps (PIVs)
Paretod by the
Total Score

521
491
467
462
449
435
359
318
297
293
286
274
254
254
228
221
212
207
192
190
171
170
162
160
76
0
0
0

FMEA Worksheet
Before we move to the example lets look at an FMEA worksheet. The
information on this sheet is transferred directly to the FMEA form. The
purpose of this worksheet is to focus the team on the FMEA inputs and
not on scoring
The scoring should be done after the basic inputs have been made

2001 Six Sigma Academy

FMEA - Step 1
For each critical (high value) Process Step/Input, determine the ways
in which the Process Step/input can go wrong
The first two Key Process Inputs are Preference for Frequent Flyer
Program and Preference for Carrier

2001 Six Sigma Academy

FMEA - Step 1 (Contd)

For each Process Input Variable (PIV), determine the ways in which
the input can go wrong (These are Failure Modes)
There is at least one way that Preference for Frequent Flyer Program
and Preference for Carrier can fail

2001 Six Sigma Academy

FMEA - Step 2
For each Failure Mode associated with the inputs, determine Effects
These effects are internal requirements for the next process as well as
customer effects

2001 Six Sigma Academy

FMEA - Step 3
Identify potential Causes of each Failure Mode
In most cases, there will be more than one Cause for a Failure Mode.
Well keep it simple for this exercise

2001 Six Sigma Academy

FMEA - Step 4
List the Current Controls for each Cause
For each Cause, we list how we are either preventing or detecting it.
Wed like to place a procedure number wherever we have an SOP

This is how the FMEA identifies initial holes in the Current Control
Plan. Process teams can start working on these holes right away
2001 Six Sigma Academy

FMEA - Step 5
Assign Severity, Occurrence and Detection ratings to each Cause
We are now ready to assign appropriate criteria. The team then starts
scoring each cause to compute an RPN number

2001 Six Sigma Academy

FMEA - Steps 6 And 7

Calculate the RPNs and determine Recommended Actions to reduce
High RPNs
Which issues may we want to address first?

2001 Six Sigma Academy

FMEA - Step 7

Continued

Determine Recommended Actions to reduce High RPNs

Now fill in recommended actions for top RPNs

2001 Six Sigma Academy

Pareto Of Top Ranking RPNs

Actions recommended for high RPNs
Key is FOCUS!

2001 Six Sigma Academy

27

Graphical Interpretation Of Action Priorities

Rate the actions based on Ease of Completion on the X axis
1=hard and 10=quick, simple and cheap
Plot the rpns versus ease in the respective quadrants
Address low-hanging fruit issues in the top right quadrant first

RPN

LowHanging
Fruit!

Hard
2001 Six Sigma Academy

Ease of Completion

Easy

28

RPN Versus Ease Of Completion

Adding a Ease of Completion column and scores indicates that the
highest ranking RPN is also a quick, simple and easy action to
correct

2001 Six Sigma Academy

29

FMEA - Steps 8 And 9

Take appropriate actions, document and recalculate RPNs

2001 Six Sigma Academy

Document The Current Control Plan

Recall the control plan mentioned in Process Mapping
Complete the Current Control Method column taken from the FMEA
Core Team:

Date (Orig):
Date (Rev):

Process
Step

Input

Output

Process
Cpk /
Spec
Measure
Date
%R&R or
(LSL,
ment
(Sample
P/T
USL,
System
Size)
Target)

Current
Control
Method
(from
FMEA)

Who

Where

When

Reaction
Plan

Control Plan.xls
Microsoft Excel Worksheet

2001 Six Sigma Academy

31

Airline Reservation Example

2001 Six Sigma Academy

32

New Detailed Process Map

Larger process focus is narrowed to a small portion as indicated by the
C&E Matrix
SNAP is the name of a button on the Travel Agency Computer System
called Saber
If SNAP is activated during the search for carrier service, Saber is
programmed to return alternative itineraries in order of lowest fares

Acceptable Cost?

2001 Six Sigma Academy

Company Policy, S
Travel Authorization S
Traverl Input N

Flag
discrepancy
to Company
Policy
Acceptable
Arrangements?

Traveler input, S
Company Policy, S
Operator input, S

Service
Options
Determined

Carrier Search

Service, S

Dates, S

Times, N

Cost, N

Saber Program, SN
Computer Service, S
Operator input, S

Lowest Cost
Enter Travel
Preferences
Into Saber

SNAP

Saber, S
Button, C
Operator input, S
Saber updates, N

Frequent Flyer Programs, N

Preference for Carrier, N
Traveler Input, S
Agent N
Traveler N
Computer Systems, N
Measurement Systems, N

33

Failure Mode Effects Analysis

2001 Six Sigma Academy

34

Prioritized Actions
Pareto of FMEA rpns

Quadrant chart:
High rpn vs. Ease of Completion

Most of the currently identified actions appear to be relatively

easy to address; There are a few items out of our control
2001 Six Sigma Academy

35

Conclusions From FMEA

Categorized inputs into related causes and Paretod sum of results
Recognized that most of Saber-related issues are out of our control
Created a data collection plan to validate assumptions in remaining
areas

2001 Six Sigma Academy

36

Catapult Team Exercise

How could a projectile fail to hit the target or result in excessive
variation?
Build a FMEA on the catapult using the top five inputs identified on the
C&E Matrix
List as many failure modes and effects for each of the five inputs
Flipchart a Pareto of rpns versus PIVs

2001 Six Sigma Academy

37

Getting Started
Utilize Process Maps, C & E diagrams, C & E matrices, data collection,
warranty analysis, testing, and other pertinent information
Select people from functions directly upstream and downstream from
the process under analysis
Engineering
Manufacturing
Quality Assurance
Marketing
Suppliers
Required business functions
Health, Safety and Environment (HSE)

2001 Six Sigma Academy

38

Relationship To Other Tools

Metrics Identification
Process Map
C & E Diagrams
C & E Matrix
Design FMEA (Product or Business Process)
Process FMEA (Product or Business Process)

2001 Six Sigma Academy

Multivariate analysis
Identification of vital few inputs
Design reviews
Quality Control Plan

39

Things To Remember

Do not try alone, use a group

Time consuming process
Activities are required for completion
Train team
Proper preparation for meetings
Summarize often
Independent voting
Negotiate issues

2001 Six Sigma Academy

40

Key Learning Points

2001 Six Sigma Academy

41

Objectives Review
The participant should be able to:
Identify and prioritize risk of failure occurring
Identify Xs and their relationship to Y
Construct a complete FMEA
Generate action items

2001 Six Sigma Academy

42

Appendix

2001 Six Sigma Academy

43

Automotive Industry Action Group (AIAG)

Definitions

2001 Six Sigma Academy

44

Severity Definitions (AIAG)

2001 Six Sigma Academy

45

Occurrence Probability (AIAG)

2001 Six Sigma Academy

46

Detection Probabilities (AIAG)

2001 Six Sigma Academy

47

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