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Operations Management ORMB11-1

Session 17 DFM QFD FMEA

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Design for Manufacturing

The designers consideration of the organizations

manufacturing capabilities when designing a product

Concurrent Engineering

Computer Aided Design (CAD)

Types of product recovery

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Types of Product Recovery

Upgrade

Repair

Refurbishing

Remanufacturing Cannibalization

Recycling

Waste management

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Quality Function Deployment QFD)

What is QFD?

Customer-driven planning tool

Builds customer voice into the design

Steps

Prepare customer requirements/ Voice of customer

Benchmark and Choose target values

Identify design requirements/ Voice of organization Design targets

Link customer requirements with design requirements

Correlation matrix

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House of Quality

HOW?

Identify Design Requirements

Relationship Matrix between

Customer Needs and Design

Requirements

HOW MUCH?

Design Target Values

Customer

Perception

Benchmarking)

Correlation Matrix

Roof of the House)

WHAT?

Prepare

Customer

Requirements

o

r

e

Importance Weighting

Technical Evaluation

Competitive

Assessments

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QFD Stage1 Voice of the Customer

Answers WHAT?What do customers want?

Voice of customerPrimary input for House of Quality

Value drivers A small subset of requirements withLevel of priority

Three stepsClarify-Categorize-Prioritize customer

requirements

Methods for ClarificationMarket research/In-depthqualitative interviews/ Concept engineering

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Voice of the Customer

Categorization

Must be

Performance

Level

Customer satisfaction

Attractive

Indifferent

One dimensional

Can be removed

Should be fulfilled before

One-dimensional

Important for improvement

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Voice of the Customer Prioritization

May be more than 200 customer requirements

Arrange them in descending order

Decide which are most critical

Selected ones are considered in next stage

Analytical Hierarchy Process (AHP) can be used at this step

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QFD Stage 2 Competitive Analysis

Two stepsBenchmarking and Choosing Target levels for

Chosen customer requirements in Stage 1

Benchmarking

Compares organization and competitor in qualityperformance of customer requirements

Identifies strategic and operational gap

Find ways to close the gap

Plays critical role is selecting most important customerrequirements

Choosing target levels

Identifies benchmarked requirements where target is

already met

Helps to reduce size of the matrix

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QFD Stage 3 Voice of the

Organization

From Customer requirements to design requirements

These are HOW by which design team acts to make

WHAT

Heart of QFD planning process

Listed across the top of the house

Affects one or more customer requirements

If QFD team is not satisfied

Go back to previous stage with what-if questions

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QFD Stage 4 Design Targets

Three stepsBenchmark/ Set target values/ Determine

costfor design requirements

Should look into the inconsistencies between Customers perception on key customer requirements

Current measures on design requirements

Needs to see if technical data Support or refute customer perception

Projected cost of elevating design requirements to target

specifications

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QFD Step 5 Link the Requirements

Relationship Matrix

Indicate the strength of relationship between WHAT and

HOW

Heart of the House of Quality

Lack in strong relationship Customer requirement is not addressed

Project will have problem in meeting the requirements

May use symbol for strong, medium and weak

relationships May also be quantified

When multiplied with Level of priority

Helps to obtain important weightage for each HOW

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FMEA Basics

Failure Mode & Effects Analysis

Sometimes also called FMECA (Failure Mode Effects &

Criticality Analysis)

An analytical tool that uses a disciplined technique to

identify and help eliminate product and process potential

failure modesGeneral Motors

Used by NASAIn 1963

Adopted by Ford Motor Co.In 1980s

ISO 9004: Clause 7.1.3.3 and 7.3.1List FMEA as risk

assessment tool and refer as Fault Mode and Effect

Analysis

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10 Steps for FMEA Implementation

1. Review the process or product

2. Brainstorm potential failure model

3. List potential effects of each failure mode

4. Assign a severity ranking for each effect5. Assign an occurrence ranking for each failure mode

6. Assign a detection ranking for each failure mode and/or

effect

7. Calculate the risk priority number for each effect8. Prioritize the failure modes for action

9. Take action to eliminate or reduce the high-risk failure

modes

10. Calculate the resulting RPN as the failure modes are

reduced or eliminated

Next

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Back

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Failure Modes and Potential Effects

Seat Cushion

Requirement Failure Mode Effect

Four screwsFewer than four

screws

End User

Loose seat cushion and noise.

Manufacturing and Assembly: Stop shipment and

additional sort and rework due to affected portion.

Specified screwsWrong screw used

(larger dia.)

Manufacturing and Assembly

Unable to install screw

in station.

Assembly

sequence: First

screw in right

front hole

Screw placed in any

other hole

Manufacturing and Assembly Difficult to install

remaining screws in station.

Screws fully

seatedScrew not fully seated

End User Loose seat cushion and noise.

Manufacturing and Assembly

Sort and rework due to

affected portion.

Screws torquedto dynamic

torque

specification

Screw torqued too

high

End User Loose seat cushion due to subsequentfracture of screw and noise.

Manufacturing and Assembly Sort and rework due to

affected portion.

Screw torqued too low

End User Loose seat cushion due to gradual loosening

of screw and noise.

Manufacturing and Assembly

Sort and rework due to

affected portion.

Back

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Assigning Severity, Occurrence, and

Detection Rankings

Establish clear and concise descriptions for the points on

each of the scales

So that all team members have the same understanding

of the rankings

The scales should be established

Before the team begins the ranking process

The more descriptive the team is when defining the

ranking scale

The easier it should be to reach consensus during the

ranking process

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Process FMEA Severity Evaluation

Criteria

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Design FMEA Occurrence Evaluation

Criteria

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Design FMEA Prevention/Detection

Evaluation Criteria

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Design FMEA Prevention/Detection

Evaluation Criteria Continued

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Reaching Consensus on Rankings

Team voting

Get process expert involved

Defer to one of the team members

Rank failures and effects within a ranking category Talk it out

Use the higher ranking

Back

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Using RPN

Focus on failure modes with high RPN

For modes with same RPN focus on mode with high D

Easiest approach for making improvement is

Increase the detectability of the failure Thus lowering the detection ranking

Reducing the severity is important

Especially in situations that can lead to injuries

When recommending action, focus on prevention rather

than inspection

When a failure mode is eliminated completely

New risk priority number approaches zero as

occurrence ranking becomes one

Back

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Advantages

Improve quality, reliability and safety of product/process

Increase user satisfaction

Reduce system development timing and cost

Collect information to reduce future failures Early identification and elimination of potential failure

modes

Emphasize problem prevention

Minimize late changes and associated cost

Catalyst for teamwork and idea exchange between

functions

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Criticism

Limited by committees experience of previous failures

If failure mode cannot be identified, then external help

is needed

If used as top-down tool

FMEA may only identify major failure modes in system

If not used as a "bottom-up" tool

FMEA can not identify many more causes and failure

modes resulting in top-level symptoms

It is not able to discover complex failure modes involving

multiple failures within subsystem

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Criticism Continued

Be aware of LACK of WEIGHING FUNCTION

Less serious failure mode may receive higher RPN than

more serious failure mode

Straight multiplication is not best suited Example: ranking of "2" may not be twice as bad as a

ranking of 1

Good tool for identifying problem areas and being

prepared

But cannot use it as absolute tool

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QCP Quality Control Plan

Every operation should have a QCP

Specify procedures to ensure that the process continues

to operate as it should

End result of an FMEA QCP not based on FMEA is of little value

Both updated periodically

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Worksheet Design FMEA

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Worksheet Process FMEA

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Isuzu Questions

Give a brief overview on Isuzus products and production

plants.

Discuss the following concepts: a) Cost Deployment

Flowchart, b) Cost Strategy Map, c) Developing FunctionalSpecifications, and d) Detailed Cost Reduction Techniques.

How did Isuzu react to unprofitability during 1991?

Discuss Isuzus VE Program.

Discuss Isuzus Tear-down methods.

What are the barriers to the success of Isuzus Cost

creation program? Why the term Cost creation was

used?