Risikomanagement mit FMEA in Zeiten agiler ... · PDF fileFMEA Product: System analysis:...

Risikomanagement mit FMEA in Zeiten agiler Entwicklungsprozesse

DIETZ Consultants, All rights reserved 11

Who we are

We speak:

� Boston | Wallenhorst | Berlin | Pune | Nanjing

ProjectsLocations

New Customers:


Dietz Consultants ManagementDietz Consultants

GM Lassie LiCEO Winfried Dietz

Company Overview

Dietz ConsultantsDietz Business

Consultants Co. Ltd.

� Founded in 1990

� Headquartered in Berlin - Germany

� Founded in 2015

� Headquartered in Nanjing - China

Innovation & Risk Management

Quality & Production Systems

Supply Chain Management

“To provide leading edge consulting services and training that supports our clients to achieve excellence and continual improvement“

Our Mission


IBQRM

International Board for Quality- and Riskmanagement


FMEA und kognitive Verzerrung

Ein Baseballschläger und ein Ball kosten zusammen:1,10 €

Der Schläger kostet einen Euro mehr als der Ball!Was kostet der Ball?10 Cent? Wir akzeptieren die erste plausible Zahl, die uns in den Sinn kommt – und vermeiden die Anstrengung des NachdenkensDas trifft auch auf Risikobewertungen und FMEA zu!

Quelle:Irreführende Intuition (Daniel Kahneman); Israelisch-US-amerikanischer Psychologe, erhielt 2002 den „Wirtschafts-Nobelpreis“ (Urteilsheuristiken und kognitive Verzerrungen); Autor: Schnelles Denken, Langsames Denken

Unsere Gehirnarchtektur



Der Ball kostet der Ball?0,05 €

Das war ein Beispiel für:„Schnelles Denken“Denken im „System 1“System 1 arbeitet:Automatisch, mühelos, ohne willentliche Steuerung.Optimal: Säbelzahntigerjagd, Rennwagen fahren, DiscobesucheSuboptimal: Kernreaktoren betreiben, Chef-/Kundengespräche, Risikoanalysen u. FMEA


17 x 177 =?

• Exakte Lösung fällt nicht sofort ein

• Entscheiden: Berechnung durchführen?

• Zielgerichtete Anstrengung

• Strukturierung

• Körperbeteiligung (Muskulatur, Herzschlag, Pupillen,..)

1. „Langsames Denken“

2. Denken im „System 2“




System 2 arbeitet:

• Mit Handlungsvollmacht, absorbiert Aufmerksamkeit, ist

anstrengend

• Optimal: Kernreaktoren betreiben, Chef-/Kundengespräche

führen, Risikoanalysen u. FMEA realisieren

• Suboptimal: Säbelzahntigerjagd, Rennwagen fahren,

Discobesuche

Achtung: Ihr System 2 denkt fälschlicherweise, dass es die

Kontrolle besitzt (gilt auch für die Experten bei FMEA)


Kompliziertheit

Anzahl „lines of code“


Kompliziertheit

Anzahl „lines of code“


Anticipate : Build Quality into the product and process design

modification of data

costs are relatively low

Cost

of

ch

an

ges

hardware-modifications

costs are very high!

FMEA:document

FMEA:anticipate


Technical Standards


Erfolgsfaktoren für antizipierende Risikobewertungen

FMEA


They are willing to fail

They enjoy their time alone

They are prepared to work and succeed on their own merits

They have staying power

They evaluate their core beliefs

They expand their mental energy wisely

They think productively

They tolerate discomfort

They reflect on their progress They move on

They keep control

They embrace change

They stay happy

They are kind

They are willing to take calculated risks

They invest their energy in the present

They accept full responsibility for their past behaviour

They celebrate other people’s success

18 THINGS MENTALLY STRONG PEOPLE DO


Industry 4.0 will change the way we work

New business models: dirven by networking (instead of products )

Future!Past!

Scalelable

(more = better)Easy to anticipate

Hardware Quality

Failure modes and validation procedures will be late to identify !

Networks

Structures by

technologies

Iterative Design (Srum, Design

Thinking,..)Agil

Permanent

Beta


� The Design-FMEA examines the demanded functions of products and systems up to dimensioning of features and characteristics

� The Process-FMEA examines processes for producing products and systems up to requirements regarding factors of influence.

Types of FMEA

Best Practice


FMEA in the product development process

PlanningProductdevelopment

Processdevelopment

Product andprocessvalidation

Series production

FMEA (product and process)

MSA

PPAP / PPF

Conception, initiation, approval

Approval,Pre-development

PrototypePilot production,(prototype)

Series startup

APQP / Maturity validation of new parts (RGA)

SPC

8D Method

Feedback, evaluation and corrective action


Memory jogger : key terms for FMEA risk mnagement

1. Structural analysis

2. Functional analysis

3. Failure analysis

4. Measures analysis

5. Optimiziation

Failure-Mode- andEffects-Analysis


FMEA Teams

S-FMEA D-FMEA P-FMEA

Core Team

� Moderator

� Developer

� Project leader

� Sale

� System experts

Optional

� Testing

� Customer service

� Technology experts

Core Team� Moderator

� Developer

� Designer

� Project leader

� Testing

� Quality assurance

� Production

Optional� Customer service

� Purchase / Logistic

� Technology experts

Core Team� Moderator

� Production planner

� Production

� Mounting

� Designer

� Project leader

� Testing

� Quality assurance production

Optional� Tool construction

� Logistic

� Process experts


Typische Werkzeuge: Produktentstehung

� QFD: The customers “voice“ controls the product development process

� FMEA:

� FMEA Product: System analysis: Verification and optimization of the design concept (complete system, complexe sub systems, safety concepts, project risks)

� FMEA Product: Construction: Verification and optimization of the construction design (assemblies, components)

� FMEA Process: Verification and optimization of the production- / assembly process

� DoE: (Design of Experiments ): Robust Processes

� SPC: (Statistical Process Control): Steering of capable processes in control

� Process Control Plans: Active, passive & failsafe technologies


FMEA-Procedure - an overview

Prepare the FMEA

The 5 steps (according to VDA)



3. Failure analysis


5. Optimiziation


FMEA-Workflow




3. Failure analysis


5. Optimiziation


Performing a structural analysis means to illustrate the system elements hierarchically structured in order to describe system-relationships. The structural analysis’ level of detail results from goals set for the FMEA.

Tree structure:

� System elements

� Hierarchically description of structural relationships

Strukturanalyse


1. level 2. level 3. level 4. level 5. level

ASSDriver door

CGEngine

PT Guide railASS

Window

ASSCar body

PT Glass

ASSWindow operator

ASSPassenger

door

Interface: Driver door/

car bodyCG Trans-missionASS – Assembly

CG – Component GroupPT – Part

Structure tree of a product FMEA


Structure tree of a process-FMEA

Degreasingagent

Washing 1

Carburization

Chilling

Operator

Washingmachine

Components

Gas carburising

Level 1

Overall process

Level 2

Sub-process

Level 3

4 M‘s

Washing 2


FMEA-Workflow




3. Failure analysis


5. Optimiziation


Functional analysis

After describing the system element’s function precisely, we illustrate the interaction of functions from different system elements via linked functions nets.


� A Parameter Diagram (P diagram) presents the correlation between systemparameters in the form of a block diagramm

� A P-diagram is the ideal introuction to an FMEA:� System elements of the FMEA and its functions are determined and� easily visualised

� A P-diagram consists of the following elements and relationships:

Parameter Diagram (P-diagram)

System function

Control Parameters

Noise Parameters

Input variables

Output variablesdesired

Output variablesundesired


FMEA-Workflow




3. Failure analysis


5. Optimiziation


Failure analysis

We derive the possible malfunctions (red) from the functions (green) every system element has and link them to create a failure net.

The malfunctions position within the failure net determines if it is a effect, failure mode or cause.


Failure analysis

Multiple malfunctions can be assigned to a function:

Function: provide voltage of 42V

� MF 1: Voltage too low

� MF 2: Voltage too high

� MF 3: Voltage pulsates incorrect

� MF 4: No voltage


Failure net

Why?Why?

Effect? Effect?

CG Window

Raising / lowering not possible

PT Guide rail

Groove geometry too small

ASS Window operator

Too little adjustment force initiated on PT

window

ASS Driver door

Interior not tight

ASS Driver door

Defined opening not possible

Failure effects

Failure type(Focus element)

Failure causes


Failure net

Why?Why?

Effect? Effect?

Washing

Malfunction: Grease content on the

surface too high

OperatorMalfunction: wrong

washing program set

Washing machine

Malfunction:temperature too low

Gas carburising

Tech. requierements not met – testing rejected

goods

Gas carburising

Economic goals not met – costs of post-

processing

Failure effects

Failure type(Focus element)

Failure causes


FMEA-Workflow




3. Failure analysis


5. Optimiziation


Measures analysis

We describe existing measures which are aimed to prevent or detect causes of failure.

We perform a risk assessment for each combination of failure effect, failure, causes of failure and measures to prevent and detect causes of failure.


Challenge: detection rate

visual inspection „wrong varnished /fender /metal sheet“

35

� Random failure (few vehicles)

� Easily recognizable failure

� 100%- visual inspection

� Random failure (few vehicles)

� Heavy recognizable failure

� 100%- visual inspection

D=3 D=9


FMEA-Workflow




3. Failure analysis


5. Optimiziation


FMEA-Workflow




3. Failure analysis


5. Optimiziation


Where industry is headding next…

Erfolgsfaktor Nummer 5: Tools

� Wir brauchen:

Leistungsfähige Tools

zum Modelliere der

real existierenden

Kompliziertheit

Integrative Tools für

den Datenfluss des

Produktentstehungs-

prozesses

Date post:	11-Mar-2018
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Risikomanagement mit FMEA in Zeiten agiler ... · PDF fileFMEA Product: System analysis:...

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