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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?