FMEA Analysis of Production Processes

TQMsoft is a leader in the training and consulting market, primarily for the manufacturing industry. The services we offer are a response to current demand and trends as well as market requirements in the manufacturing and service sectors. We provide proven solutions in the areas of quality and productivity in the form of quality assurance software and tools for optimizing production efficiency.

– Acquiring skills in effectively performing Process Failure Mode and Effects Analysis (PFMEA) according to AIAG 4th Edition 2008 / SAE J1739:2009 guidelines
– Gaining knowledge about the basic principles of organizing the PFMEA process
– Learning planning and quality improvement strategies based on indicators other than RPN
– Creating a positive attitude towards the method within the team and belief in its high effectiveness and efficiency

– Leaders and members of PFMEA teams
– Individuals leading new product implementation projects
– Individuals responsible for quality planning
– Quality engineers, quality specialists
– Individuals conducting quality audits at suppliers
– Individuals responsible for supplier quality
– Employees of SQA (Supplier Quality Assurance), SQD (Supplier Quality Development) departments
– Individuals responsible for quality in the enterprise
– Leaders of improvement projects
– Individuals executing Six Sigma projects (Green-Belt, Black-Belt, Master Black-Belt)

– Acquiring skills in effectively performing Process Failure Mode and Effects Analysis (PFMEA) according to AIAG 4th Edition 2008 / SAE J1739:2009 guidelines
– Gaining knowledge about the basic principles of organizing the PFMEA process
– Learning planning and quality improvement strategies based on indicators other than RPN
– Creating a positive attitude towards the method within the team and belief in its high effectiveness and efficiency

Participants learn: 
– To read process flowcharts in terms of formulating input data for PFMEA, particularly to define functions and requirements for the analyzed steps of the production process
– To formulate defects, causes, and effects of defects in a way that ensures a high level of certainty regarding the identification of hazards in the analyzed process
– To predict and assess the risk of defect effects (Severity index) according to AIAG 4th Edition 2008 / SAE J1739:2009 guidelines
– To determine the criticality of defects and identify special characteristics (customer requirements, PFMEA results)
– To identify causes of various categories, considering the sequence of causes ("defect creation mechanisms") and root causes (Ishikawa diagram, nWhy)
– To identify current preventive measures in the process and decide on the need to strengthen (improve) them
– To predict and assess the risk of occurrence of defect causes (Occurrence index) according to AIAG 4th Edition 2008 / SAE J1739:2009 guidelines
– To draw conclusions about the need for control measures based on (partially) completed PFMEA analysis
– To identify and describe control measures used in the production process in a clear and convenient manner for developing a potential Control Plan
– To assess the risk of not detecting a problem by the control measures used (Detection index) according to AIAG 4th Edition 2008 / SAE J1739:2009 guidelines
– To prioritize preventive actions based on criteria other than RPN (Risk Priority Number)
– To identify needs and plan preventive actions at a very early stage of PFMEA analysis (not just after obtaining the final risk assessment – RPN)
– To design preventive actions in various variants: actions addressing effects / defects / causes, preventive / detective actions
– To assess the risk after implementing preventive actions

Participants learn: 
– That their problems with PFMEA are very typical and common, and what conditions are necessary to overcome them, so that FMEA is a cost-effective effort and a working tool, not just another formal document in the project
– Why process improvement using FMEA is very effective and rational, even though it is mostly not based on hard statistical data
– Why Pareto analysis for defects is not sufficient for optimal process improvement
– What the connection between FMEA and quality costs is, as well as methods: SPC, DOE, PDCA, MSA, TRIZ, Poka-Yoke
– What documents and data are worth preparing before starting the analysis
– How to ensure the effectiveness of FMEA analysis by organizing it properly, what resources need to be provided, what the role of the team and its leader and management is
– What the differences and connections are between design FMEA (DFMEA) and process FMEA (PFMEA)
– How to perform FMEA analysis (by rows / columns / otherwise) to obtain benefits as quickly as possible, i.e., accurate proposals for preventive actions
– What the conditions for safely using the assumption "input components are OK" are
– Why "RPN" incorrectly informs about the level of risk and what the currently recommended criteria for making decisions regarding production process improvement are (other than "RPN")
– What alternative indicators and strategies for preventive design and process improvement are (e.g., SOD, risk matrices, threat rankings)
– When to review and update PFMEA
– What the differences are between the variants of FMEA forms used in manufacturing companies

1. Objectives of FMEA – FMEA as a method of continuous quality improvement and as a method of risk analysis or management

2. Organization of FMEA analysis – necessary resources, role and composition of the team

3. Concept of "part-family / generic PFMEA", connection with the PDCA cycle

4. FMEA for design (DFMEA) and process (PFMEA) – differences and connections

5. Preparing input data for PFMEA (requirements / product and process specifications, process flowchart, characteristics matrix, records of non-conformities)

6. Formulating functions, requirements, defects, causes, and effects of defects, identifying control measures in the production process; distinguishing between detection and prevention

7. Identification and description of special characteristics in PFMEA

8. Auxiliary tools in PFMEA: characteristics matrix, flowchart, Pareto analysis, Ishikawa diagram, nWhy

9. Selection of risk indicators: Z (Severity), C (Occurrence), W (Detection) according to AIAG 4th Edition 2008 / SAE J1739:2009 guidelines. Critical interpretation of RPN (Risk Priority Number)

10. Designing improvement actions – making decisions based on criteria other than RPN – new indicators (SOD, SD), threat rankings, risk matrices

11. Variants of improvement actions – actions addressing defects vs. actions addressing causes, preventive vs. detective actions

12. Variants of PFMEA forms

Exercises:
– Decision-making criteria for production process improvement – case analysis
– Performing PFMEA for a selected product/process – teamwork:
– Process identification: flowchart, functions, quality requirements
– Assessing the current risk state for the selected operation/defect (identifying potential defects, effects, causes, detection and prevention measures, risk assessment)
– Designing preventive actions, assessing their hypothetical effectiveness, discussing results
– Pretest / posttest (only at the client's request for closed training; training time: +0.5h/day)

2 days x 8 hours

The training price includes: participation in the training, printed materials, binder, notebook, pen, free access to electronic training materials, certificate of participation in the training, the possibility of free 3-month consultations after the training, lunches, coffee breaks, and sweet refreshments