Chandrasa Sedyaleksana, APICS-ID@ member who works for VW in Germany,

donated this article.

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SECTION ONE

Introduction
To

FAILURE MODE
EFFECTS & ANALYSIS

FMEA
 1.0

Definition, Purpose, and Practices

¾ FMEA: A SYSTEMIZED GROUP

OF ACTIVITIES
DESIGNED TO

1. RECOGNIZE and EVALUATE

the POTENTIAL FAILURE of a
PRODUCT/PROCESS and its
EFFECTS

2. IDENTIFY ACTIONS WHICH

COULD ELIMINATE or
REDUCE the CHANCE of
POTENTIAL FAILURE
OCCURRING
 3. DOCUMENT the PROCESS

1.1

DESIGN FMEA (DFMEA)

PROCESS FMEA (PFMEA)
ARE ANALYTICAL TECHNIQUES
UTILIZED BY
DESIGN RESPONSIBLE ENGINEER/TEAM
OR

MANUFACTURING RESPONSIBLE
ENGINEER/TEAM

THESE TOOLS ARE USED TO ASSURE THAT

POTENTIAL PRODUCT FAILURE MODES
And
THEIR ASSOCIATED CAUSES
HAVE BEEN CONSIDERED and ADDRESSED
IN THE DESIGN OR MANAUFACTURING PROCESS
 1.2

DFMEA
SUPPORTS DESIGN PROCESS
in REDUCING RISK of
FAILURES
by
¾ AIDING IN THE OBJECTIVE EVALUATION
OF DESIGN REQUIREMENTS AND
DESIGN ALTERNATIVES

¾ AIDING IN THE INITIAL DESIGN FOR

MANUFACTURING AND ASSEMBLY

¾ INCREASING THE PROBABILITY THAT

POTENTIAL FAILURE MODES AND THEIR
EFFECTS ON SYSTEMS AND PRODUCT
OPERATION HAVE BEEN CONSIDERED IN
THE DESIGN & DEVELOPMENT PROCESS

¾ PROVIDING ADDITIONAL INFORMATION

TO AID IN THE PLANNING OF EFFICIENT
 DESIGN TESTING AND PRODUCT
DEVELOPMENT PROGRAMS

1.3

DFMEA
ALSO SUPPORTS DESIGN
PROCESS
By

¾ DEVELOPING A LIST OF POTENTIAL

FAILURE MODES RANKED ACCORDING
TO THEIR EFFECT ON THE “CUSTOMER,”
THUS ESTABLISHING A PRIORITY
SYSTEM FOR DESIGN IMPROVEMENTS
AND DEVELOPMENT TESTING

¾ PROVIDING AN OPEN ISSUE FORMAT

FOR RECOMMENDING AND TRACKING
RISK REDUCING ACTIONS

¾ PROVIDING FUTURE REFERENCE TO AID

IN ANALYZING FIELD CONCERNS,
 EVALUATING DESIGN CHANGES AND
DEVELOPING ADVANCED DESIGNS

1.4

PFMEA
THE PROCESS FMEA
¾ IDENTIFIES POTENTIAL PRODUCT
RELATED PROCESS FAILURE MODES

¾ ASSESSES THE POTENTIAL CUSTOMER

EFFECTS OF THE FAILURES

¾ IDENTIFIES THE POTENTIAL

MANUFACTURING OR ASSEMBLY
PROCESS CAUSES AND IDENTIFIES
PROCESS VARIABLES ON WHICH TO
FOCUS CONTROLS FOR OCCURRENCE
REDUCTION OR DETECTION OF THE
FAILURE CONDITIONS

¾ DEVELOPS A RANKED LIST OF POTENTIAL

FAILURE MODES, THUS ESTABLISHING A
PRIORITY SYSTEM FOR CORRECTIVE
 ACTION CONSIDERATIONS

¾ DOCUMENTS THE RESULTS OF THE

MANUFACTURING OR ASSEMBLY
PROCESS

1.5

FMEA APPLICATIONS
IN
MANUFACTURING SETTINGS
DFMEA

¾ SHOULD BE INITIATED BEFORE OR AT DESIGN

CONCEPT FINALIZATION

¾ SHOULD BE CONTINUALLY UPDATED AS

CHANGES OCCUR OR ADDITIONAL
INFORMATION IS OBTAINED THROUGHOUT
THE PHASES OF PRODUCT DEVELOPMENT

¾ SHOULD BE FUNDAMENTALLY COMPLETED

BEFORE THE DRAWINGS ARE RELEASED FOR
TOOLING, OR OTHER MANUFACTURING
NEEDS

¾ ADDRESSES THE DESIGN INTENT AND

ASSUMES THE DESIGN WILL BE
MANUFACTURED AND ASSEMBLED TO THIS
INTENT
¾ DOES NOT RELY ON PROCESS CONTROLS TO
OVERCOME POTENTIAL WEAKNESSES IN THE
DESIGN, BUT IT DOES TAKE THE TECHNICAL
AND PHYSICAL LIMITATIONS OF A
MANUFACTURING OR ASSEMBLY PROCESS
INTO CONSIDERATION
1.6

FMEA APPLICATIONS
IN
MANUFACTURING SETTINGS
PFMEA

¾ SHOULD TAKE INTO ACCOUNT ALL

MANUFACTURING OPERATIONS, FROM
INDIVIDUAL COMPONENTS TO ASSEMBLIES

¾ DOES NOT RELY ON PRODUCT DESIGN

CHANGES TO OVERCOME WEAKNESSES IN
THE PROCESS

¾ DOES TAKE INTO CONSIDERATION A

PRODUCT’S DESIGN CHARACTERISTICS
RELATIVE TO THE PLANNED
MANUFACTURING OR ASSEMBLY PROCESS

¾ ASSURES THAT, TO THE EXTENT POSSIBLE,

THE RESULTING PRODUCT MEETS CUSTOMER
 NEEDS AND EXPECTATIONS

1.7

KEY RESOURCES NECESSARY

TO CONDUCT
SUCCESSFUL FMEA
PROGRAMS
¾ COMMITMENT OF TOP MANAGEMENT

¾ KNOWLEDGEABLE INDIVIDUALS, I.E.

EXPERTISE IN:
DESIGN
MANUFACTURING
ASSEMBLY
SERVICE
QUALITY
RELIABILITY

¾ INDIVIDUALS ATTENTIVE TO FMEA

TIMELINESS, I.E. ACHIEVE GREATEST
VALUE: BEFORE A DESIGN OR PROCESS
FAILURE MODE HAS BEEN
 UNKNOWINGLY DESIGNED INTO THE
PRODUCT

¾ PEOPLE RESOURCES MAY BE INTERNAL

OR EXTERNAL TO THE BUSINESS, OR A
COMBINATION THEREOF

1.8

FMEA
ADVANTAGES
(AND LIMITATIONS)

ADVANTAGES:

¾ ENHANCE DESIGN AND

MANUFACTURING EFFICIENCIES

¾ ALLEVIATE LATE CHANGE CRISES

¾ MINIMIZE EXPOSURE TO PRODUCT

FAILURES

¾ AUGMENT BUSINESS RECORDS

¾ IMPROVE “BOTTOM LINE” RESULTS

¾ ADD TO CUSTOMER SATISFACTION

1.9

FMEA
ADVANTAGES
(AND LIMITATIONS)

LIMITATIONS*

¾ EMPLOYEE TRAINING REQUIREMENTS

¾ INITIAL IMPACT ON PRODUCT AND

MANUFACTURING SCHEDULES

¾ FINANCIAL IMPACT REQUIRED TO

UPGRADE DESIGN, MANUFACTURING,
AND PROCESS EQUIPMENT AND TOOLS
*These LIMITATIONS should be recognized and
treated as “short term” and “minimal”
interruptions to a business, and understood to
ultimately offer dynamic ADVANTAGES!

1.10

SECTION TWO

FMEA PLAN

UTILIZING KEY
PRODUCTION PROCESSES
AND
PRODUCT EVALUATION TOOLS
 2.0

QUALITY MANAGEMENT PROCESS

PRINCIPLES DRIVING CUSTOMER

SATISFACTION

• TEAMWORK

• MANAGING PROCESSES

• STATISTICAL PROCESS
CONTROL
 2.1

FMEA REQUIRES
TEAMWORK

BUILD QUALITY INTO PEOPLE

THROUGH

TRAINING
and
COMMITTED LEADERSHIP
 2.2

MANAGING PROCESSES
UTILIZE A STYLE OF MANAGEMENT THAT
IS ALSO PEOPLE ORIENTED IN CONTRAST
TO ONE THAT IS SOLELY ORIENTED
TOWARD RESULTS

PROCESS-ORIENTED
MANAGEMENT
¾ SUPPORT AND STIMULATE EFFORTS TO
IMPROVE THE WAY EMPLOYEES DO
JOBS

¾ REINFORCES “LONG TERM” OUTLOOK

MANAGEMENT CRITERIA
 • DISCIPLINE
• TIME MANAGEMENT
• SKILL DEVELOPMENT
• PARTICIPATION & INVOLVEMENT
• MORALE
• COMMUNICATION

2.3

STATISTICAL PROCESS
CONTROL
(SPC)

STATISTICAL TOOLS

• PARETO Diagrams

• CAUSE-AND-EFFECT Diagrams

• HISTOGRAMS

• CONTROL Charts

• SCATTER Diagrams
 • GRAPHS

• CHECKSHEETS

2.4

PROCESS INCORPORATION

A PROCESS INCLUDES SOME COMBINATION OF:

• METHODS
• MATERIALS
• MACHINES
• MANPOWER
• ENVIRONMENT
• MEASUREMENT

THESE ARE INCORPORATED TO

COMPLETE TASKS, SUCH AS
PRODUCING A PRODUCT OR
 PERFORMING A SERVICE.
A PROCESS HAS MEASURABLE
INPUTS AND OUTPUTS.

2.5

FMEA PROJECTS
SELECTION & PURPOSE

TANGIBLE EFFECTS
¾ SUCCESSFUL DEVELOPMENT OF NEW
PRODUCTS

¾ SHORTENING OF PRODUCT
DEVELOPMENT TIME

¾ INCREASED MARKET SHARE

¾ INCREASED SALES VOLUME

¾ DEVELOPMENT OF NEW MARKETS

¾ INCREASED PRODUCTION VOLUME

¾ FEWER PROCESSES
¾ IMPROVED QUALITY

¾ REDUCED DEFECT COSTS

¾ FEWER CUSTOMER COMPLAINTS

2.6

FMEA PROJECTS
SELECTION & PURPOSE

INTANGIBLE EFFECTS

¾ INCREASED QUALITY-CONSCIOUSNESS
AND PROBLEM-CONSCIOUSNESS

¾ MORE CONFIDENCE IN NEW PRODUCT

DEVELOPMENT

¾ IMPROVED STANDARDIZATION

¾ IMPROVED QUALITY OF WORK

¾ IMPROVED INFORMATION FEEDBACK

2.7

FMEA PROJECT
IMPLEMENTATION

QUANTITATIVE METHODS

• SEVERITY RANKING

• OCCURRENCE RANKING

• DETECTION RANKING
RISK PRIORITY NUMBER
(RPN)

2.8

FMEA PROJECT IMPLEMENTATION

QUALITATIVE METHODS

• SIMILAR PAST EXPERIENCES

• BRAINSTORMING ANALYSIS

• CUSTOMER(S) INPUT

FINANCIAL IMPACT
 2.9

FAILURE MODE ERRORS

DESCRIPTIONS

DESIGN
POTENTIAL FAILURE MODE CAN BE
DESCRIBED AS THE MANNER IN WHICH A
COMPONENT, SYSTEM, OR SUBSYSTEM
COULD FAIL TO MEET THE DESIGN INTENT.
THESE FAILURE MODES SHOULD BE
DESCRIBED IN “PHYSICAL” OR TECHNICAL
TERMS.

2.10

FAILURE MODE ERRORS

DESCRIPTIONS

PROCESS
POTENTIAL FAILURE MODE IS DEFINED AS
THE MANNER IN WHICH THE PROCESS
COULD FAIL TO MEET THE
REQUIREMENTS OF THE DESIGN INTENT.
THE FMEA TEAM SHOULD BE ABLE TO
POSE AND ANSWER THE FOLLOWING
QUESTIONS:
¾ HOW CAN THE PROCESS/PART FAIL
TO MEET SPECIFICATIONS?

¾ REGARDLESS OF ENGINEERING
SPECIFICATIONS, WHAT WOULD A
CUSTOMER (END USER,
SUBSEQUENT OPERATIONS, OR
SERVICE) CONSIDER
OBJECTIONABLE?

2.11

FAILURE MODE ERRORS

EXAMPLES
GROUNDED FRACTURED
SHORT CIRCUITED OXIDIZED
OPEN CIRCUITED STICKING
CRACKED BURRED
HANDLING DAMAGE LEAKING
DEFORMED LOOSENED
BENT TOOL WORN
IMPROPER SET-UP DIRTY
THESE ARE SOME “TYPICAL” FAILURE
MODES. IT IS RECOMMENDED THAT A
COMPARISON OF SIMILAR PROCESSES
AND A REVIEW OF CUSTOMER
(SUBSEQUENT OPERATION AND END USER)
CONSIDERATIONS BE CONDUCTED.

2.12

FAILURE MODE ERRORS

PROBABILISTIC ERRORS
DEFINITION: A PROBABILISTIC ERROR IS
ONE THAT CANNOT BE
PREDICTED WITH
CERTAINTY.

SAMPLE PROBLEM
THE VOLTAGES OF 50 BATTERIES OF THE
SAME TYPE HAVE A MEAN OF 1.52 VOLTS
AND A STANDARD DEVIATION OF 0.04 VOLT.
FIND THE PROBABLE ERROR OF THE MEAN
AND THE 50% CONFIDENCE LIMITS.

SOLUTION:
Comment [VJ1]:
PROBABLE ERROR OF THE MEAN = 0.6745σ x
= 0.6745σ ÷√N = 0.6745s ÷√N-1 = 0.6745(0.04 ÷√49)
= 0.00385 VOLTS

THEN, 50% CONFIDENCE LIMITS ARE

1.52 ± 0.00385 VOLTS

2.13

FAILURE MODE

TECHNICAL ANALYSIS

FAILURE MODE ANALYSIS AND CONTROL

MUST BE ASSIGNED TO AN INDIVIDUAL
WHO POSSESSES THE BACKGROUND
EXPERIENCE AND NECESSARY SKILLS TO
SUCCESSFULLY MANAGE THE FMEA. THIS
INDIVIDUAL MAY BE AN EMPLOYEE OF
THE COMPANY OR A SPECIALIST THAT IS
ENGAGED BY THE COMPANY.

2.14

PROCESS REVIEW IN
PRACTICE
FAILURE MODE ERRORS INTRODUCE A
RISK INTO A PROCESS (OR PROCESSES). A
CONTROL SYSTEM PROVIDES A MEANS OF
“CATCHING” AN ERROR BEFORE ANY
DAMAGE IS INCURRED.

EXAMPLE:

TYPE OF ERROR DESCRIPTION

Information Validation There are no checks to
Omission catch incorrect or
 incomplete information
items.

An administrative example could be the processing of

purchase orders that could occasionally result in
incorrect orders being sent to the supplier(s). This
could be the case if there are no checks on orders
before they are submitted. Such an error could result
in an incorrect shipment of goods, and payment for
undesired items. In this example, the preferable
control system would be one that would more readily
assure correct preparation of purchase orders.
Training of staff and simplifying process steps are
areas to support this goal.
2.15

FLOW CHART
PROCESS DIAGRAMMING
FLOW CHART FOR PURCHASING PROCEDURE
 2.16

FMEA PLAN
ONGOING EVALUATORY
PROCEDURES

THE INDIVIDUAL RESPONSIBLE FOR

DESIGN AND/OR PROCESS IS
ACCOUNTABLE FOR ASSURING THAT
ALL DFMEA AND/OR PFMEA ACTIONS
RECOMMENDED HAVE BEEN
IMPLEMENTED OR ADEQUATELY
ADDRESSED.
THE FMEA IS A LIVING DOCUMENT AND
SHOULD ALWAYS REFLECT THE LATEST
DESIGN LEVEL, AS WELL AS THE LATEST
RELEVANT ACTIONS, INCLUDING THOSE
OCCURRING AFTER THE START OF
PRODUCTION OPERATIONS.

2.17

SECTION THREE

Implementing
 FMEA

3.0

IDENTIFYING POTENTIAL
FAILURES

PRODUCT CONSIDERATIONS
&
PRODUCTION OPERATIONS

FAILURE MODES
DEFINITION
ALL WAYS IN WHICH A PRODUCT
(INCLUDING EACH OF ITS SPECIFIC PARTS)
OR PROCESS CAN FAIL TO PERFORM ITS
INTENDED FUNCTION. MORE THAN ONE
FAILURE MODE CAN EXIST FOR A GIVEN
PART OR PROCESS. ALSO, SOME FAILURES
MAY BE GRADUAL AND/OR PARTIAL,
WHEREAS OTHERS MAY OCCUR
IMMEDIATELY AND COMPLETELY.

3.1

IDENTIFYING POTENTIAL
FAILURES

USE of STATISTICAL TOOLS

TYPES/DEFINITIONS
1. PARETO Diagrams. Classify failures
according to cause. The failures are
diagrammed according to priority, using a
 bar-graph format, with 100% indicating the
total amount of failures.

2. Cause-and-Effect Diagrams. Also, known as

“fishbone diagrams.” Used to analyze the
characteristics of a product or process and the
factors that contribute to them, and to
prospective failures.

3. Histograms. Frequency data obtained from

measurements display a peak around a certain
value. This can be used to determine potential
failures by checking dispersion shape, center
value, and the nature of dispersement.

3.2
IDENTIFYING POTENTIAL
FAILURES

USE of STATISTICAL TOOLS

TYPES/DEFINITIONS
4. Control Charts. Serve to detect abnormal
variations. Sample data (defining potential
failures) are plotted to evaluate situations and
trends in a process. Comparisons can be made
against required control limits.
5. Scatter Diagrams. Corresponding data are
plotted and the relation between the data (and
impact on prospective failures) can be
analyzed.

BESIDES THESE ANALYTICAL (STATISTICAL) TOOLS,

THERE CAN OFTEN BE MANAGEMENT SITUATIONS
WHERE THE DATA NEEDED FOR PROBLEM SOLVING
ARE NOT AVAILABLE. NEW PRODUCT DEVELOPMENT
IS AN EXAMPLE. ANOTHER MAY BE DEVELOPING A
NEW MANUFACTURING METHOD TO IMPROVE
PRODUCTIVITY. THESE SITUATIONS REQUIRE
COLLABORATION AMONG PEOPLE FROM DIFFERENT
DEPARTMENTS.

3.3

IDENTIFYING POTENTIAL
FAILURES
PROSPECTIVE QUESTIONS
FOLLOWING ARE REPRESENTATIVE
QUESTIONS TO CONSIDER IN SOME BASIC
AREAS THAT MAY REQUIRE FMEA. THIS IS
NOT ALL INCLUSIVE, BUT EXAMPLES TO
EVALUATE.

A. MATERIAL
1. Are there any mistakes in volume?
2. Are there any mistakes in grade?
 3. Are there impurities mixed in?
4. Is the inventory level adequate?
5. Is there any waste in material?
6. Is the handling adequate?
7. Is the quality standard adequate?

B. OPERATION METHOD
1. Are the work standards adequate?
2. Is it a safe method?
3. Is it a method that ensures a good product?
4. Is it an efficient method?
5. Are the temperature and humidity adequate?
6. Is the lighting adequate?
7. Is there adequate contact with the previous and
next processes?

3.4

IDENTIFYING POTENTIAL
FAILURES
PROSPECTIVE QUESTIONS

C. MACHINE
1. Does it meet production requirements?
2. Does it meet process capabilities?
3. Does it meet precision requirements?
4. Is the layout adequate?
5. Are there enough machines/facilities?
 6. Is everything in good working order?
7. Is operation stopped often because of
mechanical trouble?

D. MANPOWER (OPERATOR)
1. Does s/he follow standards?
2. Is his/her work efficiency acceptable?
3. Is he/she responsible (accountable)?
4. Is he/she qualified?
5. Is he/she experienced?
6. Is he/she assigned to the right job?
7. Does he/she maintain good human
relations?
3.5

EFFECT AND ANALYSIS

METHODOLOGIES

Failure Mode

Effect
Severity: 1-10

Causes
Occurrence: 1-10
 Controls
Detection: 1-10

RPN = Severity X
Occurrence X Detection
1-1,000
3.6

EFFECT AND ANALYSIS

METHODOLOGIES

DEFINING FMEA TERMS

RISK PRIORITY NUMBER

(RPN)
The RISK PRIORITY NUMBER (RPN) is the
product of the SEVERITY (S), OCCURRENCE
(O), and DETECTION (D) ranking:
 RPN = (S) x (O) x (D)

The RPN is a measure of design risk. The RPN is

also used to rank order the concerns in processes
(e.g., in Pareto fashion).

The RPN will be between “1” and “1,000.” For

higher RPNs the team must undertake efforts to
reduce this calculated risk through corrective
action(s).

3.7

EFFECT AND ANALYSIS

METHODOLOGIES

DEFINING FMEA TERMS

SEVERITY (S)
 SEVERITY (S) is an assessment
of the seriousness of the effect of
the potential failure mode.
SEVERITY applies to the effect
only. A reduction in SEVERITY
ranking index can be effected only
through a design change.
SEVERITY is estimated on a
“1” to “10” scale.

3.8

EFFECT AND ANALYSIS

METHODOLOGIES
SEVERITY (S) Evaluation Criteria
Effect Criteria: SEVERITY of Effect Ranking
Hazardous- Very high severity ranking when a potential failure 10
without mode affects safe operation and/or involves
warning noncompliance with regulations without warning.
Hazardous- Very high severity ranking when a potential failure 9
with warning mode affects safe operation and/or involves
noncompliance with regulations with warning.
Very high Product/item inoperable, with loss of primary 8
function.
High Product/item operable, but at reduced level of 7
performance. Customer dissatisfied.
Moderate Product/item operable, but may cause rework/repair 6
and/or damage to equipment.
Low Product/item operable, but may cause slight 5
inconvenience to related operations.
Very Low Product/item operable, but possesses some defects 4
(aesthetic and otherwise) noticeable to most
customers.
Minor Product/item operable, but may possess some 3
defects noticeable by discriminating customers.
Very Minor Product/item operable, but is in noncompliance with 2
company policy.
None No effect. 1

NOTE: Make sure team members agree on the criteria for ranking
severity and apply them consistently.
3.9

EFFECT AND ANALYSIS

METHODOLOGIES

DEFINING FMEA TERMS

 OCCURRENCE (O)

OCCURRENCE (O) is the

likelihood that a specific
cause/mechanism will occur.
OCCURRENCE is estimated
on a “1” to “10” scale.

3.10

EFFECT AND ANALYSIS

METHODOLOGIES

OCCURRENCE (O) Evaluation Criteria

Probability of Failure Possible Failure Rates Ranking
Very High: Failure is almost ≥1 in 2 10
inevitable
1 in 3 9
High: Repeated Failures 1 in 8 8
1 in 20 7
Moderate: Occasional 1 in 80 6
Failures
1 in 400 5
1 in 2,000 4
Low: Relatively Few Failures 1 in 15,000 3
1 in 150,000 2
Remote: Failure is Unlikely ≤1 in 1,500,000 1

NOTE: The team should agree on an evaluation criteria and

ranking system, which is consistent, even if modified
for individual product/process analysis.

3.11

EFFECT AND ANALYSIS

METHODOLOGIES

DEFINING FMEA TERMS

DETECTION (D)
 DETECTION (D) is an assessment of the ability
of proposed *type (2) current design controls to
detect a potential cause/mechanism (design
weakness), or the ability of the proposed #type (3)
current design controls to detect the subsequent
failure mode, before the component, subsystem,
or system is released for production. In order to
achieve a lower ranking, generally the planned
design control (e.g., preventative, validation,
and/or verification activities) has to be improved.
DETECTION is estimated on a “1” to “10” scale.

*Type (2) Design Controls: Detect the

cause/mechanism or failure mode/effect from
occurring, or reduce their rate of occurrence.

#Type (3) Design Controls: Detect the failure

mode.

3.12

EFFECT AND ANALYSIS METHODOLOGIES

DETECTION (D) Evaluation Criteria
Detection Criteria: Likelihood of DETECTION by Design Ranking
Control
Absolute Design Control will not and/or can not detect a potential 10
Uncertainty cause/mechanism and subsequent failure mode; or there
is no Design Control.
Very Remote Very remote chance the Design Control will detect a 9
potential cause/mechanism and subsequent failure
mode.
Remote Remote chance the Design Control will detect a 8
potential cause/mechanism and subsequent failure
mode.
Very Low Very low chance the Design Control will detect a 7
potential cause/mechanism and subsequent failure
mode.
Low Low chance the Design Control will detect a potential 6
cause/mechanism and subsequent failure mode.
Moderate Moderate chance the Design Control will detect a 5
potential cause/mechanism and subsequent failure
mode.
Moderately Moderately high chance the Design Control will detect 4
High a potential cause/mechanism and subsequent failure
mode.
High High chance the Design Control will detect a potential 3
cause/mechanism and subsequent failure mode.
Very High Very high chance the Design Control will detect a 2
potential cause/mechanism and subsequent failure
mode.
Almost Design Control will almost certainly detect a potential 1
Certain cause/mechanism and subsequent failure mode.

NOTE: Make sure team members agree on the evaluation criteria and
ranking system, which is consistent, even if modified for
individual product analysis
3.13

IDENTIFYING AND
ESTABLISHING APPROPRIATE
FMEA TEAM(S)

BASE CONSIDERATIONS

¾ SELECT A QUALIFIED TEAM

 LEADER COMMITTED TO
SPECIFIC FMEA PROJECT

¾ SELECT QUALIFIED TEAM

MEMBERS THAT ARE
MULTIFUNCTIONAL AND
RELATED TO SPECIFIC FMEA
PROJECT

¾ GIVE PROJECT LEADER AND

TEAM MEMBERS COMPLETE
AUTONOMY TO MANAGE
SPECIFIC FMEA PROJECT

3.14

IDENTIFYING AND
ESTABLISHING APPROPRIATE
FMEA TEAM(S)

“ADDITIONAL” CONSIDERATIONS
¾ WHEN POSSIBLE, SELECT AT
LEAST ONE, OR MORE, TEAM
MEMBERS WITH PREVIOUS
FMEA EXPERIENCE

¾ PROVIDE NECESSARY TRAINING

TO FURTHER STRENGTHEN
TEAM MEMBERS’ SKILLS

¾ INCORPORATE
“STANDARDIZATION” METHODS
TO OBTAIN OVERALL BENEFIT
OF GIVING CONTROL OF EACH
FMEA PROJECT TO THE PEOPLE
WHO KNOW IT BEST

3.15

SECTION FOUR
 FMEA
Documentation

4.0

KEY DOCUMENTATION METHODS FOR

FMEA

TECHNIQUES
1. Document and Understand existing Products and
Processes – Review current DOCUMENTATION methods for
existing Products and Processes, where applicable – Evaluate
successes, failures, and relevance of existing DOCUMENTS

2. Visualize how existing Products and Processes can be

improved (or how these should be changed) utilizing FMEA
methods – DOCUMENT: Reference Control Plan form in
Appendix

3. Consider Benchmarking (understanding best practice in

the relevant industry or sector) and obtain information which
could be useful for Product and/or Process improvement(s),
including DOCUMENTATION Procedures.........understand
the causes and magnitude of problems with existing products
and/or processes, so effort is focused where it is most required

4. Implement plant-wide “standardized” forms and methods to

assure consistency for FMEA DOCUMENTATION

5. Provide training in DOCUMENTATION procedures

4.1

FMEA APPLICATIONS
EFFECTIVE DOCUMENTATION
PROCEDURES
Reference Design FMEA form is Appendix – Following
is a description of the categories noted on the DFMEA
form:

1. Part Name/No.
Enter the name and number of the system,
subsystem, or component being analyzed.

2. Design Responsibility
Enter the original equipment manufacturer
(OEM), department, and group. Also, include
the supplier name if known.

3. Prepared by
Enter the name, telephone number, company
of the individual (engineer) responsible for
preparing the DFMEA.

4. Customer/Application
Enter the name of the customer (internal/external)
who is the recipient of the DFMEA and the
application (of the design intent).

4.2

FMEA APPLICATIONS
EFFECTIVE DOCUMENTATION
PROCEDURES

5. Key Date
 Enter the initial DFMEA due date, which
should not exceed the scheduled production
design release date.

6. FMEA Date (Orig.) (Rev.)

Enter the date the original FMEA was
compiled, and the latest revision date,
when applicable.

7. Core Team
List the names of the responsible individuals
and departments which have the authority to
identify and/or perform tasks. (It is
recommended that all team members names,
departments, telephone numbers, addresses,
etc. be included on a distribution list.)

8. FMEA Number
Enter the FMEA document number, which
may be used for tracking.

9. Item/Number
Enter the name and number of the item being
analyzed. Use the nomenclature and show the
design level as indicated on the engineering
drawing.

4.3

FMEA APPLICATIONS
EFFECTIVE DOCUMENTATION
PROCEDURES

10. Potential Failure Mode

 Potential Failure Mode is defined as the
manner in which a component, subsystem, or
system could potentially fail to meet the design
intent. The potential failure mode may also be
the cause of a potential failure mode in a higher
level subsystem, or system, or be the effect of
one in a lower level component. Each potential
failure mode for the particular item and item
function should be listed. The assumption is
made that the failure could occur, but may not
necessarily occur. (Example: Corroded battery
case)

11. Potential Effect(s) of Failure

Potential Effect(s) of Failure are defined as
the effects of the failure mode on functions,
as perceived by the customer. Describe the
effects of the failure in terms of what the
customer might notice or experience,
remembering that the customer may be an
internal customer as well as the ultimate
end user. State clearly if the function could
impact safety or noncompliance to regulations.
(Example: Deteriorated life of the battery --
also, Impaired operation of the battery)

4.4

FMEA APPLICATIONS
EFFECTIVE DOCUMENTATION
PROCEDURES

12. Severity (S)

 Severity is an assessment of the seriousness
of the effect of the potential failure mode to
the next component, subsystem, system, or
customer if it occurs. Severity applies to the
effect only. Severity should be estimated on
a “1” to “10” scale.

13. Classification
This column is intended to be used to
classify any special product characteristics
(e.g., critical, key, major, significant) for
components, subsystems, or systems that
may require additional process controls.

14. Potential Cause(s)/Mechanism(s) of Failure

Potential cause of failure is defined as an
indication of a design weakness, the
consequence of which is the failure mode. List,
to the extent possible, every conceivable failure
cause and/or failure mechanism for each failure
mode. Typical failure causes may include, but
are not limited to: Incorrect material specified;
Inadequate design life assumption; Inadequate
maintenance instructions, etc. Typical failure
mechanisms may include, but are not limited
to: Yield; Fatigue; Material instability; Wear;
Corrosion, etc.
4.5

FMEA APPLICATIONS
EFFECTIVE DOCUMENTATION
PROCEDURES

15. Occurrence (O)

 Occurrence is the likelihood that a specific
cause/mechanism will occur. The likelihood
of occurrence ranking number has a meaning
rather than a value. Removing or controlling
one or more of the causes/mechanisms of the
failure mode through a design change is the
only way a reduction in the occurrence ranking
can be effected. The likelihood of occurrence of
potential failure cause/mechanism is estimated
on a “1” to “10” scale.

16. Current Design Controls

List the prevention, design
validation/verification (DV), or other activities
which will assure the design adequacy for the
failure mode and/or cause/mechanism under
consideration. Current controls, such as
mathematical studies, laboratory testing,
feasibility reviews, prototype tests, etc. are
those that have been or are being used with the
same or similar designs. There are three types
of design controls/features to consider, those
that: (1) prevent the cause/mechanism or
failure mode/effect from occurring, or reduce
their rate of occurrence, (2) detect the
cause/mechanism and lead to corrective
actions, and (3) detect the failure mode.
4.6

FMEA APPLICATIONS
EFFECTIVE DOCUMENTATION
PROCEDURES
17. Detection (D)
Detection is an assessment of the ability of the
proposed type (2) current design controls to
detect a potential cause/mechanism (design
weakness), or the ability of the proposed type (3)
current design controls to detect the subsequent
failure mode, before the component, subsystem,
or system is released for production. Ranking is
on a scale of “1” to “10” dependent on the
detection level.

18. Risk Priority Number (RPN)

The Risk Priority Number is the product of the
Severity (S), Occurrence (O), and Detection (D)
ranking. The RPN is a measure of design risk
and will compute between “1” and “1,000.”

19. Recommended Action(s)

When the failure modes have been rank
ordered by RPN, corrective action should be
first directed at the highest ranked concerns
and critical items. The intent of any
recommended action is to reduce any one
or all of the occurrence, severity, and/or
detection rankings.

4.7

FMEA APPLICATIONS
 EFFECTIVE DOCUMENTATION
PROCEDURES

20. Responsibility & Target Completion Date

Enter the organization and individual
responsible for the recommended action
and the target completion date.

21. Actions Taken

After an action has been implemented, enter
a brief description of the actual action and
effective date.

22. Resulting RPN

After the corrective action(s) have been
identified, estimate and record the resulting
severity, occurrence, and detection rankings.
Calculate and record the resulting RPN. If no
action(s) are taken, leave the “Resulting RPN”
and related ranking columns blank.
All resulting RPNs should be reviewed and
if further action is considered necessary,
repeat steps 19 through 22.

4.8

FMEA APPLICATIONS
 EFFECTIVE DOCUMENTATION
PROCEDURES

Reference Process FMEA form is Appendix – Following

is a description of the categories noted on the PFMEA
form:

1. Process
Enter the name of the process being analyzed.

2. Process Responsibility
Enter the original equipment manufacturer
(OEM), department, and group. Also, include
the supplier name if known.

3. Prepared by
Enter the name, telephone number, company of
the individual (engineer) responsible for
preparing the PFMEA.

4. Part Name/No.
Enter the name and number of the system,
subsystem, or component being analyzed.

5. Key Date
Enter the initial PFMEA due date, which
should not exceed the scheduled start of
production date.

4.9

FMEA APPLICATIONS
 EFFECTIVE DOCUMENTATION
PROCEDURES

6. FMEA Date (Orig.) (Rev.)

Enter the date the original FMEA was
compiled, and the latest revision date,
when applicable.

7. Core Team
List the names of the responsible individuals
and departments which have the authority
to identify and/or perform tasks. (It is
recommended that all team members names,
departments, telephone numbers, addresses,
etc. be included on a distribution list.)

8. FMEA Number
Enter the FMEA document number, which
may be used for tracking.

9. Process Function/Requirements
Enter a simple description of the process or
operation being analyzed (e.g., turning, drilling,
tapping, welding, assembling). Indicate as
concisely as possible the purpose of the process
or operation being analyzed. Where the
process involves numerous operations (e.g.
assembling) with different potential modes of
failure, it may be desirable to list the operations
as separate processes.
4.10

FMEA APPLICATIONS
 EFFECTIVE DOCUMENTATION
PROCEDURES

10. Potential Failure Mode

Potential Failure Mode is defined as the
manner in which the process could potentially
fail to meet the process requirements and/or
design intent. It is a description of the non-
conformance at that specific operation. It can
be a cause associated with a potential failure
mode in a subsequent (downstream) operation
or an effect associated with a potential failure
in a previous (upstream) operation. However,
in preparation of the FMEA, the assumption
should be made that the incoming
part(s)/material(s) are correct. List each
potential failure mode for the particular
operation in terms of a component,
subsystem, system, or process characteristic.
The assumption is made that the failure
could occur, but may not necessarily occur.

11. Potential Effect(s) of Failure

Potential Effect(s) of Failure are defined as the
effects of the failure mode on customer(s). The
customer(s) in this context could be the next
operation, subsequent operations or locations,
or the end user. Describe the effects of the
failure in terms of what the customer might
notice or experience. (Example: Erratic
operation -- also, Poor appearance)
4.11

FMEA APPLICATIONS
 EFFECTIVE DOCUMENTATION
PROCEDURES

12. Severity (S)

Severity is an assessment of the seriousness of
the effect of the potential failure mode to the
customer(s). Severity applies to the effect only.
Severity should be estimated on a “1” to “10”
scale.

13. Classification
This column is intended to be used to classify
any special process characteristics (e.g., critical,
key, major, significant) for components,
subsystems, or systems that may require
additional process controls. If a classification
is identified in the PFMEA, notify the design
responsible engineer since this may affect the
engineering documents concerning control
item identification.

14. Potential Cause(s)/Mechanism(s) of Failure

Potential cause of failure is defined as how the
failure could occur, described in terms of
something that can be corrected or can be
controlled. List, to the extent possible, every
conceivable failure cause assignable to each
potential failure mode. Typical failure causes
may include, but are not limited to: Inaccurate
gauging; Improper heat treating - time,
temperature; Part missing or mislocated.
4.12

FMEA APPLICATIONS
 EFFECTIVE DOCUMENTATION
PROCEDURES

15. Occurrence (O)

Occurrence is how frequently the specific
cause/mechanism is projected to occur. The
occurrence ranking number has a meaning rather
than a value. Only occurrences resulting in the
failure mode should be considered for this ranking;
failure detecting measures are not considered here.
The likelihood of occurrence of potential failure
cause/mechanism is estimated on a “1” to “10”
scale.

16. Current Process Controls

Current process controls are descriptions of
the controls that either prevent to the extent
possible the failure mode from occurring or
detect the failure mode should it occur. These
controls can be process controls such as fixture
error-proofing or Statistical Process Control
(SPC), or can be post-process evaluation. The
evaluation may occur at the subject operation
or at subsequent operations. There are three
types of process controls/features to consider;
those that: (1) prevent the cause/mechanism or
failure mode/effect from occurring, or reduce
their rate of occurrence, (2) detect the
cause/mechanism and lead to corrective
actions, and (3) detect the failure mode.

4.13
FMEA APPLICATIONS
 EFFECTIVE DOCUMENTATION
PROCEDURES

17. Detection (D)

Detection is an assessment of the probability
that the proposed type (2) current process
controls will detect a potential
cause/mechanism (process weakness), or the
probability that the proposed type (3) process
controls will detect the subsequent failure
mode, before the part or component leaves the
manufacturing operation or assembly location.
Ranking is on a scale of “1” to “10” dependent
on the detection level.

18. Risk Priority Number (RPN)

The Risk Priority Number is the product of the
Severity (S), Occurrence (O), and Detection (D)
ranking. This value should be used to rank
order the concerns in the process (e.g., in
Pareto fashion. The RPN will compute
between “1” and “1,000.”

19. Recommended Action(s)

When the failure modes have been rank ordered
by RPN, corrective action should be first
directed at the highest ranked concerns and
critical items. The intent of any recommended
action is to reduce any one or all of the
occurrence, severity, and/or detection rankings.

4.14

FMEA APPLICATIONS
 EFFECTIVE DOCUMENTATION
PROCEDURES

20. Responsibility & Target Completion Date

Enter the organization and individual
responsible for the recommended action
and the target completion date.

21. Actions Taken

After an action has been implemented, enter
a brief description of the actual action and
effective date.

22. Resulting RPN

After the corrective action(s) have been
identified, estimate and record the resulting
severity, occurrence, and detection rankings.
Calculate and record the resulting RPN. If no
action(s) are taken, leave the “Resulting RPN”
and related ranking columns blank. All
resulting RPNs should be reviewed and if
further action is considered necessary,
repeat steps 19 through 22.

Follow-Up: The process responsible engineer is

responsible for assuring that all actions
recommended have been implemented or
adequately addressed. The FMEA is a
living document and should always reflect
the latest design/process level, as well as
the latest relevant actions, including those
occurring after the start of production.
4.15

SECTION FIVE
 Improve Design & FMEA Project
Skills

Specific “In-House” Product or Production

Operation

5.0

FMEA “IN-HOUSE” PROJECT

AN APPROACH TO BUSINESS
MODELING

Mission
and Values

Objectives

Critical Success Factors

Products, Processes, and Functions

5.1