FMEATrainingSRGGlobal4109

Paradigm:Asetofassumptions,concepts,values,andpracticesthatconstitutesawayofviewingrealityforthecommunity.(Paradigm=Example)Agroupofscientistsplaced5monkeysinacageandinthemiddle,aladderwithbananasonthetop.Everytimeamonkeywentuptheladder,thescientistssoakedtherestofthemonkeyswithcoldwater.Afterawhile,everytimeamonkeywentuptheladder,theothersbeatuptheonewhotriedtogouptheladder.Aftersometime,nomonkeydaretogouptheladderregardlessofthetemptation.Scientiststhendecidedtosubstituteoneofthemonkeys.The1stthingthisnewmonkeydidwastogouptheladder.Immediatelytheothermonkeysbeathimup.Afterseveralbeatings,thenewmemberlearnednottoclimbtheladdereventhoughitneverknewwhy.A2ndmonkeywassubstitutedandthesameoccurred.The1stmonkeyparticipatedonthebeatingforthe2ndmonkey.A3rdmonkeywaschangedandthesamewasrepeated(beatings).The4thwassubstitutedandthebeatingwasrepeatedandfinallythe5thmonkeywasreplaced.Whatwasleftwasagroupof5monkeysthateventhoughneverreceivedacoldshower,continuedtobeatupanymonkeywhoattemptedtoclimbtheladder.Ifitwaspossibletoaskthemonkeyswhytheywouldbeatupallthosewhoattemptedtogouptheladder…..Ibetyoutheanswerwouldbe….“Idon’tknow–that’showthingsaredonearoundhere”Doesitsoundfamiliar?Sothequestionis……Howdowekeepfrommakingthesamemistakesoverandoveragain?The“ArtOfPerfection”WithAWonderfulFMEAAgendaFMEATrainingSuzhouPlant•Day1FMEA&PokeYokeTraining•Day2WorkshopPurpose•ExplainStandardFMEAPractice•ClarifyRolesOfTheFMEATeamMembers•DoingaProcessFMEACorrectly•MakeFMEA’sValueAddedAndUserFriendly•Concludingthistraining:definitiveuseofcorrectFMEApractices.•DiscussFMEAEffectiveness,andMeasurables•Tocaptureanddriveforbestpracticedesignandprocesses•EliminateRedundancy•IntroduceandexploretheuseofFMEAbuildingblocksWhy??•Severalcrisislaunches,yardcampaigns,8D’sandcustomerconcernsthatresultedinsignificant$$losses.80%oftheseissuesareduetopoorFMEA’s•Crisislaunchesdrainresourcesfrombusinessunits,design,corporatetoolingandplants.Insteadoffirefighting,wecanusetheseresourcesonnewprogramsandspendmoretimeonDesignFMEA’sandProcessFMEA’s(Workloadinthebeginningofaprogram,notafterthefact)Plan•TrainFMEAforallSRGAutomotiveplantsandcorporatesupport•DoingworkshopsandworktogetherwithtraineronstandardFMEApractice•Goal=BestpracticeDesignandProcessFMEA.•FMEA’sarenotgiventocustomerwithPPAPpackageStandardizeAcrossSRGPlants:•EveryoneneedstoapplystandardFMEApracticewithseverity,occurrenceanddetection.•Usethebuildingblockapproach•AllprocessesneedtohaveaPFMEA,criticalprocessparameters,pokeyoke’sImprovementInitiativesfortheFMEAprocessResponsibility/Accountability.•DesignEngineeringisleadingtheDesignFMEA,andmakessureDFMEAisavailablefortheprocesspeopleandProgramManagers•ProgramManagersareresponsibleformakingsuretheDFMEAisprovidedtotheplantsProcessEngineeringGroup•PlantProcessEngineersareleadingtheProcessFMEA,andmakingsurethePFMEAisavailabletoplantandproductionpersonnel.•QualityEngineerassurecontrolplaniscompletedandsignificantcharacteristicsareproperlylinkedfromDesignandProcessFMEAImprovementInitiativesfortheFMEAprocessFMEAduringAQP&GateLaunchProcess.•TheFMEAmustbecompletedduringtheAQPphaseatthereresponsiblegates,foranyproductorprocess•TheFMEAmustbereviewedandupdatedatastandardfrequencyascontinuousimprovement•TheFMEAmustbeusedasatoolforuseinpotentialrootcauseanalysis,lessonslearnedactivityandbestpracticereviewsWheredoestheFMEA“fitinourprocess”ThePDCAcycle:(Plan,Do,Check,Act)•FMEA’saremulti-functional•Itworksasatooltoplanforimprovement•Itisalivingdocumentandshouldbeusedascontinualimprovement•Itdeterminesyourfailuremodes,goodimplementationavoidsfailuremodesratherthandetectspotentialdefects•Focusinthe“DO”sectionofthecontinuousimprovementcycle•FISH•Focus•Improve•Sustain•HonorHFISFocusinonthehighCriticalorRPNvaluesforimprovementReducetheCriticalorRPNvaluesthroughActionSustaintheImprovement,andreadjusttheOccurrenceorDetectionValuesRecognizetheImprovementonallaffectedFMEA抯andmovetorefocusimprovements1OrganizingTheTeam2GettingStartedProcessFMEA3AnalyzingPotentialProblems4IdentifyingCausesandControls5IdentifyingandImplementingCorrectiveActions6PitfallsofFMEA’sOrganizingtheTeamMembersAndTheirRolesDesignengineerCoreTeamExtendedTeam•RecruitedbyProg.ManagerthroughagreementwithFunctionalSupv.;•Onteamuntilde-commissioning•Coreteamdefinestaskstocomplete;•FunctionalSupv.assignstaskstoextendedteam;•Onteamuntilassignedtasksarecompleted.MustattendFMEAAttendFMEAasrequiredbyCoreTeamDesignEngineer&LaunchTeamResponsibleforallaspectsofDesignFMEAMinimumCoreTeam:LaunchCoordinatorPlantQualityEngineerDesignEngineerProcessEngineerProgramManagerAQPEngineerFunctionalsupport:AutomationengineerToolingengineerDesignFMEATeamStructureProcessEngineerCoreTeamExtendedTeam•RecruitedbyLaunchCoordinatorthroughagreementwithFunctionalSupv.;•Onteamuntilde-commissioning•Coreteamdefinestaskstocomplete;•FunctionalSupv.assignstaskstoextendedteam;•Onteamuntilassignedtasksarecompleted.MustattendFMEAAttendFMEAasrequiredbyCoreTeamProcessEngineer&LaunchTeamResponsibleforallaspectsofProcessFMEAMinimumCoreTeam:LaunchCoordinatorP