1. MG 1401 TOTAL QUALITY MANAGEMENT
4. T.Q.M Tools
2010-2011
C. Coomarasamy
Professor, TEC

2. TQM Tools
1.BENCH MARKING (BM)
- Reasons
- Process
2.QUALITY FUNCTION DEPLOYMENT (QFD)
- House of quality
- Process
- Benefits
- Taguchi Quality Loss Function
3.TOTAL PRODUCTIVE MAINTENANCE (TPM)
- Concept
- Improvement needs
4. FAILURE MODE AND EFFECT ANALYSIS (FMEA)
- Stages

3. BENCH MARKING (BM)
• In civil - the process of gathering
information about the level
• In military- the process of gathering
information about the enemy- spying
• In cricket - the process of gathering
information about the Performance-
South Africa, ( next- India, Australia)
• In police - the process of gathering
information about the people and their activities-
- intelligence or vigilance
• In industries- the process of gathering
information about the industrial activities
- industrial intelligence

4. BENCH MARKING (BM)
• In the Quality world the process of gathering
information about the
“best quality product manufacturing company”
in order to copy or follow or excel- is known as
Bench marking.
Foundation – is to gather data- from either
I or E sources –
friendly or unfriendly- for
future action to improve
Hence BM is the systematic method / approach or
popular TQM tool for
best practices,
innovative ideas and
highly effective operating procedures

5. BENCH MARKING (BM)
It considers the experience of others, and uses it
It is a continuous process of
identifying,
understanding, and
adopting the
best practices and
process that will
lead to
superior performance
Concept : BM measures
performance against that of
best-in-class organizations,- determines
how the best in class
achieve those
performance levels, and uses the
information as the basis for
adaptive creativity and
breakthrough performance

6. Key elements: TWO
bm
1. Units of measure- called metrics- expressed numerically
2. Managers understand why their performance differs ?
Bench Markers must develop a
thorough, in-depth knowledge of both their
own processes & the
processes of
What is our performance level ? What are other’s performance levels ?
How we do it ? How did they get there ?
best in class organizations
An understanding of the BM is about
differences setting goals and
allows Creative objectives and
managers to organize about meeting them by
adaption
their improving processes.
improvement efforts to
meet the goal.
Breakthrough performance

7. BENCH MARKING (BM)
Reasons :
1. Helps to
develop their Strengths and
reduce Weaknesses
2. Makes in total to be
competitive by understanding the
competitive ideas from proven practices
3. Time and cost efficient as
process involves imitation and adaptation rather
than
pure invention. BM partners provide – working model of an
improved process- which reduces some of planning,
testing & proto typing effort
4. Inspires managers and organizations to
compete
5. Allows goals to be set based on
external information

8. BENCH MARKING (BM)
6.Guides in adopting the best practices in the industry
as a total solution to achieve
superior performance
7. Gives a better perception in defining and understanding the
customer requirements to be
competent in the market consistently
8. Establishes effective goals and objectives for
credible performance
9. Establishes the consistent monitoring to ensure
continuous improvement
10. Enhances innovation
The primary weakness
- best-in-class performance is a moving target

9. BENCH MARKING (BM)
Typical steps in a benchmarking process
1. Decide what to BM,
Scope definition-
Choose benchmark partner - Decide objectives
2. Understand current performance - Assess the current level
3. Plan- - Plan the strategy
Determine measurement
methods,
units,
indicators
4. Study others- - Study - competing Os
Data
collection
5. Learn from the data- - Analyze the gap
Analysis of the
discrepancies
6. Use the findings- - Prepare & Execute
Present the results and
action plan

10. BENCH MARKING (BM)
Types - classification
Based on the object to be benchmarked
1. Product, 2.Performance, 3.Process,
4.Strategic- BM
Based on the Organizations, against whom one is BM:
1. Internal BM
(benchmark within a corporation, for example between business units)
2. Functional BM
(benchmark similar processes within an industry)
3.Competitive BM
(performance or processes with competitors)
4. Generic -Best-in-class BM
(comparing operations between unrelated industries)
5. Relationship-Collaborative BM
(carried out collaboratively by groups of companies)

11. BENCH MARKING (BM)
Benefits
• strength and weakness are well understood
• best practices adopted- than invention-
(saving money & time)
• performance measures are compared-
(return on assets, cycle time, proportion of defects, time spent on
administrative functions)
• focus on process and performance measures-
(professionalizing the processes not on products or for improving
communication-
So it identifies the superior for the chosen measures)
• helps in setting realistic new performance targets and
make the people to do things
than others do
• enables to rebuild or redesign their products/services
(to meet the customer expectations)
• helps in training and human resources
(Employees come forward to fill the gap to achieve the
organizational goals)
• improves synergic effect between the activities of the
organization through BM

12. BENCH MARKING (BM)
Limitations
• comparing performances and processes with
'best in class' is important – it is not a static one - a moving
target- should ideally be done on a continuous basis is a
tough process that needs a lot of commitment to
succeed and time-consuming and
expensive.
• more than once BM projects end with the
'they are different from us' syndrome or
competitive sensitivity prevents the
free flow of information that is necessary.
• it can not replace all
quality improvement and
management development programs
• it will not ensure any instant return
- requires necessary infrastructure,
training and TQM practices
• requires a basic corporate culture,
information system process control and
HRD programs in practice

13. The Essence of Benchmarking
.

15. Benchmarking
process
Benchmarking
Standards Benchmark practices
Benchmark Gap
►How much How to close the Gap
► Where ►Improved Knowledge
►When ►Improved Practices
►Improved Process
Management
Commitment
Organization
Communication
Employee
Participation

16. .

18. The power of benchmarking:
How looking around at others can help you raise more money for your cause
.
Stage 5
Disseminate
improvements Stage 1
and/or review Agree best
action plan practice
Stage 4
Review Stage 2
achievement Assess against
towards best price
best practice
Stage 3
Produce and
implement
action plan
aimed at
achieving
best practice

19. QUALITY FUNCTION DEPLOYMENT (QFD)
Introduction
• QFD is a technique for
requirements engineering borne out of the
quality movement.
• it did not originate as a
requirements engineering technique, but rather as a
systematic method for translating
customer requirements into
specific product design targets.
hence - sometimes called as “customer driven engineering”
• the first application of QFD was at
Mitsubishi, Heavy Industries Ltd., Kobe shipyard, Japan in
1972 and then
Toyota Auto body uses QFD in 1978.
• including the customer is one of the

20. QUALITY FUNCTION DEPLOYMENT (QFD)
Definition :1
• First, from the American Supplier Institute (ASI)
A system for translating customer requirements into
appropriate company requirements at each stage from
research and development to engineering and
manufacturing to marketing/sales and distribution.
[ASI, 2001].
• This definition emphasizes that QFD is
more than the House of Quality.
(the House of Quality, or quality chart, is the primary tool for QFD
practitioners to use for recording and analyzing requirements and
design targets.)
• The ASI definition mentions
"each stage from research ... to marketing/sales and
distribution."
• The breadth of the
QFD process, therefore,
is larger than
recording and analyzing requirements.

21. QUALITY FUNCTION DEPLOYMENT (QFD)
Definition: 2
• The second definition is from Akao, generally recognized as the
founder of QFD:
A method for developing a design quality aimed at
satisfying the consumer and then translating the
consumer's demand into design targets and major quality
assurance points to be used throughout the production
phase. [Akao, 1990].
• This definition also emphasizes the broad use of QFD in phases
beyond requirements elicitation, specifically mentioning
"to be used throughout the production phase."
• Both of these definitions include the term
"consumer" or "customer."
• This emphasizes how important the customer is to the QFD
process.
• The customer plays a central role in QFD.
• For us in the early 2000's, this is hardly a revolutionary idea,
but back in the 1960's, this was a novel and intriguing concept.
• Much of today's customer awareness comes from the
quality movement, and QFD was one of the techniques that lead
this movement into North America.

22. QUALITY FUNCTION DEPLOYMENT (QFD)
Objectives/ advantages:
• improve engineering knowledge, productivity, and
quality and reduced costs,
product development time, and
engineering changes
• focuses on
customer expectations or requirements, often referred to as
the voice of the customer
( dissatisfiers, satisfiers, exciters/ delighters )
• employed to translate
customer expectations, in terms of
specific requirements, into
directions and actions, in terms of
engineering or
technical characteristics that can be

23. QUALITY FUNCTION DEPLOYMENT (QFD)
*Product Planning,
*Part development,
*Process Planning,
*Production Planning,
*Service industries
• helps identify new quality technology and
job functions to carry out
operations
• provides a historic reference to
enhance future technology and
prevent design errors
• enables the design phase to concentrate on the
customer requirements, thereby
spending less time on
design and modifications

24. QUALITY FUNCTION DEPLOYMENT (QFD)
• the saved time has been estimated at
1/3 to ½ of the time taken for
redesign or modifications using traditional means
• this saving means (time) reduced development cost and also
additional income because the
Quality assurance
product enters the
market sooner
QFD Quality control
QFD can be viewed as a part of QA
QFD was evolved from QA

25. From Concept to Customer [ASI, 2001]
Traditional product engineering processes
QFD product engineering process.

26. "Before QFD" versus "After QFD" [ASI, 2001]
Before QFD After QFD
Individual work Cross- functional teams
Some customer focus Intense customer focus
"Over the wall" development Supports simultaneous
engineering
Poor documentation Supports integrated product
development
Poor communication Better communication
/documentation
The bottom line is this:
QFD includes methods,
tools, and
techniques to support
satisfying your customer.

27. Primary Benefits of Using QFD [ASI, 2001]
Benefit Rationale
Improved Customer This is a result of using QFD since the first input, and the
Satisfaction driving force behind the rest of the process, is the voice
of the customer. The QFD process actually refers to the
"verbatim" comments from the customer as the starting
point, and then provides a mechanism for translating
these into design targets.
Reduced Development This is mostly the result of concurrent engineering, that
Time is, using cross-functional teams.
Improved Internal Using cross-functional teams also means that there is
Communications less communications overhead, and less likely that one
conversation in a serial chain of several conversations
inadvertently misinterprets one of the inputs.
Better Documentation The quality charts (House of Quality) provides an
of Key Issues excellent documentation mechanism for key issues. In
addition, the quality chart links these key issues to voice-
of-the-customer concerns. This gives us a better idea of
what a "key issue" is to the customer, knowledge that is
powerful in terms of maintaining an excellent working
relationship with the customer.
Save Money The reduced development time leads to time savings,
and money savings.

28. Additional benefits
• include improved morale and organizational harmony,
• improved efficiency,
• reduction in design changes,
• increased competitiveness,
• high market acceptance, and
• making it easier to identify problems with the
development process.
• many of these benefits come from the simple inclusion of the
customer, and the feedback that the customer provides during
the initial stages of a QFD effort.
• this feedback provides the focus for the team and they have a
sense that they are all working toward a common goal.
• this is a powerful mindset for people to have on a project.
History
• There are several ideas that
Akao merged and evolved together to form QFD.
Akao describes at least three core techniques that he combined
into QFD:
• statistical process control,
• design quality, and
• value engineering.

29. History
The approximate time-line for QFD’s development and integration
into manufacturing is in Table 3.
Year Activity
• 1966 Bridgestone Tire Corporation uses a
"process assurance items" table
• 1967 Akoa writes about QFD
• 1972 Mitsubishi's heavy Industries Kobe Shipyard uses a
"quality chart" (House of Quality)
• 1978 Toyota Auto body uses QFD
• 1983 First QFD Seminar in Japan
• 1990's American automotive industry adopts QFD
• 1996 Survey indicates that QFD is used
more in the US than
in Japan, based on a survey of companies that
participated in QFD seminars and conferences
QFD Time-line [Akao, 1997]

30. The Traditional QFD Process
"Quality Function Deployment is a process of listening to the
'voice of the customer',
identifying the customer's needs,
and incorporating those needs in the design and
production of goods and services" [Madu, 1999].
This quote emphasizes the role of QFD in the entire production
scheme, not just at the beginning.
QFD is NOT equal to the House of Quality!
As part of investigating QFD as a requirements engineering tool,
however,
we have to focus on the
quality charts (House of Quality) since it is more relevant
to requirements engineering than the other
QFD concepts.
The House of Quality is a blueprint for product development
[Madu, 1999].
It's called a "house" because of its physical appearance.
Customer requirements, technical requirements,
requirements prioritization, and design targets all merge
onto the quality chart through a multi-step process.

31. QFD and software development life cycle
[Betts, 1989];

32. Traditional QFD Phase - The Four-Phase Model
A common model describing how the quality chart helps a team
produce a product is the four-phase model presented in Figure
Control documents
Machine settings
Control methods
maintenance
Operation
Sampling
Engineering Parts Key process
characteristics characteristics operators
characteristics
characteristics
Key process
operators
Engineering
Customer
attributes
Parts

33. QFD
t
TQM
De
sig
n Of
Ex
pe
rim
De en
sig ts
nF DOE
or
M an
ufa
c tur
ing
The voice of the QFD DFM FTA SPC Survey
customer
Fa
u lt T
ra
c eA
na
lys
is
QFD and other technical tools in a TQM program

34. House Of Quality

35. QFD Matrices
General organization of a QFD matrix

36. House Of Quality

37. QFD Methodology
1. Identify customers (both internal and external).
2. Create a list of customer requirements (WHATS).
* Record customer responses to the question:
"What are the important (qualities, characteristics, elements,
features) of _____________?"
* Record in customer's own words -
"Voice of the Customer."
* Categorize hierarchically (primary, secondary, tertiary,...).
3. Prioritize the customer requirements on a scale of 1-5.
4. Compile list of design requirements (HOWS) necessary to
achieve the market-driven whats.
* Each requirement should be quantified.
* Arrows show direction for improvement
( up for increasing, down for decreasing, etc.)

38. Start with WHATs and HOWs

39. Determine relationship
5. Determine relationship of
design requirements to customer requirements.
* Cell strengths quantify the importance of
each HOW to achieving each WHAT.
Strong relationship
Some relationship
Weak relationship
No mark for no relationship

40. Adding correlations between WHATs and HOWs

41. 6.Determine how the
. customer perceives competitors' abilities to meet
requirements.
* Competition benchmarking.
* Rate competitors on a scale of 1-5 with respect to each
customer requirement.
7. Rank the technical importance of each design requirement.
* Absolute rank is total of relationship value
(quantify step 5 relationships) times customer importance ranking.
* Relative importance is based
on assigning ordinal ranking to each
design requirement based on absolute rank (from
previous step).

42. 8. Rate the technical difficulty of each design requirement
.
so design team can focus on the important/difficult
HOWS.
9. Establish correlation matrix (roof of House of Quality) to
determine interrelationships of design requirements.
• Strong positive interaction
Positive interaction
Strong negative interaction
Negative interaction
10. Determine target values for the
design requirements (HOW MUCH).
11. Areas that require concentrated effort are identified.
Key elements are identified for follow-up matrix
development. Assessment of
technical difficulty and
importance are
useful in identifying these elements.

43. QFD matrix with objective measures added

44. Completed QFD matrix

45. House of quality
Roof
Hows? Trade off matrix
(similar and/or conflicts)
Inter relationship between
Technical descriptors
Ceiling / II floor
Technical descriptors
Hows? (voice of the organization)
Product design characteristics
Whats? Expressed in engineering terms
Whats and Hows
(between customer requirements
and
technical descriptors)
Interior walls
LHS RHS
Prioritized customer
Customer requirements
(voice of the customer) requirements
Foundation
Prioritized technical
How much? Descriptors
Technical BM
Degree of technical difficulty
Target value

46. House of Quality
LHS - Customer requirements:
it is on the left side of the HOQ.
This section documents the “voice of customer”
It represents the "what's" of the
system. Affinity
diagrams and Tree diagrams are used to structure the
requirements.
RHS - Planning Matrix:
It is on the right side of the HOQ matrix.
It represents the Customer Competitive
Assessment. It Provides customers’
views on existing products. This matrix
uses questionnaires to elicit information.
Technical requirements:
This section lists how the company will meet the customer
requirements.
This is the "HOWS" of the system.
It represents the engineering characteristics or
voice of the company.
This information is collected by QFD design team
and structured using Affinity diagrams and Tree diagrams.

47. House of Quality
This information includes:
Top-level solution-independent metrics
Product/service requirements
Product/service features or capabilities
Relationship Matrix:
It occupies the middle portion of the HOQ diagram
which is the largest portion.
It uses the prioritization matrix.
It shows how well customer
requirements are addressed by product features.
Roof: This is the Correlation matrix.
It shows how the HOWs conflict with one another
This section focuses on design improvement.
It focuses on negative relationships in the
design.
Targets: This the final section of House of Quality matrix.
It summarizes the conclusions of the planning matrix.
It includes three parts:
• Technical priorities (relative importance of each technical
requirement)
• Competitive benchmarks (relative position of the existing product)
• Targets (engineering target values to be met by the new product
design)

48. House of Quality
• In this process, a single quality chart represents each phase.
• The left-hand side of the chart contains a list of "what"
characteristics the product must exhibit.
• They are matched up with several "hows," technical requirements
that enable the product to satisfy the "whats" within the same chart.
In the first phase, for example, the first list of "whats" contains the
"voice of the customer" list of requirements.
• Then several engineering characteristics enable the product to
satisfy those initial customer requirements.
• The list of "hows" from a previous phase take on the role of the
"whats" for the next phase.
• So the second phase, for example, matches parts characteristics that
will enable the product to satisfy the engineering characteristics
listed previously.
• Note the immediate traceability from one quality chart to the next.
• This is the linking mechanism that causes us to describe the
customer requirements as "driving" the entire product design
process.

49. House of Quality

50. House of Quality
Cascaded matrices are used to propagate the customer voice
through more detailed parts of the design and solution stages.

51. QFD: Summary
• * The importance of QFD:
• - Provides a framework for upfront planning and product
development.
- Uses multi-functional teams to enhance design and decision-
making.
- Promotes teamwork (necessary for Concurrent Engineering).
- Maintains customer ideas and requirements, in the customer's
words, throughout the process.
• * Engineered products adhering to customer wants result in
customer satisfaction.

52. Benefits of QFD
Customer driven: The focus is on customers wants, not what the
company thinks the customer wants.
The "Voice of the Customer" drives the development process.
Competitive analysis:
Other products in the marketplace are examined, and the
company product is rated against the competition.
Reduced development time: The likelihood of design changes is
reduced as the QFD process focuses on improvements to be made to
satisfy key customer requirements.
Careful attention to customer requirements reduces the risk that
changes will be required late in the project life cycle.
Time is not spent developing insignificant functions and features.
Reduced development costs: The identification of required
changes occurs early in the project life cycle.
Minimizing changes following production reduces warranty costs
and product support costs.
Documentation: A knowledge base is built as the QFD process is
implemented. A historical record of the decision-making process is
developed.

53. Taguchi’s Quality Loss Function (QLF)
• The quality loss function is based on the work of
Electrical engineer, Dr.GENICHI TAGUCHI
• (born January 1, 1924, in Tokamachi, Japan)
• worked during 1950’s to improve Japan’s post-WWII telephone
communication system
• Served as Director- Japanese Academy of Quality
from 1978 to 1982
• Awarded the Deming prize in 1960-
development of various techniques for industrial optimization
• Father of the
“Taguchi Method” and
“Robust Engineering”
• QLF view disagrees with the traditional (goalpost) view.
• The quality loss function recognizes that products
falling between specific limits are not all
equal.
DR. GENICHI TAGUCHI
(B. 1924)
-Loss Function.

54. Taguchi’s Quality Loss Function
Don’t run away!
• Not a mathematician?
• You can still successfully apply Taguchi Method concepts to
your service business.
• Basic concepts are simple.
• He combined the
engineering,
statistical methods, and
experimental design principles with the
economy of manufacturing
• The objectives of his
philosophy is to design quality into
every product and corresponding processes
• Taguchi’s technique is
the off-line quality control method,
where efforts are taken to build
quality in upstream DR. GENICHI TAGUCHI
ie., from manufacturing to design 1924)
(B.
-Loss Function.

55. The Quality Loss Function (QLF)
• The four following statements summarize Taguchi’s philosophy.
1. We cannot reduce cost without affecting quality.
2. We can improve quality without increasing cost.
3. We can reduce cost by improving quality.
4. We can reduce cost by reducing variation.
When we do so,
performance and quality will automatically improve.
DR. GENICHI TAGUCHI
• In Taguchi’s view, (B. 1924)
quality is not defined by specific limits, -Loss Function.
but rather on whether or not it creates a financial
loss to society. An example given is a defective automobile
exhaust system creating air pollution.
• There are many types of quality loss functions.
However, in all types, the loss is determined by
evaluating variation from a specific target.
Taguchi’s philosophy includes
three general ways to evaluate the relationship between quality and
variability.

56. Taguchi’s Quality Loss Function
Quality Defined
• “Any engineered system reaches its
‘ideal function’ when all of its
applied energy (input) is transformed
efficiently into
creating desired output energy.” (Robust p. 6)
• Employee energy = input
• Customer satisfied = output
CUSTOMER SATISFACTION
• Design to the highest standards early in the process to
eliminate all non-random errors
• Quality Loss = Loss to Society quantified through
“Quality Loss Function”
• Variation (+/-) from optimal measure results in a loss.
DR. GENICHI TAGUCHI
(B. 1924)
-Loss Function.

57. Taguchi’s Quality Loss Function
Resources Expended on Quality
Design
Service Delivered
Post Service Delivery
DR. GENICHI TAGUCHI
(B. 1924)
-Loss Function.

58. Taguchi’s Quality Loss Function
Customer Satisfaction
Ways to measure service:
1. Returning customers
2. Number of complaints (1:10)
3. Number of compliments
4. Employee attitude
Design:
• Equipment – No breakdowns
• Specific jobs defined – Need to know responsibilities
• Policies and Procedures – What do you want, anyway?
• Taguchi Method experiment DR. GENICHI TAGUCHI
(B. 1924)
-Loss Function.

59. Quality Loss Concept
• Deviation from target
results in loss.
– Lower than target
– Greater than target
– Both lose
• Quantify the Loss

60. Quality Loss Function
DR. GENICHI TAGUCHI
(B. 1924)
-Loss Function.

61. DR. GENICHI TAGUCHI
• v (B. 1924)
-Loss Function.

62. Quality Loss Function
L(y) = k(y-m)2
L(y) = Loss in rupees
k = constant = cost to correct
tolerance2
y = reported value
m = mean value (average)
(Taguchi On Robust Technology p. 22)
DR. GENICHI TAGUCHI
(B. 1924)
-Loss Function.

63. Example:
• Company C received
an average of 10 complaints per month last year.
In November they received 15 complaints (y).
Management sets an acceptable level at 2 (tolerance).
• It costs the company Rs.50 directly per complaint to correct the
problems.
They determined the cost in lost sales to be Rs.100.
• Total cost per complaint: Rs.150
cost to correct
k = constant = tolerance2
k = Rs.150/22 = Rs.37.50
DR. GENICHI TAGUCHI
L(y) = k(y-m)2 (B. 1924)
L(y) = 37.50 (15-10)2 -Loss Function.
= 37.50 (5)2
= 37.50 (25)
= Rs.937.50 is loss for the
month of November

65. 1. Nominal is better approach
In this approach, the closer to the target value,
the better.
.
It does not matter whether the deviation is above
or below the target value.
Under .this approach the deviation is quadratic.
•
2.Smaller is better approach
The smaller is better approach is when a company
desires smaller values.
As the value gets larger, the loss incurred grows.
3.Larger is better approach
Larger is better occurs when a company desires
higher values of a characteristic.
Two examples given are employee participation
and the customer acceptance rate.
Under this approach, the larger the characteristic,
the smaller the quality loss function.

66. • What are the losses to society from poor quality?
.
• the cost of poor quality goes beyond
direct costs to the manufacturer such as
reworking or waste costs.
Traditionally manufacturers have considered only the costs of
quality up to the point of shipping out the product.
Taguchi aims to
quantify costs over the lifetime of the product.
Long term costs to the manufacturer would include
brand reputation and
loss of customer satisfaction leading to
declining market share.
Other costs to the consumer would include costs
from low durability,
difficulty interfacing with other
parts, or the need
to build in safety margins.

67. Great, so what is the actual loss function?
• Think for a moment about how the costs of quality would vary with
the products deviation on either side of the mean.
Now if you were to plot the costs versus the diameter of a nut,
for example, you would have a quadratic function,
with a minimum of zero at the target diameter.
We expect therefore that the loss (L) will be a
quadratic function of the variance (σ, or standard deviation) from
the target (m).
The squared-error loss function has been in use since the
1930's, but
Taguchi modified the function to represent total losses.
Next we will walk though the derivation of the Taguchi
Loss Function.

68. .
Loss function: This is the case for nominal is best
L= K(y-m) ^2
K=constant of proportionality
L=Loss
M= Average
Loss function:
1. Effectively a one-sided tolerance
=> L=KY^2 (small is better)
2. L=K(l/y^2) (bigger is better)

70. Uses of Quality Loss Function (QLF) Data
• 1. Reduces Costs
• There are three ways that managers can use QLF to reduce costs.
• 1. Move the average of the actual distribution closer to the target
value.
2. Reduce variability.
3. Do a combination of both.
• 2. Setting Specific Limits
• The data from the quality loss function can be used to determine
where limits should be set to help minimize losses.

71. Total Productive Maintenance ( TPM )
• What is Total Productive Maintenance ( TPM ) ?
It can be considered as the medical science of machines.
• Total Productive Maintenance (TPM) is
a maintenance program which involves
a newly defined concept for
maintaining plants and equipment.
• The goal of the TPM program is to
markedly increase production while, at the same time,
increasing employee morale and job satisfaction.

72. Total Productive Maintenance ( TPM )
• TPM brings maintenance into focus as a necessary and vitally
important part of the business. It is
no longer regarded as a non-profit activity.
• Down time for maintenance is scheduled as a part of the
manufacturing day and, in some cases, as
an integral part of the manufacturing process.
• The goal is to hold
emergency and unscheduled maintenance to a minimum.
• TOTAL -All encompassing by
maintenance and production personnel working together
• PRODUCTIVE-Production of goods and services that meet the
customer requirements
• MAINTENACE-Keeping the plant and equipment in good
condition at all times

73. Total Productive Maintenance ( TPM )
• Why TPM ?
TPM was introduced to achieve the following objectives.
The important ones are listed below.
• Avoid wastage in a quickly changing economic
environment.
• Producing goods without reducing product quality.
• Reduce cost.
• Produce a low batch quantity at the earliest possible time.
• Goods send to the customers must be non defective.

74. Similarities and differences between TQM and TPM :
• The TPM program closely resembles the popular Total Quality
Management (TQM) program or its extended form TQP (process)
• Many of the tools such as employee empowerment, benchmarking,
documentation, etc. used in TQM are used to implement and optimize
TPM.
Similarities:
• Total commitment to the program by upper level management is
required in both programs
• Employees must be empowered to initiate corrective action, and a long
range outlook must be accepted as TPM may take a year or more to
implement and is an on-going process.
Changes in employee mind-set toward their job responsibilities must
take place as well.
Differences:
Category TQM TPM
Object Quality ( Output and effects ) Equipment ( Input and
cause )
Mains of attaining goal
Systematize the management. It is software oriented
Employees participation and it is hardware
oriented
Target Quality for PPM Elimination of losses and
wastes.

75. Steps in introduction of TPM in a organization
A - PREPARATORY STAGE :
• STEP 1 - Announcement by Management
to all about TPM introduction in the organization :
Proper understanding,
commitment and
active involvement of the
top management is needed for this step.
Senior management should have
awareness programs, after which announcement is made to all.
Publish it in the house magazine and
put it in the notice board.
Send a letter to all concerned individuals if required.
• STEP 2 - Initial education and propaganda for TPM :
Training is to be done based on the need.
Some need intensive training and some just an awareness.
Take people who matters to places where
TPM already successfully implemented.

76. Steps in introduction of TPM in a organization
• STEP 3 - Setting up TPM and departmental committees :
TPM includes
improvement,
autonomous maintenance,
quality maintenance etc., as part of it.
When committees are set up it should take care of all those needs.
• STEP 4 - Establishing the TPM working system and target :
Now each area is benchmarked and
fix up a target for achievement.
• STEP 5 - A master plan for institutionalizing :
Next step is implementation leading to
institutionalizing wherein
TPM becomes an organizational culture.
Achieving PM award is the proof of reaching a satisfactory level.

77. Steps in introduction of TPM in a organization
B - INTRODUCTION STAGE
• This is a ceremony and we should invite all.
Suppliers as they should know that we want quality supply from
them.
Related companies and affiliated companies who can be our
customers, sister concerns etc.
Some may learn from us and some can help us and customers will
get the communication from us that we care for quality output.
C – IMPLEMENTATION STAGE
• In this stage eight activities are carried which are called eight
pillars in the development of TPM activity.
Of these four activities are for establishing the system for
production efficiency, one for initial control system of new products
and equipment, two for improving the efficiency of administration
and one for control of safety, sanitation and working environment.
D - INSTITUTIONALISING STAGE
• By all there activities one would has reached maturity stage.
Now is the time for applying for Planned Maintenance award.
Also think of challenging level to which you can take this movement.

78. Operational Performance Effectiveness
Overall Equipment Effectiveness

80. Pillars of TPM
1. 5S
2. Jishu Hozen (Autonomous group or maintenance)
3. Kaizen
4. Planned Maintenance
5. Quality Maintenance
6. Training
7. Office TPM
8. Safety, Health and Environment
PILLAR 1 - 5S :
TPM starts with 5S.
Problems cannot be clearly seen when the work place is unorganized.
Cleaning and organizing the workplace helps the team to uncover
problems.
Making problems visible is the first step of improvement.
Japanese Term English Translation Equivalent 'S'
term
• Seiri Organization Sort
• Seiton Tidiness Systematize
• Seiso Cleaning Sweep
• Seiketsu Standardization Standardize
• Shitsuke Discipline Self - Discipline

81. Pillars of TPM–Pillar 2
PILLAR 2 - JISHU HOZEN ( Autonomous maintenance )
• This pillar is geared towards developing
operators to be able to take care of small maintenance
tasks, thus freeing up the skilled maintenance people to spend time
on more value added activity and technical repairs. The
operators are responsible for upkeep of their equipment to
prevent it from deteriorating.
• Policy :
• Uninterrupted operation of equipments.
• Flexible operators to operate and maintain other
equipments.
• Eliminating the defects at source through active employee
participation.
• Stepwise implementation of JH activities.
• Targets:
• Prevent the occurrence of 1A / 1B because of JH.
• Reduce oil consumption by 50%
• Reduce process time by 50%
• Increase use of JH by 50%

82. JISHU HOZEN
• Steps in JISHU HOZEN :
1.Preparation of employees.
2.Initial cleanup of machines.
3.Take counter measures .
4.Fix tentative JH standards.
5.General inspection .
6.Autonomous inspection
7.Standardization and
8.Autonomous management.
1.Train the Employees :
- Educate the employees about TPM, Its advantages,
- JH advantages and Steps in JH.
- Educate the employees about abnormalities in equipments.
2.Initial cleanup of machines :
- Supervisor and technician should
discuss and set a date for implementing step1
- Arrange all items needed for cleaning

83. JISHU HOZEN
- On the arranged date, employees should
clean the equipment completely with the help of maintenance
department.
- Dust, stains, oils and grease have to be removed.
- The things that has to be taken care while cleaning are:
Oil leakage,
loose wires,
unfastened nuts and bolts and
worn out parts.
- Clean up problems are categorized and suitably tagged.
White tag is placed where problems can be solved by operators.
Pink tag is placed where the aid of maintenance department
is needed.
- Contents of tag is transferred to a register.
- Make note of area which were inaccessible.
- Finally
close the open parts of the machine and
run the machine.

84. JISHU HOZEN
3.Counter Measures :
- Inaccessible regions had to be reached easily.
e.g. If there are many screw to open a fly wheel door,
hinge door can be used.
Instead of opening a door for inspecting the machine,
acrylic sheets can be used.
- To prevent work out of machine parts necessary action must be
taken.
- Machine parts should be modified to prevent accumulation of
dirt and dust.
4.Tentative Standard :
- JH schedule has to be made and followed strictly.
- Schedule should be made regarding cleaning,
inspection and
lubrication and
it also should include details like
when,
what and
how.

85. JISHU HOZEN
5.General Inspection :
- The employees are trained in disciplines like Pneumatics, electrical,
hydraulics, lubricant and coolant, drives, bolts, nuts and Safety.
- This is necessary to improve the technical skills of employees and to
use inspection manuals correctly.
- After acquiring this new knowledge the employees should share this
with others.
- By acquiring this new technical knowledge, the operators are now
well aware of machine parts.
6.Autonomous Inspection :
- New methods of cleaning and lubricating are used.
- Each employee prepares his own autonomous chart /
schedule in consultation with supervisor.
- Parts which have never given any problem or
part which don't need any inspection are removed from list
permanently based on experience including
good quality machine parts.
- This avoid defects due to poor JH.
- Inspection that is made in PM is included in JH.
- The frequency of cleanup and inspection
is reduced based on experience.

86. JISHU HOZEN
7.Standardization :
- Up to the previous step only the
machinery / equipment was the concentration.
However in this step the
surroundings of machinery are organized.
Necessary items should be organized, such that
there is no searching and
searching time is reduced.
- Work environment
is modified such that there is no difficulty in getting any item.
- Everybody should
follow the work
instructions strictly.
- Necessary spares for equipments is
planned and procured.
8.Autonomous Management :
- OEE and OPE and other TPM targets must be achieved by
continuous improve through Kaizen.
- PDCA ( Plan, Do, Check and Act ) cycle must be implemented
for Kaizen.
- PI

87. Pillars of TPM–Pillar 3
KAIZEN :
• "Kai" means change, and
"Zen" means good ( for the better ).
Basically Kaizen is for small improvements, but carried out on a
continual basis and
involve all people in the organization.
• Kaizen is opposite to big spectacular innovations.
• Kaizen requires no or little investment.
• The principle behind is that
“a very large number of small improvements are
more effective in an organizational environment than
a few improvements of large value.”
• This pillar is aimed at reducing losses in the workplace that
affect our efficiencies.
• By using a detailed and thorough procedure we eliminate losses
in a systematic method using various Kaizen tools.
• These activities are not limited to production areas and can be
implemented in administrative areas as well.

88. KAIZEN
Kaizen Policy :
• Practice concepts of
zero losses in every sphere of activity.
• relentless pursuit to achieve
cost reduction targets in all resources
• Relentless pursuit to
improve over all plant equipment effectiveness.
• Extensive use of PM analysis as
a tool for eliminating losses.
• Focus of
easy handling of operators.

89. KAIZEN
Kaizen Target :
• Achieve and sustain zero losses with respect to minor stops,
measurement and adjustments, defects and unavoidable downtimes.
• It also aims to achieve 30% manufacturing cost reduction.
Tools used in Kaizen :
• PM analysis
• Why - Why analysis
• Summary of losses
• Kaizen register
• Kaizen summary sheet.
• The objective of TPM is maximization of equipment
effectiveness.
• TPM aims at maximization of machine utilization and not
merely machine availability maximization.
• As one of the pillars of TPM activities,
Kaizen pursues efficient equipment,
operator and material and energy utilization, that is
extremes of productivity and aims at achieving substantial
effects.
• Kaizen activities try to thoroughly eliminate 16 major losses.

90. KAIZEN
16 Major losses in an organization:
Loss Category
1. Failure losses – Breakdown loss
2. Setup / adjustment losses
3. Cutting blade loss
4. Start up loss
5. Minor stoppage / Idling loss.
6. Speed loss - operating at low speeds.
7. Defect / rework loss
8. Scheduled downtime loss
Losses that impede equipment efficiency
1. Management loss
2. Operating motion loss
3. Line organization loss
4. Logistic loss
5. Measurement and adjustment loss
Losses that impede man work loss
1. Energy loss
2. Die, jig and tool breakage loss
3. Yield loss.
Losses that impede effective use of production resources

91. Pillars of TPM–Pillar 4
PLANNED MAINTENANCE :
It is aimed to have
trouble free machines and equipments producing
defect free products for total customer satisfaction.
This breaks maintenance down into
4 "families" or groups which was defined earlier.
• Preventive Maintenance
• Breakdown Maintenance
• Corrective Maintenance
• Maintenance Prevention
With Planned Maintenance we evolve our efforts from a
reactive to a proactive method and
use trained maintenance staff to help train the operators to better
maintain their equipment.
Policy :
• Achieve and sustain availability of machines
• Optimum maintenance cost.
• Reduces spares inventory.
• Improve reliability and maintainability of machines.

92. PLANNED MAINTENANCE
Target :
• Zero equipment failure and break down.
• Improve reliability and maintainability by 50 %
• Reduce maintenance cost by 20 %
• Ensure availability of spares all the time.
Six steps in Planned maintenance :
1. Equipment evaluation and recoding present status.
2. Restore deterioration and improve weakness.
3. Building up information management system.
4. Prepare time based information system,
select equipment, parts and
members and
map out plan.
5. Prepare predictive maintenance system by introducing
equipment diagnostic techniques and
6. Evaluation of planned maintenance.

93. Pillars of TPM–Pillar 5
QUALITY MAINTENANCE :
• It is
aimed towards
customer delight through
highest quality through
defect free manufacturing.
• Focus is on
eliminating non-conformances in a systematic manner, much
like Focused Improvement.
• We
gain understanding of what parts of the equipment
affect
product quality and
begin to eliminate current quality concerns, then
move to potential quality concerns.
• Transition is from reactive to proactive
(Quality Control to Quality Assurance).

94. QUALITY MAINTENANCE
• QM activities are to
set equipment conditions that preclude
quality defects, based on the
basic concept of
maintaining perfect equipment to
maintain perfect quality of
products.
• The condition are
checked and measured in time series to vary that measure
values are
within standard values to
prevent defects.
• The transition of measured values is watched to predict
possibilities of
defects occurring and to
take counter measures before hand.

95. QUALITY MAINTENANCE
Policy :
• Defect free conditions and
control of equipments.
• QM activities to support quality assurance.
• Focus of prevention of defects at source
• Focus on poka-yoke. ( fool proof system )
• In-line detection and
segregation of defects.
• Effective implementation of operator quality assurance.
Target:
• Achieve and sustain customer complaints at zero
• Reduce in-process defects by 50 %
• Reduce cost of quality by 50 %.

96. QUALITY MAINTENANCE
Data requirements :
• Quality defects are classified as
customer end defects and
in house defects.
• For customer-end data, we have to get data on
customer end line rejection field complaints.
• In-house, data include data related to
products and data related to
process
Data related to product :
• Product wise defects
• Severity of the defect and its contribution - major/minor
• Location of the defect with reference to the layout

97. QUALITY MAINTENANCE
• Magnitude and frequency of its
occurrence at each stage of measurement
• Occurrence trend in
beginning and the end of
each production/process /changes.
(Like pattern change, ladle/furnace lining etc.)
• Occurrence trend with respect to
restoration of
breakdown/modifications /periodical replacement of
quality components.
Data related to processes:
• The operating condition for individual sub-process related to
men, method, material and machine.
• The standard settings/conditions of the sub-process
• The actual record of the settings/conditions during the
defect occurrence.

98. TRAINING :
Pillars of TPM–Pillar 6
• aimed to have
multi-skilled revitalized employees whose
morale is high and who has
eager to come to work and
perform all required functions effectively and
independently.
• Education is given to
operators to upgrade their skill.
It is not sufficient know only
"Know-How" by they should also learn "Know-why".
• By experience they gain,
"Know-How" to overcome a problem what to be done.
This they do
without knowing the root cause of the problem and
why they are doing so.
Hence it become
necessary to train them on knowing "Know-why".
The employees should be trained
to achieve the four phases of skill.
The goal is to create a factory full of experts.

99. TRAINING
The different phases of skills are
Phase 1 : Do not know.
Phase 2 : Know the theory but cannot do.
Phase 3 : Can do but cannot teach.
Phase 4 : Can do and also teach.
Policy :Focus on
improvement of knowledge,
skills and
techniques.
• Creating a
training environment for self learning based on felt
needs.
• Training
curriculum / tools /assessment etc conductive to
employee revitalization
• Training to remove
employee fatigue and make work enjoyable.

100. TRAINING
Target :
• Achieve and sustain
downtime due to want men
at zero on critical machines.
• Achieve and sustain
zero losses due to lack of knowledge / skills / techniques
• Aim for 100 % participation in suggestion scheme.
Steps in Educating and training activities :
• Setting policies and priorities and
checking present status of education and training.
• Establish of training system for
operation and maintenance skill up gradation.
• Training the employees for
upgrading the operation and maintenance skills.
• Preparation of training calendar.
• Kick-off of the system for training.
• Evaluation of activities and
study of future approach.

101. Pillars of TPM–Pillar 7
OFFICE TPM :
• Office TPM should be started after activating four other pillars of
TPM (JH, K, QM, PM). Office TPM must be followed to improve
productivity, efficiency in the administrative functions and identify
and eliminate losses. This includes analyzing processes and
procedures towards increased office automation. Office TPM
addresses twelve major losses. They are:
• Processing loss
• Cost loss including in areas such as procurement, accounts,
marketing, sales leading to high inventories
• Communication loss
• Idle loss
• Set-up loss
• Accuracy loss
• Office equipment breakdown
• Communication channel breakdown, telephone and fax lines
• Time spent on retrieval of information
• Non availability of correct on line stock status
• Customer complaints due to logistics
• Expenses on emergency dispatches/purchases

102. OFFICE TPM
How to start office TPM ?
• A senior person from one of the support functions e.g.
Head of Finance,
MIS,
Purchase etc should be heading the sub-committee.
Members representing all support functions and people from
Production & Quality should be included in sub committee.
TPM co-ordinate plans and guides the sub committee.
• Providing awareness about office TPM to all support depts.
• Helping them to identify P, Q, C, D, S, M in each function in
relation to plant performance
• Identify the scope for improvement in each function
• Collect relevant data
• Help them to solve problems in their circles
• Make up an activity board where progress is monitored on both
sides - results and actions along with Kaizens.
• Fan out to cover all employees and circles in all functions.

103. Office TPM
Kobetsu Kaizen topics for Office TPM :
• Inventory reduction
• Lead time reduction of critical processes
• Motion & space losses
• Retrieval time reduction.
• Equalizing the work load
• Improving the office efficiency by
eliminating the time loss on retrieval of information,
by achieving zero breakdown of
office equipment like
telephone and
fax lines.

104. Office TPM and its Benefits
• Involvement of all people in support functions for focusing on
better plant performance
• Better utilized work area
• Reduce repetitive work
• Reduced inventory levels in all parts of the supply chain
• Reduced administrative costs
• Reduced inventory carrying cost
• Reduction in number of files
• Reduction of overhead costs
(to include cost of non-production/non capital equipment)
• Productivity of people in support functions
• Reduction in breakdown of office equipment
• Reduction of customer complaints due to logistics
• Reduction in expenses due to emergency dispatches/purchases
• Reduced manpower
• Clean and pleasant work environment.

105. P Q C D S M in Office TPM
• P - Production output lost due to
want of material,
Manpower productivity,
Production output lost due to want of tools.
• Q - Mistakes in preparation of
cheques, bills, invoices, payroll, Customer returns/warranty
attributable to BOPs, Rejection/rework in BOP's/job work,
Office area rework.
• C - Buying cost/unit produced,
Cost of logistics - inbound/ outbound,
Cost of carrying inventory,
Cost of communication,
Cost- Demurrage
• D - Logistics losses (Delay in loading/unloading)
Delay in delivery due to any of the support functions
Delay in payments to suppliers
Delay in information
• S - Safety in material handling/stores/logistics, Safety of
soft and hard data.
• M - Number of Kaizens in office areas.

106. How office TPM supports plant TPM
• Office TPM supports the plant, initially in doing
Jishu Hozen of the machines
(after getting training of Jishu Hozen), as in Jishu Hozen at the
initial stages machines are more and manpower is less, so
the help of commercial departments can be taken, for this
• Office TPM can
eliminate the loads on line for no material and logistics.
Extension of office TPM to suppliers and distributors :
• This is essential, but only after we have done as much as possible
internally.
• With suppliers it will lead to on-time delivery,
improved 'in-coming' quality and cost reduction.
• With distributors it will lead to accurate demand generation,
improved secondary distribution and reduction in
damages during storage and handling.
• In any case we will have to
teach them based on our experience and practice and
highlight gaps in the system which affect both sides.
• In case of some of the
larger companies, they have started to support
clusters of suppliers.

107. Pillars of TPM–Pillar 8
SAFETY, HEALTH AND ENVIRONMENT :
Target :
• Zero accident
• Zero health damage
• Zero fires
• In this area focus is on to create
a safe workplace and a surrounding area that is
not damaged by our process or procedures.
This pillar will play an
active role in each of the other pillars on a regular basis.
• A committee is constituted for this pillar which comprises
representative of
officers as well as workers.
• The committee is headed by
Senior vice President ( Technical )
• Utmost importance to Safety is given in the plant.
Manager (Safety) is looking after functions related to safety.
To create awareness among employees various competitions like
safety slogans, Quiz, Drama, Posters, etc. related to
safety can be organized at
regular intervals.

108. Overall Equipment Effectiveness
(Total Effective Equipment Performance)

110. • Calculation: OEE = Availability x Performance x Quality
•
. Example:
• A given Work Center experiences...
• Availability of 86.7%
• The Work Center Performance is 93.0%.
• Work Center Quality is 95.0%.
• OEE = 86.7% Availability x 93.0% Performance x 95.0% Quality = 76.6%
• Total effective equipment performance
• Where OEE measures effectiveness based on scheduled hours, TEEP
measures effectiveness against calendar hours, i.e.: 24 hours per day, 365
days per year.
• TEEP, therefore, reports the 'bottom line' utilization of assets.
• Calculation: TEEP = Loading x OEE
• Example:
• A given Work Center experiences...
• OEE of 34.0%
• Work Center Loading is 71.4%
• TEEP = 71.4% Loading x 34.0% OEE = 24.3%
• Stated another way, TEEP adds a fourth metric 'Loading', Therefore TEEP
= Loading x Availability x Performance x Quality

111. • Loading
• The Loading portion of the TEEP Metric represents the percentage of time that an
operation is scheduled to operate compared to the total Calendar Time that is
.
available. The Loading Metric is a pure measurement of Schedule Effectiveness and is
designed to exclude the effects how well that operation may perform.
• Calculation: Loading = Scheduled Time / Calendar Time
• Example:
• A given Work Center is scheduled to run 5 Days per Week, 24 Hours per Day.
• For a given week, the Total Calendar Time is 7 Days at 24 Hours.
• Loading = (5 days x 24 hours) / (7 days x 24 hours) = 71.4%
• Availability
• The Availability portion of the OEE Metric represents the percentage of scheduled
time that the operation is available to operate. The Availability Metric is a pure
measurement of Uptime that is designed to exclude the effects of Quality,
Performance, and Scheduled Downtime Events.
• Calculation: Availability = Available Time / Scheduled Time
• Example:
• A given Work Center is scheduled to run for an 8 hour (480 minute) shift.
• The normal shift includes a scheduled 30 minute break when the Work Center is
expected to be down.
• The Work Center experiences 60 minutes of unscheduled downtime.
• Scheduled Time = 480 min - 30 min break = 450 Min
• Available Time = 450 min Scheduled - 60 min Unscheduled Downtime = 390 Min
• Availability = 390 Avail Min / 450 Scheduled Min = 90%

112. • Performance
.
• The Performance portion of the OEE Metric represents the speed at which the Work
Center runs as a percentage of its designed speed. The Performance Metric is a pure
measurement of speed that is designed to exclude the effects of Quality and
Availability.
• Calculation: Performance = (Parts Produced * Ideal Cycle Time) /
Available Time
• Example:
• A given Work Center is scheduled to run for an 8 hour (480 minute) shift with a 30
minute scheduled break.
• Available Time = 450 Min Sched - 60 Min Unsched Downtime = 390 Minutes
• The Standard Rate for the part being produced is 40 Units/Hour or 1.5 Minutes/Unit
• The Work Center produces 242 Total Units during the shift. Note: The basis is Total
Units, not Good Units. The Performance metric does not penalize for Quality.
• Time to Produce Parts = 242 Units * 1.5 Minutes/Unit = 363 Minutes
• Performance = 363 Minutes / 390 Minutes = 93.0%

113. .
• Quality
• The Quality portion of the OEE Metric represents the Good Units
produced as a percentage of the Total Units Started. The Quality
Metric is a pure measurement of Process Yield that is designed to
exclude the effects of Availability and Performance.
• Calculation: Quality = Good Units / Units Started
• Example:
• A given Work Center produces 230 Good Units during a shift.
• 242 Units were started in order to produce the 230 Good Units.
• Quality = 230 Good Units / 242 Units Started = 95.0%

114. FMEA
Introduction
FMEA -Failure Mode Effect Analysis is an
analytical technique that goes in for
combining Technology and
Experience of people to
identify foreseen failures in a
product or process and
planning to eliminate the Failure.
Definition
FMEA is a
group of activities to
understand and evaluate potential failure of
product or process and its effects, and
identify actions that
eliminate or reduce the
potential failures.

115. What is an FMEA?
• FMEA stands for
Failure Mode Effect Analysis.
• Learning from each failure can be
costly & time consuming.
• FMEA is a systematic method of studying failure.
• This ensures that time is
not wasted & the root of the problem is quickly determined.
• It is used to Identify methods to eliminate or
reduce the chance of that failure occuring in the future.
• It should be noted that an FMEA is a
Living Document that is used to
anticipate & prevent failures from occuring.
• As such it must be
continuously updated as changes in the system occur.
• Failure Mode is defined
as the manner by which a failure is observed.
• It describes the way the failure occurs.

116. What exactly is an FMEA & how was it developed?

117. Failure mode: FMEA -Basic terms
"The manner by which a failure is observed; it generally
describes the way the failure occurs."
Failure effect:
The immediate consequences a failure has on the operation,
function or functionality, or status of some item
Indenture levels:
An identifier for item complexity. Complexity increases as
the levels get closer to one.
Local effect:
The Failure effect as it applies to the item under analysis.
Next higher level effect:
The Failure effect as it applies at the next higher indenture level.
End effect:
The failure effect at the highest indenture level or total system.
Failure cause:
Defects in design, process, quality, or part application, which are
the underlying cause of the failure or which initiate a process

118. Types of FMEA
Design FMEA use in the design process
by identifying
known and foreseeable failures modes and
ranking failures
according to their impact on the
product. Sub Classification
Equipment FMEA
Maintenance FMEA
Service FMEA
System FMEA
Process FMEA is used to
identify
potential process failure modes
by ranking failures and establishing priorities, and
its impact on the
Internal or external customers.

119. FMEA
Using FMEA in problem solving
Root Cause Analysis / FMEA
Failure mode and effect
Effect Severity
Corruption of hard disk 20
Loss of whole documents 10
Character loss 7
Printout scrambled 4
FMEA table

120. Failure criticality

122. FMEA Working Model

123. How to do a FMEA Analysis?- an example
What are the
effects of box
failures on the This example is a
system? bottoms-up approach
to a Design FMEA, but a
tops-down approach
could also be used.
What are the
effects of
board failures
on the box?
What are the
effects of part
failures on the
board?

124. Role of FMEA in a design

125. .

127. Uses of FMEA
• Development of system requirements that minimize the likelihood
of failures.
• Development of methods to design and test systems to ensure that
the failures have been eliminated.
• Evaluation of the requirements of the customer to ensure that those
do not give rise to potential failures.
• Identification of certain design characteristics that contribute to
failures, and minimize or eliminate those effects.
• Tracking and managing potential risks in the design. This helps
avoid the same failures in future projects.
• Ensuring that any failure that could occur will not injure the
customer or seriously impact a system.

128. Advantages
• Improve the quality, reliability and safety of a
product/process
• Improve company image and competitiviness
• Increase user satisfaction
• Reduce system development timing and cost
• Collect information to reduce future failures, capture
engineering knowledge
• Reduce the potential for warranty concerns
• Early identification and eliminitation of potential failure
modes
• Emphasis problem prevention
• Minimize late changes and associated cost
• Catalyst for teamwork and idea exchange between
functions

129. Disadvantages
• If used as a top-down tool, FMEA may only identify major
failure modes in a system.
• Fault tree analysis (FTA) is better suited for "top-down"
analysis. When used as a "bottom-up" tool FMEA can
augment or complement FTA and 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 a subsystem, or to report expected
failure intervals of particular failure modes up to the
upper level subsystem or system.[citation needed]
• Additionally, the multiplication of the severity, occurrence
and detection rankings may result in rank reversals, where
a less serious failure mode receives a higher RPN than a
more serious failure mode.
• The reason for this is that the rankings are ordinal scale
numbers, and multiplication is not a valid operation on
them.
• The ordinal rankings only say that one ranking is better or
worse than another, but not by how much.
• For instance, a ranking of "2" may not be twice as bad as a
ranking of "1," or an "8" may not be twice as bad as a "4,"
but multiplication treats them as though they are.