FMECA

FMECA

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SUMMARY

1 - INTRODUCTION

2 - INITIALISATION

3 - ANALYSIS

4 - EVALUATION

5 – ACTION

6 – FOLLOW-UP AND VERIFICATION

7 - ADVANTAGES AND DISADVANTAGES

8 – SETTING UP THE FMECA

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INTRODUCTION

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DEFINITION

FMECA :

FAILURE

MODE,

EFFECT AND

CRITICALITY

ANALYSIS

FMECA is a method of analysis that is:

- SYSTEMATIC
- RIGOROUS
- PREVENTIVE
- INDUCTIVE
- QUALITATIVE

Aimed at :

- Identifying the MODES , EFFECTS and CAUSES of failures

- Classifying and organising problems into a HIERARCHY according to their
degree of CRITICALITY
- Evaluating the CONSEQUENCES and RISKS linked to these failures

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PRINCIPLES/ORIGINS OF THE
FMECA

* PREVENTION :

* RISK ANALYSIS :

* TROUBLESHOOTING :

* RELIABILITY :

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TROUBLESHOOTING METHOD

Possible
PLAN Problems

The Problem
Tools :
- 5 whys Possible
- WWWWHW
- Ishikawa
Causes
- Brain-Storming
- Decision making
matrix The Cause
- Pareto…

Possible
Solutions

The Solution

DO : Apply the chosen solution

CHECK : Verify results
ACT : Establish rules of work

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RELIABILITY

DEFINITION

Reliability is the feature of a plan of action that is expressed by the probability

that a required function be accomplished under certain conditions and over a
certain period of time.

A product is considered reliable when it is able to fulfil its function for a long
time, that is to say when it is not faulty.
Reliability studies therefore have the aim of studying a product’s behaviour for
the duration of its life.

predicted and estimated reliability, preventive and corrective maintenance,

maintainability, availability, redundancy, failure rate..

RELIABILITY CONTROL

* CONCEPTION / DEVELOPMENT

- Definition of needs
- Feasibility study
- Reliability specifications
- Reliability estimates (FMECA)
- Reliability evaluation
- Demonstration of reliability

* PRODUCTION

- Reliability verification
- FMECA process

* AFTER-SALE

- Reliability assessment

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RELIABILITY TOOLS

* FAILURE FLOW CHART

Representation of different combinations of events resulting in the realisation of

a previously defined and unique event/fault.
This procedure is strictly opposite to the traditional procedure of the FMECA,
in which one starts off with an instrument or group of instruments and then
enumerates the various potential problems.

* MODELISATION OF RELIABILITY SYSTEMS

Modelisation is the most frequently employed method when it is necessary to

determine the quantified reliability of a system that has several components.
This method consists of identifying the reliability model of each component to
ultimately calculate the reliability of the whole.

For example, for the reliability of a system with 3 components connected in

series : the overall reliability R is
R = R1 x R2 x R3

* FMECA

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THE DIFFERENT TYPES OF FMECA

TYPE OF
FMECA SUBJECT PROCEDURE OBJECTIVE EXAMPLE

PRODUCT A product Validation of Client Bicycle, car,

system the Study plan satisfaction by printer,
interface in relation to highlighting the software,
implantation the Functional causes relative residence...
(product- Schedule of to the
project) Specifications conception and
definition of
the product.
PROCESS A production Validation of Client Manufacturing
(product- process the range of satisfaction by line, assembly
process) manufactured highlighting the operations…
products in causes relative
relation to the to the
Study plan manufacturing
range and to
the use of
means
MEANS A means of Validation of Satisfaction of A numeric
production the means of assured lathe, a
production plan operational machine…
in relation to requirements
that of the (reliability,
functional availability,
Schedule of maintainability,
specifications safety).
PROJECT A project Validation of Client Steps to ensure
ORGANISATION the planning of satisfaction by quality, set-up
the project in highlighting the of computer
relation to the causes relative system,
definition of to the carrying moving,
the project’s out of the product
objectives. project development
procedure.

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THE FMECA IN THE DEVELOPMENT

SCHEMA
PROJECT

Preliminary
Development
Definition
Advance
DFS EO
of phase
FMECA
Sys/Impl FMECA Product

FMECA Process

FMECA Means
Period of use of the FMECA

Do not carry out the FMECA too early on (lack of information), nor too late
(fixed plans).

The various steps can overlap and between them bring about complications.
It is advisable to have completed the first 4 steps of the FMECA product before
starting up the FMECA process.

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FMECA PROCEDURE

INITIALISATION

ANALYSIS

EVALUATION

CORRECTIVE ACTION

APPLICATION OF ACTION
FOLLOW-UP

Expected duration : 1 to 6 months

Expected workload : 2 days of meetings (3 to 4 meetings)

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INITIALISATION

OBJECTIVES
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* ANSWER THE QUESTIONS WHO?, WHAT?, WHERE?, WHEN?, HOW?,

WHY? REGARDING THE FMECA

* START THE FMECA WITH ALL THE NECESSARY ELEMENTS

* ALLOW EACH PARTICIPANT TO FULLY UNDERSTAND WHAT THE

PROCEDURE IS ALL ABOUT

THE SOLUTION SEEKER :

Takes the initiative to launch a FMECA study.

Must launch these studies linked to the planning of the development of the object of
the FMECA.

THE DECISION-MAKER :

Is responsible for the activity concerned by the study and has the power to
implement corrective action.

Accepts the study at the time of initialisation.

As a last resort, and in the event that a consensus is not reached, makes the definitive
choice regarding the corrective action to be undertaken, as well as of the people in
charge and of time limits.

WORK GROUP :

- A FACILITATOR RESPONSIBLE FOR THE METHOD

- A LEADER
- PERMANENT PARTICIPANTS
- SPECIALISTS

LIMITS :

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This is the precise description of the product (and of the phase of the project) defined
in concrete terms: schedule of conditions, plans, range of products...

* Product / means limits : instrument, sub-set(s), part(s), characteristic(s)

* Project / process limits : all phases or only those considered to be critical :

conception and definition, foundry range, assembly operations...

* The perimeter is outlined perfectly only if the description of the initial state
(generally estimated to comply with a specification...) and the final state (compliant
with a specification).

* "We take into account the phase from the initial state... through to the final state..."

SCHEDULING :

Mention what has been planned, dates of meetings, assessments, follow-ups, the
date the study was requested and related milestones.

END RESULT = SYNTHESIS SHEET COMPLETED :

To be filled out between the facilitator – solution seeker – decision-maker.

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FMECA SYNTHESIS SHEET

1 - Facilitator's Name: Dept:

Date : Tel : Fax :
2 - Description of the FMECA's object
(name of product, machine,
instrument, project, process,
procedure of means analysed…)
3 -Type of FMECA chosen (product, process, means, project))

4 - Aim of the study (in figures))

5 - Causes/reasons for the study:

6 - Solution seeker's name : Dept :

7 - Decision maker's name : Dept:

8 - Limits of the study :

9 - Participants (Names, companies, tel. ) :

10 - Schedule : :

Legend :

11 - Assessment : Initial situation : Final situation:

Nbr de causes :
Nbr criticality>Threshold:
% criticality> Threshold :
Overall criticality :
12 - Observations :

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ANALYSIS

OBJECTIVE :
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* Explore all facets of the subject
* Know the product/process
* Highlight potential failure risks, relative to the conception in relation to
the Schedule of Specifications.

PHASES :
* analysis of functions
* failure modes
* effects of failures
* causes of failure modes
* detection

SUPPORT AIDS : see following pages

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PRODUCT FMCA
PRODUCT : (1) PART OR ELEMENT : (4) FMECA date (8) PAGE (9)

BASIX FUNCTION : (2) ELEMENTARY FUNCTION : (5) FMECA leader (7)

REFERENCE : (3) REFERENCE : (6)
PRODUCT PLANNED / EXISTING CORRELTIVE ACTION (17) RESULTS
Type de Failure Possible Effect on VALIDATION NOTES PERSON Time MEASURES NOTES
failure mode causes user TESTS RESPONSIBLE limit TAKEN
D F S C D’ F’ S’ RC
(15) (16) (18) (19)
(10) (11) (12) (13) (14)

1- Product or system to which the part or instrument to be analysed belongs A filure is an unmet elementary function
2- Basic function
Principal function or constraint of the system to which the part or instrument to be analysed belongs
3- Product reference 11- Failure mode of the part (or element)
4- Description of the part (or element) analysed 12- Causes of part's (or element's) failure
5- Analysed elementary function corresponding to the part or element designated in  13- Effect of the failure on the user (note all possible effects
6- Reference of the part (or element) analysed of failure)
7- Name of FMECA leader 14- Planned validation tests
8- Date Indicate all that has been done or is planned to be done to avoid the
9- Page number failure mode
10- Failure 15- D.F.S. values defined as per the rating scale
Failure of the elementary function 16- Criticality
Noter : A : absence of function 17- Action to undertake to improve the product
B : no longer functions 18- New rating following proposed modifications
C : degraded function 19- Residual criticality
D : untimely function

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PRODUCT PLANNED/EXISTING
N o t e s
Regulation
Type of failure Mode Cause Effect Détection S F D of
criticality

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PROCESS FMECA DESIGNATION PLAN # INDEX : FMECA INDEX Folio /
FAILURE INITIAL EVALUATION VERIFICATION OF
EFFECTIVENESS OF ACTION
DETECTION TAKEN
MODE CAUSES Criticality
(Surveillance plan, = S F D Criticality
DYSFUNCTION CAUSES CAUSES Operating mode S F D SxFxD ACTION TIM E LIMIT PERSON SxFxD
OPERATION OR
FUNCTION (manner of) (PRODUCT) (PROCESS) RESPONSIBLE
INTER- EFFECT (name/dept.)
OPERATION

AB : Absence of funtion S : Stoppage of function D : Degradation of function U : Untimely function

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PROJECT FMECA DESIGNATION PLAN # INDEX : FMECA INDEX Folio /
FAILURE INITIAL EVALUATION VERIFICATION OF
EFFECTIVENESS OF ACTION
VALIDATION TAKEN
MODE (justification) Criticality
=
S F D SxFxD ACTION TIME LIMIT PERSON S F D Criticality
FUNCTION
TYPE OF DYSFUNCTION CAUSES RESPONSIBLE SxFxD
EFFECT PERTUBATION (manner of) (PRODUCT) (name/dept.)

AB : Absence of funtion S : Stoppage of function D : Degradation of function U : Untimely function

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DOCUMENTATION

TYPE OF FMECA BASIC WORK DOCUMENT

DOCUMENTATION

PRODUCT (Functional) Schedule of Functional analysis

Specifications, raw Block diagram
material, assessment of
non-conformities,
capabilities, plans, test
results, quality objectives,
commercial requirements,
laws of certain countries

PROCESS Range of manufactured Process diagram

products,
Surveillance/monitoring
plan, manufacturing
synoptic, product plan,
product Schedule of
specifications, product
block diagram

MEANS (Functional) Schedule of Functional analysis

Specifications, Block diagram
specifications, capabilities,
test results, operating
modes

Mission statement, goals,

PROJECT general / product schedule Project diagram
of specifications

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FUNCTIONAL ANALYSIS

The Functional Schedule of Specifications (FSS) lists the functions of the product
in use and indicates the numeric value of the value measures fixed according to the
target aimed at.

PRINCIPLE :
To study what a system must do and not how it must do it

Expression of the need to satisfy It is necessary to reason in functions and

Expression of functions to realise not in solutions

PRINCIPAL FUNCTION : Pf
- Function that is the reason for the system’s existence
- It is the service to be provided during use
- NB : an object is not made to be repaired, maintained, assembled, dismantled,
stored…
- One object can have several principal functions.
- The division of a product into functions is not the same as its division into parts
or sub-sets.

CONSTRAINED FUNCTION : Cf

- It is imposed on the product by regulations, norms, the laws of physics, the

surroundings/milieu.

NOTE :
- A function must take into consideration the phase of a product’s use and not its
phase of conception or manufacturing.
- The function of a product is independent of the technological solution.
- The function is expressed in a crude manner (without qualifiers or quantifiers).

METHOD :

1. Write down the subject in the central circle

2. Write down all elements from the external milieu
3. Look for relationships between these elements

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4. Express the functions (in the table) by a verb in the infinitive associated with the
elements of the external milieu in question. I.e. : a pen : to allow the user to put
ink on paper.
5. Define the value criteria : Characteristics of the elements from the external milieu
and of performance (How? When? Where? How many times?) by filling in the
columns of the table.

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FUNCTIONAL ANALYSIS EXERCICE
1/2

FUNCTIONAL ANALYSIS EXERCICE

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FUNCTION SPECIFICATIONS INDICATOR TARGET TOLERANCE

MARGIN

THE BLOCK DIAGRAM

OBJECTIVE :
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To dematerialise the product by symbolising its different elements (and their links)
which are created to ensure functioning.

PROCEDURE :
1 - Define the state of use of the product

2 – List the constituents/bodies of the product : solid, liquid or gas, simple or

compound, of a particular substance (nature and quantity).
Surround the bodies with a rectangle.

3 - Determine the contacts : punctual, linear, or superficial, according to a defined

shape (geometry and location).
Show each contact by drawing a solid line between the bodies and marking them
with a code (C1, C2...).

4 - Establish the fluxes : the transmission, transformation or opposition of energy

flow through the bodies (generally by means of the contacts).
The principal flux stems from the external milieu and corresponds to the principal
function and/or constraint.
The circular flux ( closed loop) varies according to how the diagram is conceived
and to the technological solution chosen.
Indicate each flux in the diagram with a dotted line, codify it and give it a value
(example : force, temperature, torque...)

5 – Mark the limits of the zone studied with an alternating solid and dotted line.

Body A Body B
C2

Pf1 C1 Fb1
C3
Body C
Studied space

WORKING FROM A BLOCK DIAGRAM :

* We can then picture the failure mode based on a disrupted flux.

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If it is a principal flux, it means a function is not being satisfied.
If it is a circular flux, it indicates a failure mode.

* We will then look for the cause relative to the product : in what way can matter or
form be the cause of failure?

PROCESS DIAGRAM
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OBJECTIVE :

To visualise the manufacturing process, define the start and end limits and conditions
of the product.

The diagram is prepared before the meeting and set during it.

NB : do not go into detail of the operations.

PROCEDURE :

1 – Write down the product(s) studied

2 – Working from the range of products, visualise each elementary operation in a

rectangle and indicate the product’s (or action’s) fluxes between each operation with
arrows.

3 – Add the origin and destination (geographical, department) of the product at the
top and bottom (respectively) of the diagram.

4 – Trace the limits of the study with a combined solid and dotted line to separate
the operations studied.

5 - Describe the initial and final states of the product within the limits of the study :
conformity to a given reference...

PRODUCT A PRODUCT B
INITIAL STATE

Turning Drilling
OP 110 OP 200

Assembly FINAL STATE

OP 120
O110

ANALYSIS PRINCIPLE

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CAUSE

MODE DETECTION

EFFECT

CLIENT

FAILURE

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Non-realisation of a function under anticipated conditions or realisation of a function

at an unprogrammed moment.

A failure corresponds to the non-functioning or to the poor functioning of a system.

4 MAIN TYPES OF FAILURE

 ABSENCE OF FUNCTION

 DEGRADED FUNCTION

 UNTIMELY FUNCTION

 LOSS OF FUNCTION

MODE
The failure mode is relative to a function.

Example : function = transfer the torque from the motor to the wheel
mode = rupture of the shaft, transfer of the torque is impossible
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IT IS THE WAY IN WHICH A SYSTEM ENDS UP NOT FUNCTIONING OR
MALFUNCTIONING:

* absence of function (when it is sought)

* stoppage of function
* degradation of function
* untimely activation of function

Mode when expressed in physical terms is quantifiable.

Mode is generally formalised by the Study bureau.

NB :

Do not express the mode in terms of impossibility to assemble or manufacture.

Think of modes that occur over time and with overwork (rupture, oxidation, wear
and tear, leakage, stiffness...)

EFFECT
Description of the consequences suffered due to failure.

The effect is relative to each mode. (see following page)

Place oneself insofar as possible in the position of the final client to better optimise
his satisfaction : without inconsiderateness, annoyance, cost..., breakdown of...

The client: this is the user (FMECA product) and not the internal client.

CAUSE

This is the initial anomaly that can provoke the failure mode.

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Several causes (independent "c3, c4..." or dependant "c1 and c2") are possible for the
same mode.

A cause can be generated by a causal chain : it stops when one abandons the realm
of facts for that of hypotheses and/or when one enters into a domain in which one no
longer has any influence.

DETECTION

A maximum amount of information on detection is necessary :

type of monitoring gauge, frequency of monitoring, inability to assemble any given
part on another at any given moment

Do not consider solely the monitoring : inability to manufacture or assemble, not

following the habitual process, tests, calculations (see table on the following page)...

Do not forget the detection implemented after our intervention.

The list of what is detected allows for their optimisation (costs, efficiency) by
placing them as close as possible to the area where the cause is generated or, if that
is impossible, by detecting the mode.

Examples of detection based on the sector of activity:

Cause Detection (type of)

Relative to : Calculation :

-- Conception -- by final elements
-- resistance of materials

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Tests :

-- in the lab
-- on the testing ground
-- on vehicles

Experiment relative to a similar principle

Etc.

-- Definition -- Calculation of measurements

-- Working drawing
-- Model
-- Tests
-- Experiment on a similar product

-- Industrialisation -- Calculation of transfer of

measurements
-- Feasibility studies
-- Experiment
-- Etc.

-- Manufacturing -- Destruction of the product

-- Impossibility to assemble
-- Impossibility to pursue the operating
mode
-- Product control
-- Procedure control
-- Instrument tests at the end of the
production line
-- Orders
-- Audit
-- Etc.
EXAMPLE

FUNCTION MODE EFFECT CAUSE DETECTION

Transfer the Rupture of Vehicle broken * Non-optimal *Tests

torque from the shaft, down, client choice of
the motor to transfer no unhappy material
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the wheel longer * Machine
possible worn out
*Shaft diameter * Checks
inferior to the during
tolerance margin manufacturing

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EVALUATION

OBJECTIVES AND PRINCIPLES

* Rate ideas numerically to select the most serious failures so as to be able to

eliminate them

* Move towards exhaustiveness

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* Predetermined tables expressed in index form :
-- severity
-- frequency
-- detection
-- criticality

Be careful not to analyse and evaluate at the same time!

SEVERITY

* Rates the severity of all the effects of faultiness on the user(s), based on the state
of the product in question.

It is essential to adapt the grid given as an example on the next page in accordance
with the function that is being studied.

EVALUATION OF CONSEQUENCES (safety, quality/conformity, maintainability)

FOR THE USER.

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Severity increases with the dissatisfaction of the client, the degradation of
performance and the cost of repairs

The figure must be independent of frequency and detection.

It may be useful to make a list of selected effects and rate them simultaneously (to
preserve a constant level of assessment).

Value of S Criteria

1 Minimal failure. The client is not aware of it.

2-3 Minor failure that the client may detect, but that only
provokes slight trouble and no noticeable degradation in the
vehicle’s performance .

4-5 Failure preceded by warning signs that displeases the

client ; it upsets the client or makes him uncomfortable.

6-7 Failure carrying with it a notable degradation in

performance levels of the sub-set or the vehicle ; it
displeases the client.
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8 Failure preceded by warning signs that provokes great
displeasure in the client and/or high repair fees.

9 Failure not preceded by warning signs that provokes great

displeasure in the client and/or high repair fees. Vehicle
has broken down.

10 Failure not preceded by warning signs, implying safety

problems.

Comment

In the event of having to choose between two indices, the higher value should be
chosen.

FREQUENCY

Also called OCCURRENCE

Rates the probability that a failure will occur for a given cause, based on experience
with similar products and confidence levels.

The frequency index represents the probability (P1) that the cause will occur and
(P2) that it will induce the mode ; i.e.: P1 x P2/1

F Probability of occurrence
P1 x P2/1

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Values included
1 [ 0 to 3/100 000[

2 [ 3/100 000 to 1/10 000[

3 [ 1/10 000 to 3/10 000[

4 [ 3/10 000 to 1/1 000[

5 [ 1/1 000 to 3/1 000[

6 [ 3/1 000 to 1/100[

7 [ 1/100 to 3/100[

8 [ 3/100 to 10/100[

9 [ 10/100 to 30/100[

10 [ 30/100 to 100/100]

DETECTION

The index of non-detection represents the probability (P3) that the cause (or mode)
that is supposed appear, will not be detected or affect the user.

The rule being : I deliver products in accordance with my client’s needs…

…a detection that does not fall within the domain of the study cannot be rated.

Do not confuse what is stopped by a check and what passes through unnoticed.

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P3 : Probability that the cause (or the mode) will affect the client

Values
included

1 [ 0% to 2%[ Very slight probability that the

fault will affect the client

2 [ 2% to 12%[

3 [ 12% to 22%[

4 [ 22% to 32%[

5 [ 32% to 42%[

6 [ 42% to 52%[

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7 [ 52% to 62%[

8 [ 62% to 72%[

9 [ 72% to 82%[

10 [ 82% to 100%] Very high probability that the

fault will affect the client

CRITICALITY

Often called :

R.P.L. = Risk Priority Level

R.P.I. = Risk Priority Index

Risk = Event or state, generating damage

REMEDY  Avoid
 Reduce
 Transfer

RISK

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CAUSES EFFECT  Costs

 Dangerous situations  Time limits
 Dangerous elements  Performance

For each cause of failure, we calculate the following index :

C=SxFxD

The higher this criticality index is, the more worrisome the fault is.

EVEN THOUGH THIS RATING IS GENERALLY SUBJECTIVE, IT DOES

ALLOW FOR AN EFFECTIVE SORTING OUT BETWEEN THE CAUSES THAT
ABSOLUTELY NEED TO BE DEALT WITH AND THE OTHERS.
(Priorities are determined in the courses of action to be implemented).

ACTION
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OBJECTIVE :
To develop solutions by ranking failures hierarchically and planning approaches to
problem solving.

PROCEDURE :
* Put indices of criticality into a hierarchy :
* over a given threshold (PSA : 36, Renault : 100…)
* whose safety level is insufficient (severity = 10 and detection>1)
*…
The use of a computer is recommended.

Calculate the total criticality index and put it on the graph on the following page.

* The courses of action are then formalised and applied.

SAFETY :
If S = 10 then action is taken to render S < 10
or F < 3 and D < 3

WHO TAKES ACTION ?

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The supplier : quality of product, manufactured parts, maintainability, safety

The client : maintenance, technical on-the-job training, logistic organisation of

parts/products, specific tools

FAVOUR :
* action to eliminate the cause, limit the consequences and diminish the
frequency of occurrence
* corrective action at the conception level over corrective action at the
operating level
* action that improves reliability over action that improves maintainability

POSSIBLE AREAS OF ACTION :

* Modification of conception, focused on frequency and detection of failure,
for example
 Maintenance action, focused on the severity of failure modes

Number
of
Initial Evolution
causes Date
Number Total
of RPI>100
causes %

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RPI
<100 100 200 300 400 500 600 700 800 900 1000

PRIORITY

FOLLOW-UP AND VERIFICATION

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IMPLEMENTATION OF ACTION :

The decision-maker validates the corrective action proposed by the group taking
deadlines and costs into consideration.

Each course of ACTION is ASSOCIATED with:

-- a person in charge
-- a deadline

There will be going back and forth between on-site action and meetings for follow-
up/recalculation.

ACTION FOLLOW-UP

ACTION is IMPLEMENTED and FOLLOWED UP on

 New estimate of criticality (RPL or RPI)

 Eventually, modification of corrective action

CONTINUED PROGRESS PROCEDURE

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The analysis of new solutions and the research work must continue until criticality
that is above the threshold, that which combines S = 10 and D > 1, and all other
important values disappears and until the values are below the overall objective
threshold.

The application of action and the integrity of the action over time must be verified.

A final file is compiled : completed synthesis sheet, functional analysis, plans,

analysis sheets, decisions, plans of action and results.

ADVANTAGES AND DISADVANTAGES

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KEYS TO SUCCESS
WITH THE FMECA PROCEDURE

* PRODUCT / CLIENTS

* MARKET / COMPETITORS

* MACHINE STOCK

* ORGANISATION AND DEVELOPMENTAL PLANNING

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* IMPROVEMENT WITHIN THE FIRM / HUMAN RESOURCES

* POLICY / GENERAL MANAGEMENT

* HANDLING OF PROBLEMS

FACTORS THAT COULD HOLD UP

THE FMECA PROCEDURE

* PRODUCT / CLIENTS

* MARKET / COMPETITORS

* MACHINE STOCK

* ORGANISATION AND DEVELOPMENTAL PLANNING

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* IMPROVEMENT WITHIN THE FIRM / HUMAN RESOURCES

* POLICY / GENERAL MANAGEMENT

* HANDLING OF PROBLEMS

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STRENGTHS

 VERY EFFECTIVE TOOL when used early on from the point of

CONCEPTION to improve the RELIABILITY of the products and the process.

 KNOWLEDGE of the DEGRADED STATES of the system.

 Establishment of DATA BASES for the KNOWLEDGE of PRODUCTS,

PROCEDURES and ORGANISATION (useful for other FMECAs)

 Basic tool for MAINTENANCE CONSTRUCTION

 Establishment of a list of CRITICAL POINTS

synthesis for reviews of conception

 Highlights PRIORITIES:
Monitoring, verification, test points…

 The work group facilitates COMMUNICATION and RELATIONS between:

 the various departments with regard to the system
 the various technical specialists

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WEAKNESSES

 very high VOLUME OF INFORMATION that is often not homogenous

 Risk of loss of information through synthesis

 Do not get wrapped up or lost in details

 WEIGHTY MANAGEMENT RESPONSIBILITIES for complex systems :

Many components, multiple functions, varied maintenance and repair policies,
several operational modes.

 Define and limit the frame of the study carefully

 IMPORTANT TIME INVESTMENT

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SETTING UP THE FMECA

THE FMECA WORK GROUP

STAFF :
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* responsible
* competent
* know the element to be studied

DEPARTMENTS :

* Entities : Study bureau (FMECA product) – Methods – Manufacturing

(FMECA process)
* Specialists : Quality – Purchases – Tests – Maintenance
NUMBER :
* Ideally 6 to 7

WORK PLAN :
* Made according to : synthesis sheet and facilitator’s perception of the
problem
* Contains : type of presentation, formulation of it for the group, precision of
limits, deadlines
* Analytic procedure chosen : list of functions, block diagram, development
of the range, synoptic…?
* Includes an analysis exercise for the group as practise.
SUPERVISION :
* The supervisor must possess regulation, production and facilitation skills on
behalf of the group.
* Management of content and form.
* Use research tools within the group.

SUPPORT AIDS :
* meeting support aids : agenda, notice of meeting, model of the plan of
action
* drawings, schedule of conditions, range of products
* parts or the product itself
 display work plan, synoptic and schemas necessary to the carrying out of
the analysis and making the subject understood

QUESTIONS TO BE ASKEK BEFORE

IMPLEMENTING THE FMECA

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Do the following exist? :

* systematic preparatory documents

* established work aids

* definition of terms and criteria

* rating systems and a threshold of criticality

* a synthetic help document

* possibility to use software

* the custom of dealing with problems as/within a group

* good facilitators

* people who are knowledgeable about the FMECA

* wilful, headstrong management

* unhappy clients

* a competitive market

* a strong objective for machine output

* a unique / innovative product

* structured organisation of development

PLAN OF ACTION
IMPLEMENTATION OF FMECA

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ACTION OBJECTIVE RESPONSIBLE DATE MEANS

THE FOUR KEYS TO THE FMECA

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 4 VOCABULARY WORDS

* FAILURE
* MODE
* EFFECT
* CAUSE

 A SUBJECT

* ADAPTED
* CLEARLY DEFINED

 EVALUATION OF CRITICALITY

* SEVERITY, FREQUENCY, DETECTION

* A MULTIPLICATION FORMULA = RPI

 GROUP WORK

* COMPETENCE
* TRAINING
* MOTIVATION

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