Unit 3
The seven traditional tools of quality
- New management tools
- Six sigma: Concepts, Methodology, applications
to manufacturing, service sector
including IT
- - Bench marking - Reason to bench mark,
Bench marking process
- - FMEA - Stages, Types .
7 Basic/Traditional Quality Tools
• The seven quality tools were originally developed by Japanese
professor of engineering Kaoru Ishikawa. They were implemented
by Japan’s industrial training program during the country’s postwar
period as it turned to statistical quality control as a means of
quality assurance. Their goal was to implement basic, user-friendly
tools that workers from various backgrounds with varied skill sets
could implement without extensive training.
• Today, these quality management tools are still considered the gold
standard for troubleshooting a variety of quality issues. They’re
frequently implemented in conjunction with today’s most widely
used process improvement methodologies, including various
phases of Six Sigma, TQM, continuous improvement processes, and
Lean management.
7 Basic/Traditional Quality Tools
Check sheet (or tally sheet)
• Check sheets can be used to collect quantitative or qualitative data.
When used to collect quantitative data, they can be called a tally
sheet. A check sheet collects data in the form of check or tally
marks that indicate how many times a particular value has
occurred, allowing you to quickly zero in on defects or errors within
your process or product, defect patterns, and even causes of
specific defects.
• With its simple setup and easy-to-read graphics, check sheets make
it easy to record preliminary frequency distribution data when
measuring out processes. This particular graphic can be used as a
preliminary data collection tool when creating histograms, bar
graphs, and other quality tools.
• Note for students: Do exercise/Practical on attached excel sheet
Histogram
• Quality professionals are often tasked with analyzing
and interpreting the behavior of different groups of
data in an effort to manage quality. This is where
quality control tools like the histogram come into play.
• The histogram can help you represent frequency
distribution of data clearly and concisely amongst
different groups of a sample, allowing you to quickly
and easily identify areas of improvement within your
processes. With a structure similar to a bar graph,
each bar within a histogram represents a group, while
the height of the bar represents the frequency of data
within that group.
• Histograms are particularly helpful when breaking
down the frequency of your data into categories such
as age, days of the week, physical measurements, or
any other category that can be listed in chronological
or numerical order.
Pareto chart (80-20 rule)
• As a quality control tool, the Pareto chart operates according to the 80-20
rule. This rule assumes that in any process, 80% of a process’s or system’s
problems are caused by 20% of major factors, often referred to as the
“vital few.” The remaining 20% of problems are caused by 80% of minor
factors referred to as the “Useful many” .
• A combination of a bar and line graph, the Pareto chart depicts individual
values in descending order using bars, while the cumulative total is
represented by the line.
• The goal of the Pareto chart is to highlight the relative importance of a
variety of parameters, allowing you to identify and focus your efforts on
the factors with the biggest impact on a specific part of a process or
system.
• Cause-and-effect diagram (also known as a fishbone or Ishikawa diagram)
• Introduced by Kaoru Ishikawa, the fishbone diagram helps users identify the
various factors (or causes) leading to an effect, usually depicted as a problem
to be solved. Named for its resemblance to a fishbone, this quality
management tool works by defining a quality-related problem on the right-
hand side of the diagram, with individual root causes and sub causes
branching off to its left.
• A fishbone diagram’s causes and subcauses are usually grouped into six main
groups, including measurements, materials, personnel, environment,
methods, and machines. These categories can help you identify the probable
source of your problem while keeping your diagram structured and orderly.
Control chart (also called a Shewhart chart)
• Named after Walter A. Shewhart, this quality improvement tool can help quality
assurance professionals determine whether or not a process is stable and
predictable, making it easy for you to identify factors that might lead to
variations or defects.
• Control charts use a central line to depict an average or mean, as well as an
upper and lower line to depict upper and lower control limits based on
historical data. By comparing historical data to data collected from your current
process, you can determine whether your current process is controlled or
affected by specific variations.
• Using a control chart can save your organization time and money by predicting
process performance, particularly in terms of what your customer or
organization expects in your final product.
Scatter diagram
• Out of the seven quality tools, the scatter diagram is most useful in depicting
the relationship between two variables, which is ideal for quality assurance
professionals trying to identify cause and effect relationships.
• With dependent values on the diagram’s Y-axis and independent values on the
X-axis, each dot represents a common intersection point. When joined, these
dots can highlight the relationship between the two variables. The stronger the
correlation in your diagram, the stronger the relationship between variables.
• Scatter diagrams can prove useful as a quality control tool when used to define
relationships between quality defects and possible causes such as environment,
activity, personnel, and other variables. Once the relationship between a
particular defect and its cause has been established, you can implement
focused solutions with (hopefully) better outcomes.
Stratification
• Stratification analysis is a quality assurance tool used to sort data, objects,
and people into separate and distinct groups. Separating your data using
stratification can help you determine its meaning, revealing patterns that
might not otherwise be visible when it’s been lumped together.
• Whether you’re looking at equipment, products, shifts, materials, or even
days of the week, stratification analysis lets you make sense of your data
before, during, and after its collection.
• To get the most out of the stratification process, consider which
information about your data’s sources may affect the end results of your
data analysis. Make sure to set up your data collection so that that
information is included.
7 New Management and Planning Tools/ Quality control tools
Japanese professor Kaoru Ishikawa originally developed the seven
quality tools. These quality tools were simple to use and can be
applied by anyone in the organization to improve a process.
Later, these seven new quality tools were used to plan the quality
improvement process. These tools are called the seven advanced
quality tools or seven management and planning tools. These
include:
• 1. Affinity diagrams
• 2. Tree diagrams
• 3. Process decision program charts (PDPC)
• 4. Matrix diagrams
• 5. Interrelationship digraphs
• 6. Prioritization matrices
• 7. Activity network diagrams
1. Affinity diagrams
• An affinity diagram is used along with the brainstorming. It is used to organize large
amounts of poorly organized or unorganized data into groups that reflect natural
relationships. This tool can help you identify patterns in the data.
• Created in in 1960’s by Japanese anthropologist Jiro Kawakita, the Affinity Diagram is
a method that organizes a large number of ideas into logical and related groupings.
How to use-
• The most efficient methodology is to utilize a large work surface (wall or
whiteboard), sticky notes, and markers.
• Each separate Idea is recorded on a separate note, and all notes are spread out
randomly so that everyone can see each note.
• During the next step the team should remain silent, sorting the ideas out into groups
(with no category headings). 5-10 is the standard number of groupings but this is
dependent upon the complexity of the situation. The team should continue to move
the items around (writing multiple notes if it seems they fit into more than one
group) until the team has grouped all notes. It is Ok to have “loners” that do not fit
any particular group, or for a note to be moved once it has been placed.
• The Team can begin discussion at this point- The shape of the chart, surprising
patterns, and why notes were moved between different groups by different people.
Some more changes can be made here, and when the groupings are finalized, select
a heading for each group.
• Combine groups into Supergroups if the project complexity warrants (Tague,
2005) (ASQ, n.d.).
2. Tree Diagrams
• A tree diagram is usually used to break down complex concepts or broad
categories into smaller parts, making them easier to understand. A tree diagram
shows a hierarchical structure of ideas. It helps organize information into
categories.
How to use-
• Develop statement for goal, project, plan, problem, or issue that is being studied.
• Ask a question to help determine the next level of detail, such as
– How can this process be completed in the most efficient way?
– Why did this occur?
– What are the pieces of the whole?
• Brainstorm all possible answers (works best with cross-functional team). If other
tools have provided information, utilize them.
• Tree can be horizontal or vertical. Write each tier of idea in a line and connect it
with the idea above it. Show links between tiers with lines/arrows. Confirm all
items in a tier are needed for the tier above it, determine that all items in the tier
would be sufficient.
• Every new Tier becomes the next “goal tier” and continue until the tier has
reached the fundamental elements, and the contents of the diagram can be
logically confirmed as needed and sufficient from objective to fundamental
elements (Tague, 2005) (ASQ, n.d.).
3. Process Decision Program Chart (PDPC)
• PDPC is used to identify what may go wrong in a new plan. This tool is
somewhat similar to FMEA. You start with a tree diagram to break down the
objective into tasks. Draw the next level as what could go wrong, and at the
end, the countermeasures to address issues.
• Then draw another layer above it to show how things get to the root cause.
The PDPC helps you determine where the problems lie and why they occur. It
also enables you to determine if an issue has been identified correctly.
• How to use details-
• Develop a high-level tree diagram of the plan or process using at least three
levels and one main objective at the top of the tree
• Brainstorm all that could go wrong at current lowest level
• Review the problems, and as a team eliminate the highly unlikely items or
those with minimal impact to the plan/process. Create a new lower level from
these remaining problems linked to the tasks
• For each problem brainstorm countermeasures and prepare contingencies for
the plan/process problems. Countermeasures are recorded on the next level.
• Decide upon practicality of countermeasures using criteria like cost, time, ease
of implementations, and effectiveness. Mark the impractical
countermeasures with an X and the practical with an O (Tague, 2005) (ASQ,
n.d.).
4. Matrix Diagram
• A matrix diagram is a tool that helps you to analyze your data. This tool allows you to compare
two or more sets of information. It gives visual representations of comparisons between
different parameters, such as costs vs. benefits.
• The types of matrices include: L- shaped, T–shaped, Y-shaped, X-shaped, C–shaped, and Roof
shaped matrices.
• An L-Matrix relates two groups of items to each other (or one group to itself)
• A T-Matrix relates three groups- A relates to B, A relates to C, but B does not relate to C
• A Y-Matrix relates three groups with each group related to the other two circularly: A to B, B to
C, C to A
• A C-Matrix relates three groups simultaneously
• An X-Matrix relates four groups of items, with each group related to two others circularly A to B
to C to D to A, but not A to C or B to D
• A roof-shaped Matrix relates one group to itself, usually used with an L- or T-Matrix
How to use-
• Isolate groups to be compared
• Choose the appropriate matrix format
• Create Grid
• use row labels and column headings for item groups
• Determine what information needs to be displayed with the symbols on the matrix. Create a
legend (strong/weak/moderate for example)
• Compare groups item by item, marking appropriate symbol at the matrix intersection of paired
items
• Analyze Matrix for patterns and repeat as desired with a different format to learn more (Tague,
5. Interrelationship Digraph or Interrelationship Diagram
The original term was Relations Diagram, also called:
Interrelationship diagram, Interrelationship digraph,
network diagram, or matrix relations diagram.
• The interrelationship digraph is a graphical
representation of the interdependencies among
activities. It shows the dependencies between the
activities.
• An interrelationship graph shows the cause-and-effect
relationship among various factors involved in an issue.
It helps analysts understand why certain things happen.
• This is used as a follow up step to an Affinity Diagram,
C&E diagram, or Tree Diagram to more thoroughly
explore relationships
• How to use-
• Gather these basic materials: Sticky notes, large paper
surface, markers, and tape.
• Define the issue to explore on a sticky note and place it
at the top of the work surface
• Brainstorm ideas about the issue and write them on
notes. If another tool was used, then obtain ideas from
the affinity diagram, lowest level of the tree, or final
branches of the fishbone diagram.
• Place one idea at a time on the work surface and
determine if the idea is related to any others. Place
new ideas near related ideas leaving room for drawing
of arrows later. Repeat until all ideas have been
transferred to work surface. Determine how each idea
causes/influences other ideas. Draw arrows from each
idea to the ones it causes or influences.
• Analyze the diagram
– Count the Arrows in and out for each idea and
record at the bottom of each box. The ones with
the most arrows are the key ideas.
– Note which ides have mostly outgoing arrows-
These are basic causes.
– Note which ideas have mostly incoming arrows-
These are final effects that may be critical to deal
with.
– Double check that some ideas with fewer arrows
may be key as well. (the number of arrows is just
an indicator) Draw bold lines around key
ideas (Tague, 2005) (ASQ, n.d.).
6. Prioritizing Matrices
• The Prioritization Matrix is a L-Shaped matrix that compares a
list of options/needs to a set of criteria, in order to help choose
the best options when too many options are available, or to set
the options in order of priority. This is an extremely rigorous
method and can be quite time consuming when performed
properly as a cross-functional group.
• How to Use-
• Determine your criteria and rating scale.
• Establish criteria weight.
• Create the matrix.
• Work as a team to score options based upon weighted criteria.
• Discuss results and prioritize your list (Tague, 2005) (ASQ, n.d.).
7. Activity Network Diagram (also known as Arrow Diagram)
• The Arrow Diagram is a very powerful project planning tool. The Arrow
Diagram has evolved over time and as project management has become
more prominent. Some of the terms used to describe an arrow diagram
are: Activity Network Diagram, Network Diagram, Activity Chart, node
diagram, CPM -Critical Path Method- Chart, and PERT -Program Evaluation
and Review Technique- chart.
• An activity network diagram is a tool that visualizes all the activities
involved in a particular project. It represents the relationships between
the different activities. Each box represents an activity, and the arrows
represent the flow.
• Activity Network Diagrams manage a number of tasks in a sequence and
identify bottlenecks or the critical path in the project execution.
Summary
• These seven management and planning tools help us explore our data and
make better decisions. We use them to visualize, sort, group and analyze
our data. They provide some insights into whether we need to change our
planning process. They help us identify the most critical areas to focus on.
• How to use-
• Write out all tasks in the project or process on a sticky note, placing and arrow under the project
task pointing to the right.
• Sequence the tasks.
– Which tasks must happen before the previous one can begin?
– Which tasks can be done at the same time?
– Which tasks should happen immediately after each task?
• Diagram the network of tasks. Arrange them in sequence on a large piece of paper. Time should flow
from left to right and concurrent tasks should be vertically aligned. Leave space between the notes.
• Between each two tasks, draw circles for “events.” An event marks the beginning or end of a
task and can help visually separate tasks.
• When the network is correct, label all events in sequence with event numbers in the circles.
• Determine task times—the best estimate of the time that each task should require. Use one
measuring unit (hours, days, or weeks) throughout, for consistency. Write the time on each task’s
arrow.
• Determine the critical path (the longest path) from the beginning to the end of the project by
summing all of the potential paths from beginning to end of project. Mark the critical path with a
heavy line or color. (Tague, 2005) (ASQ, n.d.)
Six sigma: Concepts, Methodology,
applications to manufacturing, service
sector including IT
Refer to below Video Links for Basics of six sigma
https://
www.youtube.com/watch?v=4EDYfSl-fmc&t=10
9s
-9min
• https://
www.youtube.com/watch?v=4oJhV0al6HQ&t=
5s
Ref1: https://www.simplilearn.com/what-is-six-sigma-a-complete-overview-article
Ref2: https://www.simplilearn.com/six-sigma-role-manufacturing-industry-rar406-article
DMAIC & DMADV
• Six Sigma prescribes an improvement process known
as DMAIC (Define—Measure—Analyze—Improve—
Control). However, its application is limited to
improving existing processes. It doesn’t address the
design of new products, services, or processes.
• For developing a new product, service or process,
there’s a modified version called DFSS (Design for Six
Sigma). The process most often used in DFSS is
called DMADV (Define—Measure—Analyze—Design
—Verify).
DMAIC (Define—Measure—Analyze—Improve—Control)
DMAIC is the more well-known and most-used LSS project method. DMAIC focuses on improving an existing process by
incorporating the following phases:
Define Define the problem, output to be improved, customers, and process
associated with the problem.
Measure Collect data from the process to establish a baseline for the
improvements.
Analyze Analyze the data to find the root causes of defects.
Improve Develop, test, and implement solutions to improve the process.
Control Implement process controls to sustain the improvements.
DMADV (Define—Measure—Analyze—Design—Verify)
DMADV is focused on the process of designing a new product, service or process, incorporating the following phases:
Define Define the process and design goals.
Measure Measure and identify critical-to-quality characteristics of the product, service
or process. This includes risk and production capabilities.
Analyze Analyze the data to find the best design.
Design Design and test the product, service or process.
Verify Ensure that the design output meets the design input requirements
(verification) and that the designed product performs satisfactorily under real
or simulated conditions of intended use (validation).
• Similarities of DMAIC and DMADV
• Both DMAIC and DMADV:
• Use structured methods to reduce variation and solve problems
• Collect and analyze data to make informed decisions
• Use teams to solve problems
• Have a customer focus
• Use many of the same tools (brainstorming, FMEA, DOE)
• Differences of DMAIC and DMADV
• DMAIC addresses the current process; DMADV addresses the design
process.
• DMAIC reduces/eliminates defects (reactive); DMADV prevents
defects (proactive).
• DMAIC includes specific solutions; DMADV is part of the solution
design process.
• DMAIC includes controls to sustain the gains; DMADV includes
verification and validation of the finished design.
Six sigma applications to manufacturing
• Six Sigma identifies and removes defect-causing elements. In this methodology, an
organization follows a defined set of steps to quantify the targeted value of the project.
An application of Six Sigma in manufacturing can help an organization reduce pollution,
reduce the time cycle of one or more processes, and reduce the cost of production for
increasing profits and satisfaction level of its customers.
• Motorola reported some astonishing facts about the benefits Six Sigma had for its
organization after registering its service mark: they disclosed they had saved more than
$17 billion by the end of 2006 with the help of quality improvement processes offered
by this unique system.
• General Electric: Despite hiring the best specialized personnel available and using the
latest technology, GE has had issues with product quality and overall service. Integrating
Six Sigma into all operations helped GE pinpoint previously unnoticed defects that
slowed production. GE’s updated strategy streamlined processes and reduced waste.
• Boeing Airlines: Six Sigma empowered Boeing Airlines to fix an engine air fan problem.
The company discovered manufacturing issues that caused harmful electrical problems.
• Some of the other leading brands who have implemented Six Sigma into their processes
and achieved success include General Motors, Dell, Kodak, Ford Motors, and 3M.
Six sigma applications to Service Industry
including IT
• Although Six Sigma started with manufacturing segment, Six Sigma
success is not restricted to manufacturers alone. The methodology can be
used effectively in the service segment too; and has in fact helped lots of
service industries like education, financial services, health care, and many
more with equal results.
• Six Sigma helps in improving on lots of processes like generating business
expansion, improving customer service, and gaining knowledge about
service sectors business processes. Six Sigma also helps to improve the
processes involved with human resources, marketing, and sales.
• The defects are first identified, data is collected as to how the defects
occur, and then a new method of working is implemented to reduce errors
in the future. This methodology has helped various financial sectors,
insurance companies, educational institutes, management companies,
state agencies, and high-tech companies to improve their quality.
• The white paper “Jet Engines and Sales: How Six Sigma Brings Breakthrough
Results to the Service Sector” provides proof that the methodology can benefit
any industry.
• One financial services firm mentioned in the white paper was concerned over the
high amount it paid for customer service. Although they offered customers a
web-based platform to contact them – an option that was the least expensive for
the company – customers still continued to use the call center to receive their
account information.
Wanting to deliver high customer service but in a less expensive way, the
company implemented a Six Sigma project and examined all call center
and website data. It eventually found a way to reconfigure the website
which would decrease cost but elevate the level of customer service. The
result was the movement of customers to the Web, rather than the
phone, to get account information.
• Another company, this one a large insurance firm, had a 41 day cycle time for
claims, which was almost 3x the amount of days deemed appropriate by
customers. Customer satisfaction was at an all-time low. After applying Six Sigma,
and in less than five months, the project team assessed the organization’s defect
rate and identified key factors involved. They also reduced the defect rate by
more than 70% which resulted in increased customer satisfaction and a savings of
more than $250,000.
Bench marking - Reason to bench mark,
Bench marking process
• Benchmarking is measuring key business metrics and comparing them to metrics
from internal departments or competitors. Implementing this practice can help a
company understand its strengths and weaknesses to optimize internal
processes.
• Benchmarking is a process to discover what is the best standard of performance
seen in a specific company, by a particular competitor or by a completely
different industry.
The process of benchmarking involves four distinct steps:
1. Identifying the areas where the organization is keen to identify actionable
insights. These could range from cost of production to number of critical to quality
errors to employee engagement scores.
2. Once the areas have been identified, the organization then shortlists the
companies/industries to benchmark.
3. The third step that follows is to collect data from these identified
companies/industries across the areas of interest that were zeroed in earlier.
4. Finally, when the data has been collected, the organization studies the gaps
between their standard and that of the benchmark.
• Types of benchmarking in business
Here are common types of benchmarking in business:
• Performance benchmarking: The process of identifying the
difference between anticipated and desired results by
measuring key performance indicators
• Internal benchmarking: The process of comparing data
from departments within a single organization
• External benchmarking: The process of an organization's
data with data from a competitor
• Practice benchmarking: The process of collecting
qualitative information about a specific business operation
• Strategic or competitive benchmarking: A strategy in which
a business attempts to emulate specific standards of world-
class organizations
Reasons to benchmark/ Advantages
• 1. Increase efficiency
Performing regular benchmarks contributes to a company's overall effectiveness and
efficiency by allowing it to identify potential areas of improvement internally
• 2. Set clear business goals
Performing regular benchmarks can allow you to set clearer business goals for your
employer. Understanding why the competition is successful can also give you insight
that may help create measurable goals by defining success, developing innovative
strategies and effectively monitoring your progress towards each goal.
• 3. Provide new opportunities for discovery
Another reason benchmarking in business is important is that it gives you a way to
discover opportunities for increased growth and success. This is especially important if
your company is stuck or not moving forward the way you want. Performing
benchmarks allows you to identify areas for improvement to get the company on par
with the growth and success of other businesses in your industry or niche.
• 4. Increase sales performance
Benchmarking allows you to assess your sales figures and compare them to the most
successful businesses in your niche or industry. For example, you could examine how
much another company is selling, how many people are on their sales team, how
many sales teams they have and whether your competitors are working with other
• 5. Motivate employees
Regular benchmarking in business also provides a great opportunity to
rejuvenate employees and increase their overall motivation and
contribution to the organization. The best benchmarking to improve
employee motivation is benchmark tests that evaluate the competition's
departments. You then compare these results to the departments within
your company and set goals to match the competition.
• 6. Better understand the competition
Understanding competitors methods of operation and what contributes to
their overall success will let you expand your current operations and
increase overall productivity and performance
• 7. Improve product quality
You can also use benchmarking to assess your current product quality and
improve it. You might analyze how durable a competing product is or
measure the customer satisfaction of the competitor's consumer base.
From there, you can source the appropriate materials for your items and
revise your approach to customer service to increase overall satisfaction.
Bench marking process
(1) Planning
• Prior to engaging in benchmarking, it is imperative that corporate stakeholders
identify the activities that need to be benchmarked.
• Prior to engaging in the benchmarking process, the total process flow needs to
be given due consideration. For instance, improving one core competency at
the disadvantage to another proves to be of little use.
• The next step in the planning process would be for the company to choose an
appropriate benchmark against which their performance can be measured.
• The benchmark can be a single entity or a collective group of companies, which
operate at optimal efficiency.
2) Collection of Information
• Information can be broadly classified under the sub texts of primary data and
secondary data.
• Exploratory research, market research, quantitative research, informal
conversations, interviews and questionnaires, are still, some of the most
popular methods of collecting information. Drafting a questionnaire or a
standardized interview format, carrying out primary research via the telephone,
e-mail or in face-to-face interviews, making on-site observations, and
documenting such data in a systematic manner is vital, if the benchmarking
process is to be a success.
(3) Analysis of Data
• Once sufficient data is collected, the proper analysis of such
information is of foremost importance.
• Data analysis, data presentation (preferably in graphical format,
for easy reference), results projection, classifying the
performance gaps in processes, and identifying the root cause
that leads to the creation of such gaps (commonly referred to
as enablers), need to be then carried out.
(4) Implementation
• This generally means that far-reaching changes need to be made,
so that the performance gap between the ideal and the actual is
narrowed and eliminated wherever possible.
(5) Monitoring
• As with most projects, in order to gain the maximum benefits of
the benchmarking process, a systematic evaluation should be
carried out on a regular basis.
Failure Mode and Effects Analysis (FMEA)
• FMEA or Failure Mode and Effects Analysis is a structured approach to uncover
potential failures that may exist or go unseen within the design of a product,
service, or process. This methodology aims to enable organizations to anticipate
the various point of failure during the design stage itself to eliminate all possible
future consequences like delayed completion, excess capital expenditure, etc.
• In simple terms, FMEA uses a spreadsheet to help professionals identify and note
down all that could go wrong within a product or process using qualitative and
systematic methods. It also helps us know the possible causes of failures and
detects failure before its occurrence. These characteristics help industries take
quick and decisive actions that help mitigate failure while creating a reliable and
quality product/process.
• Failure modes, here are the different ways in which a process/product can fail. On
the other hand, Effects are failures that can lead to defects, waste, or unsafe
outcomes for the end customer. Thus Failure Mode and Effects Analysis (FMEA) is
designed to identify failure modes, segregate, prioritize, and then limit these
failure modes from ever occurring.
• FMEA Example
• Here is an example of a simplified FMEA for a seat belt installation process at an
automobile assembly plant.
• As you can see, three potential failure modes have been identified. Failure mode number
two has an RPN of 144, and is therefore the highest priority for process improvement.
Here RPN = (Severity) x (Frequency) x (Detection)
• Types of FMEA
• There are different types of FMEA. All these types focus on detecting failure modes
early on and eliminating them.
• Design FMEA
• This type of FMEA enables you to identify and address failure modes during the
design stage or at the end. It involves breaking down the design into several
components and analyzing the potential failure modes.
• Process FMEA
• This type of FMEA is used in analyzing and maintaining process control objectives.
As the name suggests, its performed on processes rather than on products. Like
DFMEA, you will break down the process into various components here.
• FMECA
• It’s known as Failure Mode, Effects, and Criticality Analysis. It brings criticality
analysis into the FMEA process.
• The other well-known types of FMEA are:
• Functional FMEA
• Software FMEA
• Manufacturing FMEA
• Service FMEA, etc.
