偉創(chuàng)力FMEA培訓(xùn)教材Train-PFMEA-Chinese

1、Failure Modes and Effects Analysis( FMEA)潛在失效模式及影響分析Introduction介紹A processpotential FMEAisananalyticaltechniqueutilizedbyamanufacturing responsible engineer/teamasameanstoassurethat,tothe extentpossible,potential failuremodesand their associatedcauses/mechanismshavebeen consideredand theengineers/t

2、eamsthoughts(including an analysis of items thatcouldgowrongbasedonexperienceandpastconcerns)asaprocess is developed.Thissystematic approach parallelsandformalizesthemental disciplinethatanengineernormallygoes throughinany manufacturingplanningprocess.過程的FMEA是負(fù)責(zé)制造生產(chǎn)的工工程師/隊伍使使用的分分析技法，用來來在一定程程度上確保潛在的失

3、效模式式和相關(guān)的的原因/機制都已考慮慮到，以及工程師/隊伍的的想法（包括基基于經(jīng)驗驗和過去去的想法法得出的的可能失效項目目分析）。這種系系統(tǒng)性的的方法將將工程師師在任何何生產(chǎn)計計劃過程程中通常常會碰到到的問題題標(biāo)準(zhǔn)化了。2TheProcesspotentialFMEAIdentifies potentialproduct relatedprocessfailure modes.確認(rèn)與產(chǎn)產(chǎn)品有關(guān)的過過程失效效模式Assessesthepotential customer effectsofthe failures.評估失效對客戶潛在的影響Identifies thepotentialmanufa

4、cturingofassemblyprocess causesandidentifiesprocess variablesonwhichtofocuscontrolsforoccurrencereductionordetection of thefailure conditions.確定潛在在的制造造原因和和過程變變數(shù)，以以便加以以控制，減少發(fā)發(fā)生可能性，增加發(fā)現(xiàn)到的可能能性Developsa rankedlist of potentialfailure modes,thus establishinga priority systemforcorrectiveactionconsiderati

5、ons.列出潛在失效效模式的排行表表，建立立一個優(yōu)先系統(tǒng)以做出改改善行動動Modifymanufacturingorassemblyprocess.改變生產(chǎn)或生生產(chǎn)線過過程3FMEA Step步驟: 1.Definethe scope fortheFMEA定義FMEA的范圍2.Identifyteam members, customer,andknowledge experts確認(rèn)隊伍伍成員、客戶，和專家家3.Develop roles andresponsibilities forteam members制定每個個成員的的任務(wù)和和職責(zé)4.Studytheproduct/ process/se

6、rvice研究產(chǎn)品品/制程程/服務(wù)務(wù)5.Brainstorm failuremodes, known andpotential集體討論論已知的和和潛在的的失效模模式6.List theeffects,causes, andcurrent controls foreach failuremode列出影響響、原原因和失效模式式當(dāng)前控制制情況7.AssignratingsforSeverity, Occurrence, andDetection給嚴(yán)重性、發(fā)生率率、發(fā)現(xiàn)度的評分8.CalculateRPN計算RPN9.DecideonathresholdRPN制定采取取行動的的RPN界限值10.Pri

7、oritizebasedonRPNand severity,or as required by thecustomer優(yōu)先性要要根據(jù)RPN，嚴(yán)重性，或客戶戶的要求求11.Identifycorrectiveactions確認(rèn)改善行動動12.Implement andverifyeffectivenessofcorrective action執(zhí)行并確確認(rèn)改善行動動的有效性性13.Completethe documentation完成文件件記錄4Definethe scope fortheFMEA定義FMEA的范圍Definethe boundarieswithin which theproduc

8、t,process,orservice willbestudied,identifyingthe operatingassumptions,currentconditions andconstraints.定義產(chǎn)品品、制程程或服務(wù)務(wù)的研究究范圍，確認(rèn)運作前提，當(dāng)前條條件和約約束。52.Identifyteam members, customer,andknowledge experts確認(rèn)隊伍伍成員、客戶和和專家Getthe teamtogether, identify thecustomerandinvolvethem in theprocess.Some preliminary workm

9、ustbedone to understandthe product/process /service,sothe right teamcan be assembled.將成員集集合，確確認(rèn)客戶戶并使他他們參與與進來。為了很很好地理理解產(chǎn)品品/制程程/服務(wù)務(wù)，一些些先前工工作要做做，已使小小組集合合起來。63.Develop roles andresponsibilities forteam members制定每個個成員的的任務(wù)和和職責(zé)Whodoeswhat on theteam.Clearly definetherolesand responsibilitiesfor eachofthe t

10、eammembers.Atthis time, it is importanttoconsiderthestrengths of eachindividualandleveragethe same.誰做什么么，清楚楚地定義義每個成成員的職職責(zé)。這這時，考考慮每個個人的長長處很重重要。Example :Team Leader: *Coordinatetheactivitiesoftheteam,and keepontrack例：隊隊長長協(xié)協(xié)調(diào)隊隊伍的活活動，時時時追蹤蹤* Actascheerleader, andinterfacewithmanagement充當(dāng)鼓舞舞者與管管理相結(jié)結(jié)合* En

11、surethedecisions aremade withconsensus確保和大大家一起起做決定定Customer:*Definerequirements定義需求求客戶*Participateindeveloping ratingscales, especiallyforSeverityKnowledge參與等級級制定，尤其是是嚴(yán)重性性Expert:*Asconsultantprovide infoondetailsofproduct /專家process or service作為顧問問提供產(chǎn)產(chǎn)品等信信息74.Studytheproduct/ process/service研究產(chǎn)品品/制程

12、程/服務(wù)務(wù)Theobjective of thisstepistoacquire as muchknowledge as possible.Itishighlyrecommendedthatallteammembers delve intothis,sincethereisnootherway to familiarize yourself withthe product/process /service.此步驟的的目的是是為了盡盡可能多多的獲取取知識。高度建議所有有成員都都參與，因為沒沒有其他他的方式式使你去去熟悉產(chǎn)產(chǎn)品/制制程/服服務(wù)。85.Brainstorm failuremodes,

13、knownand potential集體討論論已知的和和潛在的的失效模模式* Failuremodesshould be describedin“physical” or technicalterms,notasasymptom noticeablebythe customer.失效模式式應(yīng)描述述為物理理量或技技術(shù)術(shù)語語，而不不是簡單單的表面面現(xiàn)象*Theideaistoidentifyasmany failuremodesaspossible. Thiswillinvolve gettingall teammembersandstakeholdersinvolved,however,the

14、properapproachtobrainstorming mustbeused.Deferall judgment,maybeeven to asubsequentmeeting.確認(rèn)盡可可能多的的失效模式式，使所有有的成員員都參與與。使用用適當(dāng)?shù)哪X腦力震蕩蕩方法。所有的調(diào)調(diào)節(jié)整理理留給以以后的會會議。*Thebiggestrisk in thisstepisthat participantswill start mixingupfailure modes withcauses,andeffects.To preventthis,itishighly recommended thatmeet

15、ingleaderdoadryrun to familiarize thegroupwith thedifferencesbetween failuremodes,effects,andcauses.A listingofthe product/process/servicesspecifications, or outputsand requirementswill benefithere.最大的風(fēng)風(fēng)險是參參與者會會混淆失效模式式、原因和和影響。建議會會議領(lǐng)導(dǎo)導(dǎo)者做個個排練，使大家家熟悉失效模式式、原因和和影響的的差別。產(chǎn)品/制程/服務(wù)的的規(guī)格，產(chǎn)出或需求會對此有所幫助助。*Post it

16、padsare aconvenientwayofcollectingthis information,andgroupingitintological groups.小紙貼是收集此此種信息息的有效效途徑，然后按邏輯分組組。*Ifyouwritetheseonawork sheet,make sureyou leave enoughspaceforeffectsandcauses如果你將將此寫在在工作紙上，要確確保留出出足夠的的空間填寫影響和原原因。95.Brainstorm failuremodes,knownand potential集體討論論已知的和和潛在的的失效模模式Separating

17、 FailureModes,EffectsandCauses分開失效模式式，影響和和原因Multiplicitywillexistforcauses,failure modes,andeffects失效模式式，影響響和原因因是多種多樣樣的Failure Modes :Willsharecauses, andeffects失效模式式：有共同同的原因因和影響響Causes:The reasonsfor failure,can be oneormany fora given failuremode原因：不不良的的原因可可以是一一個或多多個已有有的失效效模式的的原因Effects: Theresult

18、s of thefailure,canbeoneormanyforagivenfailure mode影響：不不良的結(jié)結(jié)果可以以是一個個或多個個已有的的失效模式式的結(jié)果Cause1Cause2Failure Mode 1Effect1Failure Mode 2Effect2106.List theeffects,causes, andcurrent controls foreach failuremode列出影響響、原原因和失效模式式的當(dāng)前控控制情況況*Tocapture theeffects,causes, andexistingcontrolsifanyfor thefailure mo

19、deinquestion. Input fromcustomer, knowledgeexperts willbeespeciallyhelpful at thisstep.專家及客戶在失效模模式的影影響、原原因，和當(dāng)前控控制上尤其能能提供幫幫助。* Caution:Many teams commiterrorsofwishfulthinkinghere,especiallywithregardtocurrentcontrols.You shouldfocusonthecurrentstate,andnot on whatcouldbedone,orwhatoughttobedone.注意：許

20、許多成員員由于打打如意算算盤而犯犯錯誤，尤其對對當(dāng)前的的控制。我們應(yīng)應(yīng)該關(guān)注注當(dāng)前的的狀況，而不是是關(guān)注應(yīng)應(yīng)該做的的或可以以做的。* Nowstartdocumentingontheworksheet,knowingthateach failuremodecanhavemultipleeffects,andmultiplecauses.現(xiàn)在開始始做文件件整理，要意識識到失效效模式有有很多的的影響和和原因。116.List theeffects,causes, andcurrent controls foreach failuremode列出影響響、原原因和不不良型號號的當(dāng)前前控制情情況Exam

21、ple舉例:Load capacity listed列出載重能力Overloaded超載Temp GageCooling System制冷系統(tǒng)Stranded on Road在路上擱淺Oveheats過熱Car汽車RPNDCurrent Controls當(dāng)前控制OCause原因SEffect影響Failure Mode失效模式Product Process or Service產(chǎn)品制程或服務(wù)127.AssignratingsforSeverity, Occurrence, andDetection給嚴(yán)重性、發(fā)生率率、發(fā)現(xiàn)度評分Here we accomplishthe conversionof

22、eachofthesefactors intoanumericalvalue. Dependingonthequalityoftherating scalesthis stepcan be veryeasyorsomewhatfrustrating.這里我們們將每個個因素都都轉(zhuǎn)換成成相對應(yīng)應(yīng)的數(shù)值值。根據(jù)據(jù)質(zhì)量等等級標(biāo)準(zhǔn)準(zhǔn)，這個個步驟可可以很簡簡單或有點煩人人。Therewill be times whenthe teamwilldisagreeonthevalues assigned to aparticularcause,effect,orfailure mode.Rather thanv

23、oting,itisrecommendedthat theteam trytoreachconsensus. In caseofdisagreements,aknowledgeexpertsopinioncanbeusedtoincreaseunderstanding,ormore datacan be sought.Inany casethe teamsdecisionshouldprevail.對于任何何一個原原因、影影響或失失效模式式的等級級劃分，小組成成員之間間很多時時候會意見相相左，建建議多收集數(shù)數(shù)據(jù)，專家的的意見也可以用以以提高理理解，達(dá)成共共識。137.Assignratings

24、forSeverity, Occurrence, andDetection給嚴(yán)重性、發(fā)生率率、發(fā)現(xiàn)度評評分Example舉例:Product Process or Service產(chǎn)品制程或服務(wù)Failure Mode失效模式Effect影響SCause原因OCurrent Controls當(dāng)前控制DRPNCar汽車Oveheats過熱Stranded on Road在路上擱淺7Cooling System制冷系統(tǒng)3Temp Gage4Overloaded超載8Load capacity listed列出栽重能力8148.CalculateRPN計算RPNSimplyassigning rati

25、ngsfor Severity,Occurrence,andDetection doesnthelpquantifytheriskinto asingle measurablevalue. Multiplying theratingscores thusfillsthisgap.Notethat in thisapproachwehavemaintained equal weightforeachofthethreeS,O,D給嚴(yán)重性、發(fā)生率率、發(fā)現(xiàn)度評評分并不能將將風(fēng)險變變?yōu)橐粋€個單一測量量的數(shù)值，把三個分分?jǐn)?shù)乘起起來填進進RPN欄，注意三三個單值值的權(quán)重重是一樣的。Product Proc

26、ess or Service產(chǎn)品制程或服務(wù)Failure Mode失效模式Effect影響SCause原因OCurrent Controls當(dāng)前控制DRPNCar汽車Oveheats過熱Stranded on Road在路上擱淺7Cooling System制冷系統(tǒng)3Temp Gage484Overloaded超載8Load capacity listed列出栽重能力8448159. Decideona thresholdRPN制定采取取行動的的RPN界限值 Identifythefailuremodesyouwillchoosetoworkon.Itmay notbepracticaltoa

27、ddressallofthem.Thiscriticalstep mustbeconducted withcustomerinvolvement, andconsensusbuilding.確認(rèn)你選選擇需要采取取行動的失效模模式。對所有的的模式整整改是不不實際的的，這個個關(guān)鍵步步驟需客客戶參與與Many teams runinto difficultieshere,especially whenthe customer insistsall items needtobeaddressed.Itneedstobeunderstood thatsomeelement of riskwillalwa

28、ysbepresent.The question thereforeis“What level of riskisacceptable” ?許多小組都會在這這碰到困困難，尤尤其當(dāng)客客戶要求求所有的的項目都都要被討討論。風(fēng)風(fēng)險總是會存在的。問題是是：“什什么程度度的風(fēng)險險可以接接受？”Some of thedifferentapproachesthat havebeenused to definethethreshold are;Pareto Analysis,Topcausefor eachfailuremode,etc.一些不同同的方法法都已被被用來定定義界限限：泊拉圖分析，最高分等等等Do

29、cumentonFMEA startupformtoindicatethis wasdiscussed, andagreementreachedonthethreshold value.關(guān)于FMEA的討論要寫成文文件，要在界界限值上上達(dá)成一一致。169. Decideona thresholdRPN制定采取取行動的的RPN界限值*DecideonathresholdRPN,without ignoring highseverityfailuremodes決定RPN的臨界點點，不要要忽略失失效模式式的高嚴(yán)嚴(yán)重性Example using ParetoChart用Pareto圖表舉例例:80% o

30、f Cumulative RPNCumulative RPN CurveL累積RPN曲線Cause原因Cumulative RPN累積RPN1710.Prioritize based on RPNandseverity,orasrequiredbythe customer優(yōu)先性要要根據(jù)RPN，嚴(yán)重性，或客戶戶的要求求*Arriveatthe order in which youwill start addressingthe failuremodesand cause forcorrective action.AlthoughRPN andseveritybasedprioritization

31、seemsthemostlogical,yourdecisiontoproceedmust be madewithcustomerinput.訂出你對對于失效效模式和和原因整整改的順順序。雖雖然RPN和按先后次序序的嚴(yán)重重性很有有邏輯性性，你仍仍然要根根據(jù)客戶戶的信息息來決定定。*This stepiseasily accomplishedbysorting thedata,indescending order.Youcandothiswithineachfailure modetomaintaindataintegrity.這個步驟驟根據(jù)數(shù)數(shù)據(jù)分類可以很容容易按降降序完成成，。每每一個失失效

32、模式式都可以以這樣做做以保證證數(shù)據(jù)的的完整。*Documentation on worksheetisimportant to ensurethewholeteamisinsync.相關(guān)的文文件很重重要，可可以確保保整個隊隊伍工作作的同步性。18Example of sortedworksheetbyRPN withineach failuremode失效模式式用RPN排序的例例子：10.Prioritize based on RPNandseverity,orasrequiredbythe customer優(yōu)先性要要根據(jù)RPN，嚴(yán)重性，或客戶戶的要求求844Temp Gage3Cooling

33、 System制冷系統(tǒng)4488Load capacit listed on side of door在門邊列出載重能力8Overloaded超載7Stranded on Road在路上擱淺Oveheats過熱Car汽車RPNDCurrent Controls當(dāng)前控制OCause原因SEffect影響Failure Mode失效模式Product Process or Service產(chǎn)品制程或服務(wù)1911.Identifycorrective actions確認(rèn)改善措施施*Inthis stepyou identify thecorrective actionsneeded to elimina

34、te/ controlthe causes,and reducetheriskleveltoorbelowtheagreed uponthreshold.這個步驟驟你要確確認(rèn)消除除/控制制起因的的整改方方法，去去減低風(fēng)風(fēng)險等級級或使之之低于規(guī)規(guī)定的界界限。* There willbetimeswhenyoucannot workonthe rootcause; in suchcasethebestcourseofaction willbevia addition of controls/adequatewarning devices/mechanisms of impendingfailure

35、.Re-evaluatetheratingsforS,O andD,followedbyRPNcalculation.很多時候候你不能能找出根根本原因因；這時時最好的的方法就就是對未未解決的的不良進進行額外外的控制制/足夠夠的提醒醒裝置。根據(jù)RPN計算結(jié)果果，重新新衡量S，O，D的等級劃劃分。* Discussionwiththecustomerisimportant again since thecorrective actionswillimpactthem.Knowledge expertsmay alsoprovidevaluableinputastowhat kinds of cor

36、rectiveaction willbebestsuitedfor thegivencause/ failuremode.整改會影影響到客客戶，因因此和他他們討論論很重要要。專家家也應(yīng)提提供有用用的信息息，提議議什么樣樣的整改改最適合合現(xiàn)存的的問題。* Finally, fromall possible correctiveactions,the teammay chooseonebasedoncost/ benefitanalysis, speed of implementation,andthe newlevelofrisk.最后，對對所有可可能的改善行動動，小組組可以成成本/效益分析析，

37、執(zhí)行行快慢，及新的的風(fēng)險等等級選擇擇其中一個行動動計劃2011.Identifycorrective actions確認(rèn)整改改Example舉例:10FebAllTrain in advanced driving techniques提高駕駛技巧3505ABS and traction controlABS和牽引控制7Driving habit駕駛習(xí)慣30MarRobertTake up matter with city與城市聯(lián)系3505Listen to forecasts聽預(yù)報7Slick roads潮濕的路 10Accident-injury事故受傷Skids剎車None無844Temp

38、 gage3Cooling System制冷系統(tǒng)22JanJohnInstall load capacity signs easily visible to driver在司機容易看到的地方粘貼載重能力4488Load Capacity listed on side of door在門邊列出載重能力8Overloaded超載7Stranded on road在路上擱淺Overheats過熱Car汽車RPNDOSComp Date日期Assigned To負(fù)責(zé)人Corrective Action整改RPNDCurrent Controls當(dāng)前控制OCause原因SEffect影響Failure

39、Mode失效模式Product /Process /Service產(chǎn)品/制程/服務(wù)2112.Implementand verifytheeffectivenessofcorrective action執(zhí)行并確確認(rèn)整改改的有效效性*Corrective actionsidentifiedoughttobeimplementedlike projects -witha definite start andend. In manycasesaproject teams maybeformedtocarryout theimplementation.Theseprojectteamsmayhaveme

40、mbers fromoutsidetheFMEAteam,however at least onemembershould be drawn fromthe FMEAteam.確認(rèn)整改改方案應(yīng)應(yīng)該象完完成一個個項目-有明確確的開頭頭和結(jié)尾尾。很多多時候一一個項目目組都已形成以完成方案案。這些些項目組可以擁有FMEA小組外的成員員，至少少需有一一個屬于于FMEA的成員。* Acheckonthe effectivenessofthe correctiveaction is important,inthe absenceofwhichyou willnot haveacloseloop feedb

41、ack on whatreally transpired. Thischeckshould be conductedbytheFMEAteam after thecorrective actionshavebeen in place forsometime.Thisisbecause thecorrective action,likea change,may notlast.Ittakesdiligentefforttoensure thechangewillhave permanence.檢查整改改是否有有效很重重要，否否則你不不能得知知實際情情況。檢檢查須在在整改進進行了一一段時間間后由FMEA成員執(zhí)行行。因為為整改并并不是最最終結(jié)果果。需要要努力才才能確認(rèn)認(rèn)這個改改變是否否永久。* If thecorrective actionisnoteffective enough,you mayneed to implementsome morecontrols/take moreaction.如果整改改沒有效效，需要要進行更更多的控控制/行行動。22Example舉例:12.Implementand verifyt