偉創(chuàng)力FMEA培訓(xùn)教材rainFMEAChinese

FailureModesandEffectsAnalysis(FMEA)潛在失效模式及影響分析Introduction介紹

AprocesspotentialFMEAisananalyticaltechniqueutilizedbyamanufacturingresponsibleengineer/teamasameanstoassurethat,totheextentpossible,potentialfailuremodesandtheirassociatedcauses/mechanismshavebeenconsideredandtheengineer’s/team’sthoughts(includingananalysisofitemsthatcouldgowrongbasedonexperienceandpastconcerns)asaprocessisdeveloped.Thissystematicapproachparallelsandformalizesthementaldisciplinethatanengineernormallygoesthroughinanymanufacturingplanningprocess.過程的FMEA是負(fù)責(zé)制造生產(chǎn)的工程師/隊(duì)伍使用的分析技法，用來在一定程度上確保潛在的失效模式和相關(guān)的原因/機(jī)制都已考慮到，以及工程師/隊(duì)伍的想法（包括基于經(jīng)驗(yàn)和過去的想法得出的可能失效項(xiàng)目分析）。這種系統(tǒng)性的方法將工程師在任何生產(chǎn)計(jì)劃過程中通常會碰到的問題標(biāo)準(zhǔn)化了。2TheProcesspotentialFMEAIdentifiespotentialproductrelatedprocessfailuremodes.確認(rèn)與產(chǎn)品有關(guān)的過程失效模式Assessesthepotentialcustomereffectsofthefailures.評估失效對客戶潛在的影響Identifiesthepotentialmanufacturingofassemblyprocesscausesandidentifiesprocessvariablesonwhichtofocuscontrolsforoccurrencereductionordetectionofthefailureconditions.確定潛在的制造原因和過程變數(shù)，以便加以控制，減少發(fā)生可能性，增加發(fā)現(xiàn)到的可能性Developsarankedlistofpotentialfailuremodes,thusestablishingaprioritysystemforcorrectiveactionconsiderations.列出潛在失效模式的排行表，建立一個優(yōu)先系統(tǒng)以做出改善行動Modifymanufacturingorassemblyprocess.

改變生產(chǎn)或生產(chǎn)線過程3FMEAStep步驟:

1.DefinethescopefortheFMEA定義FMEA的范圍2.Identifyteammembers,customer,andknowledgeexperts確認(rèn)隊(duì)伍成員、客戶，和專家3.Developrolesandresponsibilitiesforteammembers制定每個成員的任務(wù)和職責(zé)4.Studytheproduct/process/service研究產(chǎn)品/制程/服務(wù)5.Brainstormfailuremodes,knownandpotential集體討論已知的和潛在的失效模式6.Listtheeffects,causes,andcurrentcontrolsforeachfailuremode列出影響、原因和失效模式當(dāng)前控制情況7.AssignratingsforSeverity,Occurrence,andDetection給嚴(yán)重性、發(fā)生率、發(fā)現(xiàn)度的評分8.CalculateRPN計(jì)算RPN9.DecideonathresholdRPN制定采取行動的RPN界限值10.PrioritizebasedonRPNandseverity,orasrequiredbythecustomer優(yōu)先性要根據(jù)RPN，嚴(yán)重性，或客戶的要求11.Identifycorrectiveactions確認(rèn)改善行動12.Implementandverifyeffectivenessofcorrectiveaction執(zhí)行并確認(rèn)改善行動的有效性13.Completethedocumentation完成文件記錄4DefinethescopefortheFMEA

定義FMEA的范圍Definetheboundarieswithinwhichtheproduct,process,orservicewillbestudied,identifyingtheoperatingassumptions,currentconditionsandconstraints.定義產(chǎn)品、制程或服務(wù)的研究范圍，確認(rèn)運(yùn)作前提，當(dāng)前條件和約束。52.Identifyteammembers,customer,andknowledgeexperts

確認(rèn)隊(duì)伍成員、客戶和專家

Gettheteamtogether,identifythecustomerandinvolvethemintheprocess.Somepreliminaryworkmustbedonetounderstandtheproduct/process/service,sotherightteamcanbeassembled.將成員集合，確認(rèn)客戶并使他們參與進(jìn)來。為了很好地理解產(chǎn)品/制程/服務(wù)，一些先前工作要做，已使小組集合起來。6

3.Developrolesandresponsibilitiesforteammembers

制定每個成員的任務(wù)和職責(zé)Whodoeswhatontheteam.Clearlydefinetherolesandresponsibilitiesforeachoftheteammembers.Atthistime,itisimportanttoconsiderthestrengthsofeachindividualandleveragethesame.誰做什么，清楚地定義每個成員的職責(zé)。這時，考慮每個人的長處很重要。Example:TeamLeader:*Coordinatetheactivitiesoftheteam,andkeepontrack

例：隊(duì)長協(xié)調(diào)隊(duì)伍的活動，時時追蹤*Actascheerleader,andinterfacewithmanagement

充當(dāng)鼓舞者與管理相結(jié)合

*Ensurethedecisionsaremadewithconsensus

確保和大家一起做決定

Customer:*Definerequirements定義需求

客戶*Participateindevelopingratingscales,especiallyforSeverityKnowledge參與等級制定，尤其是嚴(yán)重性Expert:*Asconsultantprovideinfoondetailsofproduct/

專家

processorservice作為顧問提供產(chǎn)品等信息74.Studytheproduct/process/service

研究產(chǎn)品/制程/服務(wù)

Theobjectiveofthisstepistoacquireasmuchknowledgeaspossible.Itishighlyrecommendedthatallteammembersdelveintothis,sincethereisnootherwaytofamiliarizeyourselfwiththeproduct/process/service.此步驟的目的是為了盡可能多的獲取知識。高度建議所有成員都參與，因?yàn)闆]有其他的方式使你去熟悉產(chǎn)品/制程/服務(wù)。85.Brainstormfailuremodes,knownandpotential

集體討論已知的和潛在的失效模式*Failuremodesshouldbedescribedin“physical”ortechnicalterms,notasasymptomnoticeablebythecustomer.

失效模式應(yīng)描述為物理量或技術(shù)術(shù)語，而不是簡單的表面現(xiàn)象 *Theideaistoidentifyasmanyfailuremodesaspossible.Thiswillinvolvegettingallteammembersandstakeholdersinvolved,however,theproperapproachtobrainstormingmustbeused.Deferalljudgment,maybeeventoasubsequentmeeting.確認(rèn)盡可能多的失效模式，使所有的成員都參與。使用適當(dāng)?shù)哪X力震蕩方法。所有的調(diào)節(jié)整理留給以后的會議。*Thebiggestriskinthisstepisthatparticipantswillstartmixingupfailuremodeswithcauses,andeffects.Topreventthis,itishighlyrecommendedthatmeetingleaderdoadryruntofamiliarizethegroupwiththedifferencesbetweenfailuremodes,effects,andcauses.Alistingoftheproduct/process/services’specifications,oroutputsandrequirementswillbenefithere.

最大的風(fēng)險(xiǎn)是參與者會混淆失效模式、原因和影響。建議會議領(lǐng)導(dǎo)者做個排練，使大家熟悉失效模式、原因和影響的差別。產(chǎn)品/制程/服務(wù)的規(guī)格，產(chǎn)出或需求會對此有所幫助。*Postitpadsareaconvenientwayofcollectingthisinformation,andgroupingitintologicalgroups.小紙貼是收集此種信息的有效途徑，然后按邏輯分組。*Ifyouwritetheseonaworksheet,makesureyouleaveenoughspaceforeffectsandcauses

如果你將此寫在工作紙上，要確保留出足夠的空間填寫影響和原因。95.Brainstormfailuremodes,knownandpotential

集體討論已知的和潛在的失效模式SeparatingFailureModes,EffectsandCauses分開失效模式，影響和原因Multiplicitywillexistforcauses,failuremodes,andeffects失效模式，影響和原因是多種多樣的FailureModes:Willsharecauses,andeffects失效模式：有共同的原因和影響Causes:Thereasonsforfailure,canbeoneormanyforagivenfailuremode原因：不良的原因可以是一個或多個已有的失效模式的原因Effects:Theresultsofthefailure,canbeoneormanyforagivenfailuremode影響：不良的結(jié)果可以是一個或多個已有的失效模式的結(jié)果Cause1Cause2FailureMode1Effect1FailureMode2Effect2106.Listtheeffects,causes,andcurrentcontrolsforeachfailuremode列出影影響響、原原因和和失效模模式的當(dāng)前前控制制情況況*Tocapturetheeffects,causes,andexistingcontrolsifanyforthefailuremodeinquestion.Inputfromcustomer,knowledgeexpertswillbeespeciallyhelpfulatthisstep.專家及客戶戶在失效效模式式的影影響、、原因因，和當(dāng)前前控制制上尤其其能提提供幫幫助。。*Caution:Manyteamscommiterrorsofwishfulthinkinghere,especiallywithregardtocurrentcontrols.Youshouldfocusonthecurrentstate,andnotonwhatcouldbedone,orwhatoughttobedone.注意：：許多多成員員由于于打如如意算算盤而而犯錯錯誤，，尤其其對當(dāng)當(dāng)前的的控制制。我我們應(yīng)應(yīng)該關(guān)關(guān)注當(dāng)當(dāng)前的的狀況況，而而不是是關(guān)注注應(yīng)該該做的的或可可以做做的。。*Nowstartdocumentingontheworksheet,knowingthateachfailuremodecanhavemultipleeffects,andmultiplecauses.現(xiàn)在開開始做做文件件整理理，要要意識識到失失效模模式有有很多多的影影響和和原因因。116.Listtheeffects,causes,andcurrentcontrolsforeachfailuremode列出影影響響、原原因和和不良良型號號的當(dāng)當(dāng)前控控制情情況Example舉例:Loadcapacitylisted列出載重能力Overloaded超載TempGageCoolingSystem制冷系統(tǒng)StrandedonRoad在路上擱淺Oveheats過熱Car汽車RPNDCurrentControls當(dāng)前控制OCause原因SEffect影響FailureMode失效模式ProductProcessorService產(chǎn)品制程或服務(wù)127.AssignratingsforSeverity,Occurrence,andDetection給嚴(yán)重性性、發(fā)發(fā)生率率、發(fā)現(xiàn)度度評分分Hereweaccomplishtheconversionofeachofthesefactorsintoanumericalvalue.Dependingonthequalityoftheratingscalesthisstepcanbeveryeasyorsomewhatfrustrating.這里我我們將將每個個因素素都轉(zhuǎn)轉(zhuǎn)換成成相對對應(yīng)的的數(shù)值值。根根據(jù)質(zhì)質(zhì)量等等級標(biāo)標(biāo)準(zhǔn)，，這個個步驟驟可以以很簡簡單或或有點(diǎn)煩煩人。Therewillbetimeswhentheteamwilldisagreeonthevaluesassignedtoaparticularcause,effect,orfailuremode.Ratherthanvoting,itisrecommendedthattheteamtrytoreachconsensus.Incaseofdisagreements,aknowledgeexpert’’sopinioncanbeusedtoincreaseunderstanding,ormoredatacanbesought.Inanycasetheteam’’sdecisionshouldprevail.對于任任何一一個原原因、、影響響或失失效模模式的的等級級劃分分，小組組成員員之間間很多多時候候會意見見相左左，建建議多收集集數(shù)據(jù)據(jù)，專家家的意意見也可以用用以提提高理理解，達(dá)成成共識識。137.AssignratingsforSeverity,Occurrence,andDetection給嚴(yán)重性性、發(fā)發(fā)生率率、發(fā)現(xiàn)度度評分分Example舉例:ProductProcessorService產(chǎn)品制程或服務(wù)FailureMode失效模式Effect影響SCause原因OCurrentControls當(dāng)前控制DRPNCar汽車Oveheats過熱StrandedonRoad在路上擱淺7CoolingSystem制冷系統(tǒng)3TempGage4Overloaded超載8Loadcapacitylisted列出栽重能力8148.CalculateRPN計(jì)算RPNSimplyassigningratingsforSeverity,Occurrence,andDetectiondoesn’’thelpquantifytheriskintoasinglemeasurablevalue.Multiplyingtheratingscoresthusfillsthisgap.NotethatinthisapproachwehavemaintainedequalweightforeachofthethreeS,O,D給嚴(yán)重性性、發(fā)發(fā)生率率、發(fā)現(xiàn)度度評分分并不能能將風(fēng)風(fēng)險(xiǎn)變變?yōu)橐灰粋€單一測測量的的數(shù)值，，把三個個分?jǐn)?shù)數(shù)乘起起來填填進(jìn)RPN欄，注意意三個個單值值的權(quán)權(quán)重是一樣的的。ProductProcessorService產(chǎn)品制程或服務(wù)FailureMode失效模式Effect影響SCause原因OCurrentControls當(dāng)前控制DRPNCar汽車Oveheats過熱StrandedonRoad在路上擱淺7CoolingSystem制冷系統(tǒng)3TempGage484Overloaded超載8Loadcapacitylisted列出栽重能力8448159.DecideonathresholdRPN制定采采取行行動的的RPN界限值值Identifythefailuremodesyouwillchoosetoworkon.Itmaynotbepracticaltoaddressallofthem.Thiscriticalstepmustbeconductedwithcustomerinvolvement,andconsensusbuilding.確認(rèn)你你選擇擇需要采采取行行動的失效效模式式。對所有有的模模式整整改是是不實(shí)實(shí)際的的，這這個關(guān)關(guān)鍵步步驟需需客戶戶參與與Manyteamsrunintodifficultieshere,especiallywhenthecustomerinsistsallitemsneedtobeaddressed.Itneedstobeunderstoodthatsomeelementofriskwillalwaysbepresent.Thequestionthereforeis““Whatlevelofriskisacceptable””?許多多小組組都會會在在這這碰碰到到困困難難，，尤尤其其當(dāng)當(dāng)客客戶戶要要求求所所有有的的項(xiàng)項(xiàng)目目都都要要被被討討論論。。風(fēng)風(fēng)險(xiǎn)險(xiǎn)總總是會存在在的的。問問題題是是：：““什什么么程程度度的的風(fēng)風(fēng)險(xiǎn)險(xiǎn)可可以以接接受受？？””Someofthedifferentapproachesthathavebeenusedtodefinethethresholdare;ParetoAnalysis,Topcauseforeachfailuremode,etc.一些些不不同同的的方方法法都都已已被被用用來來定定義義界界限限：：泊拉圖圖分析析，，最高分分等等等等DocumentonFMEAstartupformtoindicatethiswasdiscussed,andagreementreachedonthethresholdvalue.關(guān)于于FMEA的討討論論要寫寫成成文文件件，要要在在界界限限值值上上達(dá)達(dá)成成一一致致。。169.DecideonathresholdRPN制定定采采取取行行動動的的RPN界限限值值*DecideonathresholdRPN,withoutignoringhighseverityfailuremodes決定定RPN的臨臨界界點(diǎn)點(diǎn)，，不不要要忽忽略略失失效效模模式式的的高高嚴(yán)嚴(yán)重重性性ExampleusingParetoChart用Pareto圖表表舉舉例例:80%ofCumulativeRPNCumulativeRPNCurveL累積RPN曲線Cause原因CumulativeRPN累積RPN1710.PrioritizebasedonRPNandseverity,orasrequiredbythecustomer優(yōu)先先性性要要根根據(jù)據(jù)RPN，，嚴(yán)重重性性，，或或客客戶戶的的要要求求*Arriveattheorderinwhichyouwillstartaddressingthefailuremodesandcauseforcorrectiveaction.AlthoughRPNandseveritybasedprioritizationseemsthemostlogical,yourdecisiontoproceedmustbemadewithcustomerinput.訂出你你對于于失效效模式式和原原因整整改的的順序序。雖雖然RPN和按先后次次序的的嚴(yán)重重性很很有邏邏輯性性，你你仍然然要根根據(jù)客客戶的的信息息來決決定。。*Thisstepiseasilyaccomplishedbysortingthedata,indescendingorder.Youcandothiswithineachfailuremodetomaintaindataintegrity.這個步步驟根根據(jù)數(shù)數(shù)據(jù)分類可以很很容易易按降降序完完成，，。每每一個個失效效模式式都可可以這這樣做做以保保證數(shù)數(shù)據(jù)的的完整整。*Documentationonworksheetisimportanttoensurethewholeteamisinsync.相關(guān)的的文件件很重重要，，可以以確保保整個個隊(duì)伍伍工作作的同步性。18ExampleofsortedworksheetbyRPNwithineachfailuremode失效模模式用用RPN排序的的例子子：10.PrioritizebasedonRPNandseverity,orasrequiredbythecustomer優(yōu)先性性要根根據(jù)RPN，嚴(yán)重性性，或或客戶戶的要要求844TempGage3CoolingSystem制冷系統(tǒng)4488Loadcapacitlistedonsideofdoor在門邊列出載重能力8Overloaded超載7StrandedonRoad在路上擱淺Oveheats過熱Car汽車RPNDCurrentControls當(dāng)前控制OCause原因SEffect影響FailureMode失效模式ProductProcessorService產(chǎn)品制程或服務(wù)1911.Identifycorrectiveactions確認(rèn)改善措措施*Inthisstepyouidentifythecorrectiveactionsneededtoeliminate/controlthecauses,andreducetheriskleveltoorbelowtheagreeduponthreshold.這個步步驟你你要確確認(rèn)消消除/控制制起因因的整整改方方法，，去減減低風(fēng)風(fēng)險(xiǎn)等等級或或使之之低于于規(guī)定定的界界限。。*Therewillbetimeswhenyoucannotworkontherootcause;insuchcasethebestcourseofactionwillbeviaadditionofcontrols/adequatewarningdevices/mechanismsofimpendingfailure.Re-evaluatetheratingsforS,OandD,followedbyRPNcalculation.很多時時候你你不能能找出出根本本原因因；這這時最最好的的方法法就是是對未未解決決的不不良進(jìn)進(jìn)行額額外的的控制制/足足夠的的提醒醒裝置置。根根據(jù)RPN計(jì)算結(jié)結(jié)果，，重新新衡量量S，O，D的等級級劃分分。*Discussionwiththecustomerisimportantagainsincethecorrectiveactionswillimpactthem.Knowledgeexpertsmayalsoprovidevaluableinputastowhatkindsofcorrectiveactionwillbebestsuitedforthegivencause/failuremode.整改會會影響響到客客戶，，因此此和他他們討討論很很重要要。專專家也也應(yīng)提提供有有用的的信息息，提提議什什么樣樣的整整改最最適合合現(xiàn)存存的問問題。。*Finally,fromallpossiblecorrectiveactions,theteammaychooseonebasedoncost/benefitanalysis,speedofimplementation,andthenewlevelofrisk.最后，，對所所有可可能的的改善行行動，，小組組可以以成本本/效益分分析，，執(zhí)行行快慢，及新新的風(fēng)風(fēng)險(xiǎn)等等級選選擇其中一個行行動計(jì)計(jì)劃2011.Identifycorrectiveactions確認(rèn)整整改Example舉例:10FebAllTraininadvanceddrivingtechniques提高駕駛技巧3505ABSandtractioncontrolABS和牽引控制7Drivinghabit駕駛習(xí)慣30MarRobertTakeupmatterwithcity與城市聯(lián)系3505Listentoforecasts聽預(yù)報(bào)7Slickroads潮濕的路10Accident-injury事故受傷Skids剎車None無844Tempgage3CoolingSystem制冷系統(tǒng)22JanJohnInstallloadcapacitysignseasilyvisibletodriver在司機(jī)容易看到的地方粘貼載重能力4488LoadCapacitylistedonsideofdoor在門邊列出載重能力8Overloaded超載7Strandedonroad在路上擱淺Overheats過熱Car汽車RPNDOSCompDate日期AssignedTo負(fù)責(zé)人CorrectiveAction整改RPNDCurrentControls當(dāng)前控制OCause原因SEffect影響FailureMode失效模式Product/Process/Service產(chǎn)品/制程/服務(wù)2112.Implementandverifytheeffectivenessofcorrectiveaction執(zhí)行并并確認(rèn)認(rèn)整改改的有有效性性*Correctiveactionsidentifiedoughttobeimplementedlikeprojects-withadefinitestartandend.Inmanycasesaprojectteamsmaybeformedtocarryouttheimplementation.TheseprojectteamsmayhavemembersfromoutsidetheFMEAteam,howeveratleastonemembershouldbedrawnfromtheFMEAteam.確認(rèn)整整改方方案應(yīng)應(yīng)該象象完成成一個個項(xiàng)目目-有有明確確的開開頭和和結(jié)尾尾。很很多時時候一一個項(xiàng)項(xiàng)目組都已形成以以完成方方案。。這些些項(xiàng)目目組可以以擁有FMEA小組外的成成員，，至少少需有有一個個屬于于FMEA的成員員。*Acheckontheeffectivenessofthecorrectiveactionisimportant,intheabsenceofwhichyouwillnothaveacloseloopfeedbackonwhatreallytranspired.ThischeckshouldbeconductedbytheFMEAteamafterthecorrectiveactionshavebeeninplaceforsometime.Thisisbecausethecorrectiveaction,likeachange,maynotlast.Ittakesdiligentefforttoensurethechangewillhavepermanence.檢查整整改是是否有有效很很重要要，否否則你你不能能得知知實(shí)際際情況況。檢檢查須須在整整改進(jìn)進(jìn)行了了一段段時間間后由由FMEA成員執(zhí)執(zhí)行。。因?yàn)闉檎母牟⒉徊皇亲钭罱K結(jié)結(jié)果。。需要要努力力才能能確認(rèn)認(rèn)這個個改變變是否否永久久。*Ifthecorrectiveactionisnoteffectiveenough,youmayneedtoimplementsomemorecontrols/takemoreaction.如果整整改沒沒有效效，需需要進(jìn)進(jìn)行更更多的的控制制/行行動。。22Example舉例:12.Implementandverifytheeffectivenessofcorrectiveaction執(zhí)行并并確認(rèn)認(rèn)整改改的有有效性性Product/Process/Service產(chǎn)品/制程/服務(wù)F