伟创力FMEA培训教材Train-PFMEA-Chinese

1、Failure Modes and Effects Analysis( FMEA)潜在失效模式及影响分析Introduction介绍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.过程的FMEA是负责制造生产的工工程师/队伍使使用的分分析技法，用来来在一定程程度上确保潜在的失

3、效模式式和相关的的原因/机制都已考虑虑到，以及工程师/队伍的的想法（包括基基于经验验和过去去的想法法得出的的可能失效项目目分析）。这种系系统性的的方法将将工程师师在任何何生产计计划过程程中通常常会碰到到的问题题标准化了。2TheProcesspotentialFMEAIdentifies potentialproduct relatedprocessfailure modes.确认与产产品有关的过过程失效效模式Assessesthepotential customer effectsofthe failures.评估失效对客户潜在的影响Identifies thepotentialmanufa

4、cturingofassemblyprocess causesandidentifiesprocess variablesonwhichtofocuscontrolsforoccurrencereductionordetection of thefailure conditions.确定潜在在的制造造原因和和过程变变数，以以便加以以控制，减少发发生可能性，增加发现到的可能能性Developsa rankedlist of potentialfailure modes,thus establishinga priority systemforcorrectiveactionconsiderati

5、ons.列出潜在失效效模式的排行表表，建立立一个优先系统以做出改改善行动动Modifymanufacturingorassemblyprocess.改变生产或生生产线过过程3FMEA Step步骤: 1.Definethe scope fortheFMEA定义FMEA的范围2.Identifyteam members, customer,andknowledge experts确认队伍伍成员、客户，和专家家3.Develop roles andresponsibilities forteam members制定每个个成员的的任务和和职责4.Studytheproduct/ process/se

6、rvice研究产品品/制程程/服务务5.Brainstorm failuremodes, known andpotential集体讨论论已知的和和潜在的的失效模模式6.List theeffects,causes, andcurrent controls foreach failuremode列出影响响、原原因和失效模式式当前控制制情况7.AssignratingsforSeverity, Occurrence, andDetection给严重性、发生率率、发现度的评分8.CalculateRPN计算RPN9.DecideonathresholdRPN制定采取取行动的的RPN界限值10.Pri

7、oritizebasedonRPNand severity,or as required by thecustomer优先性要要根据RPN，严重性，或客户户的要求求11.Identifycorrectiveactions确认改善行动动12.Implement andverifyeffectivenessofcorrective action执行并确确认改善行动动的有效性性13.Completethe documentation完成文件件记录4Definethe scope fortheFMEA定义FMEA的范围Definethe boundarieswithin which theproduc

8、t,process,orservice willbestudied,identifyingthe operatingassumptions,currentconditions andconstraints.定义产品品、制程程或服务务的研究究范围，确认运作前提，当前条条件和约约束。52.Identifyteam members, customer,andknowledge experts确认队伍伍成员、客户和和专家Getthe teamtogether, identify thecustomerandinvolvethem in theprocess.Some preliminary workm

9、ustbedone to understandthe product/process /service,sothe right teamcan be assembled.将成员集集合，确确认客户户并使他他们参与与进来。为了很很好地理理解产品品/制程程/服务务，一些些先前工工作要做做，已使小小组集合合起来。63.Develop roles andresponsibilities forteam members制定每个个成员的的任务和和职责Whodoeswhat on theteam.Clearly definetherolesand responsibilitiesfor eachofthe t

10、eammembers.Atthis time, it is importanttoconsiderthestrengths of eachindividualandleveragethe same.谁做什么么，清楚楚地定义义每个成成员的职职责。这这时，考考虑每个个人的长长处很重重要。Example :Team Leader: *Coordinatetheactivitiesoftheteam,and keepontrack例：队队长长协协调队队伍的活活动，时时时追踪踪* Actascheerleader, andinterfacewithmanagement充当鼓舞舞者与管管理相结结合* En

11、surethedecisions aremade withconsensus确保和大大家一起起做决定定Customer:*Definerequirements定义需求求客户*Participateindeveloping ratingscales, especiallyforSeverityKnowledge参与等级级制定，尤其是是严重性性Expert:*Asconsultantprovide infoondetailsofproduct /专家process or service作为顾问问提供产产品等信信息74.Studytheproduct/ process/service研究产品品/制程

12、程/服务务Theobjective of thisstepistoacquire as muchknowledge as possible.Itishighlyrecommendedthatallteammembers delve intothis,sincethereisnootherway to familiarize yourself withthe product/process /service.此步骤的的目的是是为了尽尽可能多多的获取取知识。高度建议所有有成员都都参与，因为没没有其他他的方式式使你去去熟悉产产品/制制程/服服务。85.Brainstorm failuremodes,

13、knownand potential集体讨论论已知的和和潜在的的失效模模式* Failuremodesshould be describedin“physical” or technicalterms,notasasymptom noticeablebythe customer.失效模式式应描述述为物理理量或技技术术语语，而不不是简单单的表面面现象*Theideaistoidentifyasmany failuremodesaspossible. Thiswillinvolve gettingall teammembersandstakeholdersinvolved,however,the

14、properapproachtobrainstorming mustbeused.Deferall judgment,maybeeven to asubsequentmeeting.确认尽可可能多的的失效模式式，使所有有的成员员都参与与。使用用适当的脑脑力震荡荡方法。所有的调调节整理理留给以以后的会会议。*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.最大的风风险是参参与者会会混淆失效模式式、原因和和影响。建议会会议领导导者做个个排练，使大家家熟悉失效模式式、原因和和影响的的差别。产品/制程/服务的的规格，产出或需求会对此有所帮助助。*Post it

16、padsare aconvenientwayofcollectingthis information,andgroupingitintological groups.小纸贴是收集此此种信息息的有效效途径，然后按逻辑分组组。*Ifyouwritetheseonawork sheet,make sureyou leave enoughspaceforeffectsandcauses如果你将将此写在在工作纸上，要确确保留出出足够的的空间填写影响和原原因。95.Brainstorm failuremodes,knownand potential集体讨论论已知的和和潜在的的失效模模式Separating

17、 FailureModes,EffectsandCauses分开失效模式式，影响和和原因Multiplicitywillexistforcauses,failure modes,andeffects失效模式式，影响响和原因因是多种多样样的Failure Modes :Willsharecauses, andeffects失效模式式：有共同同的原因因和影响响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个或多多个已有有的失效效模式的的原因Effects: Theresult

18、s of thefailure,canbeoneormanyforagivenfailure mode影响：不不良的结结果可以以是一个个或多个个已有的的失效模式式的结果Cause1Cause2Failure Mode 1Effect1Failure Mode 2Effect2106.List theeffects,causes, andcurrent controls foreach failuremode列出影响响、原原因和失效模式式的当前控控制情况况*Tocapture theeffects,causes, andexistingcontrolsifanyfor thefailure mo

19、deinquestion. Input fromcustomer, knowledgeexperts willbeespeciallyhelpful at thisstep.专家及客户在失效模模式的影影响、原原因，和当前控控制上尤其能能提供帮帮助。* Caution:Many teams commiterrorsofwishfulthinkinghere,especiallywithregardtocurrentcontrols.You shouldfocusonthecurrentstate,andnot on whatcouldbedone,orwhatoughttobedone.注意：许

20、许多成员员由于打打如意算算盘而犯犯错误，尤其对对当前的的控制。我们应应该关注注当前的的状况，而不是是关注应应该做的的或可以以做的。* Nowstartdocumentingontheworksheet,knowingthateach failuremodecanhavemultipleeffects,andmultiplecauses.现在开始始做文件件整理，要意识识到失效效模式有有很多的的影响和和原因。116.List theeffects,causes, andcurrent controls foreach failuremode列出影响响、原原因和不不良型号号的当前前控制情情况Exam

21、ple举例:Load capacity listed列出载重能力Overloaded超载Temp GageCooling System制冷系统Stranded on Road在路上搁浅Oveheats过热Car汽车RPNDCurrent Controls当前控制OCause原因SEffect影响Failure Mode失效模式Product Process or Service产品制程或服务127.AssignratingsforSeverity, Occurrence, andDetection给严重性、发生率率、发现度评分Here we accomplishthe conversionof

22、eachofthesefactors intoanumericalvalue. Dependingonthequalityoftherating scalesthis stepcan be veryeasyorsomewhatfrustrating.这里我们们将每个个因素都都转换成成相对应应的数值值。根据据质量等等级标准准，这个个步骤可可以很简简单或有点烦人人。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.对于任何何一个原原因、影影响或失失效模式式的等级级划分，小组成成员之间间很多时时候会意见相相左，建建议多收集数数据，专家的的意见也可以用以以提高理理解，达成共共识。137.Assignratings

24、forSeverity, Occurrence, andDetection给严重性、发生率率、发现度评评分Example举例:Product Process or Service产品制程或服务Failure Mode失效模式Effect影响SCause原因OCurrent Controls当前控制DRPNCar汽车Oveheats过热Stranded on Road在路上搁浅7Cooling System制冷系统3Temp Gage4Overloaded超载8Load capacity listed列出栽重能力8148.CalculateRPN计算RPNSimplyassigning rati

25、ngsfor Severity,Occurrence,andDetection doesnthelpquantifytheriskinto asingle measurablevalue. Multiplying theratingscores thusfillsthisgap.Notethat in thisapproachwehavemaintained equal weightforeachofthethreeS,O,D给严重性、发生率率、发现度评评分并不能将将风险变变为一个个单一测量量的数值，把三个分分数乘起起来填进进RPN栏，注意三三个单值值的权重重是一样的。Product Proc

26、ess or Service产品制程或服务Failure Mode失效模式Effect影响SCause原因OCurrent Controls当前控制DRPNCar汽车Oveheats过热Stranded on Road在路上搁浅7Cooling System制冷系统3Temp Gage484Overloaded超载8Load capacity listed列出栽重能力8448159. Decideona thresholdRPN制定采取取行动的的RPN界限值 Identifythefailuremodesyouwillchoosetoworkon.Itmay notbepracticaltoa

27、ddressallofthem.Thiscriticalstep mustbeconducted withcustomerinvolvement, andconsensusbuilding.确认你选选择需要采取取行动的失效模模式。对所有的的模式整整改是不不实际的的，这个个关键步步骤需客客户参与与Many teams runinto difficultieshere,especially whenthe customer insistsall items needtobeaddressed.Itneedstobeunderstood thatsomeelement of riskwillalwa

28、ysbepresent.The question thereforeis“What level of riskisacceptable” ?许多小组都会在这这碰到困困难，尤尤其当客客户要求求所有的的项目都都要被讨讨论。风风险总是会存在的。问题是是：“什什么程度度的风险险可以接接受？”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来定定义界限限：泊拉图分析，最高分等等等Do

29、cumentonFMEA startupformtoindicatethis wasdiscussed, andagreementreachedonthethreshold value.关于FMEA的讨论要写成文文件，要在界界限值上上达成一一致。169. Decideona thresholdRPN制定采取取行动的的RPN界限值*DecideonathresholdRPN,without ignoring highseverityfailuremodes决定RPN的临界点点，不要要忽略失失效模式式的高严严重性Example using ParetoChart用Pareto图表举例例:80% o

30、f Cumulative RPNCumulative RPN CurveL累积RPN曲线Cause原因Cumulative RPN累积RPN1710.Prioritize based on RPNandseverity,orasrequiredbythe customer优先性要要根据RPN，严重性，或客户户的要求求*Arriveatthe order in which youwill start addressingthe failuremodesand cause forcorrective action.AlthoughRPN andseveritybasedprioritization

31、seemsthemostlogical,yourdecisiontoproceedmust be madewithcustomerinput.订出你对对于失效效模式和和原因整整改的顺顺序。虽虽然RPN和按先后次序序的严重重性很有有逻辑性性，你仍仍然要根根据客户户的信息息来决定定。*This stepiseasily accomplishedbysorting thedata,indescending order.Youcandothiswithineachfailure modetomaintaindataintegrity.这个步骤骤根据数数据分类可以很容容易按降降序完成成，。每每一个失失效

32、模式式都可以以这样做做以保证证数据的的完整。*Documentation on worksheetisimportant to ensurethewholeteamisinsync.相关的文文件很重重要，可可以确保保整个队队伍工作作的同步性。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优先性要要根据RPN，严重性，或客户户的要求求844Temp Gage3Cooling

33、 System制冷系统4488Load capacit listed on side of door在门边列出载重能力8Overloaded超载7Stranded on Road在路上搁浅Oveheats过热Car汽车RPNDCurrent Controls当前控制OCause原因SEffect影响Failure Mode失效模式Product Process or Service产品制程或服务1911.Identifycorrective actions确认改善措施施*Inthis stepyou identify thecorrective actionsneeded to elimina

34、te/ controlthe causes,and reducetheriskleveltoorbelowtheagreed uponthreshold.这个步骤骤你要确确认消除除/控制制起因的的整改方方法，去去减低风风险等级级或使之之低于规规定的界界限。* There willbetimeswhenyoucannot workonthe rootcause; in suchcasethebestcourseofaction willbevia addition of controls/adequatewarning devices/mechanisms of impendingfailure

35、.Re-evaluatetheratingsforS,O andD,followedbyRPNcalculation.很多时候候你不能能找出根根本原因因；这时时最好的的方法就就是对未未解决的的不良进进行额外外的控制制/足够够的提醒醒装置。根据RPN计算结果果，重新新衡量S，O，D的等级划划分。* Discussionwiththecustomerisimportant again since thecorrective actionswillimpactthem.Knowledge expertsmay alsoprovidevaluableinputastowhat kinds of cor

36、rectiveaction willbebestsuitedfor thegivencause/ failuremode.整改会影影响到客客户，因因此和他他们讨论论很重要要。专家家也应提提供有用用的信息息，提议议什么样样的整改改最适合合现存的的问题。* Finally, fromall possible correctiveactions,the teammay chooseonebasedoncost/ benefitanalysis, speed of implementation,andthe newlevelofrisk.最后，对对所有可可能的改善行动动，小组组可以成成本/效益分析析，

37、执行行快慢，及新的的风险等等级选择择其中一个行动动计划2011.Identifycorrective actions确认整改改Example举例:10FebAllTrain in advanced driving techniques提高驾驶技巧3505ABS and traction controlABS和牵引控制7Driving habit驾驶习惯30MarRobertTake up matter with city与城市联系3505Listen to forecasts听预报7Slick roads潮湿的路 10Accident-injury事故受伤Skids刹车None无844Temp

38、 gage3Cooling System制冷系统22JanJohnInstall load capacity signs easily visible to driver在司机容易看到的地方粘贴载重能力4488Load Capacity listed on side of door在门边列出载重能力8Overloaded超载7Stranded on road在路上搁浅Overheats过热Car汽车RPNDOSComp Date日期Assigned To负责人Corrective Action整改RPNDCurrent Controls当前控制OCause原因SEffect影响Failure

39、Mode失效模式Product /Process /Service产品/制程/服务2112.Implementand verifytheeffectivenessofcorrective action执行并确确认整改改的有效效性*Corrective actionsidentifiedoughttobeimplementedlike projects -witha definite start andend. In manycasesaproject teams maybeformedtocarryout theimplementation.Theseprojectteamsmayhaveme

40、mbers fromoutsidetheFMEAteam,however at least onemembershould be drawn fromthe FMEAteam.确认整改改方案应应该象完完成一个个项目-有明确确的开头头和结尾尾。很多多时候一一个项目目组都已形成以完成方案案。这些些项目组可以拥有FMEA小组外的成员员，至少少需有一一个属于于FMEA的成员。* 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.检查整改改是否有有效很重重要，否否则你不不能得知知实际情情况。检检查须在在整改进进行了一一段时间间后由FMEA成员执行行。因为为整改并并不是最最终结果果。需要要努力才才能确认认这个改改变是否否永久。* If thecorrective actionisnoteffective enough,you mayneed to implementsome morecontrols/take moreaction.如果整改改没有效效，需要要进行更更多的控控制/行行动。22Example举例:12.Implementand verifyt