Professional Documents
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Leon Spackman PMP, LSS Master Black Belt Kirtland Federal Credit Union
Agenda
Project Management Process mapping What is FMEA? When do you use it? How do you use it? How do you interpret a FMEA? Pareto Charts--show results
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Project Management
InitiateSelect project, define initial scope PlanEstablish schedule, budget, team, risk, communications, project management plan ExecuteWork the plan Monitor and ControlQuality control, monitor schedule/budget, corrective actions CloseVerify scope, deliver results, close contracts and project
Project Definition
Temporary endeavor with beginning and end Creates unique product or service Know more about the project as it progresses
Project Management
Multiple processes in project management PMI defines the high level process Project processes should be defined clearly and understood by all on the project team Lean efficient processes result in successful projects
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10
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Lessons Learned
Lean Six Sigma projects must use sound project management principles
Initiatingproject selection criteria Planningoften not done Team building tools Communicationmore is needed Risk Managementoften not done Stakeholder management Milestones (schedule management) Closewrap up, have a party, release resources
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Lessons Learned
Project Managers must eliminate waste, and improve their processes Clearly define how projects will be selected establish and map the process Establish templates and mistake-proof processes as much as possible Emphasize doing it right the first time (First Pass Yield) Eliminate waste in the projectLook for clutter, rework, bottlenecks, and uneven work load Gather metrics and use statistical tools if appropriate
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Lessons Learned
Project Managers must eliminate waste, and improve their processes Spend time finding root causesdont just use a band-aid fix Manage using process mentality (Remember:Y=f(x)) Map processes
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Process Mapping
Before we can manage processes, we must identify, define, and centralize them Provides a clear, visual way to examine processes Helps identify redundancies, waste, and weaknesses
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Micro-Level Processes
Payroll
End Process
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Macro-Level Processes
Mid level detail showing how an overall task or deliverable is accomplished.
Business Deployment Management Responsibility
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Human Resources
Engineering
Finance
Marketing
Operations
Department
Department
Department
Department
Department
Department
Department
Department
Department
Department
Department
Department
Department
Department
Department
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Process Symbols
Boundary Reference Document
Task
Multiple Documents
Decision
Data Base
Embedded Process
Connector
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No
Data Base
Yes
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What is FMEA?
FMEA--a tool to identify risks in your process Can be used in multiple places in process improvement
Determine where problems are Help identify cause/effect relationships Highlight risks in solutions and actions to take
When to Use
Early stages (Define) to understand process and identify problem areas Analyze data (Analyze) to help identify root causes Determine best solutions (Improve) with lowest risk Close out stage (Control) to document improvement and identify actions needed to continue to reduce risk
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FMEA Worksheet
Process or Product Name Person Responsible
Process Step Key Process Input Potential Failure Mode Potential Failure Effect S e v Potential Causes
Prepared by:
O Current c Controls c
D R Actions e P Recommended t N
S e v
O D R c e P c t N
Sev - Severity of the failure (what impact will it have on our process?) Occ How likely is the event to occur (probability of occurrence) Det How likely can the event be detected in time to do something about it RPN Risk Priority Number (multiply Sev, Occ, and Det)
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Drain Oil
Replace Filter
Process Complete
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FMEA Worksheet
Process or Product Name Person Responsible
Process Step Key Process Input
S e v
Potential Causes
O Current c Controls c
D R Actions e P Recommended t N
S e v
O D R c e P c t N
Engine wear
Engine Failure
Sev - Severity of the failure (what impact will it have on our process?) Occ How likely is the event to occur (probability of occurrence) Det How likely can the event be detected in time to do something about it RPN Risk Priority Number (multiply Sev, Occ, and Det)
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Step 4 For each failure mode, determine impact or effect on the product or operation using criteria table (next slide) Rate this impact in the column labeled SEV (severity)
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Severity
None Very Minor Minor Very Low Low Moderate No effect
Product/Process Criteria
Defect would be noticed by most discriminating customers. A portion of the product may have to be reworked on line but out of station Defect would be noticed by average customers. A portion of the product (<100%) may have to be reworked on line but out of station Defect would be noticed by most customers. 100% of the product may have to be sorted and a portion (<100%) reworked Comfort/convenience item(s) would be operable at a reduced level of performance. 100% of the product may have to be reworked Comfort/convenience item(s) would be inoperable. A portion (<100%) of the product may have to be scrapped
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8 9 10
High
Very High Hazardous Warning Hazardous w/out Warning
Product would be operable with reduced primary function. Product may have to be sorted and a portion (<100%) scrapped.
Product would experience complete loss of primary function. 100% of the product may have to be scrapped Failure would endanger machine or operator with a warning Failure would endanger machine or operator without a warning
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FMEA Worksheet
Process or Product Name Person Responsible
Process Step Key Process Input
S e v
Potential Causes
O Current c Controls c
D R Actions e P Recommended t N
S e v
O D R c e P c t N
Engine wear
Engine Failure
1 0
Sev - Severity of the failure (what impact will it have on our process?) Occ How likely is the event to occur (probability of occurrence) Det How likely can the event be detected in time to do something about it RPN Risk Priority Number (multiply Sev, Occ, and Det)
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Step 5 For each potential failure mode identify one or more potential causes (Could use Affinity Diagram again to brainstorm ideas) Rate the probability of each potential cause occurring based on criteria table (next slide) Place the rating in the column labeled OCC (occurrence).
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Occurrence
Remote Low Low Moderate Moderate Moderate High High Very High Very High
Criteria
1 in 1,500,000 Very unlikely to occur 1 in 150,000 1 in 15,000 Unlikely to occur 1 in 2,000 1 in 400 Moderate chance to occur 1 in 80 1 in 20 High probability that the event will occur 1 in 8 1 in 3 Almost certain to occur > 1 in 2 39
FMEA Worksheet
Process or Product Name Person Responsible
Process Step Key Process Input
S e v
Potential Causes
O Current c Controls c
D R Actions e P Recommended t N
S e v
O D R c e P c t N
Engine wear
2 Mislabeled
Engine Failure
1 Hurrying 0
Sev - Severity of the failure (what impact will it have on our process?) Occ How likely is the event to occur (probability of occurrence) Det How likely can the event be detected in time to do something about it RPN Risk Priority Number (multiply Sev, Occ, and Det)
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Step 6 Identify current controls or detection Rate ability of each current control to prevent or detect the failure mode once it occurs using criteria table (next slide) Place rating in Det column
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Criteria
Current Controls are almost certain to detect/prevent the failure mode Very high likelihood that current controls will detect/prevent the failure mode High Likelihood that current controls will detect/prevent the failure mode Moderately High likelihood that current controls will detect/prevent the failure mode High Likelihood that current controls will detect/prevent the failure mode Low likelihood that current controls will detect/prevent failure mode Very Low likelihood that current controls will detect /prevent the failure mode Remote likelihood that current controls will detect/prevent the failure mode Very remote likelihood that current controls will detect/prevent the failure mode 42
FMEA Worksheet
Process or Product Name Person Responsible
Process Step Fill with new oil Key Process Input New Oil from supplier
S e v 2
D RPN e t 9
Actions Recommended
S e v
O D R c e P c t N
Engine Failure
1 0
Engine light
Sev - Severity of the failure (what impact will it have on our process?) Occ How likely is the event to occur (probability of occurrence) Det How likely can the event be detected in time to do something about it RPN Risk Priority Number (multiply Sev, Occ, and Det)
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( 2 x 3 x 9 = 54 )
Current Controls None D e t 9 RPN Actions Recommended S e v O c c D e t R P N
54
No oil added
Engine Failure
1 0
Hurrying
Engine light
90
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FMEA Rankings
Rating High10
Severity
Hazardous without warning
Loss of primary function
Occurrence
Detection
Very high and almost Cannot detect or detection inevitable with very low probability
High repeated failures Remote or low chance of detection Low detection probability Moderate detection probability Almost certain detection
Loss of secondary Moderate failures function Minor defect No effect Occasional failures Failure Unlikely
Low 1
Source: The Black Belt Memory Jogger, Six Sigma Academy
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Action Results
Step 8
After corrective action has been taken, place summary of the results in the Actions Recommended block Assign new value for:
Severity Occurrence Detection
FMEA Worksheet
Process or Product Name Person Responsible
Process Step Fill with new oil Key Process Input New Oil from supplier
S e v 2
D RPN e t 9 54
Actions Recommended
S e v
O c c
D R e P t N
Engine Failure
1 0
Engine light
3 90
1 0
3 0
Sev - Severity of the failure (what impact will it have on our process?) Occ How likely is the event to occur (probability of occurrence) Det How likely can the event be detected in time to do something about it RPN Risk Priority Number (multiply Sev, Occ, and Det)
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FMEA Example
Process or Product Name: Person Responsible: Process Step Key Process Input Service Desk Hotel Service at Special Olympics Joe Quality Potential Failure Mode Cannot Register in time Potential Failure Effect Complaints S e v 5 Potential Causes Prepared by: Page _____ of ______ Date (Orig) ___________ Revised __________ O c c 4 Current Controls D e t 3 R P N 72 Actions Recommended S e v O c c D e t R P N
Register guest
Lack of language and communicat ion skills, support of volunteers not sufficient Cannot provide barrier-free facility Past shelf life
Guest Support
10
210
Provide Meals
Food Service
Disease or injury
10
240
Medical Service
10
No 24 Hour service
12 hour service
180
Source: Quality Digest/ August 2006 Quality Service at the Special Olympics World Games, Tang Xiaofen
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Summary
FMEA identifies risk in our processes
Impact/Severity Probability of Occurrence Detection
Helps identify what can go wrong and what we should fix Can be used in multiple stages of process improvement
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Continuous Improvement
Process improvement not a linear process Never really ends Journey not a destination
Define Control Measure
Improve
Analyze
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Challenge
We are what we repeatedly do. Excellence, therefore, is not an act but a habit. -- Aristotle
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Questions
Leon Spackman leon415@comcast.net (505) 254-4330 (Work) (505) 401-8850 (Cell)
Group Exercise
Build a FMEA to identify problem areas to be addressed in your process (Cake Baking)
Identify process step(s) to analyze Use Affinity Diagram to brainstorm for possible failure modes, effects, causes and detection controls Rate severity, occurrence, and detection Analyze results with a Pareto Chart
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Baking a Cake
Birthday Arrives Select Type of cake Get Recipe Mix Dry Ingredients
Bake
Serve at Party
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Pareto Chart
Sorted Bar Chart with the bars arranged in descending order from left to right Useful in taking a spreadsheet of data and showing which category stands out from the rest. Identify where the biggest pain occurs in process Help determine where to focus our efforts Based on 80/20 rule
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Pareto ChartExample
Pareto Chart--Special Olympics
Risk Priority Number
300 250 200 150 100 50 0 Food goes bad Lack of barrier-free facility Medical service not in time Cannot Register in Time
Failure Modes
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Pareto Chart--Example
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