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Welcome to the HIGH SCHOOL for IRIS

Manager
Preview of coming ISO/TS 22163
requirements
(NOTE: this information are not finally released yet;
changes may occur after publishing the norm in May 2017)
IRIS elements integrated in ISO high level Check Act

structure
4.
Context of the
5 6 7 8
9
Performance
10
Leadership Planning Support Operation Improvement
organization Evaluation

Plan Do
Understanding Leadership & Actions to Resources Operatlonal Monitoring, General
the organization commitment address risks and plannlng and measurement,
and its context opportunities control analysisa and
Process for risk Budget planning, approval Outsourcing or transfer of evaluation
management and controlling processes
Understanding Policy Nonconformity
Contingency Maintenance of equipment Tender management Mandatory / optional KPIs
the needs and and corrective
planning Monitoring and measuring Project management Customer satisfaction
expectations of action
Ouality objectives ressources Configuration
interested parties Safety policy Probelm solving
and plannlng to Organizational knowledge management
Internal audit methods
achieve them Change management
Organizational Competence Requirements for
Determining the Safety objectives products and Continual
roles,
scope of the responsibilities services Audit programme improvement
quality and authorities Planning of Process for competence Auditors management
management changes (to the management Customer communication
system Responsibilities and QM S) Process for requirement Management
authorities of mgmt. review
process owners Awarenesss Design and
Quality Business
management planning development of
Awareness for safety Management review inputs
system and its products and
policy and objectives Management review
processes services
outputs
Requirements to Design and development or Process reviews
Communication
documented introduction of new
processes technologies
Design reviews
Design verification
Design validation
Documented
Classification of ext. provider and
information Control of
EPPPS
externally
Process for control of Evaluation of external provider
provided
documented information Approval of external provider
processes,
External provider offer selection
products and
Information for external provider
services EPPPS approval of release
(EPPPS) EPPPS verification after release
Monitoring of ext. provider
Red = additional Applicable also at customer premises performance, re-evaluation and
g. during commissioning or installation Control of
IRIS topics production and ranking
Production scheduling Supply chain management
Activities to ensure controlled conditions service provision
Verification of production processes
Release of Inspection and testing activities
Validation of production processes
products and Acceptance
Special processes
Production equipment services
Identification and traceability
Property belonging to customers or ext. concessions
Control of
provider
nonconforming
Peservation
outputs
Post delivery activities

First article RAMS / LCC


inspection
overview
Innovation
Obsolescence
EXTRACT: Risk management P management 3
(optional)
Management
0.3 Risk based think
.3 ing

EXTRACT: Risk 3
Management
Implementation of risk based thinking (1)

Question:

Is it really necessary
to manage all
external provided
products or services
and all external
provider with the
same care?

Risk based thinking

EXTRACT: Risk 4
Management
Implementation of risk based thinking
( best practices part 1, see also page 68, processes for EPPPS)
classification of external provided products

RISK functional requirements degree of innovation manufacturing technology Availability at the market Supplier region Score
(Obsolescence)
Rank Points 30% 25% 25% 15% 5% 7,50
HIGH 10 Increased functional requirements / 10 New product development 10 Complicated production Less than 5 years on the outside of Europe > 6.7 - 10
features (significant changes in technology with many special market
technology are required; processes,
Safety-related material or material supplier has no experiences
with serial numbers with the new technology) Manufacturing processes with
an increased failure rate
Specification / tender documents
and / or 3.1 certificate required
MEDIUM 5 Average number of functional Product development is given, Manufacturing process with 5 5-7 years yet available 5 Europe > 4.2 - 6.7
features, but modifications are adjustments
necessary
no specification / specification Manufacturing processes with
required, e.g. Order by drawing medium failure
LOW 0 Standard Material proven product, no known process without Material is fully available your country 0 0 - 4.2
modifications necessary significant adjustments

No Q-problems in the past

classifcation of external provider

logical OR operation Supplier


Material- Order Scope of supplier approvals & certificates Dependence on Supplier Class
class Volume/year
A > 100.000 Development and production by Special approvals required for manufacturing, Single Source A
the supplier eg Welding (EN 15085), adhesion (DIN 6701),
soldering, casting, etc. to establish a second supplier it needs
high invest
B or C 50.000 - only production by the supplier no Q-history, a new supplier Change of supplier with cost / expenses B
100.000
B or C < 50.000 Purchasing via dealer / trader no approvals & certificates 2nd or 3rd backup supplier is available, C
it's simple to change the supplier

Risk based thinking

EXTRACT: Risk 5
Management
Implementation of risk based thinking (2)

Question:

Is it really necessary
to manage all
projects with the
same care?

Risk based thinking

EXTRACT: Risk 6
Management
Implementation of risk based thinking
( best practices part 2) Project classification scheme (see also
process for project initiation & planning, page 51
Complexity Effort Strategy Degree of Novelty
Organizational Technical Risk Invest Design hours Customer Product- Characteristics Production
Complexity Roadmap of Product processes
< without customer
requirements
Orders
with PM

0 0 0
principles

Regular
only one

involved
0 0 0 0
site low
100.
<5

hours
00 im

portance low
strategic
mo

cation
difi

Variant
within
family or
a tools known
processes,
of

technologies,
order 000 types
handling > extented
process Customer

1
requires Project
new

1 1
Management

2 1 1 2
m anufacturi
NOTE: project
sites involved med ium >5 00 im port Prod uct
1 00. management process ng technological
requirements and / or
development and / or
hours
depends
organization.
ance
or medium
high onnewthe
family
or new
In business
most of the
Product
production at several or high technology
000 model
rail sector
strategic
of an companies it is
Project management principles must be mandator from tender phase until the
y
applied when, requireme
end of warranty period.
nt However in other cases it
the mandatory requirement is met, or may be limited to design and
the sum of scoring is more than 4 development only (e.g. for
the development of a new
Remark: Due to business decisions the
to a project is possible at any time, even if the criteria product
are notfamily met. But or not
platform)
visa
upgrade of an order
versa! Risk based thinking
EXTRACT: Risk 7
Management
Further applications of risk based thinking

Is it really necessary to treat all


customer with the same care to
make them happy?

Is it really necessary to manage all tender


with the same care
to win orders?

IsIsit it really
really necessary
necessary to testto verify all
& inspect allwork
incoming goods
in progress with
with the same the care
same to ensure
care availability of
to ensure
materials in production?
defect free products?

Is it really necessary to order 3.1 Certificates (EN10204) for all external provided
products?

Is it really necessary to verify all 3.1 Certificates (EN10204) of raw materials by own lab-tests
Risk based thinking
on a quarterly basis?
EXTRACT: Risk .. 8
Management
Risk management tools

When do we conduct a FMEA?


Product design Production
significant new development (e.g. new
FMEA significant
process
new technologies in production
FMEA
platform production process with significant chan
product) ges / modifications
design with significant changes / problems with similar production processes
modifications in the past
new or significantly modified production of new products or new parts ass
production requirements embly
problems with similar parts in processes with particular safety aspects
the past
special processes (gluing, crimping, sold
new materials or parts ering, plating, etc.)
particular safety aspects automatic or semi-automatic processes
high complexity regarding functional or with high
integration requirements complexity
FMEA is required by customer or outsourced processes with high impact on pr
standards oduct quality or safety
monetary weighted Project FMEA
starting in tender phase (baseline FMEA) FMEA is required by customer or standards
Business risk assessment and
regular updates (e.g. monthly, quarterly regular update
contingency at least once a year
plan
or once per @ defined month in acc. with strat.
project phase) business cycle
till end of project life Risk based thinking
EXTRACT: Risk 9
Management
Actions to
address risks
and
opportunities

EXTRACT: Risk 1
Management 0
Definiti
ons

Issue =
x
moose

x
t +1 containment
action
= immediate action to t +2 corrective
correct action
= action to eliminate
t -1 preventive action the root cause in
= action to eliminate the root cause of order it doesnt
a potential happen again
issue in order it doesnt happen
t -1 mitigation action
= action to reduce the
impact/damage when the
risk occurs

Chapter 6.1.3

EXTRACT: Risk 1
Management 1
Risk & Opportunity Management
Process Owner: Process title: Process number Doc-ID . revision index:

Management
Input
Risk/opportunity Management
process Process flow
6.1.3
000001.001 Documents to be retained
1in joint
involve customer
work and externaland
on risk assessment
organization and its context response.
needs and expectations of interested parties
providers

1 Business Project Product Process


invitation 22) Determine the risks and
give assurance that the business
checklist risk/opportunit
2 management system can achieve
opportunities
y thatitsneed
intended
to be result(s);
addressed to:
identification enhance desirable effects;
(e.g. FMEA) prevent, or reduce, undesired
template risk/opportunit assessment
y (analysis)
effects;
incl. record achieve improvement.
risk/opps
scale
32) Actions taken to address risks and
risk/opportunit 3 action plan, opportunities shall be proportionate to the
incl. potential impact on the conformity of
y planning
updates
products and services.
actions
The to address
organization these risks and
shall plan:
risk/opportunity regular review and opportunities;
review report how to:
response update of risks/
implementation 4 opportunities 1)integrate and implement the actions
into its quality management system
regular risk/ processes,
opportunity response 2) evaluate the effectiveness of these
tracking & reporting actions.
define criteria to determine the type
and extent of controls in its
measurement, processes
QDC data QDC analysis
4 multidisciplinary approach for risk
5
improvement of QDC
reviews
analysis and 2
Management
of organizational
lessons learnt 5 evaluate the effectiveness of risk
management based on QDCs
Knowledge
Chapter 6.1.3

EXTRACT: Risk 1
Management 2
Planning of risk responses
risk avoidance
TOT
AL risk
action directed risk mitigation
prevention
RIS against the
probability of
K occurrence or actions to
minmize the
accepted risks
risk transfer
detection
potential transfer of risks, acceptance of
impact e.g. by insurance risk
contracts
REMAINI
NG
RISK

identified risks
targ exclude prevention of the reduction or minimizing the hope for the best
et: risk causes of limitation of the consequences and prepare for
occurrence or demage of the demage the worst
improve the constitute risk
possibility for
PREVENT REACTI provisions
IVE detection VE

Chapter 6.1.3

EXTRACT: Risk 1
Management 3
Risk management - measurements of effectiveness

Identified Quantitative Risk response Risk Risk


risks risk implementation tracking closure
assessment

NO Risk
end occurred
?

YES
NO
Not Impact of Recording QDC analysis,
identified Risk YES issues of QDC actions for
risks occurred improvements
?

AH: Im convinced that Quality Management is profoundly


logical. It's basically all
Chapter 6.1.3
about getting the risks under control.
EXTRACT: Risk 1
Management 4
Business Risk and
Contingency Plan
ning

This topic is
currently
omitted in this
sample
EXTRACT: Risk 1
Management 5
Project Ri
sk

recommended
lecture:

http://www.cc-rail.info/wp-content/uploads/2016/10/iapm_pm-gu
ide2_en.pdf

EXTRACT: Risk 1
Management 6
Monetary weighted RISK
ANALYSIS
monetary evaluation
of risks:

Project Risks

EXTRACT: Risk 1
Management 7
Risk - causes
1) Risks due to
fields of stakeholders (resource):
risks: There is a risk of external
Quality- influences due to non-
Risk project relevant reasons
Technica (political, personal, power-
l Risk related ...)
Cost There is a risk that there
Risk are problems with internal
or external staff (expertise,
availability, motivation ...).
2) Risk of confusion, changes in
goals or inadequate conditions :

Risk due to There is a risk that unwanted


Schedule / not accepted results are
int/ext achieved.
Risk
Resources 1) There is a risk a project fails
Risk
due to a lack of resources
due to confusion or support.
Risk due to
2)
a lack 3) Risk through lack of
of information:
There is a risk that things are
information3) not considered due to a
poorly managed project file
or that they will be
processed in parallel or re-
invented.
Project Risks

EXTRACT: Risk 1
Management 8
Example: Define and Mitigate

example: define and


mitigate
Define clearly and concisely 3Cs = Condition,
There is a risk that your warehouse
Cause and
will catch fire, the risk is caused by
very old gas works and electrical
Consequence
works in the house. Also you smoke
60 cigarettes a day! The direct
impact of the risk occurring will be
the house burning down.

Mitigate practically and cost effectively: Does the action target:


replace gas & electrical works Transfer the Risk?
and ban smoking in warehouse!
Target the Risk Cause?
Reduce the Risk Impact?
Accept the Risk?

Project Risks

EXTRACT: Risk 2
Management 0
Response date

Consider the
response date!
Response date Impact date

The latest date by


which we must
do something.

Project Risks

EXTRACT: Risk 2
Management 0
Exercise 3: case study - Project FMEA

Please split into


groups.

You now have time to complete a project-based risk


assessment (FMEA
methodology) in accordance with a case study. Please use
your laptop and this
Excel Tool

Your goal is to support the decision-making process of your


company prior to the first gate, i.e. before the offer will be
launched.
What do you suggest? Offering or not? Project Risks
EXTRACT: Risk Im looking forward to your answers! 2
Management 1
Process Ri
sk

Chapter 8.5

EXTRACT: Risk 2
Management 2
Process
FMEA
Example: foundry process of track pads for
excavators

Risk based thinking

EXTRACT: Risk 2
Management 3
Process FMEA template & inputs

SIP Fishbo Inspection Risk


OC ne and test evaluation
plan and action R
plan evaluat
e-
Process flow ion
chart
EXTRACT: Risk Chapter 28.5
Management 4
Manufacturing process of track pads - flow chart

1 2 3 4 5 6 7 8
Modellbereitstellung Formen Gieen Strahlen Brennen Abschlagen Normalglhen Fugenhobeln
Pattern preparation Molding Casting Shot blasting Flame cutting flog Normalizing gouging

16 13 11 10 9
Fugen Strahlen Vergten Putzen Strahlen
Jointing Shot blasting Quenching and fetting Shot blasting
tempering
15 14 12
Ultraschallprfung Rissprfung Kontrolle mechanische W erte
Ultrasonic testing Magnetic crack Check of mechanical properties
detection

17 18 20 22
19
Fertigungsschweien Putzen Strahlen Visuelle Kontrolle und Endkontrolle
Spannungsarmglhen
Production welding Fetting Shot blasting Visual examination and final inspection
Stress relief heat treatment

21
Rissprfung
Magnetic crack
detection

27 26 23
Farbgebung Oberflchenhrten Bearbeitung
Coloring Surface hardening machining
outsourced

25 24
28 Vermessung Rissprfung
Verpackung und Versand Measurement Magnetic crack
Packing and release for detection Chapter 8.5
dispatch
EXTRACT: Risk 2
Management 5
SIPOC
coloring (SIPOC) (Supplier, Input , Process, Output,
Customer)
step supplier input process critical functions / parameters output customer
1 Surface traveller check identity / compare traveller with eye function matching identification on
hardening employee castings lighting castings and accompanying
sample accompanying documents documents
castings and samples component labeling training &
qualifications
suitability and condition of the
slings
environmental conditions
2 spray system system cleaning cleanliness of spray system clean spray system
cleaning material

3 casting visual check and cleaning as necessary cleanliness of casting clean casting
solvent

4 oven predrying temperature dry casting

5 color spray 1st primer color material primed part


systems viscosity
color mixer paint mixing ratio
instruction color mixed technique
comb layer thickness
adhesiveness
primer method
Purity of color
6 oven 1. dry time dry part
carousel temperature

7 more priming and dry as in 1st primer

8 dry film thickness gauge inspection dry film thickness part with correct film
thickness

9 slings put on local storage stacking sequence & technology part painted / finished and
crane state of storage ready for transport to next
storage location stage
10 employee prepare for transport slings prepared part
slings
crane Chapter 8.5
palette
11 traveller entry in traveller filling of template dokumented information
EXTRACT: Risk employee 2
Management 6
Cause / effect diagram (Fishbone / Ishikawa)
M eas urement

Lin
trac ability of heat treater for eac h/batc h link
M an mag particls ins pec tion proc edure and results are not doc umented
untrained quality ins pec tor UT Ins pec tion proc edure and res ults are not doc umented
mis s ing batc h data (foundry ) that is linked to the trac k pad
untrained operator c hemic al compos ition meas urements (are all the elemnts c hec k ed)
c hemic al compos ition meas urements (gas c ontent)
mis s ing ins pec tion reports that is linked to the trac k pad

k
probe c alibration for ladel temperature data
M an As s embly Field
mis s ing batc h data (heat treat) that is linked to the trac k pad properties of the s and
M aterial s k ip required proc es s c ontrol detail due to time c ons traints mois ture c ontent of the s and
improper trac k tens ion (ac c umulator c harge) mag partic le ins pec tion pers on untrained mis s ing/no quality data s heets for as s embled links
material inclusions from maintenanc e does not replac e parts when needed untrained quality ins pec tor Foundry
core time between quenc h and tempering (delaying tempering after quench) untrained operator
c as ting defec ts near the rail surfac e s kip required proc es s c ontrol detail due to time c ons traints pit floor grade
high humidity in air during heat treating (hydrogen embritalment) mag partic ls ins pec tion proc edure and res ults are not documented
material properties improper as s embly tec hnique meas urement tools us ed (do they provide c orrec t ac c urac y level)
inc orrec t hardening proc es s mac hined prior to heat treating c ris tal s truc ture c hec k at the running s urface (tempered martens ite)
general c as ting defec ts M an Heat Treatment
untrained s ervic e pers on inc orrec t ins pec tion protoc ol for wear of link
incorrec t gas for flame hardening prior autenite grain s ize (to large prior to temper)
incorrec t material proreties untrained quality inc orrec t wear limit s pec ified
inc orrec t heat of hardening temperature quenc h media
incorrec t cas ting proc es s inspector
Improper as s embly techniqu
inc orrec t s pec ified quenc h media M an Mac hine Maintenanc e time in quenc h media
inc orrec t pour improper quenc h media untrained operator
time between quenc h and temper Field
ins uffic ient material during pour improper quenc hing
not following good travel proc edure/protoc ol preheat of temper oven is c orrect is c orrec t c alc ulation of s tres s us ed in the part
loc ation of gates, ris ers, c hillers flame hardening M an As s embly fac tory time to temper
material inc lus ions from s and no tempering driving uphill with help of the attac hment is c orrect mac hine dy namic load used
(Bac khoe) and tipping over the edge sk ip required proc es s c ontrol detail due to time c ons traints fluid properties for quenc h media
material inc lusions from slag is c orrec t mac hine weight us ed
untrained quality ins pec tor furnac e profile s tudy
inc orrect raw material Heat treat
overload by driving over big roc ks untrained operator
hardening depth
incorrec t/poor mic ros truc ture Des ign Inputs
hit with buc k et to the trac k s
mechanic al Properties
exc es s ive bainite Man F oundry
digging over the s ide cry s tal s truc ture general loc ation hinge angle
inc orrec t heat during pouring skip required process control
track c alibration of furnac e pres s fit (bores )
derailing at turn on s pot with attac hment
delay in pouring detail due to
time
untrained quality ins pec tor
constraints agitation of quenc h media
s and humidity in mold untrained
untrained operator Fac tory
inc orect s and properties
Operator for mac hine
M aterial Man M ac hinating Heat Treatment Trac ability of heat treater for eac h/batc h link

W hy do the the track pads have


cracks ?
Heat treatment M achinating
pit floor maintenanc e heat Treatment O verload

aus tenetizing time and temperature


worn tool allowing the benc h to fill the trac k s while digging
thermal mas s of item being quenc hed does n't change worn load roller Tension forc e
temperature
inc orrec t fixture devic e
quenc h fluid does n't c hange damaged load roller
inc orrec t s etup humidity
-50 C temperature at mine inc orrec tly mac hined roller frame
quenc h fluid agitation inc orrec t c ooling ambient temperature outs ide oven inc orrec t geometry
inc orrectly machined load roller
part orientation in quenc h incorrec t c utting tool s oft ground to narrow link (High Kpa) turn on s pot with attac hment inc orrec t ratio of trac k pitc h and dis tanc e
time in quenc h F oundry
s peed of the c utting tool s tability of the mac hine
res idual temperature exiting quenc h
inc orrec t feed rate of part hard ground to wide trac k (Low Kpa) ins uffic ient trac k tens ion forc e/ to high track tens ion forc e Between rollers
improper setup for s elec tive hardening
inc orrect c oolant for material ty pe temperature inc orrec t geometry
number of pas s es per head inc orrec t ratio of track pitc h and dis tanc e between rollers
ground that c hanges s eas onally (Oil humidity
flame hardening quenc h properties inc orrec t trac k width for the applic ation
Des ign inc orrec t track width for the applic ation
heating rate of inc reas ed rail mas s /s urfac e
time/travel rate of heat treat Environment
inc orrect s tres s c alc ulation M ac hine
flame s trength/power
distance between burner and part inc orrec t mac hine weight
repeatability of position part to burner inc orrec t drawing
induc tion hardening head pos ition inc orrect material s pec ific ation

power of induc tion head inc orrec t heat treat spec ific ation

frequenc y of induc tion head inc orrec t load as s umptions


heat treatment modeling methodology (relations hip of res idual s tres s to pos ition)
s elec tive hardening profile is not what we des ire) F ac tory
improper modific ation of equipment form old des ign to new design
Summary
F oundry Responsibilit
as s embly method fac tory
inc orrec t as s embly tools y Assessmen
s and proc es s
res in ratio
inc orrec t protec tion of running s urface after mac hining
press fit MATERIAL t
s hakeout time
ris er pos ition
gating and ris ering methodology
Field Installation
1 (MATERIAL)
incorrect material proreties tbd 34
tbd 28 0 to probably no High
refining method
normalizing c y c le after cas ting
inc orrec t ass mbly methods 2 incorrect casting process
inc orrec t trans port of link
tbd 26 10 to 19 influence
11 probably significant
3 incorrect pour
melting proces s
inc orrec t handeling of link
trac e elements
influence
inc orrec t tool to as s emble the trac k c hain
type of furnac e melting
tbd 34
ty pe of furnac e refining 4 insufficient material during pour
s olidific ation modeling methodology (relations hip of res idual stres s to pos ition)
Field Servic e tbd 36 > 20 probably very High
M aterial 5 location of gates, risers, chillers influence
tbd 24
geneal c asting defec ts
inc orrec t as s mbly methods
inc orrec t trans port of link
6 material inclusions from sand
tbd 24
material properties
c as ting defec ts near the rail s urfac e
inc orrec t handeling of link
inc orrec t tool to as s emble the trac k c hain 7 material inclusions from slag
tbd 24
heat treating errors
8 material inclusions from core
tbd 34
wrong temperature 9 incorrect raw material
tbd 30
exes s iv veloc ity , hot metal
s urfac e c rac ks
10 incorrect/poor microstructure
tbd 28
M ethod
11 excessive
tbd 26
12
bainite incorrect heat during pouring
tbd 32
13 delay in pouring
14 sand humidity in tbd 20
mold
15 incorrect sand tbd 10
properties
16 casting defects near the rail tbd 32
surface
17 material tbd 36
properties
18 general casting tbd 30 Chapter 8.5
defects

EXTRACT: Risk 2
Management 7
Risk evaluation scheme
severity

10 5 1
o1 10 10 10
c0 5 5 5
c 1 1 1
u5 10 10 10
r 5 5 5
e 1 1 1
n1 10 10 detection
10
c action mandatory
5
action recommended 5 5
e no action required
1 1 1
severity occurrence detection
MEANING If damage or loss occurs, what is the effect on the W hat is the probability that How is our confidence that we know the cause, or
internal and external customers or the next the cause occurs? the cause of failure before it goes to the next step?
production step?
10 irreparable part leads to scrap failure often occurs almost impossible - no failure detection; can not be
machinery failure leads to production downtime (min. 1x / month) detected or is not checked.
accident at work resulting in lost work time (sick leave)
"I do not know..." "I do not
know..."
5 component failure causes (unplanned) overtime failure occurs low - inspection is not planned, it is checked indirectly or
equipment damage resulting in no loss of production by sampling
injury leads to time loss (no sick leave)
1 no discernible effects failure is very rare high - inspection or test reliably detects the error
(max. 1x / year)

Chapter 8.5

EXTRACT: Risk 2
Management 9
Process-FMEA (1/2)
Process step critical failure impact s cause o actual preventive actual corrective d. t risk prevetive / mitigation budget responsibl target date s o d. t risk
functions / e i e action action class action e e i e class
parameters v t c
n
e. i v t c
n
e. i
e y e y
c t c t
r r
c o c o
u e u e
e n e n
r c r c
identity check eye function wrong gathering of no traceability 5 poor eye function, no 1 eye test every 2nd year 1
casting data from glasses
labeling

lighting wrong gathering of no traceability 5 poor lighting 1 cleaning schedule 1


casting data from
labeling

lighting poor illumination wrong gathering of 5 poor lighting 1 regular check by 1


(mind. 300lx) casting data maintenance

component wrong gathering of no traceability 10 poor component 10 enlarge the font field investigation by shift 10 a unique alignment of Hr. Miller, N. 01.10.2014 5 1 10
labeling casting data from labeling, mirrored supervisor the title block, e.g. as
labeling reading underscore

accompanying missing non-acceptance 5 loss during transport no 1 Information of the shift 1


documents accompanying duty to bring docs to the supervisor
documents next station worker gets papers

accompanying wrong accompanying non-acceptance 5 lack of care 5 shift supervisor is 1 training head of 01.11.2014 5 1 1
documents documents responsible for care concept of stacking department
sequence & technology heat
(countersign of treatment
transported castings on
traveler)
training & worker not trained no traceability 5 poor quality / capability 1 regular training 1 x /year 1
qualifications rework / repair of tutor / content of the traveler is also
training mentioned in other
sickness / holidays training
suitability and casting fall down accident at work 10 demaged sling 1 external review 1
condition of the (annually); daily internal
slings review by workers

environmental dirty work station dirt particles in the paint; 5 missing cleannes 1 1
conditions inclusions

environmental too high humidity blistering (small craters; 5 open hall system 1 predrying 1
conditions porosity) measurement of
poor binding ability of humidity
color
environmental too low temperature too long drying time; 5 open hall system 1 measuring the 1
conditions Viscosity of the color is temperature
too high Heaters in winter

training & missing qualification paint not to instruction 5 qualification deficiency 10 product-related training 10 training
qualifications pint instructuion not lack of training skill matrix
known/available

system cleanliness of paint residues in the inoperability 5 lack of care 10 1 Functional test before
cleaning spray system intake and coloring each shift and after Chapter 8.5
system each break

visual check
cleanliness of contamination (dust, Particle inclusions in the 5 lack of order and 5 blow with compressed 1 improve stacking
EXTRACT:
and cleaning Risk
casting rust, test equipment color layer cleanliness in air sequence & 3
Management
as necessary residues) production technology to avoid 9
Process-FMEA (2/2)
predrying temperature too low temperature residual moisture is too 5 burner defect 1 1
high

1st primer color material wrong shade of color there are parts that can not 5 wrong requirements 1 production is 5
be blasted => intensive working error controlled by QC later
washing process

viscosity too high only limited processability 1 wrong requirements 10 Sample for target- 1 no further actions
working error performance
comparison; for new
parts measuring of
viscosity
viscosity too low extra work due to runners 1 wrong mixing ratio 10 Sample for target- 1 no further actions
performance
comparison; for new
parts measuring of
viscosity
mixing ratio wrong mixing ratio affects the curing 5 data sheet missing 1 10 duty to provide training
working error
calculation error

mixed technique color wrong mixed affects the quality of paint 5 lack of care 1 1
(time too short) time pressure

layer thickness too less minimum dry film 5 paint too thinn 10 10 measurement of wet film
thickness is not reached casting geometry thickness at defined
measurement points

layer thickness color runner rework / repaint 1 paint too thick 10 visual check 1
casting geometry

adhesiveness no adhesiveness of color flakes 5 no clean underground 1 visual check 10


color incorrect mixture

primer method wrong method requirements (time, layer 5 no documented 10 10 paint instruction
thicknesses, etc.) information
unachievable

Purity of color pollution particle inclusions in the 5 skinning through open 1 1


color layer paint container
no order / cleanliness in
the workplace

adhesiveness shelf life of the opened affects the quality of paint 5 shelf-life is not known 10 10 request shelf life data for
color container opened container from
exceeded supplier

1st dry time too short paint is not dry 5 temperature 1 1


subsequent drying humidity
delay

temperature too low paint is not dry 5 ambient temperature 1 1


subsequent drying burner failure humidity
delay

more priming as in 1st primer


and dry

inspection dry film thickness too thinn minimum dry film thickness
is not reached claim
5 paint flaws / handling 5 1 Sampling inspection of wet
film thickness (to be put in
Chapter 8.5
paint instruction)

EXTRACT: Risk 3
dry film thickness color runner rework / repaint 5 casting geometry 10 1

Management
technology-related 1
Conclusions

conclusively 2 formulas
to reflect :

Qualit = fulfllment of x mind-


y requirements set
(ability / skills) (want /
behavior)

Q = process risk based x PDCA-


M (effective
focus x & (prevention)
thinking (continuous
approach
efcient
processes) improveme
nt)

EXTRACT: Risk 3
Management 1
Your contact:

EXTRACT: Risk 3
Management 2