Leadership involvement in FMEA development provides greater focus on the process ensuring action items are identified and handled correctly.
Cross-functional teams, including people with different backgrounds and points of view, not only create buy-in to the FMEA process, but also provide a depth of expertise that creates a robust and valuable FMEA document.
A well-trained team is critical when creating an FMEA. An FMEA mindset makes the difference in a document that drives your process rather than something that merely satisfies a requirement.
There is a great deal of value in working on the FMEA early in the launch process. The earlier you bring FMEA into the process, the better change you have for preventing problems and reducing the costs of unnecessary changes.
As the hub of information, the FMEA drives ‘right the first time’ implementation of your programs by becoming the source for continually addressing the risks in your process.
The prevention column of the FMEA gives you clues about the risks in your manufacturing process which can drive the development of tools and gages to minimize those risks.
We encourage the authors of the FMEA to tie it to the reality of your operation. What are the actual preventive and detection controls on your plant floor? Use actual data and known prior customer problems to create rankings.
Integrating FMEA with problem solving gives you a guideline for finding and solving issues in your production. FMEA can also be a robust repository of Lessons Learned.
FMEA can be the drivers of your Continuous Improvement process by focusing on the Risk Priority Number (RPN) as an identifier of the action items that ensure you are preventing problems and reducing risk in your manufacturing process.
Use prevention and detection controls in the FMEA to populate documents like Work Instructions, Preventative Maintenance Plan and even Packaging Design. Done well, FMEA becomes a link to quality throughout your organization.
The Luminous Group founder, Murray Sittsamer, shares his ‘New Approach’ to FMEA thinking.