This document provides an overview and summary of key concepts from an operations management lecture, including:
1) Design for manufacturing principles like considering production capabilities during design.
2) Quality function deployment (QFD) which links customer needs to engineering requirements using a house of quality matrix.
3) Failure mode and effects analysis (FMEA) which identifies potential failures, assigns risk levels, and prioritizes issues to address.
This document provides an overview and summary of key concepts from an operations management lecture, including:
1) Design for manufacturing principles like considering production capabilities during design.
2) Quality function deployment (QFD) which links customer needs to engineering requirements using a house of quality matrix.
3) Failure mode and effects analysis (FMEA) which identifies potential failures, assigns risk levels, and prioritizes issues to address.
This document provides an overview and summary of key concepts from an operations management lecture, including:
1) Design for manufacturing principles like considering production capabilities during design.
2) Quality function deployment (QFD) which links customer needs to engineering requirements using a house of quality matrix.
3) Failure mode and effects analysis (FMEA) which identifies potential failures, assigns risk levels, and prioritizes issues to address.
This document provides an overview and summary of key concepts from an operations management lecture, including:
1) Design for manufacturing principles like considering production capabilities during design.
2) Quality function deployment (QFD) which links customer needs to engineering requirements using a house of quality matrix.
3) Failure mode and effects analysis (FMEA) which identifies potential failures, assigns risk levels, and prioritizes issues to address.
Dipankar Bose - XLRI Design for Manufacturing The designers consideration of the organizations manufacturing capabilities when designing a product
Concurrent Engineering Computer Aided Design (CAD) Types of product recovery
Dipankar Bose - XLRI Types of Product Recovery Upgrade Repair Refurbishing Remanufacturing Cannibalization Recycling Waste management Dipankar Bose - XLRI Quality Function Deployment (QFD) What is QFD? Customer-driven planning tool Builds customer voice into the design
Steps Prepare customer requirements/ Voice of customer Benchmark and Choose target values Identify design requirements/ Voice of organization Design targets Link customer requirements with design requirements Correlation matrix
Dipankar Bose - XLRI House of Quality HOW? Identify Design Requirements Relationship Matrix between Customer Needs and Design Requirements HOW MUCH? Design Target Values Customer Perception (Benchmarking) Correlation Matrix (Roof of the House) WHAT? Prepare Customer Requirements P r i o r i t i e s
Importance Weighting Technical Evaluation Competitive Assessments Dipankar Bose - XLRI QFD Stage1 Voice of the Customer Answers WHAT? What do customers want?
Voice of customer Primary input for House of Quality
Value drivers A small subset of requirements with Level of priority
Three steps Clarify-Categorize-Prioritize customer requirements
Methods for Clarification Market research/In-depth qualitative interviews/ Concept engineering
Dipankar Bose - XLRI Voice of the Customer Categorization Must be Performance Level Customer satisfaction Attractive Indifferent One dimensional Can be removed Should be fulfilled before One-dimensional Important for improvement Dipankar Bose - XLRI Voice of the Customer Prioritization May be more than 200 customer requirements Arrange them in descending order Decide which are most critical Selected ones are considered in next stage
Analytical Hierarchy Process (AHP) can be used at this step Dipankar Bose - XLRI QFD Stage 2 Competitive Analysis Two steps Benchmarking and Choosing Target levels for Chosen customer requirements in Stage 1 Benchmarking Compares organization and competitor in quality performance of customer requirements Identifies strategic and operational gap Find ways to close the gap Plays critical role is selecting most important customer requirements Choosing target levels Identifies benchmarked requirements where target is already met Helps to reduce size of the matrix Dipankar Bose - XLRI QFD Stage 3 Voice of the Organization From Customer requirements to design requirements These are HOW by which design team acts to make WHAT
Heart of QFD planning process Listed across the top of the house Affects one or more customer requirements
If QFD team is not satisfied Go back to previous stage with what-if questions
Dipankar Bose - XLRI QFD Stage 4 Design Targets Three steps Benchmark/ Set target values/ Determine cost for design requirements
Should look into the inconsistencies between Customers perception on key customer requirements Current measures on design requirements
Needs to see if technical data Support or refute customer perception
Projected cost of elevating design requirements to target specifications Dipankar Bose - XLRI QFD Step 5 Link the Requirements Relationship Matrix Indicate the strength of relationship between WHAT and HOW Heart of the House of Quality Lack in strong relationship Customer requirement is not addressed Project will have problem in meeting the requirements May use symbol for strong, medium and weak relationships May also be quantified When multiplied with Level of priority Helps to obtain important weightage for each HOW
Dipankar Bose - XLRI
Dipankar Bose - XLRI QFD Stage 6 Correlation Matrix Roof of the house
Two steps Specify tradeoffs between design requirements Select design requirements that most effectively meet customer requirements based on limited resource and other organizational constraints
Positive or negative correlation Positive Change in one requirement helps other Negative There is a trade off between these requirements May be uncorrelated
Dipankar Bose - XLRI
Dipankar Bose - XLRI FMEA Basics Failure Mode & Effects Analysis Sometimes also called FMECA (Failure Mode Effects & Criticality Analysis)
An analytical tool that uses a disciplined technique to identify and help eliminate product and process potential failure modes General Motors
Used by NASA In 1963 Adopted by Ford Motor Co. In 1980s ISO 9004: Clause 7.1.3.3 and 7.3.1 List FMEA as risk assessment tool and refer as Fault Mode and Effect Analysis
Dipankar Bose - XLRI 10 Steps for FMEA Implementation 1. Review the process or product 2. Brainstorm potential failure model 3. List potential effects of each failure mode 4. Assign a severity ranking for each effect 5. Assign an occurrence ranking for each failure mode 6. Assign a detection ranking for each failure mode and/or effect 7. Calculate the risk priority number for each effect 8. Prioritize the failure modes for action 9. Take action to eliminate or reduce the high-risk failure modes 10. Calculate the resulting RPN as the failure modes are reduced or eliminated Next Dipankar Bose - XLRI
Back Dipankar Bose - XLRI Failure Modes and Potential Effects Seat Cushion Requirement Failure Mode Effect Four screws Fewer than four screws End User: Loose seat cushion and noise. Manufacturing and Assembly: Stop shipment and additional sort and rework due to affected portion. Specified screws Wrong screw used (larger dia.) Manufacturing and Assembly: Unable to install screw in station. Assembly sequence: First screw in right front hole Screw placed in any other hole Manufacturing and Assembly: Difficult to install remaining screws in station. Screws fully seated Screw not fully seated End User: Loose seat cushion and noise. Manufacturing and Assembly: Sort and rework due to affected portion. Screws torqued to dynamic torque specification Screw torqued too high End User: Loose seat cushion due to subsequent fracture of screw and noise. Manufacturing and Assembly: Sort and rework due to affected portion. Screw torqued too low End User: Loose seat cushion due to gradual loosening of screw and noise. Manufacturing and Assembly: Sort and rework due to affected portion. Back Dipankar Bose - XLRI Assigning Severity, Occurrence, and Detection Rankings Establish clear and concise descriptions for the points on each of the scales So that all team members have the same understanding of the rankings
The scales should be established Before the team begins the ranking process
The more descriptive the team is when defining the ranking scale The easier it should be to reach consensus during the ranking process Dipankar Bose - XLRI Process FMEA Severity Evaluation Criteria
Dipankar Bose - XLRI Design FMEA Prevention/Detection Evaluation Criteria Continued
Dipankar Bose - XLRI Reaching Consensus on Rankings Team voting Get process expert involved Defer to one of the team members Rank failures and effects within a ranking category Talk it out Use the higher ranking Back Dipankar Bose - XLRI Using RPN Focus on failure modes with high RPN For modes with same RPN focus on mode with high D Easiest approach for making improvement is Increase the detectability of the failure Thus lowering the detection ranking Reducing the severity is important Especially in situations that can lead to injuries
When recommending action, focus on prevention rather than inspection When a failure mode is eliminated completely New risk priority number approaches zero as occurrence ranking becomes one
Back Dipankar Bose - XLRI Prioritizing Failure Modes for Action Use Pareto Diagram Decide on cut-off RPN
Problems Two or more failure modes may have the same RPN The team may have a disagreement in the ranking scale for severity, occurrence and detection It is assumed that all the three (S, O, and D) indexes are equally important
SOD (alternative to RPN) Sorted in descending order Prioritize first by severity, second by occurrence and lastly by detection
Back Dipankar Bose - XLRI
Back Dipankar Bose - XLRI Advantages Improve quality, reliability and safety of product/process Increase user satisfaction Reduce system development timing and cost Collect information to reduce future failures Early identification and elimination of potential failure modes Emphasize problem prevention Minimize late changes and associated cost Catalyst for teamwork and idea exchange between functions
Dipankar Bose - XLRI Criticism Limited by committees experience of previous failures If failure mode cannot be identified, then external help is needed
If used as top-down tool FMEA may only identify major failure modes in system If not used as a "bottom-up" tool FMEA can not identify many more causes and failure modes resulting in top-level symptoms
It is not able to discover complex failure modes involving multiple failures within subsystem Dipankar Bose - XLRI Criticism Continued Be aware of LACK of WEIGHING FUNCTION Less serious failure mode may receive higher RPN than more serious failure mode Straight multiplication is not best suited Example: ranking of "2" may not be twice as bad as a ranking of 1
Good tool for identifying problem areas and being prepared But cannot use it as absolute tool
Dipankar Bose - XLRI QCP Quality Control Plan Every operation should have a QCP Specify procedures to ensure that the process continues to operate as it should End result of an FMEA QCP not based on FMEA is of little value Both updated periodically Dipankar Bose - XLRI Worksheet Design FMEA
Dipankar Bose - XLRI Worksheet Process FMEA
Dipankar Bose - XLRI Isuzu Questions Give a brief overview on Isuzus products and production plants. Discuss the following concepts: a) Cost Deployment Flowchart, b) Cost Strategy Map, c) Developing Functional Specifications, and d) Detailed Cost Reduction Techniques. How did Isuzu react to unprofitability during 1991? Discuss Isuzus VE Program. Discuss Isuzus Tear-down methods. What are the barriers to the success of Isuzus Cost creation program? Why the term Cost creation was used?