E6S-131 Crux of Failure- Planning and Facilitation - FMEA 10*10*10 Part 4a

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Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 131, we explode yet again with the Failure Modes and Effects Analysis, here with part 4a, "The Crux of Failure." Be sure to check out You-Tube for our original-ish FMEA song.  If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo in the artwork, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-131 Leave a Review! http://bit.ly/E6S-iTunes





***FMEA 10*10*10 Part 4: Crux of Failure- Planning and Facilitation***                                                                        

Objection 1:  This is no different than any other meeting.  Why prepare specifically for the FMEA?

Counter 1: While meeting best practices apply, FMEA offers significant additional complication for facilitation.  The best practices for a meeting should be firmed up. 


Objection 2:  I cannot turn anyone away from the meeting if they want to be there.

Counter 2: For every meeting, you should feel free to turn people away, if it's not the best interest of the meeting, program, or company.  The more participants, the more discussion, the more rabbit holes, the harder to contain and control. 


Objection 3:  I cannot get the right SMEs to do this in a group. They're too busy.                                                  

Counter 3: Try harder, or be more creative.  Preferably the FMEA should occur all at the same time in the same room, but if you cannot get the critical SME in the room, put in the extra work to make sure you get with that SME for their opinions on the areas.  Continue with that while also trying to push for a face-to-face with everyone.  If you still cannot get support, perhaps the FMEA or the entire project should not be performed until leadership can sort it out.                                                                                     



I            Failure Modes and Effects Analysis(FMEA) – Risk assessment technique to breakdown products, processes, services, etc. to detailed functional level to analyze potential points of failure.  Prioritizes where to focus.

II         Recall: PFMEA Procedure

a.       List process steps individually

b.      Brainstorm the potential failure modes and effects of those failures for each step (may be multiple)

c.       Score the Severity of the effects –

i.      High Severity (10) linked to safety issues, down to low severity (1), more of a “nuisant” loss or minor inconvenience

d.      Identify potential root causes (mechanisms) for the failure mode

e.       Score the Occurrence based on the probability of the root cause (if known) or the failure mode

i.      High Occurrence (10) means extreme probability of occurring.  Linked to process capability (yield or failure data), or similar designs. Low Occurrence (1).  Never happened and highly unlikely to happen (black swan?)

f.       Identify the controls in-place to detect or prevent the failure effects

g.      Score the Detection based on the quality of the control system to detect or prevent the problem

i.      Low Detection (10) indicates the error is likely to not be captured before the outcome severity is realized.    

h.      Multiplied together – Risk Priority Number (RPN = SEV*OCC*DET)

i.      (10*10*10) Explodes Repeatedly Without Warning - Highest possible risk (RPN = 1000)

1.      Extreme Severity – 10 (serious injury or death)

2.      High Occurrence – 10 (commonplace, everyday)

3.      Low Detectability – 10 (by surprise, without warning)         

III      Planning

a.       Whom to invite           - Subject Matter Experts - (SME's) primarily.  (those trusted to have a deep understanding in the area.  SME's up and down the value chain. 

i.      Both users and architects of the process, (understand both how it is and how it should be.)

ii.      Minimal management.            

iii.      Some outside perspective may also be good

b.      How many people?

i.      5-8 sounds good (8-12 is OK but probably more realistic)

1.      You will likely have your regular project team plus some additional SMEs.  Out of 8-12, you'll probably have 4-6 active, the rest just following the conversation.

ii.      If this is high profile, you may need to turn people away

1.      Some companies have a "policy" of inviting 3 stakeholders from every interest group.  Too many "chefs" will spoil the FMEA.                                 

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Outro: Thanks for listening to episode 131 of the E6S-Methods podcast. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  Stay tuned for the second of the "Crux of Failure" in the FMEA 10-10-10 series in episode 132.  And don't forget to contact me for the Make a Wish campaign.  There's only a few days left. We love hearing from our listeners and learning about how you use Lean and Six Sigma.  Feel free to email us, aaron@e6s-methods.com, or contact us through our website, we reply to all messages.  Reviews on iTunes are always appreciated and keeps us higher in the ranks and allows us to reach more superstars like you.  Don't forget to you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down?    Leave a Review! http://bit.ly/E6S-iTunes