Implementing a Failure Mode and Effects Analysis (FMEA) in an organization often seems like a relatively simple task, but it often hides complex issues that need to be explained. We need to pay special attention to how the FMEA process affects the long-term performance of the organization and the improvements that can be achieved by applying the FMEA. By putting a lot of effort into the basic processes, it's easy to ensure that FMEA drives permanent improvements in multiple areas of the organization.
Every critical issue must be addressed
FMEA is not selectively applied to specific problems in the production process. Either do it all the time, or seek an alternative to a modular approach that is more suitable for its implementation. When running a new version of FMEA, there are no critical issues that cannot be overlooked. However, it's also assumed that you have a good understanding of what is critical in a particular organization, which is why so many companies fail to grasp this from time to time. We need to use accurate data sources, and in fact, this will actually lead us to the next point....
Real models must be used
When looking at the architecture to identify potential points of improvement, we must keep in mind that the simulated lab data is really far from the data that is being used in reality, and we must take this into account when preparing for a new version of FMEA. If we get a data source that gives us a more realistic model that accurately matches the actual market situation, then it is far better than relying on simulated or ** data, in fact, the simulated or ** data may or may not match the actual situation.
FMEA must be integrated into the production cycle
We shouldn't look at FMEA as something that happens after everything else has been implemented. Successful FMEA operation requires us to penetrate into the actual production process and it must be closely integrated with other core steps to achieve the best results. This often means that we need to rebuild our production infrastructure from scratch (or, at least to some extent), at least, to ensure a sustainable long-term solution. Of course, no matter how powerful the system was designed to be, sooner or later we will have to adjust it.
The FMEA process needs to be rigorous and rigorous
FMEA's systematic approach ensures consistency of results, which is a key factor when using the method. After all, FMEA is a groundbreaking approach in terms of rigor and rigor in its design, and this has to be transferred to practical implementation. Make a plan and stick to it as best you can. Sometimes, we have to deviate from the original plan, but as long as we learn something along the way and have a better understanding of how the company's systems work together, we will still be far ahead. In the final analysis, the purpose of FMEA is to drive continuous improvement of the organization in a managed, systematic way.
The FMEA must produce a viable end result
We come to the last point, but it's just as important as the other four points listed earlier. When using FMEA, we need to make sure that the implementation of FMEA actually produces concrete, actionable results that we can leverage in our organization and see long-term improvements from them. If you don't end up changing the structure of the company, then there's little point in learning something about FMEA's run. Keep in mind that sometimes the scale of these changes is smaller than we expected, but as long as the company as a whole improves, then there is nothing wrong with not making significant changes to the company's structure.