Hata türü ve etki analizi
Failure mode and effect analysis
- Tez No: 66801
- Danışmanlar: PROF. DR. MURAT DİNÇMEN
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1997
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Endüstri Mühendisliği Ana Bilim Dalı
- Bilim Dalı: Endüstri Mühendisliği Bilim Dalı
- Sayfa Sayısı: 107
Özet
ÖZET Hata Türü ve Etki Analizi (HTEA), önleyici, sistematik bir kalite planlama aracıdır. Üretim veya ürünün kullanım aşamalarında, sorun çıkarabilecek her tür bilinen ve olası durumu inceleyerek, bu durumları sistemden elimine eder ve riski düşürerek ürün ve proseslerinin güvenilirliğini arttırır. HTEA ile hatalar incelenirken üç tür faktör göz önünde bulundurulur. Bunlar:. Hatanın ortaya çıkma durumu (sıklık). Hatanın ağırlığı, etkisi (önemlilik). Hatanın saptanması (tespit edilebilirlik Bu faktörlerden hareketle hataya ait Risk Öncelik Sayısı (RÖŞ) Hesaplanır. RÖS 1 ile 1000 arasında değer alabilen bir kritiklik göstergesidir. Bütün hataların Risk Öncelik Sayılan ortaya çıkınca, öncelikle ele alınması gereken hata kaynaklan belirlenir ve önleyici faaliyetler bu sıra ile gerçekleştirilir. Hedef risk öncelik sayısını mümkün olduğunca l'e doğru çekmek için çeşitli düzeltici/önleyici faaliyetler geliştirmektir HTEA her şeyden önce bir takım fonksiyonudur ve bireysel olarak yürütülemeyecek bir çalışmadır. Ancak, disiplinler arası kişilerden oluşan bir takım tarafından yürütülebilir. Pek çok durumda elde yeterli ve/veya sağlıklı veri olmayabilir. Bu durumda grup elemanlarının tecrübeleri en büyük kaynağı teşkil eder. Temel olarak iki tür HTEA olduğu bilinmektedir;. Tasarım HTEA: Ürünün tasannu aşamasında oluşabilecek hataları öngörmek ve bunları elimine etmek.. Proses HTEA: Ürünün üretileceği proseste karşılaşılabilecek hataları öngörmek ve elimine etmek. Bu çalışmada HTEA yöntemi etraflı olarak incelenmiş ve SİMKO Tic. ve San. A.Ş. Seri Cihazlar İşletmesi Magnet İmalatı prosesinde bir Proses HTEA uygulaması yapılmış ve çok iyi çalıştığı düşünülen proseslerde bile iyileştirmeye açık pek çok nokta olabileceği ortaya konmuştur. Vİİ
Özet (Çeviri)
SUMMARY FAILURE MODE AND EFFECT ANALYSIS it is a necessarity for companies under hard competitive environment to reach the“zero failure”target. This inturn leads them to adopt failure preventive methods. Failure Mode and Effects Analysis (FMEA) is a preventive and systematic analytical planning tool that maybe used at the product and/or process design stages. it can determine what might go wrong either during the manufacture of the product ör during its use by the intended customer and is used for planning the appropriate preventive action. When the results of a FMEA are ranked in order of seriousness, then the word criticality is added to give Failure Mode and Criticality analysis (FMCEA) At first times rwo types of FMEA; design and process FMEA were identified. Now, it is generally accepted that there are four types of FMEA. The four types are: 1.System FMEA: Used to analyze systems and subsystems in the early concept and design stage. A system FMEA focuses on potential failure modes between the of the system caused by system deficiencies. it includes the interactions between systems and elements of the system. 2.Design FMEA: Used to analyze products before they are released to manufacturing. A design FMEA focuses on failure modes caused by design deficiencies. 3.Used to analyze manufacturing and assembly processes. A process FMEA focuses on failure modes caused by process ör assembly deficiencies.O 4.Service FMEA: Used to analyze services before they reach the customer. A service FMEA focuses on failure modes (tasks, errors, mistakes) causes by system ör process deficiencies. The fundamental comerstone of FMEA is the need to improve. it is this need that becomes the impetus for change. Change in this case maybe modifications, improvements, and/or a complete change. The idea that FMEA proposes is not revolutionary; it is just a systematic methodology used to approach problems, concerns, challenges, errors and failures to seek answers for improvement. First of ali FMEA is a team function and can not be done by a single person. The team must be defined as appropriate for a specific project and can not serve as the universal ör company FMEA team. The knowledge that is required for the specific ixmost important earlypreventive actions in any system, design, process or service which will prevent failures and errors from occurring and reaching the customer. This early warning and preventive technique provides the designer with a methodical way of studying the causes and effects of failures before the system, design process or service is finalized. In essence, the FMEA provides a systematic method of examining all the ways in which a failure can occur. For each failure, an estimate is made of its effect on the total system, design, process or service of its seriousness, of its occurrence (frequency) and its detection. The priority of the problem is articulated via the RPN. This number is a product of the occurrence, severity and detection. The high RPN failures are addressed first, then the lower, and so on until all failures have been resolved. To undertake an analysis of all problems at the same time is not recommended to the philosophy of the FMEA. This value should be use only to rank order and concerns of the system, design and process All RPNs have no other value or meaning. After the RPN has been determined, the evaluation begins based the definition of the risk. Usually this risk has defined by the team as minor moderate, high and critical. It may be changed to reflect different situations.. Under minor risk, no actions is taken.. Under moderate risk, some action may take place. Under high risk, definite action will take place. (Selective validation and evaluation may be required.. Under critical risk, definite actions will take place and extensive changes are required in the analyzed field. If there are more than two failures with the same RPN, than first address the failure with high severity, and then detection. Severity is approached first because it deals with effects of the failure. Detection is used over the occurrence because it is customer dependent, which is more important than just the frequencies of the failure. Conducting FMEA required a systematic approach. The recommended approach is an eight step method that facilitates the system, design process and service FMEA. 1. Select the team and brainstorm: The team must be cross-functional and multidisciplined. 2. To be understood by everyone use functional block diagram and/or flowchart of the system, product and process. 3. Prioritize - After the team understands the problem, select the most important point to begin. 4. Data collection- This is where the team begins to collect the data of the failures and categorizes them appropriately. At this point the team begins to fill the FMEA form. 5. Analysis. The analysis may be qualitative or quantitative. The team may use brainstorming, cause and effect analysis, QFD, DOE, SPC, another FMEA, XImathematical modeling, simulation, reliability analysis, and anything else that team members think is suitable. 6. Results: The information from this step will be used to qualify the severity, occurrence, detection and RPN. 7. Confirm/evaluate/measure. After the results have been recorded, it is time confirm, evaluate and measure the success or failure 8. Do it all over again. The long-term goal is to completely eliminate every single failure. The short-term goal is to minimize the failures if not eliminate them. Of course, the perseverance for those goals has to be taken into consideration in relationship to the needs of organization, costs, customers and competition. The benefits of conducting an FMEA include the following:. Helps to define the most significant opportunity for achieving fundamental differentiation Improves the quality, reliability and safety of the products. Improves the company's image and competitiveness Helps increase customer satisfaction. Reduces product development time and cost. Helps select the optimal system design. Helps determine the redundancy of the system. Helps identify diagnostic procedures. Establish a priority for design improvements action. Helps identify critical and significant characteristics. Helps establish the forum for defect prevention. Helps error identification and prevention Helps define corrective actions. Helps select alternatives with highly reliability and high safety potential during the early phases Lists potential failures and identifies the relative magnitude of their effects Provides the basis for the test programs during development and final validation of the system, product or process Develops early criteria for manufacturing, process, assembly and service Provides historical documentation for failure reference to aid in the analysis of field failures and consideration of design, process and service changes.. Provides a forum for recommending and tracking risk reduction actions. The most important reason for conducting an FMEA is the need to improve. To receive all or some of the benefits of an FMEA program, the need to improve must be ingrained in the organization's culture, if not, the FMEA program will not to succeed. In this study, I focused on process FMEA and made an implementation with a group in SIEMENS-SİMKO Standard Products Plant. This is a factory that produces Electromechanic products with approximately 600 blue collars and 200 white collars including Research&Development, Sales&Marketing, Product oriented production groups and ect. Each of these product oriented production group is managed by Xllprocess manager and called as Assault Boat. These Assault Boats include purchasing, production planning, production controlling and technical planning engineers. The process we studied on was about magnet production line. These semi-finished products are used in many types of products, circuit breakers, contactors, etc. The group consists of a process engineer, production controller, production chief, quality assurance representator and the chief responsible of following process. At the beginning, the decision about the studying program is made. According to this each session is consisted of one and halfan hour per week. In the first three session a short training was given and similar implementations that made by other company are told to the group members. As told before, an FMEA was consisted of two stages; first present situation of the system and second, the situation of the system after corrective or preventive actions. In this study only the fist stage has been made. During the study, some of the corrective actions that could be taken easily are made without looking at their RPN values. The biggest problem that was met during this study was about on which basis the severity and detection risk factor indexes would was evaluated. With a group decision, it was decided to evaluate on internal customer basis. In many situations some defective parts could reach to next process (assembly line). But the probability of reaching of a defective part to the end customer was strongly weak. As seen in the following figure most of RPN values are in 0-50 interval. This give us an opinion about the riskiness of examined process. This values are quite low. But this does not men that there is nothing to do. On the other side there are eight failure mode that should be correct or firstly. The following figure show us from where should we begin. Of course the goal of this study is zero defect in the Magnet Manufacturing Shop. So none of the potantial failure is unimportant for this study. 100,00% 80,00% 60,00% - -f 40,00% 20,00%,00% Frequency Cumulative % RPN Range Finally, after a well conducted FMEA project, it's realized that there could be too many points that can be improved, although it was supposed that everything went O.K. Xlll
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