Free tool · Risk
FMEA
Write down how each step of a process can fail, what it costs, how often it happens and whether anyone would catch it. The sheet rates every failure mode, ranks them by action priority and RPN, and keeps the actions with their owners until the re-rating shows the risk is gone.
Rating scales
Each rating runs from 1 to 10. The same words appear in the rating lists of the sheet.
S · Severit y
How bad is the effect for the customer or the people when the failure happens?
- 1 · None No noticeable effect.
- 2 · Very minor A slight inconvenience that few notice.
- 3 · Minor A small inconvenience that most notice; no rework.
- 4 · Very low A little rework or a short delay inside the shift.
- 5 · Low Rework or a late order; the customer notices.
- 6 · Moderate A damaged or incomplete delivery; complaint and re-send.
- 7 · High The process stops or needs heavy rework; a customer may be lost.
- 8 · Very high The service fails for many customers at once.
- 9 · Hazardous, with warning Safety or regulatory breach that announces itself first.
- 10 · Hazardous, without warning Injury or regulatory breach with no warning at all.
O · Occurrence
How often does this cause lead to the failure, with the process as it runs today?
- 1 · Remote Practically ruled out; nobody has seen it.
- 2 · Very low A few times a year.
- 3 · Low About once a month.
- 4 · Moderately low A few times a month.
- 5 · Moderate About once a week.
- 6 · Moderately high Several times a week.
- 7 · High About once a shift.
- 8 · Very high Several times a shift.
- 9 · Very high, repeated Several times an hour.
- 10 · Almost ce
r tain Happens nearly every time the step runs.
D · De tection
How likely is it that today's controls catch the failure before it reaches the customer?
- 1 · Almost ce
r tain The step cannot pass the error; it is blocked at source. - 2 · Very high An automatic check at the step catches it every time.
- 3 · High An automatic check at a later step catches it.
- 4 · Moderately high A second person checks it at the step.
- 5 · Moderate The operator checks it by eye at the step.
- 6 · Low A visual check at a later step, or a sample check.
- 7 · Very low Found only by chance or in an audit.
- 8 · Remote Found only after the process, by the next department.
- 9 · Very remote Found only by the customer.
- 10 · Cannot d
e tect No control; it is never found, or found too late.
3 · Failure modes
| # | Process step | Function / requirement | Potential failure mode | Potential effect of failure | Severity (S) | Potential cause | Occurrence (O) | Current prevention control | Current detection control | Detection (D) | RPN | Action priority (AP) | Recommended action | Owner | Due | Status | S after action | O after action | D after action | RPN after action | Row tools |
|---|
No failure modes yet. Add the first row, fill the steps from a template, or .
The guide · Edition 3 · Page 38
How t o use this t ool, in the guide
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- Six Sigma · 5 minSigma & Control Cha
r tTurn defects into a sigma level, combine on time, undamaged and complete into perfect delivery, and see whether a bad day is a signal or noise.→ - Worksheet · 10 min5 WhysMove from a symptom to a root cause you can change, then agree one countermeasure, one owner and one check. Print it or save it as PDF.→
- Root causes · 15 minFishbonePut the effect at the head and collect causes with the team on the 6M, 4P or hotel bones, each with its why. Votes and likely causes rank them, the likely ones become actions to verify, and the top one goes to 5 Whys or the causes to Pareto.→
- Six Sigma · 10 minProcess LabPaste measurements and get the right control chart (I-MR, Xbar-R/S, np, c, u) with Nelson rules and before/after phases, Cpk, chi-square, regression and a Gage R&R or attribute agreement study. Every number in plain words.→
- Lean · 20 minTime StudyTime each element over five cycles with a stopwatch, space bar as the lap key. Get the standard time per station, takt from demand, a Yamazumi against it and the first element to move.→
- Lean · 30 minValue Stream MapMap one flow from supplier to customer with the pieces waiting between the steps. Get the lead-time ladder, PCE, takt and the bottleneck, then draw the future state and send its kaizen bursts to the Action Tracker.→
- Standard · 20 minStandard WorkOne job as a TWI breakdown: major steps, key points marked Safety, Quality, Technique or Cost, and a reason for each, with the time per step against the takt. Versions with change notes, print on A4, Word.→
- Lean · 15 minSpagh
e t ti DiagramDraw the walking paths of one job over the floor plan, tap by tap, in metres. Get the metres and minutes walked per shift, the stop visited most and the longest repeated leg, then compare the layout after the change.→ - Six Sigma · WeeklyProject Po
r tfolioEvery DMAIC project on one page: phase, status, the next tollgate and its checklist, days in the phase, sigma before and after, and savings planned against realised. Each project keeps its charter, SIPOC, CTQ tree, RACI, Kano, RTY, COPQ and control plan.→ - Course · 45 minSix Sigma in the WarehouseDMAIC in five steps on one warehouse case, with the tool to use at each step, three questions per step, the eight wastes and a project charter.→
