Once the causes are identified, the controls that are currently in place are listed and its detection capacity, quantified from 1 to 10. The next step is to identify the causes of the failure and its level of occurrence, quantifying from 1 to 10. Next, for each effect, its severity level is quantified from 1 to 10. Once the faults have been defined, the effect or effects that these faults have on the system are analyzed. In FMEAs it is vital to form a multidisciplinary group with extensive experience in the process or system to be analyzed. This point is key, because if any failure is left out of the list it will never be analyzed. The first step in the FMEA technique is to list the failures that can occur in a system or process. It is a technique widely used in all industrial sectors today and its great usefulness has been widely documented. It is based on graphically representing in a relational way a central trunk, which is a line in the horizontal plane, representing the problem to be analyzed.įMEA was introduced by the US military in the late 1940s, but its use became widespread in aerospace development during the Apollo space program. Cause-effect diagram or Ishikawa or fishboneĭesigned by Kaoru Ishikawa it is also known as an Ishikawa diagram or fishbone diagram, due to its shape. For this reason, they are usually multidisciplinary teams from various areas of a company. In this type of method, the selection of the participating team is vital, since there may be the risk of choosing a closed group, which contributes the same ideas and does not have the complete vision or perspective of the problem. The objective is to increase the knowledge that one has about a problem, taking into account many points of view, investigating the possible effects that cause it. Once this is done, the relationships or contradictions that may be found between them will be studied. Once all the ideas have been collected, the team proceeds to categorize and order them. It is a part very similar to brainstorming, where there is no filter or limitation, the only requirement is that it be related to the problem in the opinion of the participant who proposes the idea. Once met, through various means each member proposes ideas that are related to the problem. Next, you need to assemble a team of people who have knowledge of the problem or experience with it. The method starts from the precise definition of a problem. It is also called the KJ Method or Team Kawakita Jiro (TKJ). It is a quality method created by the Japanese anthropologist Kawakita Jiro in the 1960s. It is a method that allows to focus efforts and find deficiencies or weaknesses in a process. This leads to broadening the team’s knowledge of the problem, increasing the control it has over the process or service. To answer it, communications can be initiated outside the work team, or internally in the company or even with external suppliers. Questions may go unanswered because the answer is ignored. On many occasions this process is long, as it cannot be executed completely within the selected team of people. If not, the iteration of questions must continue. That is, when a precise answer is obtained from the origin of the problem. This method ends when the response is an inefficient or nonexistent process. The pursuit of questions is motivated by the fact that a problem usually has more than one root cause. The goal is to find the root cause of a problem. With few resources, very positive results can be achieved. It is not a rigid method, nor does it provide strict rules, its potential lies in its simplicity. The “5” is because it is usually the number of iterations necessary to solve a problem. The method is based on the iteration of questions.
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