REALIZING PROCESS IMPROVEMENTS THROUGH REVERSE FMEA ASSESSMENTS

Reverse FMEA can be a powerful tool helping drive continual improvement within an organization, and for many automotive manufacturers, has become a requirement. Reverse FMEA is a concept that mirrors the methodologies of a traditional Gemba Walk in that it helps an organization identify process risks by “walking” a process. Collecting data on a product or processes through direct observation instead of relying on theoretically derived prediction assumptions or historic process data alone.

Systematically identifying risks within a system is imperative to driving continual improvement. rarely is a process developed and implemented capturing all the potential failure modes applicable. Without ongoing assessment at the point of work, a full picture of the process, as implemented, will hide inefficiencies. Walking a process post implementation will allow manufacturing teams the insights needed to correct process deviations before they create unintended internal and external concerns.

To conduct a reverse FMEA, the team assigned with the activity will need to develop a scope of what is going to be assessed. The scope can vary depending on the chosen operation, but should be limited to a specific PFMEA, e.g., a specific product, not product category, or process specific to an individual product category (welding, stamping, machining…).

Once the scope of the reverse FMEA is identified, the team will need to walk the process to identify any deltas between what was initially developed and what is reality. This will identify, in most cases, additional failure modes not included within the initial development process that can be added to the product or process risk profile.

Simplistically, once the additional failure modes are identified, they need to be controlled within the system. The assessed risk profile of the process failure mode will determine the level of control required for prevention. In reality, this is where the financial aspects of risk mitigation, post implementation, will play a role and can be a more complicated road to navigate. During the initial development process, costs of controlling risk within a process are assessed to capital expenditures or into the overall cost of the product as sold. Once the process is implemented, associating additional costs can have an adverse impact on profitability.

With that said, understanding the opportunity cost associated with the risk profile of the failure mode, will allow for effective ROI assessments of cost and help acquire the required investment needed for implementation. Further, it is important to look at all control methodologies and work to be as creative as possible when developing process controls. I have personally experienced throughout my career, simple, creative controls with very little cost being just as effective as their more expensive alternatives. This will not always be the case and each failure mode will not have a simple inexpensive method of reducing risk, but simple, creative methodologies should be considered from the onset of the discussion.

Post the implementation phase of the identified process risk(s) a read across of similar processes or product categories should be conducted to drive improvements across the organization. Further, continuous improvement and lessons learned documentation should be updated to reflect the findings and implemented actions of the reverse FMEA. These do not only help the organization reduce risk on future programs, but also is a requirement for ISO 9001 / IATF 16949 (if certified) and required by automotive OEMs.

The implementation of Reverse FMEA represents a paradigm shift in how organizations approach process improvement and risk management. By actively engaging in the identification and control of failure modes post-implementation, companies can achieve a more accurate and dynamic understanding of their processes. This proactive methodology not only enhances product quality and operational efficiency but also ensures compliance with industry standards such as ISO 9001 and IATF 16949. By fostering a culture of continuous improvement and innovation, organizations can mitigate risks effectively, optimize costs, and maintain a competitive edge in the market. Ultimately, Reverse FMEA is not just a tool but a strategic approach that drives sustainable growth and excellence within the manufacturing landscape.