FMEA 01.PDF

PROJECT

EVALUATION

FMEA

An Adapted Methodology

for a Better Understanding

of Successful Project Approaches

of SMEs in the Fashion Industry

Index

INDEX

EXECUTIVE SUMMARY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Project F2F – A Brief Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Approach – An FMEA for Project Evaluation . . . . . . . . . . . . . . . . . . . . 5

2.1

The Failure Modes and Effects Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

2.1.1 History and Use in a Nutshell. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

2.1.2 The Method . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

2.2

The Adaptation of FMEA for F2F Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Application – A Survey in the Textile and Clothing Industry . . . . . . . . . 10

3.1

The Survey and Selected Results. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Title : PROJECT EVALUATION FMEA – An Adapted Methodology for a Better Understanding of Successful Project

Approaches of SMEs in the Fashion Industry

3.2

Example Illustrating the Creation of FMEA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Edited by : Marcus Winkler (DITF-MR), Deborah Santus Roosen (EURATEX), Francesca Giannotti (IPI),

Nena Malliou (Clotefi)

3.3

The Project FMEA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

This book has been written thanks to the support of all the partners of the F2F project and its network.

Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Project Coordinator Contacts:

Reference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Dr. Silvia Grandi (until 30th of April 2007)

Ms. Francesca Giannotti (from 1st of May 2007)

IPI – Institute for Industrial Promotion

Viale Maresciallo Pilsudski 124, Rome

info@fashiontofuture.eu • Phone (+39) 06 80972519

www.ipi.it – www.fashiontofuture.eu

ANNEX

University, Inotex, Ifth, Ufih, Latia, Asintec, Aitex, DITF-MR, Iat, Innovatex, Arc Fund, Ltc, Eurexcel, Irm Co, Citeve,

Manchester Metropolitan University, Aec, Cgs, Ctcp, Ctc, Tecnotessile, Incdtp, Citer, Tecnopolis CSATA, Cncc, Oseo,

Kosgeb, Piot, Cettex, Anpme, Amith.

Reproduction is not authorised without permission in written form from the publisher.

Only a minor part of the paper can be utilised and quoted provided that the source is acknowledged.

AI. The Questionnaire of the Survey . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

AII. List of Surveyed Projects (Acronyms) . . . . . . . . . . . . . . . . . . . . . . . . 29

AIII. F2F Project Partners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Acknowledgements

This book has been written within the “F2F – Fashion To Future” Project and thanks to the financial contribution of the

6th Framework Programme for Research and Technological Development of the European Commission – Action

“Stepping up the Economic and Technological Intelligence”, (Contract N. ETI-CT-2005-023328).

Project Officer: Gaetano Petralia (Gaetano.Petralia@ec.europa.eu)

1. Project F2F

Executive Summary

1. PROJECT F2F

A BRIEF INTRODUCTION

A Brief Introduction

EXECUTIVE SUMMARY

1. PROJECT F2F

A BRIEF INTRODUCTION

This manual has been produced thanks to the 6th Framework

Programme for Research and Technological Development (FP6)

within the F2F – Fashion to Future – project.

Its main objective is to show experiences of FP6 projects, in which

SMEs of the Fashion Sector took part. The collection and

analyses of information aims to show which are the pays and

pitfalls during the phases of project preparation, project running

and the time after project completion.

To evaluate the projects, to find the problems, the potential causes

and to recommend actions the Failure Modes and Effects

Analysis (FMEA) methodology was chosen. For this purpose the

original method had to be adapted and refined. The data needed

to fill the FMEA were collected via a European wide survey by

using a questionnaire that was distributed by Fashion to Future

project partners in their respective countries.

All findings of this ‘PROJECT EVALUATION FMEA – An

Adapted Methodology for a Better Understanding of Successful

Project Approaches of SMEs in the Fashion Industry’ have been

assessed and checked by the project partners in two workshops

in October 2006 and in January 2007.

Naturally, this guide cannot cover all possible problems, causes

and actions to be taken when designing and carrying out EU

RTD projects, but it provides a useful tool to identify, avoid or

manage the most common problems and mistakes.

‘Fashion To Future’ (F2F) is a project running since May 2006

up to April 2008 co-financed by the EU 6th Framework

Programme in order to foster the competitiveness of SMEs in the

enlarged Euro-Mediterranean fashion system. The objective is to

enable SMEs to participate in future European RTD

programmes in order to pursue excellence through research,

innovation, technology transfer in fashion system integrated with

new technologies.

The main goals of the F2F project are:

To enhance the competitiveness of SMEs through

simplified access to world wide research & innovation

results ;

To analyse criticalities and success stories of SMEs

participation in FP6 and their contribution in the ERA

(European Research Area), including developing guidelines

useful to improve future involvement in FP7;

To increase the readiness of SMEs and other fashion

sector stakeholders to participate in future European

RTD programmes (i.e. FP7) on relevant priority areas,

fostering trans-national collaboration;

To improve the involvement of

SMEs and SMEs groupings from

new member states and Third

Countries , through information

campaigns, the transfer of best

practices, training schemes, trans-

national collaboration, etc.;

To foster the development a

critical mass of new project

ideas and innovation creation

support tools;

To support the objectives of the

current and future technology

platforms related to the fashion

actors;

PROJECT EVALUATION FMEA

An Adapted Methodology for a Better Understanding of Successful Project Approaches of SMEs in the Fashion Industry

1. Project F2F

2. Approach

2. APPROACH

AN FMEA FOR PROJECT EVALUATION

A Brief Introduction

An FMEA for Project Evaluation

2. APPROACH

AN FMEA FOR PROJECT EVALUATION

To increase cross-linkages among SMEs or SMEs

grouping, and other ETI, to promote networking, cross-

fertilisation and clustering.

2.1 The Failure Modes

and Effects Analysis

In order to rise the number of SMEs participating in FP7, project

information and experiences have been gathered for detecting

the main pays and pitfalls that incurred during proposing,

running and after finalising of FP6 projects. This has been done

by using a tailored project FMEA, showing the failure modes,

that means the ways, or modes, in which something might fail

within a European research project. Recommended actions have

been deduced out of those failures made in order to prevent those

failures and give more SMEs the opportunity to take successful

part in FP7 projects.

2.1.1 History

and Use in a Nutshell

Failure Modes and Effects Analysis (FMEA) is a step-by-step

approach for identifying all possible failures in a design, a

manufacturing or assembly process, or a product or service. Failures

are prioritized according to how serious their consequences are,

how frequently they occur and how easily they can be detected.

The purpose of the FMEA is to take actions to eliminate or reduce

failures, starting with the highest-priority ones 1 .

Begun in the 1940s by the U.S. military, FMEA was further

developed in the 1960s by the aerospace and nuclear power projects,

and since the 1980s FMEA is used in automotive industries and has

become an integral part of quality management systems.

The FMEA is one of the most popular and a well-proven

methods regarding preventive quality assurance and is used to

increase system reliability. For products, it can be applied during

the initial design phase or to existing equipment 2 and in general

FMEA may be used 3 :

When a process, product or service is being designed or

redesigned, after quality function deployment;

When an existing process, product or service is being applied

in a new way;

Before developing control plans for a new or modified

process;

When improvement goals are planned for an existing

process, product or service;

When analyzing failures of an existing process, product or

service;

Periodically throughout the life of the process, product or

service.

To know more, it is possible to visit the F2F website:

www.fashiontofuture.eu .

1 Cf. Tague (2004).

2 Cf. Dodson/Nolan (1995).

3 Cf. Tague (2004).

PROJECT EVALUATION FMEA

An Adapted Methodology for a Better Understanding of Successful Project Approaches of SMEs in the Fashion Industry

2. Approach – An FMEA for Project Evaluation

2.1.2 The Method

‘Failure modes’ means the ways, or modes, in which something

might fail. Failures are any errors or defects, especially ones that

affect the customer, and can be potential or actual 4 .

The procedure in general is described by Tague (2004):

1. Assemble a cross-functional team of people with diverse

knowledge about the process, product or service and customer

needs. Functions often included are: design, manufacturing,

quality, testing, reliability, maintenance, purchasing (and

suppliers), sales, marketing (and customers) and customer service.

2. Identify the scope of the FMEA. Is it for concept, system,

design, process or service? What are the boundaries? How

detailed should we be? Use flowcharts to identify the scope

and to make sure every team member understands it in detail.

3. Fill in the identifying information at the top of your FMEA

form. Table 1 shows a typical format. The remaining steps

ask for information that will go into the columns of the form.

Within the following example, shown in Table 1, the function is‚

Dispense amount of cash requested by customer’. Concerning

this function the following failure modes (despite ATM dispenses

too much money) could be: does not dispense cash, takes too long

to dispense cash, etc.

The following 10 steps have to be followed in order to run an

FMEA 5 :

our customers expect it to do?’ Name it with a verb followed

by a noun. Usually you will break the scope into separate

subsystems, items, parts, assemblies or process steps and

identify the function of each.

For each function, identify all the ways failure could happen.

These are potential failure modes. If necessary, go back and

rewrite the function with more detail to be sure the failure

modes show a loss of that function.

For each failure mode, identify all the consequences on the

system, related systems, process, related processes, product,

service, customer or regulations. These are potential effects

of failure. Ask, ‘What does the customer experience because

of this failure? What happens when this failure occurs?’

Determine how serious each effect is. This is the severity

rating, or S. Severity is usually rated on a scale from 1 to 10,

where 1 is insignificant and 10 is catastrophic. If a failure

mode has more than one effect, write on the FMEA table only

the highest severity rating for that failure mode.

For each failure mode, determine all the potential root causes.

Use tools classified as cause analysis tool, as well as the best

knowledge and experience of the team. List all possible causes

for each failure mode on the FMEA form.

For each cause, determine the occurrence rating, or O. This

rating estimates the probability of failure occurring for that

reason during the lifetime of your scope. Occurrence is usually

rated on a scale from 1 to 10, where 1

is extremely unlikely and 10 is

inevitable. On the FMEA table, list the

occurrence rating for each cause.

7. For each cause, identify current

process controls. These are tests,

procedures or mechanisms that you

now have in place to keep failures

from reaching the customer. These

controls might prevent the cause from happening, reduce

the likelihood that it will happen or detect failure after the

cause has already happened but before the customer is

affected.

Identify the functions of your scope 6 . Ask, ‘What is the

purpose of this system, design, process or service? What do

TABLE 1: FMEA example according to Tague (2004)

Potential failure

Potential effect(s)

Potential cause

Current process

RPN

CRIT

Recommended

Responsability

mode

of failure

controls

actions

ATM dispenses

Bank loses money

Bills stuck together

Loading procedure

too much money

Discrepancy

Denominations

Two person visual

in cash balancing

in wrong trays

verification

Legend:

S = Severity

O = Occurrence

D = Detection Rating

RPN = Risk Priority Numbers (SOD)

CRIT = Criticality (SO)

4 Cf. ibid.

5 Cf. Tague (2004)

6 From here on, the word ‘scope’ is used to mean the system, design, process or service that is the

subject of your FMEA.

PROJECT EVALUATION FMEA

An Adapted Methodology for a Better Understanding of Successful Project Approaches of SMEs in the Fashion Industry

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