Implementing Failure Mode and Effects Analysis (FMEA) in an organization often seems like a relatively straightforward and simple task, but it often hides some intricacies that have to be accounted for. You need to be particularly wary of how the FMEA process affects the long-term performance of your organization, and what improvements you get as a result of its application. By putting enough thought into the fundamental process, you can easily ensure that FMEA will drive your organization towards permanent improvements in multiple areas.

在組織中推行失效模式和影響分析（FMEA），通?？雌饋?lái)是一個(gè)相對(duì)簡(jiǎn)單的任務(wù)，但時(shí)常會(huì)卻隱藏著一些需要解釋的復(fù)雜問(wèn)題。我們需要特別注意FMEA過(guò)程如何影響組織的長(zhǎng)期的績(jī)效，以及應(yīng)用FMEA之后所得到改善。通過(guò)在基本流程中投入大量的精力，我們能很容易去確保FMEA推動(dòng)組織在多個(gè)領(lǐng)域?qū)崿F(xiàn)永久性的改善。

You must address every critical issue

必須解決每一個(gè)關(guān)鍵問(wèn)題

FMEA is not something that you can just apply selectively to specific issues in the production process. You either do it all the way, or you look for an alternative solution that’s better suited for a modular approach to its implementation. You cannot leave any critical issues unaccounted for when running a FMEA iteration. However, this also assumes that you have a good grasp of what exactly constitutes a critical issue in your particular organization, which is why so many companies fail at getting this point right on a regular basis. You need to work with accurate sources of data. Which actually leads us to the next point…

FMEA，并不能選擇性地應(yīng)用于生產(chǎn)過(guò)程中的特定問(wèn)題上。要么一直這樣做，要么尋求一個(gè)更適合其實(shí)施的模塊化方法的替代性方案。在運(yùn)行新版本FMEA時(shí)，不能忽略任何關(guān)鍵的問(wèn)題。然而，這也假設(shè)是你很好地理解了在特定組織中什么才是關(guān)鍵的問(wèn)題，這就是為何如此多的公司并未能時(shí)常抓住這一點(diǎn)的原因之所在。我們需要使用準(zhǔn)確的數(shù)據(jù)源，事實(shí)上，這實(shí)際上會(huì)引導(dǎo)我們到進(jìn)入下一個(gè)觀點(diǎn)…

You have to work with real-world models

必須使用真實(shí)的模型

When reviewing your system structure to determine potential points for improvement, you have to keep in mind that simulated, lab data is far from what you’ll be working with in the real world, and you must be prepared to account for that in the FMEA iteration. If you can obtain data sources that provide you with a more realistic model that matches the actual situation on the market accurately, this would be much better than relying on simulated or predicted data, which may or may not match reality all too well.

在查看體系結(jié)構(gòu)，以確定潛在的改善點(diǎn)時(shí)，我們必須記?。耗M的實(shí)驗(yàn)室數(shù)據(jù)與現(xiàn)實(shí)要使用的數(shù)據(jù)確實(shí)相差甚遠(yuǎn)，我們必須在準(zhǔn)備FMEA新版本的時(shí)間就得考慮到這一點(diǎn)。如果獲得能給我們提供與市場(chǎng)實(shí)際情況精準(zhǔn)匹配的更為真實(shí)的模式的數(shù)據(jù)源的話，那么，這遠(yuǎn)比依賴模擬或者預(yù)測(cè)的數(shù)據(jù)要好很多，事實(shí)上，模擬或者預(yù)測(cè)的數(shù)據(jù)可能會(huì)與實(shí)際情況很好地匹配，也可能與實(shí)際情況并不匹配。

FMEA must be integrated deep into the production cycle

FMEA必須整合到生產(chǎn)周期之中

FMEA should not be thought of as something that comes after everything else is put in place. A successful FMEA run requires that you integrate it deeply within your actual production processes, and it has to be tied closely to other core steps for an optimal effect. This may often mean that you need to rebuild your production infrastructure from the ground up (or at least to some extent), but at least it will ensure a sustainable long-term solution. Of course, you’ll have to make adjustments to that system sooner or later no matter how robustly it was designed in the first place.

我們不應(yīng)該把FMEA看作是在其他一切都實(shí)施之后所發(fā)生的事情。成功的FMEA運(yùn)行，需要我們將它深入到實(shí)際的生產(chǎn)過(guò)程之中，并且其必須與其他的核心步驟緊密結(jié)合，以獲得最佳效果。這通常意味著我們需要從頭開(kāi)始（或者，至少在某種程度上如此）重建生產(chǎn)基礎(chǔ)設(shè)施，至少，這會(huì)確保可持續(xù)的長(zhǎng)期方案。當(dāng)然，無(wú)論體系起初被設(shè)計(jì)的多么強(qiáng)大，我們遲早都得對(duì)其進(jìn)行調(diào)整。

You need a strict, rigid procedure for FMEA

FMEA程序需要嚴(yán)謹(jǐn)且嚴(yán)格

A systematic approach to FMEA guarantees consistent results, which is a critical factor when working with the technique. After all, FMEA was among the pioneering techniques in terms of the rigidity and robustness of its design, and this has to be carried over to your actual implementations of it as well. Come up with a plan and stick to it as best as you can. You’ll sometimes have to deviate from the original solution, but as long as you’re learning something along the way and you gain a better understanding of how your company’s systems work together, you’re still ahead. The point of FMEA is, after all, to drive an organization towards continuous improvement in a managed, systematic way.

FMEA的系統(tǒng)方法確保了結(jié)果的一致性，這是使用該方法時(shí)的一個(gè)關(guān)鍵的因素。畢竟，就FMEA設(shè)計(jì)的嚴(yán)格性和堅(jiān)定性，F(xiàn)MEA是一種具備開(kāi)創(chuàng)性的方法，這一點(diǎn)也得轉(zhuǎn)移到實(shí)際實(shí)施之中。請(qǐng)制定計(jì)劃，并盡你所能堅(jiān)持下去。有時(shí)，不得不偏離最初的方案，但只要在這一過(guò)程中學(xué)到一些東西，并且對(duì)公司的體系如何協(xié)同工作有更好的理解，我們就仍然會(huì)遙遙領(lǐng)先。歸根結(jié)底，F(xiàn)MEA的目的是：以管理的、系統(tǒng)的方式，去推動(dòng)組織的持續(xù)改善。

FMEA must produce a workable final result

FMEA必須產(chǎn)生一個(gè)可行的最終結(jié)果

And this brings us to the final point, but one that’s just as important as the others. When working with FMEA, you have to ensure that its implementation actually leads to concrete, workable results that you can put to use within your organization and see a long-term improvement from them. There’s not much point in learning something during an FMEA run if it doesn’t ultimately lead to changes in the company’s structure. Keep in mind that sometimes those changes will be on a smaller scale than you would expect, but there’s nothing wrong with making a less pronounced alteration to the company’s structure as long as it improves something overall.

我們來(lái)到了最后一點(diǎn)，但這和前面所列的其他四點(diǎn)一樣重要。在使用FMEA時(shí)，我們得確保對(duì)FMEA的實(shí)施事實(shí)上會(huì)產(chǎn)生具體的、可行的結(jié)果，我們?cè)诮M織中可以利用這些結(jié)果，并從中看到長(zhǎng)期的改善。如果最終并沒(méi)有讓公司的結(jié)構(gòu)的發(fā)生改變的話，那么在FMEA運(yùn)行期間所學(xué)習(xí)一些東西就沒(méi)有什么意義。請(qǐng)記住：有時(shí)這些變化的規(guī)模，確實(shí)會(huì)比我們預(yù)期的要小，但只要公司在整體有所改善，那么，公司在結(jié)構(gòu)上沒(méi)有出現(xiàn)明顯的改變其實(shí)也并沒(méi)有錯(cuò)。