FMEA for Bolt Manufacturing - Example wanted

Wes Bucey

Quite Involved in Discussions
#11
Which book about FMEA are you using?
(knowledge of this lets me understand what you have as a background)
I can easily envision a 50 page finished FMEA for a complex product like an automobile, but even someone as prolix as I might find it difficult to develop 50 pages of finished analysis for bolts. Therefore, to make a 50 page thesis, one has to include the reasoning for including each line item to be analyzed, including graphs, process flows, etc., as well as demonstrating that a potential failure had been addressed and dismissed as very low probability of occurring and an even lower probability of conveying a secret defect all the way into the customer's hands.

If I were to create a 50 page thesis on FMEA for bolts, I would first begin with
an outline of "Failure Mode and Effects Analysis for Bolt Manufacturing"

  1. overview
  2. customer requirements
  3. regulatory requirements, if any
  4. list of people or job titles of people who should be involved in the Analysis (modern quality professionals agree FMEA should be a cross-functional process) together with a "brief" description of each and the function they will address and "protect." Typically, these FMEA teams include: production, quality, purchasing, accounting, sales/marketing, upper management, and, sometimes, legal counsel.
  5. list each requirement of customer and regulator (Each of these might require either a sentence, a paragraph, or an entire chapter of the possible things which could affect meeting this requirement (e.g. for material requirement: cost of material, availability, lead time, minimum/maximum purchase amount, tests and analyses to assure material ordered is what is received) With each item which could be a stumbling block [failure], explain what measures the organization will do to eliminate or ameliorate such event. (see note below)
  6. Summarize analysis of each requirement to determine overall capability and capacity of the organization to deliver the bolt fulfilling all requirements at the price in the contract and be able to make a profit on the transaction.
Note:
most organizations are VERY slapdash in performing FMEA and the resulting failures often end up as problem posts here in the Cove. The most frequent failure seems to be in the Contract Review where the list of exact requirements of a customer is NOT referred to a cross-functional team for analysis. For example, if purchasing and accounting are not involved, it may be found that the lead times for obtaining raw material at a price low enough to complete production (versus high-priced spot market acquisition) may completely annul the customer's requirement for timely delivery. Thus: a failure

Another frequent failure is using the wrong machine or process for the job. Usually, this means something like trying to use a 50-year-old Browne and Sharpe lathe to turn out a product which needs to be held to a tolerance of +/- 0.0005. This is a major failure of "capability" of the organization to meet requirements.

:topic:
Often, bolts are roll-formed rather than machine cut - this process has its own set of failure modes. Subsequent processes (deburring, plating, etc.) whether done in-house or out-sourced often contribute failures often omitted in FMEA. Therefore, the critical part of FMEA is considering each possible failure and assigning it a probability of occurring together with the possible cost or effect on the final product. Only when all possible failure points are considered (even events like weather, strikes, civil unrest, political upheaval, etc. which may affect either the organization or its supply chain) can an organization make a truly valid FMEA.
 
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Y

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#12
but nobody is just going to hand you a completed FMEA on their manufacturing process.
True Position, yes that might be the reason why I haven't gotten any reply. But not an excuse for ''ignoring'' the message. It might make more sense with searching the book on topic Bolts and how they are being produced then. Perhaps I could gather there some information which could be useful in doing brainstorm analysis (as a step of fmea) on my own.

Which book about FMEA are you using?
Wes Bucey I have already done the book "The Basics Of FMEA, 2nd Edition" by McDermott, Mikulak and Beauregard. Now Im learning also from "Failure Mode and Effect Analysis; FMEA from theory to execution" - actually just started with this one. As additional source I also have some manual by professor of Quality Assurance on our university and I am still in discussion (if any room left) for two day FMEA seminar in our country - it depends on price, for manufactory staff its too expensive but they might lower the price for student(s). Thats more than enough of theory but when it comes to engineering and now, for thesis, Im having issues using knowledge from theory in practice. So now, when I have to deal with exactly definited environment (bolts) I need some additional books with another source of theory (as bolts and not as fmea). Two different sources of literature (one for fmea, one for bolts - putting them both together) might result in more clearer brainstorming. I could still go in manufactory and check if idea, from brainstorming, is even appropriate but always everything cannot be checked. Obviously to make sure if the failure is appropriate, I shouldn't try to do it to see if it can ''appear''.

Wes I think you (and some others too) took this number of pages (50) too serious. More important is quality - what is ON those pages and not amount. All I wanted to say with the number is that, for a thesis, its not regular to provide (such as examples in other environments found through google search) three pages of columns in fmea template, a page with two Paretos, a page of calculations for scores, two pages with feedback and its done (sum 7). If larger report for bolts cannot be done then I will have to do several analysis and the problem is fixed.
So bottom line - writting about theory in thesis is still required. This is probably worldwide rule, on all universities, not just our. This require some text too. So even having 40 or 35 pages with analyzing bolts, its all good. There is no exactly definited number and its not even so relevant.

Regarding your step number 4 Wes, this step cannot be done because its a thesis, done by one student (me), for finishing the education and not task, decided by a group of workers, after having whichever issue.

Regarding step 5: Most of times are requirements of customers impossible to get - unless the drawing(s) are sent before the offical working order is received. Those kind of situations happens for example when customers require very specific bolt type which hasn't been done yet in the manufactory. And even when the drawings are sent from a customer as a question ''Could your manufactory do this bolt type?'', those requirements are mostly without any text - its just a drawing and they expect only one word of answer - yes or no (if yes, further discussion is done about the prices). All workers see are type of bolts, quantity, drawings, all tools used and some more datas (name of customer, settings on machines, material of tool,...) determinated by manufactory. Even further - workers just see the part of order, relevant to their process. So, for example, the ones from cold heading never see documents (=part of order) for rolling. They know what processes will follow anyway.
I have processed around 110 working orders, not as a worker but as the one who was responsible for them. Around 15 different customers occured, and in 95% of orders nowhere was any information about their requirements or for what will be used. All information, needed, is on the drawings. All tools, needed, are on working orders that I made.
Prices of anything (price per bolt discussed between management and customer, price per tool if not done in manufactory's tooling section, price per wire) are impossible to get - this is private data, not accessable by anyone else including process leader (not the same person as the one who is responsible for appropriately done work per his part of process).

In the beginning of your message you included reasons for including each ''line''. With ''line'' you probably mean failure name, so why am I analyzing failure X instead of Y one. I agree with all those appendixes. This shouldn't be only orientated to score of severity per consequence and score of occurrence per failure, correct?
What I have learned from the book is occurrence per name of failure and not per cause (WHY failure occured). Some online source told me it is per cause. Big difference here and I still need to get do the further research whats correct. Its probably per failure.
Those reasons/appendixes aren't part of FMEA.

You said that a cause of failure could be wrong machine used. Yes but something like that doesn't occur in ''our'' manufactory because most of times, along lack of exact tools/wires, is this the reason why I saw too many times machines being OFF. Specific bolt type is almost never accidently used on wrong machine.
If tolerances (you mentoined them), cannot be met, then this is discussed with the customer before working order is offical.

As user True Position told me, waiting for e-mail reply from companies is probably waste of time. So I also should use some book with Bolts topic. With this, I can cover my ''hole'' of brainstorming the ideas.
 

bobdoering

Stop X-bar/R Madness!!
Trusted Information Resource
#13
To even start, you have to have a specified process flow. Cold headed blank with rolled threads? Hex stock and machined threads? Flat die threading? Broached or milled flats? Soft or hard material? Plated, coated, or sealed? Critical or casual use? Class?

Every case is its own study.
 

Jim Wynne

Staff member
Admin
#14
To even start, you have to have a specified process flow. Cold headed blank with rolled threads? Hex stock and machined threads? Flat die threading? Broached or milled flats? Soft or hard material? Plated, coated, or sealed? Critical or casual use? Class?

Every case is its own study.
Yes. And what's also true is that insofar as methodology is concerned, a PFMEA for manufacturing bolts is the same as one for manufacturing dog collars.
 

Jim Wynne

Staff member
Admin
#16
Often, bolts are roll-formed rather than machine cut - this process has its own set of failure modes. Subsequent processes (deburring, plating, etc.) whether done in-house or out-sourced often contribute failures often omitted in FMEA. Therefore, the critical part of FMEA is considering each possible failure and assigning it a probability of occurring together with the possible cost or effect on the final product. Only when all possible failure points are considered (even events like weather, strikes, civil unrest, political upheaval, etc. which may affect either the organization or its supply chain) can an organization make a truly valid FMEA.
When we talk about FMEA around here, it's usually in the context of the SAE/AIAG methodology, and generally the types of things you refer to (weather, strikes, etc.) are not addressed in the FMEA process and that's as it should be. PFMEA (or DFMEA) is a type of risk analysis, but not the only type. Contingency plans are a separate issue.
 

Wes Bucey

Quite Involved in Discussions
#17
To even start, you have to have a specified process flow. Cold headed blank with rolled threads? Hex stock and machined threads? Flat die threading? Broached or milled flats? Soft or hard material? Plated, coated, or sealed? Critical or casual use? Class?

Every case is its own study.
Bob's correct, as far as he goes, but see my answer below for an expansion of this.
True Position, yes that might be the reason why I haven't gotten any reply. But not an excuse for ''ignoring'' the message. It might make more sense with searching the book on topic Bolts and how they are being produced then. Perhaps I could gather there some information which could be useful in doing brainstorm analysis (as a step of fmea) on my own.


Wes Bucey I have already done the book "The Basics Of FMEA, 2nd Edition" by McDermott, Mikulak and Beauregard. Now Im learning also from "Failure Mode and Effect Analysis; FMEA from theory to execution" - actually just started with this one. As additional source I also have some manual by professor of Quality Assurance on our university and I am still in discussion (if any room left) for two day FMEA seminar in our country - it depends on price, for manufactory staff its too expensive but they might lower the price for student(s). Thats more than enough of theory but when it comes to engineering and now, for thesis, Im having issues using knowledge from theory in practice. So now, when I have to deal with exactly definited environment (bolts) I need some additional books with another source of theory (as bolts and not as fmea). Two different sources of literature (one for fmea, one for bolts - putting them both together) might result in more clearer brainstorming. I could still go in manufactory and check if idea, from brainstorming, is even appropriate but always everything cannot be checked. Obviously to make sure if the failure is appropriate, I shouldn't try to do it to see if it can ''appear''.

Wes I think you (and some others too) took this number of pages (50) too serious. More important is quality - what is ON those pages and not amount. All I wanted to say with the number is that, for a thesis, its not regular to provide (such as examples in other environments found through google search) three pages of columns in fmea template, a page with two Paretos, a page of calculations for scores, two pages with feedback and its done (sum 7). If larger report for bolts cannot be done then I will have to do several analysis and the problem is fixed.
So bottom line - writting about theory in thesis is still required. This is probably worldwide rule, on all universities, not just our. This require some text too. So even having 40 or 35 pages with analyzing bolts, its all good. There is no exactly definited number and its not even so relevant.

Regarding your step number 4 Wes, this step cannot be done because its a thesis, done by one student (me), for finishing the education and not task, decided by a group of workers, after having whichever issue.

Regarding step 5: Most of times are requirements of customers impossible to get - unless the drawing(s) are sent before the offical working order is received. Those kind of situations happens for example when customers require very specific bolt type which hasn't been done yet in the manufactory. And even when the drawings are sent from a customer as a question ''Could your manufactory do this bolt type?'', those requirements are mostly without any text - its just a drawing and they expect only one word of answer - yes or no (if yes, further discussion is done about the prices). All workers see are type of bolts, quantity, drawings, all tools used and some more datas (name of customer, settings on machines, material of tool,...) determinated by manufactory. Even further - workers just see the part of order, relevant to their process. So, for example, the ones from cold heading never see documents (=part of order) for rolling. They know what processes will follow anyway.
I have processed around 110 working orders, not as a worker but as the one who was responsible for them. Around 15 different customers occured, and in 95% of orders nowhere was any information about their requirements or for what will be used. All information, needed, is on the drawings. All tools, needed, are on working orders that I made.
Prices of anything (price per bolt discussed between management and customer, price per tool if not done in manufactory's tooling section, price per wire) are impossible to get - this is private data, not accessable by anyone else including process leader (not the same person as the one who is responsible for appropriately done work per his part of process).

In the beginning of your message you included reasons for including each ''line''. With ''line'' you probably mean failure name, so why am I analyzing failure X instead of Y one. I agree with all those appendixes. This shouldn't be only orientated to score of severity per consequence and score of occurrence per failure, correct?
What I have learned from the book is occurrence per name of failure and not per cause (WHY failure occured). Some online source told me it is per cause. Big difference here and I still need to get do the further research whats correct. Its probably per failure.
Those reasons/appendixes aren't part of FMEA.

You said that a cause of failure could be wrong machine used. Yes but something like that doesn't occur in ''our'' manufactory because most of times, along lack of exact tools/wires, is this the reason why I saw too many times machines being OFF. Specific bolt type is almost never accidently used on wrong machine.
If tolerances (you mentoined them), cannot be met, then this is discussed with the customer before working order is offical.

As user True Position told me, waiting for e-mail reply from companies is probably waste of time. So I also should use some book with Bolts topic. With this, I can cover my ''hole'' of brainstorming the ideas.
I think you are the one confusing the issue, not me.

I have a PhD and I teach college level courses, so I am no stranger to either theses or dissertations.

I suggest to you that an actual FMEA, regardless of which manufacturing method is used would never take more than a few pages, BUT your thesis will [should] go far beyond that by describing the philosophy and reasoning used in each of the 6 steps [chapters?] in my suggested outline.
  1. overview
  2. customer requirements
  3. regulatory requirements, if any
  4. list of people or job titles of people who should be involved in the Analysis (modern quality professionals agree FMEA should be a cross-functional process) together with a "brief" description of each and the function they will address and "protect." Typically, these FMEA teams include: production, quality, purchasing, accounting, sales/marketing, upper management, and, sometimes, legal counsel.
  5. list each requirement of customer and regulator (Each of these might require either a sentence, a paragraph, or an entire chapter of the possible things which could affect meeting this requirement (e.g. for material requirement: cost of material, availability, lead time, minimum/maximum purchase amount, tests and analyses to assure material ordered is what is received) With each item which could be a stumbling block [failure], explain what measures the organization will do to eliminate or ameliorate such event. (see note below)
  6. Summarize analysis of each requirement to determine overall capability and capacity of the organization to deliver the bolt fulfilling all requirements at the price in the contract and be able to make a profit on the transaction.
Step number four is a description of the IDEAL FMEA team. Since you do not possess the combined knowledge and skill of such a team, there is no way you could be expected to generate a comprehensive FMEA for bolts, BUT you can describe the factors such a team would cover:

  1. material costs and lead times
  2. which machines to use
  3. expected production rate
  4. available machine time, considering other pending orders
  5. tooling (cost, lead time,availability)
  6. inspection time, cost, instrumentation, skill of inspectors
  7. outsourced processes such as plating, heat treating, independent tests to assure tensile, compression and shear strength (need for these will be apparent from customer requirements)
  8. packaging and shipping costs
  9. inventory handling and storage costs
  10. cost of money expended from start of production until payment received (does organization have capacity to withstand this cost)
  11. possible outside events which could disrupt the manufacturing process
  12. etc. etc.
However, you must acknowledge you do not have available data nor the skill to analyze the data if it were available for those factors to make the requisite calculations for probability of occurrence or of the costs they would incur if those events do happen (for example, what if the tooling breaks? are there spares on hand? what is their cost? How much time is lost in replacing the tooling? How much is production disrupted? What if the machine breaks? what if the experienced machine operator gets hit by a bus? Is there a replacement? what will it cost? is there a delay? what if the plating is faulty? what if the heat treating is faulty? what if the bank refuses to extend credit to cover costs while waiting for payment from buyer? And so on and so on!)

It never occurred to me that you would be the ONLY person performing the FMEA - that's a recipe for failure all by itself! But that does not mean you are incapable of describing the steps and personnel who SHOULD be involved.

You make this statement
You said that a cause of failure could be wrong machine used. Yes but something like that doesn't occur in ''our'' manufactory because most of times, along lack of exact tools/wires, is this the reason why I saw too many times machines being OFF. Specific bolt type is almost never accidently used on wrong machine.
If tolerances (you mentoined them), cannot be met, then this is discussed with the customer before working order is offical.
but WHO decides the tolerances can not be met? You? If not you, then there is already one other person contributing to the FMEA. Just because you see a machine idle today does not mean i is not scheduled to begin another job on the second shift later today. If the machine is idle, is it idle because there is no work or because it is broken? is it scheduled for preventive maintenance? "Almost never" means it could happen. How often? how disastrous is that to the completion of an order? how much money would be lost, negating the profit on the order? would there be a delay in obtaining fresh material?

As I see it, you may be reading the books you cite, but missing the main thrust of most texts on FMEA:
"consider as many factors as possible, assign a probability (risk) factor to each, and determine what the organization must do to reduce or eliminate those factors from disrupting the production flow."
Obviously, some factors may have such low probability, they need only be mentioned as having been considered, then dismissed as meaningful factors. The point is they need to be considered BEFORE they can be dismissed. They need to be considered by someone with the experience, background, and knowledge to make a valid decision, hence the reason for a cross-functional team.

It may be true that for a relatively uncomplicated product like a bolt, fewer people are required to weigh in on the FMEA than on a bone screw, but that doesn't mean many of the same factors are not present, only that risks may be easier to quantify.

IMPORTANT:
It should be noted, moreover, that once a full, complete FMEA is performed on one bolt or bone screw, the bulk of that FMEA is applicable to every other bolt or bone screw made by the organization. If so, that merely means the probability calculations don't have to be redone; it does not mean the factors are not still there, only that there are already processes in place to minimize the effect of failure from any of those factors.

Thus, in a company that makes only bolts by thread rolling, each subsequent bolt order after the first one can incorporate the bulk of the data and calculations from the first FMEA into the new FMEA. One person might be ableto do that because he has access to the knowledge contributed by the first FMEA team.

The task for the person creating a thesis about FMEA in an existing bolt environment is to incorporate the "organization memory" (actual FMEA or "lessons learned" or information acquired from suppliers of equipment or material) into a comprehensive "story" about all the factors that MAY affect the bolts and how the organization has either rated them extremely low risk so no preventive measures need be taken or describing the preventive measures to eliminate or reduce their impact.
 
Y

Your Soap

#18
bobdoering: Process flow is already determinated on working orders. Without this, workers can just guess what will be the next process. Process flows are determinated with classifications, through classification I chose the working order ID so every information needed (drawings etc) by the workers goes on this ID. Those flows are in database for each bolt type. Cold heading process is blank. Threads are made with rolling ''only''. Threads are machined. Flat die threading is used. Flats are made with milling. Not sure which material you mean here? It depends on tools used. Different materials are for tools - aluminium. Here is also the link to the manufactory's website but english version doesn't have its own (sub)domain name of URL address, so in the right upper corner is the button ''eng'' for English version.

Wes;

there is no way you could be expected to generate a comprehensive FMEA for bolts, BUT you can describe the factors such a team would cover:
Yes thats what I had in my mind. Factors / topics of brainstorming, that involve costs, cannot be collected, at least not real ones. I can only guess them but, even in this case, some appropriate number should be used.
In statement number 7 you wrote ''customer requirements''. There are no particular requirements from customer separated drawing. As I wrote, its all about the drawing - are you able to do this bolt, yes or no? Of course with such a requirements I don't count delivery deadline, transport etc.

If tolerances can be met or not, decide technologist. This kind of decision is based on machine types and their properties as well as past experiences with similar bolt types, having similar requested tolerances on the same machine(s).

If machine idle then the reasons for that can be everything what you mentoined; no working orders requested for bolt type which particular machine can be producing, machine needs maintenance, no tools available, no tools in manufactory and therefore need to be made or ordered in external cooperative (depends if tooling section can do the tool or not, if I will need then I have to ask what are the factors that determinate If tooling section can do the tool or not), no worker in daily shift (seldom reason), no wire, wire hasn't been brought yet, machine crashed,...

As you said ''almost never'' means it can happen. Yes, it can happen that wrong bolt type is signed to machine or opposite (bolt type is signed to wrong machine). It would be hard to describe how often, but this could happen in situation when the machine is producing appropriate bolt type for working order which isn't urgent. Then urgent one occurs, currently produced bolts are moved away from machine and urgent order come to this machine instead. It is possible that either something is wrong here - wrong bolt type being signed on that machine or machine cannot produce that kind of bolt. Those situations are very rare but are still possible. The consequence of this would be scrap but not much because worker would or should already see, at the start, there is something wrong with first few (first 500 or 1000) bolts. Even settings on machine ''could'' say that the specific machine cannot do the urgent working order. Some of the working orders that I made (again, not as a worker near machine but as the one who is responsible for them) have been idle in the office for months. This is even another proof that if available machine, cannot do the specific bolt type, then this order won't be signed on this machine. So therefore working order is not processed and also machine idle.

You asked how disastrous is for completing the order if the bolt is used on wrong machine. It depends what has been on this machine before and how much of ''acceptable'' parts are in the box. It also depends on when was the latest in-process quality check done. If someone just mix them (different bolt types in the same box) then this isn't yet a disaster because machine for automatic inspection through cams can be used to separate them. How disastrous it is, also depends what kind of failure occures. Tool break is too general failure.
I would say processing order on wrong machine is not really a big problem - workers can become aware of this already at the beginning - quality check of first few parts is a must.

If the order, which isn't urgent, idle then there is no money lost - price per one bolt stays the same. On the other hand if the machine idle then this could mean huge expenses but if nothing appropriate can be signed on it then it must idle. Price per bolt can change in other situations, such as if customer require maximum X % of bolts being out of tolerance but we have X+0.1%.

Delay can always occur for new material (tools, wire,...). Workers (in all sections, not just cold heading) have some kind of rule:
When they finish their order, which means when one step of manufactoring process is finished, just anything, appropriate for the machine cannot be yet processed on this machine. Assuming that we purposely overlook the deadlines (= nothing is urgent) then the orders, that require similar tools, have the priority. So for example if M4x3,5 was finished and both orders M4x3,9 and M5x5,2, that could be processed on the machine, are still in the office, the first one (M4x3,9) will have the priority because it require similar IF not the same tools. So they don't need to mess up with new tools which is not the only advantage.

"consider as many factors as possible, assign a probability (risk) factor to each, and determine what the organization must do to reduce or eliminate those factors from disrupting the production flow."
Yes but for considering factors, and therefore also consequences and solutions (I still don't know if brainstorming of causes is even required - I wrote about this in my previouns reply), I need some book for Bolts to collect the ideas. Currently I know too few ones. :(
Also I could help myself, through book, with all three scores that FMEA require.

Wes, in comment to bobdoering, I pasted the link to manufactory. The site is also in English. If you could then try to take a look.
 

Wes Bucey

Quite Involved in Discussions
#20
Wes are you still here?
only briefly- busy week with blizzard and now sub zero temperatures. I still have 30+ inches of snow in my yard (23 inches this past week on top of previous snowpack of 10 inches)

I sense your urgency and frustration, but I have priorities - maybe later in the week things will ease up - your question requires a thought-out answer, not just a quip.
 
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