Q
Currently we have some internal turmoil going on regarding KT analysis vs. FMEA. Management wants to be ISO/TS certified but has just spent all kinds of money using KT as a problem solving and risk analysis tool. They don't want to use FMEA. My argument (and I really suck at on the spot debate and selling ideas) was that in order to get into the automotive market you need to be ISO/TS certified and use FMEA as the accepted risk management tool. This argument is not working. So how can I convince management to use FMEA (design and process) so they can execute their own strategic plan of selling into the automotive market? 
Does anyone have any arguments on how FMEA can compliment the KT analysis (Potential Problem Analysis) and be used as a valuable tool, not something that is just done to achieve conformance to the TS standard? I realize its implicity as a valuable tool ...but they don't...

Does anyone have any arguments on how FMEA can compliment the KT analysis (Potential Problem Analysis) and be used as a valuable tool, not something that is just done to achieve conformance to the TS standard? I realize its implicity as a valuable tool ...but they don't...
