helps keep them in the
loop. This communica- Identify Set Scope
tion also makes it easier Problem
during later stages in
the problem resolution
to place pressure on
the vendors and OEMs
for help in solving the
technical problems.
A documented
timeline of when the
problem began and
regular updated progress reports help the purchasing agent determine whether the
OEM is being supportive and expeditious or dragging their
feet to address the problem. Contractual stipulations may exist
within a corporate supply agreement requiring the OEM to
provide a certain level of service to maintain good standing for
future business opportunities.
At the end of the failure analysis process, a working list
of corrective actions items should be generated and a responsible person assigned to each one with a due date. If possible, a
key contact person for the vendor or OEM and a key contact
person for the end user should be designated to help keep the
lines of communication streamlined.
Gather
Data
Failure
Analysis
Corrective
Actions
OEM Support
Test
Solution
Problem
Solution
Progress
Reporting
Figure 1. An example work flow process.
Progress Reporting
After the initial rush of data gathering, failure analysis and
meetings passes, it is easy to assign the corrective actions and
walk away, thinking that everything will take care of itself.
Agreeing on regular dates to have progress reports on the
action items is crucial in the early stages of the process. This
progress report helps clarify any stumbling blocks that may
appear which were not considered in the initial meetings. For
example, a certain test the OEM was prepared to perform may
not be feasible, or a larger sample may be required.
In other situations, the end user may change campaigns
unexpectedly and be unable to gather more field data until
a later date when the campaign ceases. Good two-way communication between the end user and the OEM is a key for
continued progress at this step.
Regular updates also help the purchasing agent monitor the timeline for the required support from the OEM and
allow them to step in for any necessary assistance. The progress
reporting can be logged using any method and software which
streamlines data exchange between the parties. A Microsoft
Excel spreadsheet has been successfully used, but other forms
are just as acceptable. The main point is to keep a logical track
of the information in one consolidated document.
develop a final list of recommendations or corrective actions.
Not all of the recommendations may be financially feasible or practical for the end user or the OEM. A recommendation may involve a complete part redesign, but the OEM tooling would be too costly for this one application so the OEM
may choose not to change their design. An alternative may be
smaller design changes or modifications that still yield acceptable results, even though they are not the ultimate solution.
Some design modification recommendations may be
readily accepted by the OEM due to an advantage that makes
the part more robust for other customers and provides added
value to the product. In this case, both the OEM and the end
user benefit from the teamwork.
Some modifications may also have to be made by the end
user to ensure that the equipment is properly installed, operated, and maintained. In some cases, making process changes
that adapt to unresolved OEM design and manufacturing
shortcomings may be possible – or even necessary. Procedures
may need updating. Operator and mechanic training may
need to be scheduled. The OEM and local equipment representatives should be requested to take part in this training so
the workers can successfully obtain the maximum benefit.
Problem Solution
Once all the data is collected for the problem equipment and
the failure modes analyzed and discussed, the team should have
a better understanding of the problem scope and be able to
Summary
A simplified work path has been outlined (see Figure 1) in
order to perform an analysis on an equipment item that causes
reliability problems in a manufacturing facility.
Key steps that include requesting of support from the
OEM are: 1) the initial failure analysis, 2) the evaluation of the
failed components, 3) support necessary for generating corrective actions, 4) providing regular updates on progress during
the analysis, and 5) developing solution recommendations or
implementing solutions.
In most cases, the end user and the OEM have an equal
interest to mutually help each other solve a given problem, but
times may arise when purchasing agents need to be involved
to help move the process along. In the end, all of the proposed
solutions may not be feasible, but striving to implement the
ones with the best chance of success and those having a positive impact on the equipment reliability is a step in the right
direction.
