Hi, guys. Welcome back. I'm Katherine MacGyver, and this is your lean six Sigma green belt failure modes and effects analysis.
So the first thing that I want to call out is this is traditionally a black belt tool. It wasn't part of the original lean six Sigma tool set and has only been incorporated recently. That being said, understanding your guises background and it's used, I think that this is a really good match.
So I wanted to introduce this to you because you have either
used this tool and not registered it. Or it's something that would be really helpful for you to incorporate in your practice because you are business savvy and you're gonna impress your boss like that. But I want to introduce it. So we're gonna go over the failure modes and effects analysis to also known as FMI a on and then how to facilitate it.
Thankfully, for you guys,
this is a pretty straightforward tool to facilitate because you've already learned the skills across the green and yellow belt course.
So the first thing that the first thing that you need to know is this is actually a risk management tool. It's used to identify opportunities and risks in processes. The when you file for insurance this is actually the tool that your underwriter uses, of course,
millions of times more sophisticated than how we're going to look at it.
But it's used to assess likelihood of risk. There are two ways to use this. So if you remember back to our project management tools earlier in the course, we talked about the risk register, where, as one of our project management tools, we're going to capture all of the different things that could go wrong in our project.
That's a variation on this
for this specific module. We're gonna talk about it from the perspective of the processes. I did come across this tidbit that this tool can be applied to cybersecurity rolls when you're assessing vulnerabilities, which is why I was like we got to talk about it even if it doesn't pop up until later. For a traditional lean six sigma practitioner,
this tool also tends to be overlooked,
and the reason why is because everybody develops the best solution to the problem they could ever even think of. So we take a lot of confidence in our solutions, which is great. It's what we want. We want to know because we've used all of our data because we remember
the culture of kaizen and more data driven by customer requirements and engaged employees.
We want, we know because of our data that we are working on the most impactful solution for our process.
So we don't ever think about the fact that maybe things go wrong so it tends to be overlooked. And I'll say that that's a weakness of lean six Sigma practitioners. We all tend to be really optimistic. Another reason I wanted to introduce this tool to you guys
that being said so into the tool itself, we're gonna think this is a pre mortem. I know that everybody here has gone through some version of a postmortem or a project debriefing or a lessons learned
the structure for that, of course, being what went well, what didn't go well and what do we want to change in the future? You want to take that same approach,
however, you're gonna think about the future, which for me means we have to think about Murphy's law eso for those of you who are not familiar with Murphy's law. Murphy's law states that anything that can go wrong will go wrong. Eso think when you're facilitating phrase this
like we're looking backwards
because if we say what are things that are going to go wrong we're gonna say nothing's gonna go wrong because we didn't have the best solution. But let's presume that things went wrong. So in 12 months when Murphy's Law has been proven true, what happened? How bad was it and how often did it happen?
These air three key inputs
to your FMI A matrix
so ready for the tool.
It's a table because it's only 16. We gotta have a table. It's going a couple of things that you're gonna know right up front. It looks very much like your project prioritization matrix. The concept is the same. You're just gonna have different headers and look for different data elements. But what you are looking for
is if we were to invest our time in ensuring the A catastrophe doesn't happen, which one is the most impactful place for the, uh, for us to invest our brainstorming and our insurance of sorts?
So you're going to want your stakeholder on this is gonna be the person that's going to be impacted by your failure or your catastrophe. You should have customers on here. You should have internal and external customers if you have every person who you have on your team because you were very mindful
in your stakeholder analysis from your yellow belt.
So you made sure that everybody that the process impacted has a C on your project team. They should all be on here. So if you have human resource is on your project team is a stakeholder. You should have a line for what could go wrong for human resource is,
the next thing that you're going to look at is your failure type. So what actually goes wrong? I'm using a bakery example. But if we think back to our atypical distributions where we talked about the computer system going down in that causing client complaints,
your failure type, what went wrong,
the next thing that you want to do is talk about the effect. So this is gonna be a little bit of why equals f of X f of X is going to be your failure. Your why is your effect? What does this failure cause Why do we care about this failure Or if you think that to yell about when we said, Are we happy your side?
So in this one, I'm going to say a fire destroys my bakery. That leads into our next Colin Worth severity. How bad is it if this happens, I mean,
a fire burns down my bakery. That's the worst thing that has ever happened. And then we're gonna ask ourselves how frequent does this happen?
So there's a little bit of finger in the wind on this one, but I'm actually going to push on you guys and say that this is a great opportunity to use your external benchmarking skills from your yellow belt. So looking around at other bakeries across the nation or similar towns, how frequently do they have fires?
So you can use that as an m
um, an input for your frequency. You could also do internal benchmarking. If you have similar groups doing similar works, reach out to them and be like, Hey, have you ever seen this? How frequently does it happen? Of course. Same as a prioritization. Me tricks. You're going to score it.
So as you facilitate this, you're going to use your brain storming tools from your root cause analysis. You're going to say what can go wrong? Who does it impact? How bad is it? And then you're gonna look at scoring it like your prioritization matrix. So to count, to contrast that for you, let's look at a different place of where we can spend our to
Let's say the on a customer in my oven overheat. That means that I have a burden Cinnamon roll, which is, you know, really impactful for me. And maybe I don't come back to your bakery because my cinnamon roll is burned, but it's a lower severity. As in, my bakery hasn't burned down, but it happens more frequently.
So with that of these two examples,
you're actually going to want to invest your time in mistake proofing or preventing your over heated oven rather than your fire. Because of the frequency, it's going to cause it to be more impactful in the long run for your organization.
So you as a facilitator the skills that you already know that you're gonna use for your F in the A r brainstorming. We're gonna figure out all of the different failure failures and their effects. You're going to use a prioritization matrix very similar to your project prioritization matrix,
and you're going to score, which is gonna tell you where you want to influence or where you want to invest. Your resource is
you're gonna use your benchmarking from Yellow Bell because you're going to try and figure out a reasonable guess for your frequency. So how likely is this going to be in the future on? And that's going to give you a place where you can try and ensure against these failures, which goes back to risk management and insurance.
So today we've gone over an erection to failure modes and effects analysis. You know that we're gonna think of this is Murphy's Law, and we're just gonna assume that something goes wrong so that we're not overconfident and our solutions and you understand how to fill it out. You know that this is kind of an amalgamation of some of your other skills.
But at the end of the day, the point of this is to bring awareness
and to make sure that we're working on the most impactful thing in preventing failures in the future.
So with that, we're going to switch over into process mapping, so I will see you guys there.