Failure mode analysis and recommendations for improvement of PDS approach to product and process change management at Fram Filtration

Abstract

Fram Filtration, a global supplier of engine filtration products, currently employs a cross functional team approach to product and process change management referred to as PDS (Product Development System). Currently, PDS is too slow and inaccurate-in its execution of product and process changes which have led to customer dissatisfaction and unrealized revenue. The objectives of this investigation were to identify the causes of these problems and offer recommendations to improve or eliminate them. Using a system failure mode and effect analysis, a list of potential causes to the problems being investigated was created. Next, the thirty six cross functional team members within PDS were polled to determine by their experience which of these potential causes is most frequently observed and thus can be considered contributing root causes. Through this method, it was discovered there is no singular root cause of dysfunction to PDS, but rather a series of actions and inactions by its users which interact to produce the outward problems being studied. Given the causes that were identified, eight independent recommendations for improvement were offered. Two of the recommendations constituted changes at the organizational level whereas the remaining six dealt with administrative changes and improvements to PDS itself. Ultimately it was concluded that although PDS is robust on the surface, its success is highly dependent on a disciplined approach to its use as well as buy-in and participation by executive management.