(Tiểu luận) rocess safety report application of fmea study in chemical plant

VIETNAM NATIONAL UNIVERSITY OF HO CHI MINH CITY HO CHI MINH UNIVERSITY OF TECHNOLOGY FACULTY OF CHEMICAL ENGINEERING - PROCESS SAFETY REPORT APPLICATION OF FMEA STUDY IN CHEMICAL PLANT Instructor: Class: CC03 Member of the group Ho Chi Minh City, 27th December, 2022 h TABLE OF CONTENTS ABSTRACT Chapter I INTRODUCTION .4 Chapter II FAILURE MODES AND EFFECTS ANALYSIS Chapter III METHODOLOGY Chapter IV RESULTS 12 Identifying CTQs 12 Plate cutting 14 Welding 14 Improvement .15 DISCUSSION AND CONCLUSIONS 16 REFFERENCES 19 h 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.2237.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.66 ABSTRACT Failure modes and effects analysis (FMEA) is a useful method for averting possible issues and taking the necessary steps to eliminate the root of error in the oil sectors On the other hand, being a developing nation, Iran's oil industry depends heavily on oil producing businesses, of which Sepahan Oil Company is a major contributor The purpose of this study is to demonstrate how FMEA could be used to raise the product quality at Sepahan Oil Co The company's four-litre production line has been chosen for enquiry for this reason The results suggested that the use of FMEA had decreased scraps from 50,000 to 5,000 parts per million and had caused a 0.92 percent decrease in oil waste 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.99 h 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.2237.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.66 Chapter I INTRODUCTION FMEA is a method for spotting possible issues "before the event" and figuring out what steps might be taken to prevent them (Shahin, 2004) It is an analytical technique whereby all "potential failure" modes, the consequences that would follow if the failure really occurred, and all the factors that could result in the failure are all identified (Slinger, 1992; Healey, 1994; Slack et al., 2001) Quantifying the effects of potential failures using a group-oriented, systematic, and step-by-step approach enables a business to establish priorities for action (Vandenbrande, 1998) Improving the quality and dependability of the product or process and ensuring customer satisfaction are the key advantages of using the FMEA (Tang and Ho, 1996) Disruption risks of a supply chain may be classified into two types: risks arising from within the supply chain and risks external to it (Miao et al., 2010) The issues with the internal supply chain are examined in this research As product design, development, and production are decentralised among outsourced suppliers, it is also necessary to build service reliability assessment tools to access product quality FMEA was used by Sinha et al (2004) to assess the importance of risk factors in the supply chain for the manufacture of aeroplanes In order to evaluate the risk associated with each step in the pharmaceutical industry's reverse logistics activities, Kumar et al (2009) provided an FMEA evaluation Van Leeuwen et al (2009) used FMEA to rank the risk in analytical drug screening, while Chiozza and Pozzenti (2009) identified the major lessons learned from using FMEA in the pharmaceutical industry Chuang (2010) used Bayesian probability analysis to examine the consequences of poor service and came to the conclusion that further study was needed to quantify the effects of intangible factors like customer complaints and market share loss The four essential resources—people, equipment, materials, and schedules—needed to maintain the lean systems were the basis for a modified FMEA created by Sonntag et al (2010) They discovered that there are no real-world approaches available to increase the lean systems' reliability To improve the decision-making process in new product development, Segismundo and Miguel (2008) developed a systematisation of technical risk management using FMEA (NPD) Better resource distribution among programme projects is evidence that the outcome had a favourable impact on the decision-making process for product development FMEA was used by Ookalkar et al (2009) in one of the top hospitals in Central India that offered dialysis and 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.99 h 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.2237.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.66 kidney care To enhance the process quality and provide greater patient welfare, it was intended to pinpoint certain regions in the hemodialysate unit that required special attention Reduced process errors and overall risk mitigation were the outcomes, which ultimately led to efficient patient care Many top-tier businesses have benefited greatly from FMEA Iran, on the other hand, and its oil sector play a significant part in the Middle East and the world economy even if oil has grown to be a dominant factor within the power capability profile of every country (Ugoh and Ukpere, 2010) Therefore, it is anticipated that using the technique alone will also offer significant benefits to the nation and its stakeholders, even though FMEA may be used as a component of improvement toolkits, such as those of Six Sigma initiatives Iran is one of the top oil producers in the world, thus its significance in the global oil market is undeniable and vital Iran is currently ranked second in the world for natural gas and fifth for proven oil reserves According to the most recent estimates made in 2008, it has 96.4 billion barrels of oil According to early projections, Iran's GDP at basic costs increased by 5.2% at constant prices to reach $44.9 billion in 2008 Manufacturing, mining, services, oil, and agriculture all saw increases in value-added of 8.5, 6.5, 3.0, and 4.7%, respectively, while their respective shares in GDP at current prices were 17.1, 48.8, 26.5, and 10.4% (OPEC, 2008) In other words, managers need to figure out how to use resources efficiently by cutting down on waste, speeding up certain processes, or eliminating errors in the work that is done (Yaacob, 2010) Therefore, it is anticipated that minimising oil waste offers benefits including cost reduction, quality improvement, increased productivity, and improved customer satisfaction The oil and gas sector is rife with risk and uncertainty, according to Tiku (2005), practically at every level of the company, from exploration through production to downstream marketing When creating products for use in the correct completion and continuous monitoring operations, makers and suppliers of oil and gas as well as electronics were encouraged to employ FMEA as an effective method for analysing the elements that cause risks It is significant to highlight that a variety of areas and applications use risk management strategies (Demir and Bostanci, 2010) Moghaddam (2010) conducted research on risk management at the National Iranian Oil Company (NIOC) and made a portfolio management suggestion to improve the allocation of financial resources Environmental factors can also contribute to failures, in addition to those 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.99 h 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.2237.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.66 related to processes or machinery According to Taiwo's (2010) analysis, better working circumstances can result in employees being more productive, whereas poor working conditions can cause employees to be less productive, which in turn can have an impact on the processes and machinery conditions In the meantime, oil producing firms are crucial to Iran's oil industry, and Sepahan Oil Co significantly contributes to this sector Therefore, the purpose of this study is to demonstrate how FMEA could raise product quality at Sepahan Oil Co The four-litre oil production line of Sepahan Oil Co is the subject of the following FMEA demonstration and application Recommandé pour toi Suite du document ci-dessous 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.99 h 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37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.2237.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.66 Chapter II FAILURE MODES AND EFFECTS ANALYSIS According to the QS 9000 FMEA handbook, FMEA is a set of procedures for detecting and analysing a product's or process's possible failure and its impacts, choosing steps that might prevent or lessen the possibility of a potential failure mode occurring, and recording the analysis process (Estorilio and Posso, 2010) FMEA is a methodical process that enables designers to recognize possible problems, assess them, look into them, and take preventative action Each cause of failure is assigned a risk priority number (RPN) through the use of an easy grading technique that was especially created to meet the needs of the firm To lower the probability of failure, the corrective action is chosen for those possible causes with high RPN values The system components that might fail and result in a negative consumer reaction or a tarnished corporate reputation are also given attention All conceivable ways it might fail to fulfil its intended purpose must be taken into consideration and explained in order to determine the probable failure modes An excellent place to start is by reviewing earlier FMEAs, testing, and quality, warranty, durability, and reliability reports The team must consider how the component or process can fall short of engineering specifications For probable failure impacts, it is required to identify both the "local" and "overall" consequences of failure and to define the failure's effects in terms of what the customer would observe or feel Of course, a single failure mode might have several effects, and several failure modes could all have the same consequence Additionally, every potential reason for failure must be documented The reasons for failure must then be rated in order to get the risk priority number when the list is complete The term "severity" refers to an evaluation of the significance of the probable failure mode's post-failure impact on the client Severity rating is the process of estimating and documenting the failure's severity on a scale from to 10 The severity rating always stays the same, regardless of the failure's potential causes, as it is based only on the result and not the reason for the failure When thinking about "occurrence of failure," one must assess the risk, or the likelihood that the failure mode would happen as a result of a certain cause The only method to reduce the recurrence is by a change in design (Alam, 2009) The assessment of the chance of the failure 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The risk priority number (RPN), which is computed as DSORPN=, is the sum of the ratings for occurrence, severity, and detection For each reason of failure, the RPN needs to be calculated The higher the number, the more often the failure mode is to occur, and RPN illustrates this relationship A critical summary may be created from the RPN to emphasise the areas that require the most intervention Any cause of failure with a severity grade of "9" or "10" requires extra care, regardless of the RPN that results Following RPN calculation, the business should make sure that the primary dangers are eliminated from the specification through re-engineering The three possible solutions are, in order of desirability, to: (1) completely eliminate the issue through a design modification; (2) lessen the likelihood that the failure would occur; and (3) increase the likelihood of discovery through increased quality control The severity, occurrence, and detection must all be evaluated again once the improvement activities have been taken, and a new RPN must be computed The likelihood that the mode will fail increases with the RPN, hence this mode has higher priority for remedial action (Chang and Sun, 2009) The study' findings assist managers and engineers in identifying failure modes, their root causes, and how to fix them throughout the design and manufacturing phases (Sharma and Sharma, 2010) By detecting possible failures and avoiding them, establishing which risks will be taken or must be taken, and coming up with strategies to reduce those risks, FMEA may be used to minimise costly adjustments to design features (Tanik, 2010) 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37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.2237.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.66 Chapter III METHODOLOGY Case-based research is the method that was used to this work The reason for this is because of different parts of the research, like how important the context is, how the variables are both quantitative and qualitative, and how the data is collected and analyzed The company that was used in this study was chosen because it had a long history of managing waste and its data was easy to find Even though the company has plans for reducing waste, it has never used systematic approaches like FMEA (Failure Modes and Effects Analysis and Improvement) to so Also, this project is part of the toolbox for a bigger Six Sigma project, and FMEA is one of the effective techniques in the toolbox The steps of the FMEA method are as follows: Making a team with people from different fields and what they Figuring out what could go wrong with different process parts Figuring out what this failure could mean and how bad it could be (S) Figuring out the possible cause(s) of the possible failure and making sure it happened (O) (failures that occurred during the defined period) Figuring out the current controls for prevention and detection and making sure that the controls put in place work (D) How to figure out the risk priority number (RPN) Making a plan of action and putting it into action Recalculating RPN after doing what needs to be done The study team is made up of an administrator, a consultant (the authors, through a university-industry research contract), a production planner, a quality control manager, a person in charge of cleaning, and a maintenance supervisor The National Iranian Oil Company Employees' Pension set up and funded Sepahan Oil Co in April 2002 The company trades in oil and petrochemical products all over the world Today, this company does business in most of the countries in the world Brand names like Exxon, Esso, and Mobil are well-known Sepahan Oil Co makes products that power modern transportation, power cities, lubricate industries, and provide petrochemical building blocks that are important to thousands of consumers Sepahan Oil Co has been thought of as the largest supplier of engine oil in the country ever since it was 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.99 h 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.2237.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.66 founded This is because of the way it is built and how much it is expected to be able to hold The company can get more than 30% of the roughly 600 million litres of engine oil used in the country "Alvand" and "Arzhan" engine oils have taken up most of the market for years At the moment, "Speedy" and "Jey," which are trade names of Sepahan Oil Co., are ranked first among both domestic and foreign suppliers It makes almost all of the engine oils used in the United States, including those for gasoline, diesel, gas, dual fuel, two-stage and four-stage engines, tractors, locomotives, generators, gear boxes, and both manual and automatic differentials Oil canning is when the flat parts of metal roofing and metal siding panels look like they are wavy In general, the width of the flat determines how long the wave lasts and how big it is Oil canning is a natural part of the light gauge that could be used to make metal products, especially those with large flat areas Profiles are often called "architectural" roofing and sliding panels because they have wide, flat surfaces These panels are different from corrugated shapes, which are more complicated Table shows that the four-liter can line is the most important of the company's four production lines Most of the waste values are from the time period between August 2005 and August 2007 It's important to know that the four-litre production line has the highest rate of all the ones listed So, it makes sense to target this line as the one with the most waste, since canning wastes 6% and filling wastes 1%, which adds up to a huge loss of 7% of this line's total production The FMEA is used to improve the quality of this line of production The project to make things better used information from internal complaint records and files in the historical documents Documents from the maintenance department were looked at to find out how much downtime there was Some information was also gathered from the Sepahan Oil Co website, such as annual reports and internal documents of the company, to describe the way the company works and its economic statistics Conversations with employees inside the company were also used to get 10 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37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.2237.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.66 more information Since most of the scraps in the chosen company come from the four-liter canning and filling production line, the improvement team wants to reach the following goals by using the proposed method: By cutting down on waste, you can cut costs and speed up production Improving the culture of working as a team to make management work better Increasing income by making more and selling it for less Come up with a set of solutions that will lead to less waste on the line that makes four-liter cans The scrap rate index, which is the product of dividing the number of scrap cans by the total number of cans, and the percentage index of wasted oil, which is the product of dividing the amount of wasted oil by the total amount of oil produced times 100, are used to track the production line and evaluate the changes After making the index and looking at the data that was recorded to figure out the current situation, the trend of this index is looked at four months before the project and compared with the current situation Before the changes were made, the rate of cans being thrown away was thought to be 6% (60/1000) and the rate of oil waste was 1% Also, the company's top manager chose the six failure modes that caused the most scraps and put more attention on them Some of these modes are cutting, welding, bottom seamer, toward filling, filling, and top seamer 11 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.99 h 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.2237.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.66 Chapter IV RESULTS Identifying CTQs Following the identification of the six key failure modes, the critical to quality (CTQ) variables that go along with them are determined The canning and filling sectors experience scraps as a result of these CTQs The inaccuracy of plate dimensions, low and high hardness, plate thickness, and improperly set equipment for the kind of plate are the main causes of scrap cans in the cutting section The most significant causes of scrap cans in this line are also thought to be the unadjusted feeder, the worn-out components in the welding section during production, the improper thickness, the hardness of the bare electrode, and the unadjusted crown of the device Important elements including uncorrected side pressure and the perpendicularity of the reels' departure in the bottom seamer production section led to the manufacture of junk cans Numerous cans are rejected, and low-quality oil is created as the cans go from the seamer production area to the filling section, which has several conveyor devices and is lacking in exact research These variables include can cripple before filling and can dirtiness Important and numerous factors, including the spilling of oil from the cans, air entering the full cans, and crippling of the cans in the filling section, led to scrap cans and oil waste in the filling section Due to improper sewing of the filled cans and the obstacle in its way for the final mode, the top seamer, both the oil and the cans were wasted Table provides an illustration of the CTQs' measured values 12 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.99 h 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.2237.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.66 Table 2: The measurement of the identified CTQs at the 4-litre line The plate cutting section's scrap levels are 0.6 and 0.09, respectively, according to the collected CTQs for the plate's high and low thicknesses and hardness, respectively At the welding section, the unadjusted feeder, worn-out components from production, an improper bare electrode thickness and hardness, and an unadjusted device crown account for 0.1, 0.4, 0.5, and 0.6 percent of the scrap, respectively In the seamer section, it is also possible to see each reel's uncorrected side pressure and perpendicularity with 0.75% scrap From the seamer to the filling section, the scrap is computed as 0.15%, with crippled and filthy cans coming before the filling The CTQ is split into two groups in the fifth mode: filling and canning The three most significant factors are oil overflow, air entering the can, and can crippling in the filling area, with respective values of 0.2, 0.3, and 0.05% for the filling section, while the percentage of canning scrap used in canning is calculated at 0.3% There are two groups of filling and canning section scraps in the top seamer area With 0.05 and 0.4% of scrap in the filling area, respectively, and 0.75 and 0.75% for the canning section, the two most significant CTQs can cripple and improper stitching of the full can lid Since the plate cutting and welding parts of the production line come before the subsequent sections and their issues will result in more waste in those sections, these two modes 13 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.99 h 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.2237.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.66 are taken into consideration for further research This agrees with the contention made by Tiku et al (2005) regarding the potential for common mode failures They believed that failure might occur as a direct result of the shared or common underlying causes and can impact a group of functionally identical components or systems Plate cutting Table displays the FMEA for cutting plates As seen, there are four possible failure types that are thought to lead to can scraps of these methods of Potential failures are related to suppliers supplying inappropriate plates, which can lead to can scraps and some productionline issues Currently, the corporation has no influence over how the plate is transmitted, but the fourth form of probable failure is relevant given the lack of system modification that pays proper attention to the type of applied plate This mode has the highest level of importance and the highest RPN The operator's lack of precision and any viable controls are the root of this issue Insufficient training, operator mistakes, and attitude are all factors that can contribute to unreliability, according to Sharma and Sharma (2010), whereas issues with machines such faulty calibrations or misalignments can lead to a reduction in operating efficiency This mode of possible failure has a high level of severity and almost a high frequency Teams of eight and six individuals are consequently assigned to them, respectively Table 3: FMEA for plating cutting Welding The welding section's FMEA is shown in Table The issues with this welding portion led to can body scraps Maximum RPN is associated with the nonalignment feeder that results from insufficient operator expertise and inaccurate tools Daily, weekly, and monthly restrictions over the feeder are not entirely successful, though The second RPN is relevant to how the system portions where it is manufactured are eroding The following cases of the RPNs of 60 and 27 are, respectively, unsuitable system crown, unfit diameter, and harshness of bare electrode 14 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37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.2237.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.66 Table 4: FMEA for welding Improvement After determining the underlying reasons of the issues, improvement can begin In order to accomplish this, the improvement team engages in brainstorming and makes use of the ingenuity and imagination of the attendees to identify solutions to the problems' core causes Following this, the suggested solutions are assessed in light of each approach's cost-benefit analysis, and lastly, the best solutions are discussed for the process's improvement The solutions are then totally reevaluated for their execution risk factors, and the improvement plan is put into action based on how well it will improve the process and reduce down on scraps The improvement team's suggestions for the six failure modes are listed in Tables and in order of importance The improvements that are suggested in Tables and are primarily focused on operator training, process control, and prevention, which is similar to the recommendations made in the resources available on the application of FMEA (Ookalkar et al., 2009; Estorilio and Posso, 2010; Sawhney et al., 2010; Tanik, 2010) Table 5: Solutions suggested by the improvement team at plate cutting Table 6: Solution suggested by the improvement team at welding 15 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37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.2237.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.66 DISCUSSION AND CONCLUSIONS In this study, failure modes and effects analysis (FMEA), a crucial component of Iran's oil sector, was used to enhance the quality of Sepahan Oil Co.'s four-liter manufacturing line Can manufacturing and can filling were two crucial components of this production system The percentage of discarded cans and the percentage of wasted oil were the two significant wastes that were examined This study placed more emphasis on the caning procedure According to the findings, using FMEA reduced losses, which in turn increased profitability However,The welding portion was where the majority of the changes were made Various predetermined pieces were used to measure CTQs Plate cutting and weld points made up the canning section's scrap percentages, which were 9.86 and 1.6 respectively The procedures were examined to find any existing issues In this analysis, it was advantageous for the problemsolving team members' perspectives to converge in order to identify the root causes of the issues and conduct tests to support those perspectives FMEA was applied at this point to identify the problems' underlying causes Based on the study of RPN values derived from FMEA in the "Cutting mode," the majority of scraps in the cutting area came from the unadjusted machinery, with RPN = 9.5 10 = 285 In actuality, the figure of 9.5 was the maximum subjective value of occurrence and was calculated by multiplying the total value of scrap percentages at the plate cutting portion by 10 The improvement team assigned a maximum score of 10 and for severity and detection rate, respectively The improvement team's examination revealed that the operator's carelessness in adjusting the gadget led to the creation of scrap Both field research and statistical analysis have supported this RPN = 10 = 240, which indicates that the uncorrected feeder and worn-out components during manufacturing had the greatest impact on the output of scraps in the "welding mode" of the FMEA Because the entire value of the scrap percentages at the welding area multiplied by 10 was greater than the highest possible subjective value of occurrence, the occurrence value of 10 was actually taken into consideration The team gave it a value of 10, thus that is what it was given The improvement team also gave the factors of severity and detection rate a score of and 4, respectively The improvement team's findings revealed that device issues led to scrap, taking into account the welding section devices Field study and statistical analyses confirmed this The improvement team started by identifying potential answers through numerous brainstorming sessions, and after carefully examining all of the solutions, they announced the most crucial improvement techniques for the targeted areas 17 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.99 h 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.2237.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.66 While conducting operator training and utilizing knowledge in the plate cutting area, special attention was paid to the maintenance schedules in the welding sector The percentage of can waste, however, was reduced from 50000 to 5000 ppm after the improvement steps were put into place, and the proportion of oil waste was decreased from to 0.08% The huge improvement in each of the criteria established following the introduction of FMEA is evident in this study, underscoring the fact that the new approach has a significant impact on the oil production line However, one of the most crucial factors of the FMEA project that supports the use of the suggested technique is the cost savings According to the project team's calculations, implementing FMEA resulted in a net profit of $558 726 This is determined by computing the cost savings brought on by a decrease in waste Aside from the summary of findings already presented, it is concluded that the number of CTQ criteria relies on the volume of products, the complexity of the manufacturing processes, and whether or not quality improvement methods have been used in the past It's possible that managers' readiness and desire to utilize cutting-edge quality engineering methodologies vary by country FMEA was used to the Sepahan Co as an example in this study and was tailored for the oil canning businesses It is crucial to remember that there can be difficulties when adopting the methodology in other oil firms and with higher assurance in other industries (Teng and Ho, 2006) Some issues are related to the RPN computation and the FMEA technique (Shahin, 2004; Chang and Sun, 2009) However, it appears that there is a significant demand for qualitative development in Iran's oil sector given the importance of energy, which will only increase over the course of this century The entire Iranian oil industry might benefit from the ongoing development and deployment of methodologies like FMEA Other companies working in Iran's oil industry are anticipated to benefit from the outcomes in terms of advantages like enhanced return rate, greater process capacity, increased efficiency, decreased process time cycles, and decreased waste The outcomes at each level of applying the technique should be contrasted with the team members' intuitive perceptions Analyses can be used to pinpoint the causes of divergences where they are seen The outcomes of the technique's various stages can then be modified as necessary The study's discussion of the implementation of FMEA will assist managers in more realistically modeling, analyzing, and projecting the behavior of industrial systems (Sharma and Sharma, 2010) The use of FMEA is subject to several restrictions, though The criteria for 18 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.99 h 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.2237.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.66 severity and detection evaluation are arbitrary; for instance, there is no clear line between "high" and "very high" in the criteria for detection evaluation Consequently, a measuring bias could exist (Ookalkar et al., 2009) The hotly contested drawback of FMEA based on RPN analysis is that different combinations of failure occurrence probability, severity, and detectability may generate the same value, but the risk implication may be completely different, resulting in the possibility of high-risk occurrences going undiscovered The relative relevance of the three elements is ignored by the RPN ranking algorithm, which is another drawback The three criteria are thought to be equally important, however in actual practical implementations, each factor has a different relative weight (Sharma and Sharma, 2010) Estorilio and Posso (2010) contend that the method's application is inconsistent They noted these inconsistencies and suggested a plan to reduce them Their research identified seven elements that contributed to these discrepancies The plan included an FMEA form that was only partially configured The significance of the improvement team was stressed in this study It's vital to realize that many businesses only allow employees to increase their productivity by learning new skills However, the workplace of organizations is where around 86% of productivity issues are located Employee performance is impacted by the work environment (Taiwo, 2010) In this way, team management is a crucial tactic for enhancing business performance (Azeez et al., 2009) On the other hand, TQM as a collaborative quality system and knowledge management (KM) greatly boost performance for any firm, as discussed by Ooi (2009) Additionally, Afrazeh (2010) investigated a few Iranian oil businesses and discovered that incorporating knowledge management (KM) into work processes—including those that involve customers—improved the effectiveness of these tasks Kuen et al (2009) provide empirical evidence to support the claim that project people competency and project mission are key determinants of micro project success Additionally, top management support and the project mission are two crucial elements for the success of macro projects In conclusion, teamwork and knowledge management should be heavily stressed in order to improve the efficacy of FMEA initiatives 19 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