Introducing a New Quality Tool to Industrial Production. Case company and FMEA

Abstract

This thesis explores the introduction of Process Failure Modes and Effects Analysis (PFMEA) as a new quality management tool at the Case company, a copper-processing plant serving escpecially the automotive industry. The objective was to support the company in aligning with the IATF 16949 standard, which is increasingly demanded by automotive clients. Through literature review, qualitative case study methodology, and internal interviews, the research identifies the organizational, cultural, and technical challenges involved in implementing PFMEA. Special attention is paid to change management, employee engagement, and leadership dynamics at both the top-management and operator levels. Three machines were selected for pilot PFMEA sessions, leveraging operator expertise to evaluate and update failure modes, and calculating risk priority numbers (RPNs). Findings highlight the need for transparent communication, leadership commitment, and continuous training to embed PFMEA into daily operations. The study provides a roadmap for embedding quality tools into existing processes and offers practical recommendations for sustaining the initiative as a living system. The PFMEA tool is framed as a means to strengthen internal quality, customer satisfaction, and long-term competitiveness in the automotive supply chain.