Integrating TOPSIS and DEMATEL Methods to Rank the Risk of Failure of FMEA

被引:58
作者
Chang, Kuei-Hu [1 ]
Chang, Yung-Chia [2 ]
Lee, Yu-Tsai [3 ]
机构
[1] ROC Mil Acad, Dept Management Sci, Kaohsiung 830, Taiwan
[2] Natl Chiao Tung Univ, Dept Ind Engn & Management, Hsinchu 300, Taiwan
[3] Natl Chiao Tung Univ, Grad Sch Ind Engn & Management, Hsinchu 300, Taiwan
关键词
Failure mode and effect analysis; risk priority number; TOPSIS; DEMATEL; REASONING APPROACH; DECISION-MAKING; MODE; PRIORITIZATION; MANAGEMENT; SYSTEMS; SET; ANP;
D O I
10.1142/S0219622014500758
中图分类号
TP18 [人工智能理论];
学科分类号
081104 ; 0812 ; 0835 ; 1405 ;
摘要
Failure mode and effect analysis (FMEA) is one of the risk analysis techniques recommended by international quality certification systems, such as ISO 9000, ISO/TS 16949, CE, and QS9000. Most current FMEA methods use the risk priority number (RPN) value to evaluate the risk of failure. The RPN value is the mathematical product of the three parameters of a failure mode that is rated between 1 and 10 in terms of its severity (S), occurrence (O), and detection (D), respectively. However, the RPN method has been found with three main drawbacks: (1) high duplicate RPN values, (2) failure to consider the ordered weights of S, O, and D, and (3) failure to consider the direct and indirect relationships between the failure modes and causes of failure. Therefore, this paper integrates the technique for order preference by similarity to ideal solution (TOPSIS) and the decision-making trial and evaluation laboratory (DEMATEL) approach to rank the risk of failure. A case of an inlet plate ring that has been drawn from a professional mechanical factory is presented to further illustrate the proposed approach. After comparing the result that was obtained from the proposed method with the conventional RPN and DEMATEL methods, it was found that the proposed method can resolve the abovementioned RPN ranking issues and give a more appropriate risk assessment than other listed approaches to provide valuable information for the decision makers.
引用
收藏
页码:1229 / 1257
页数:29
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