12Running head: C489 TASK TWOAt the first meeting, the process to be analyzed should be clearly defined by the team. The steps of the process can be documented by an outline or a high-level flowchart. Starting with a clear description of the flowchart solidifies that everyone is on the same page and are agreeable to the process. If team members cannot agree on how the process currently works in their area, this canbe a signal that the process is unreliable. If this is the case, FMEA should not be done and a performance improvement project should be started. Once that new process is designed, then an FMEA can be started to reduce or eliminate mistakes that may occur. For a complex process with many steps, several FMEA’s may be needed to take on the process inmanageable bites. One part of the process can be focused on which will in turn save time (Brown-Spath & Associates, 2006). Step 4: Identify what could go wrong during each step of the process.Team members in this step determine what can go wrong or fail in each step of the process. As the list is generated an atmosphere of trust needs to be enforced. Talking about mistakes made by peers is difficult but it is vital to express that everyone sometimes makes mistakes. This will eliminate finger pointing and allow the focus to be on the goal of the FMEA. Failures should be aligned under each process as to show the team a clear visual picture of the entire process at eachstep. The team will then rate the failure mode on a scale of 1-10. Failure mode are categorized by, likelihood of occurrence, likelihood of detection and severity. While scoring likelihood of occurrence one would be unlikely to happen while ten would be there is a strong chance of this happening. Scoring likelihood of detection is somewhat different in that one would mean more than likely to detect and ten would mean unlikely to detect. For rating severity think of one as a minor inconvenience and ten leading to death.