Design Review Based on Failure Mode: How Toyota Engineers Use an Advanced Model of FMEA to Improve Product Reliability (Toyota's GD3) - Softcover
Synopsis
Toyota's Advanced GDł Method: Going Beyond FMEA to Build Defect-Free Products
Most engineers know FMEA (Failure Mode and Effects Analysis). But fewer know that Toyota developed an advanced model that goes further. Their engineers created DRBFM - Design Review Based on Failure Modes, founded on the philosophy of GDł: Good Design, Good Discussion, Good Analysis.
This book explains how Toyota uses DRBFM as a practical extension of FMEA during the design phase, where up to 80% of product quality is determined. Instead of repeating a generic FMEA, DRBFM zeroes in on design changes, asking: What could go wrong because of this change?
What you'll learn:
- The history of FMEA and why Toyota created DRBFM.
- The GDł philosophy: how Good Design, Good Discussion, and Good Analysis work together.
- A clear comparison of FMEA vs. DRBFM - where they overlap and how Toyota's method goes beyond.
- Step-by-step FMEA refresher to build the foundation.
- Case studies (fire extinguisher, electrical steering, car engine) showing DRBFM applied in practice.
- Worksheets and examples to help you run your own design reviews.
Whether you are a design engineer, quality manager, lean six sigma practitioner, or reliability professional, this book gives you the Toyota-proven toolset for embedding quality at the design stage - reducing defects, lowering cost, and creating products that last.
Key difference:
FMEA looks everywhere for risk. DRBFM focuses the discussion exactly where design changes happen, preventing failures before production.
If you've ever thought "FMEA is useful, but too broad" - DRBFM is the focused, Toyota-proven answer.
About the Author
Internationally Recognized Lean Expert Dr. MHA Soliman is a Lecturer in Industrial Engineering and Management Systems at the American University in Cairo, an Executive Advisor and a member of the Advisory Committee of the IEOM International Society. He brings decades of academic and consulting experience and is recognized as a leading expert in organizational performance, institutional transformation for total quality systems, and the quality of public services.
He has authored over 100 peer-reviewed scientific publications and works as an executive consultant, author, and researcher specializing in management, continuous improvement, and service development.
"synopsis" may belong to another edition of this title.
About the Author
Dr. Mohammed Hamed Ahmed Soliman is an internationally recognized Lean expert, author, and university lecturer. He has published over 100 books and articles on Lean thinking, quality systems, and industrial excellence. He currently teaches Industrial Engineering and Management Systems at the American University in Cairo, an Executive Advisor and a member of the Advisory Committee of the IEOM International Society, and consults for global organizations across manufacturing, public services, and education.
With nearly two decades of academic and professional experience, Dr. Soliman has trained professionals across the Middle East, including engagements with Princess Nourah University in Saudi Arabia and Vale Oman Pelletizing Company. He has designed and delivered over 60 leadership and technical development programs, helping organizations build a culture of continuous improvement and operational excellence.
Earlier in his career, he worked in various industrial sectors including crystal-glass manufacturing, fertilizers, and chemicals, while educating teams on the Toyota Production System. He has led numerous lean transformation projects, delivering measurable results and uncovering substantial cost savings by targeting waste across production and service environments.
His lectures and training materials have reached over 200,000 learners via SlideShare, and his research is ranked among the most downloaded papers on the Social Science Research Network (SSRN) by Elsevier.
Dr. Soliman holds a BSc in Engineering, a master's in Quality Management, and postgraduate degrees in Industrial Engineering and Engineering Management. He also holds certifications in quality, cost, and operations management. He is a member of the Institute of Industrial and Systems Engineers (IISE) and the Society for Engineering and Management Systems (SEMS).
His insights have been featured in SAGE Publications, Industrial Management, Lean Thinking, and other peer-reviewed platforms.
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