The document contains reliability data for various pieces of equipment from January to June. It shows the unplanned downtime, number of failures, total working hours, and calculated reliability percentage for each month. Additional charts show the unplanned maintenance downtime and downtime ratio for each month, with calculations to determine control limits. Root cause analysis was performed for main failures on a fan, identifying bearing issues as the primary cause. Recommendations are provided to shift to a more preventive maintenance approach through techniques like TPM to improve reliability.

5. Month Unplanned
Maintenance
Downtime
(hrs)
No of failures Total
working hrs
Reliability
%
Jan-09 215 70 660 68.25
Feb-09 215.5 52 660 68.17
March-09 182.3 60 660 73.26
April-09 195 72 660 71.31
May-09 192 68 660 71.77
June-09 188.8 100 660 72.26
• Process Reliability=Available Time/Planned Time= total Working time-total
downtime/total Working time-planned downtime.
• Planned Downtime=8hrs/monthly.

6. Month Unplanned
Maintenance
Downtime (hr/month)
Downtime ratio %
Jan-09 215 32.57
Feb-09 217 32.87
March-09 181.3 27.46
April-09 194.5 29.64
May-09 192 29.09
June-09 188.8 28.60
Total 1188.6 (Range 27-33%)
Average 198.1 30.03
Downtime Ratio=Total Downtime/Total Working Time

7. UCL = X’+3 sigma= 30.03+ 3x2.2 =36.63%
LCL = X’ +3 sigma=30.03 - 3x2.2 =23.43%
Lower Control Limit
Upper Control Limit
27
28
29
30
31
32
33
34
0 1 2 3 4 5 6 7
DowntimeRatio%
Months
36.63%
23.43%
Standard Deviation σ = √∑(X-Mean)2 / n-1
=2.2
Mean (x’)= ∑X/n
=30.03%
30.03%

8. Zone A
Zone B
Zone C
X’
LCL
UCL
Zone C
Eng. Mohammed Hamed
X’+3σ
X’+2σ
X’+1σ
X’-1σ
X’-2σ
X’-3σ
36.63
32.23
30.03%
27.83
25.63
23.43
34.43

9. Target
Current
6σ 6σ

10. Downtime Analysis
Equip Code Problem Average Monthly
Downtime (hr)
Failure
Frequency
Weight % Classification
304K1 Centrifugal
Fan
54.9 18 27% A
304T1 Bucket
Elevator
38.5 22 19% A
304Z2 Granulator
Drum
35 22 17% A
304WG1 Feed Belt
Conveyor
27 15 13.5 B
304N3 Recycle Belt
Conveyor
13.75 26 6.8% B
304F1 Bag Filter 12.95 11 6.4% B
304U1 Burner 6.5 7 3.2% C
304N7 Belt
Conveyor
3.75 3 1.8% D
304N4 Belt
Conveyor
3.5 3 1.7% D
304T2 Bucket
Elevator
2.25 2 1.2% D
Total 198.1 100%

11. ROOT CAUSE ANALYSIS
for Main Failures

12. Level1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7 Level 8
Equip Fan K1
failure
crack in the
foundation
bolts
looseness
poor maint Poor maint
high vibration
unbalance
Process
problem
operation
desgin
poor maint
misalignment Poor maint
foundation
supports
problem
poor maint
high Vibration unbalance
Process
problem
operation
design
Poor maint
bearing noise
Bearing wear
bearing
cocked
high vibration
misalignment Poor maint
unbalance
Process
problem
operation
design
Poor maint
Sealing
damage
Spare parts
reliability
Poor maint
B.housing
problem
Spare parts
reliability
Poor maint
Lubrication
problem
Poor maint
Incorrect
lubricant
Poor maint
Insufficient
lubricant
Poor maint

13. Fan failure cause No of
failures
% of total Criticality MTBF (hrs)
Bearing 10 55.5 A 66
High noise 4 22.2 B 180
Foundation cracks 2 11.11 B 360
B.housing 1 5.5 C 720
Sealing 1 5.5 C 270
MTBF=Total working time/total no of failures

14. Main Cause Priority Weight % Root Cause
Vibration 70 Unbalance 40%
Process 20%
High Temp 15 Bad PM 10%
Insufficient lubricant 5%
Others 10 Training
Greasing 5 Routine Maintenance 2.5%
Bad lubricant type 2.5%
What cause
defect?
High Temp
Others
VibrationGreasing
Unbalance
Eng. Mohammed Hamed
Routine Maintenance
Bad lubricant type Process

16. Failure mode Failure cause Source of
failure
Root cause Failure
characteristics
Failure Effect
Maintenance System
Fan operate
with high
vibration level
Bearing fails Bearing seized Poor Maint Wear in&out High
maintenance
cost
Unexpected
plant
shutdown
Housing wear Deterioration Poor Maint Wear in&out High
maintenance
cost
Unexpected
plant
shutdown
Unbalance fan
blade
Shaft wear Poor Maint Wear in&out High
maintenance
cost
Unexpected
plant
shutdown
Looseness in
foundation
Poor Maint Wear in&out High
maintenance
cost
Unexpected
plant
shutdown
Shaft wear Deterioration Poor Maint Wear in&out High
maintenance
cost
Unexpected
plant
shutdown

17. The Fan Equip is Critical Grade A….why?
Company’s priorities
Fan Equip

19. Inspection Sheet Sample:
Check Sheet for PM Maintenance
Sector
(C) Part has been adjusted and
working fine
)Ф(Part is working but with
problem
(O)Part working good
(X( part require maintenance or
change
‫فحصه‬ ‫المراد‬ ‫البند‬ ‫تاريخ‬
‫وساعه‬
‫الفحص‬
1May
2May
3May
4May
5May
6May
Fan K1
Check
vibration
Check Temp
Check Grease
Level
Check all bolts
& nuts
Clean the fan
blade
Grease the
bearing
Visual
inspection
(noise,
leakage..etc)
Notes
Signature

20. Routine
Maintenance
Checklists
Cleaning
Visual Inspection
Tighten Bolts & Nuts
Adjusting
Greasing & Oiling
Overall Equipment Test

21. Advantages of Checklists
Checklists or routine maintenance planning:
Policy Routine
Maintenance
Level Duration (hr) Required Labor
Routine
Maintenance
Check Vibration
Daily 1 2
Check Temp
Check Grease Level
Check all bolts & nuts
Clean the fan blade
Visual inspect (check
for noise, leakage,
seals condition…etc
To be done during the
daily shutdown

22. What is Preventive Maintenance (PM)?
Perform maintenance in a specific part of the equipment whether the equipment
need it or not in a specific time period.

23. TPM
Maximize your resources usage.
Make all feel about the importance of the maintenance.
Reduce gap between production & maintenance teams.
TPM Benefits:

24. Total Productive Maintenance (TPM) is the maintenance sub-
system of Lean Manufacturing. TPM improves manufacturing
performance by reducing cost, improving quality and increasing
productivity.

27. A useful 5S tools to be
used with maintenance
& production
Red Tag Can be Used as a useful tool to apply the 5S in maintenance
Illustrate
equip
status
illustrate what type
of maintenance done
today
Red Tag is Called
the Silent Talker

28. 1) Check the job description and the organization chart.
2) Check the working procedures in place.
3) Calibration process( as the auditee to explain the calibration process).
4) Check if there is calibration procedure in place.
5) Check the equipment calibration list.
6) Ask the auditee about the input and out put of the calibration process.
7) Check if there is a system for ensuring the competency of maintenance
personnel.
8) Check if the maintenance personnel will be provided with special training.
9) Ask the auditee to describe the process of the preventive maintenance.
10)Check if there is a preventive maintenance plan.

29. 11)Check the bases for determining the extent and frequency of maintenance
tasks.
12)Ask the planner to describe the process of planning.
13)Check who is responsible for planning of the preventive maintenance works.
14)Check the code structure of the work orders.

30. Maintenance Policy Ideal Asfour
Now
Reactive 10% 50%
Preventive 25-35% 50%
Predictive 45-55% 0%
Proactive Balance 0%
“Reliability Magazines Report”
Worse Maintenance Policy “fix when it broke down”
Eng. Mohammed Hamed
Target should be reducing reactive & increase planned maintenance

32. Japan called it
Fire Fighting
FF
JAPAN Consider it the worst
maintenance policy in the world!!

33. More than 50% of Maintenance work is considered as Reactive.
Reactive or corrective maintenance has negative effect on the system, resources,
and equipments.

34. Best case Performance Analysis

35. Mean Time Between Failure
Best Condition (Manufacturer) MTBF
Reliable Bearing 2160
Worst Condition MTBF
Current Bearing 66
If we managed to achieve the manufacturer rate this will reduce the
downtime average to 170.65hrs instead of 198.1

36. Zone A
Zone B
Zone C
X’
LCL
UCL
Zone C
Eng. Mohammed Hamed
X’+3σ
X’+2σ
X’+1σ
X’-1σ
X’-2σ
X’-3σ
36.63
32.23
30.03%
27.83
25.63
23.43
34.43
170/660= 25.75% (In the Excellent Area).

37. Change
Management
 Changing the maintenance team & production labor’s culture from reactive to
preventive & proactive policies.
 Give training to the maintenance technicians & to the operators.
 Applying the TPM will reduce the resources required to do the routine
maintenance.

38. RECOMMENDATIONS

39. A POWERFUL FACTORY
Prepared by: Eng. Mohammed Hamed
Email: mhamed206@yahoo.com