MAINTAINENANCE

MANAGEMENT
FAILURE RATES
Presented by:
G.Karthik
Ritika Upadhyay
Ssaanvi Reddy
Vishal Balaji
 INTRODUCTION
The article by Fatemah Afsharnia highlights the critical need for failure prediction in proactive fault
tolerance, particularly within the garment industry. Failure, defined as a departure from correct service
delivery, presents economic challenges with significant costs associated with downtimes and repairs.
Traditional maintenance policies, like corrective and preventive maintenance, are discussed in the
context of substantial global expenses linked to machinery breakdowns.

The narrative navigates the evolution of maintenance activities, emphasizing the shift from reactive
repair strategies to a strategic managerial focus on preventing failures. The article underscores the
pivotal importance of reliability, availability, and maintainability (RAM) analysis in optimizing system
performance and curtailing costs. It addresses the complexities posed by uncertainties in early system
development and introduces the concept of failure rate as a strategic tool for comprehensive
integration of reliability factors
Reliability in maintenance
In the Reliability-Centered Maintenance (RCM) of the RMG (Ready-Made Garments) industry, ensuring
machinery and equipment reliability is paramount. By implementing proactive maintenance strategies, such
as predictive maintenance and condition monitoring, potential issues are identified and addressed before
they lead to downtime. This approach enhances equipment lifespan, reduces unexpected failures, and
optimizes production efficiency. Additionally, RCM in the RMG industry focuses on minimizing downtime
during scheduled maintenance, contributing to a seamless production process and overall operational
resilience.

Quality in maintenance
Quality in the Ready-Made Garments (RMG) industry is paramount, dictating success in a competitive
market. RMG manufacturers uphold rigorous quality standards, from sourcing raw materials to final product
inspection. Compliance with international regulations ensures safety and durability. Continuous improvement
initiatives, employee training, and meticulous quality control contribute to consistent excellence. In an
industry where reputation is key, prioritizing quality not only meets customer expectations but also builds
trust and loyalty, securing a strong position in the global RMG market.
 Maintainibility

Maintainability is pivotal in the Ready-Made Garments (RMG) industry's maintenance

practices. Efficient processes and well-designed systems ensure quick and cost-effective
repairs, minimizing downtime. Regular equipment inspections, preventive maintenance,
and skilled workforce training contribute to high maintainability standards. Embracing
modern technologies and streamlined procedures enhances overall equipment reliability.
In the RMG sector, effective maintainability strategies not only sustain production
momentum but also optimize resource utilization, fostering a competitive edge in this
dynamic and demanding industry.
FAILURE RATE
The passage discusses the concept of machine reliability,
emphasizing its probability to perform within a specified period
under certain conditions. Operational availability, viewed as the
machine's proportionate operational period without breakdowns,
is pivotal to reliability. Mean Time Between Failures (MTBF) is
introduced as a crucial metric, influencing reliability predictions
based on failure rates. The failure intensity, λ(t), is defined as the
anticipated breakdown frequency, measured as failures per
million hours. The complexity of failure rate calculations involves
intricate models incorporating component-specific factors like
stress and temperature. In assemblies, failure rates are computed
by summing individual component rates.
There are some common basic
categories of failure rates:

• Mean Time Between Failures (MTBF)

• Mean Time To Failure (MTTF)
• Mean Time To Repair (MTTR)
• Mean Down Time (MDT)
• Probability of Failure on Demand (PFD)
• Safety Integrity Level (SIL)
 MEAN TIME BETWEEN FAILURES (MTBF)
The basic measure of reliability is mean time between failures (MTBF) for repairable
equipment. MTBF can be expressed as the time passed before a component, assembly, or
system break downs, under the condition of a constant failure rate. On the other hand, MTBF
of repairable systems is the predicted value of time between two successive failures. It is a
commonly used variable in reliability and maintainability analyses.
 MEAN TIME TO FAILURE (MTTF)

One of basic measures of reliability is mean time to failure (MTTF) for non-
repairable systems. This statistical value is defined as the average time expected
until the first failure of a component of equipment. MTTF is intended to be the
mean over a long period of time and with a large number of units.
 MEAN TIME TO REPAIR (MTTR)
Mean time to repair (MTTR) can described as the total time that spent to perform all
corrective or preventative maintenance repairs divided by the total of repair numbers.
It is the anticipated time period from a failure (or shut down) to the repair or
maintenance fulfillment. This is a term that typically only used in repairable systems
MEAN DOWN TIME (MDT)
In organizational management, mean down time (MDT) is defined as the mean time that a
system is not usable.
This includes all time such as repair, corrective and preventive maintenance,self-imposed
downtime, and any logistics or administrative delays. The MDT and MTTR (mean time to repair)
are difference due to the MDT includes any and all delays involved; MTTR looks particularly at
repair time.

Sometimes, Mean Time To Repair (MTTR) is used in this formula instead of MDT. But MTTR may
not be the identical as MDT because:
• Sometimes, the breakdown may not be considered after it has happened
• The decision may be not to repair the equipment immediately
• The equipment may not be put back in service immediately it is repaired
PROBABILITY OF FAILURE ON DEMAND (PFD)
PFD is probability of failure on demand.
The design of safety systems are often such that to work in the background,
monitoring a process, but not doing anything until a safety limit is overpassed when
they must take some action to keep the process safe. These safety systems are often
known as emergency shutdown (ESD) systems.
PFD means the unavailability of a safety task. If a demand to act occurs after a time,
what is the probability that the safety function has already failed?
Useful to remember
If an item works for a long time without breakdown, it can be said is highly reliable.
• If an item does not fail very often and, when it does, it can be quickly returned to
service, it would be highly available.
If a system is reliable in performing its safety function, it is considered to be safe.
The system may fail much more frequently in modes that are not considered to be
dangerous.
Finally, a safety system may be has lower MTBF in total than a non-safety system
performing a similar function.
“SIL” does not mean a guarantee of quality or reliability, except in a defined safety
context.
MTBF is a measure of reliability, but it is not the expected life, the useful life, or the
average life. • Calculations of reliability and failure rate of redundant systems are
complex and often counter-intuitive
The three types of fundamental failures can be classified into: early failures, random failures, and wear-out
failures. It describes the progression of failure rates over time, forming the characteristic "bathtub" curve.
Early Life Period :
Emphasizes the importance of design integrity and outlines various design techniques such as burn-in,
power cycling, and temperature cycling.
Introduces stress screening as a method to mitigate risks but notes its impact on the early useful life
of a module.
Discusses the highest risk of failure at the start of the operating life.

Useful Life Period :

Describes the maturity of a product, leading to a nearly
constant failure rate.
Highlights the lowest failure rate during the
useful life period and its significance for reliability predictions.
MTBF vs. Useful Life :
Warns against the mistaken use of Mean Time Between Failures (MTBF) instead of a component's
useful life.
Provides examples to illustrate potential discrepancies between high MTBF values and actual life
expectancy.
Stresses the importance of considering wear-out periods, which may decrease the component's life.

Wear-Out Period :
Discusses the increase in failure rates during the wear-out period due to fatigue or wear.
Highlights that well-designed systems, such as Vicor power supplies, aim to extend useful life past the
design life.

Failure Sources :
Classifies system outages into unplanned (failure) and planned (maintenance) outages, impacting
system availability.
Compares the costs of unplanned and planned outages, suggesting the use of redundant components
for mitigation.
Categorizes failure sources into internal (specification flaws, manufacturing defects, wear-out) and
external (natural disasters).
 Failure Rate Data :
Explores methods to obtain failure rate data, including historical data, government and commercial
sources, and testing.

Failure Distribution Types :

Presents different types of failure distributions, such as exponential, Weibull, and log-normal, with
varying hazard rates.

Derivations of Failure Rate Equations :

Provides mathematical derivations for system failure rates in series and parallel configurations of
constant failure rate components.

Overall Impression: The paper provides a comprehensive analysis of failure types, prevention strategies, and
.the incorporation of practical examples enhances its applicability.
Failure prediction is vital for fault tolerance, proactively identifying potential system malfunctions and assessing
risks within a specified prediction interval. In this context, failure is a deviation from correct service delivery, not
necessarily resulting in incorrect outputs.
Analyzing error events is crucial for predicting failures, influencing breakdown probabilities and impacting
insurance, business, and regulatory practices.
Repair costs are a significant part of machine ownership expenses, emphasizing the need for effective
maintenance programs, especially in developing countries. Optimal maintenance has evolved into a complex
managerial task focused on failure prevention for industrial production.
Reliability, availability, and maintainability (RAM) analysis are key in system design, particularly when historical
data is scarce. Assessing component reliability during system development is essential for understanding how
uncertainties affect system reliability evaluation. The failure rate (λ) integrates considerations of reliability,
availability, and maintainability, offering a comprehensive approach.
Operational Efficiency: Understanding and addressing failure types in the garment industry is vital for
maintaining operational efficiency.

Economic Impact: The economic implications of machinery failures, including downtime costs and repair
expenses, highlight the critical importance of proactive strategies.

Shift in Maintenance Strategies: Traditional maintenance policies (corrective and preventive) play a role, but
there is a need for a shift towards more strategic and preventative measures.

RAM Analysis Integration: Integrating reliability, availability, and maintainability (RAM) analysis is crucial for
optimizing system performance and reducing costs.

Sustainability and Resilience: Proactive management of failure types is essential for minimizing disruptions,
enhancing resilience, and ensuring the long-term sustainability of garment production.
The case study explores the application of Total Productive Maintenance in the Ready Made
Garments (RMG) industry in Bangladesh, with a focus on Burlingtons Limited.
Ready Made Garments industry is considered as “The Engine of Growth” for the economy in
Bangladesh.
The RMG industry has been crucial for the economic growth of Bangladesh, but it faces challenges
such as increasing competition, especially from countries like China, India, and Pakistan. Burlingtons
Limited was experiencing low productivity and profitability, prompting the investigation of reasons
and possible improvements through TPM.
It is now essential to bring dynamism in this sector by taking some realistic steps such as improving
productivity and standard of workers, development of product design capability, quality
improvement, strengthening marketing and promotion ability, improving management skills and
techniques, fabric developments, increasing overall equipment efficiency etc.
Burlingtons Limited, a Ready Made Garments industry in Bangladesh, was experiencing low
productivity and less profit. The reasons of low productivity and possible means of improvement
were then investigated by applying Total Productive Maintenance (TPM).
TPM is introduced as a maintenance program focused on maximizing overall equipment efficiency (OEE).
Eight pillars of TPM are outlined, and the Kaizen pillar is emphasized for this study.
Steps for introducing TPM include preparatory, introduction, implementation, and institutionalizing stages.

Case Study Methodology:

All sections of the garments factory were assessed for productivity improvement.
Maintenance management aims to enhance equipment effectiveness and minimize unexpected
breakdowns.
The study focuses on the Sewing section, particularly Line 5B, due to its lowest production rate.
Productivity, quality, cost and delivery, as well as safety, hygiene, environment, and morale are all
influenced significantly by equipment conditions.
Overall efficiency including economic efficiency is achieved by minimizing the cost of upkeep and
maintaining optimal equipment conditions throughout the life of equipment. So the steps that were
followed are
a. Identification of major losses.
b. Identification of significant losses by Pareto analysis.
c. Calculation of Overall Equipment Efficiency (OEE).
d. Reduction of losses with analytical techniques
Steps in introducing TPM in an organization
Stage A – Preparatory stage
Step1: General announcement by management about
TPM introduction in the organization
Step2: Initial education and propaganda for TPM
Step3: Setting up TPM and departmental committees
Step4: Establishing the TPM working system and
target
Step5: A master plan for institutionalizing
Stage B – Introduction Stage
Stage C – Implementation
Stage D – Institutionalizing Stage.

TPM stands on 8 pillars,the third pillar KAIZEN is used in this study.

This pillar is aimed at reducing losses in the workplace that affect the efficiencies. It is possible to
eliminate losses in a systematic method using various Kaizen tools such as: PM analysis, Why - Why
analysis, Summary of losses, Kaizen register and Kaizen summary sheet.
Identifying and Reducing Equipment Losses:
Six major equipment losses are identified, including breakdowns,
setup/adjustment losses, idling, reduced speed, defects/rework
losses, and reduced yield.
Pareto analysis identifies idling and minor stoppages and
setup/adjustment as the most significant losses.
OEE calculation is performed to quantify equipment efficiency.

Minimizing Losses Using TPM Techniques:

Analytical techniques such as Why-Why Because Logical Analysis
(WWBLA) are employed to identify root causes of needle breakage, a
major source of idling and minor stoppages.
Countermeasures are identified to reduce needle breakage, leading to
a decrease in stoppage losses and an increase in OEE

Results and Recommendations:

By addressing a single root cause (needle breakage), OEE increased
from 59% to 65%.
The study suggests that by addressing all root causes of significant
losses, OEE could potentially reach Japanese industry standards (85%
or higher).
file:///C:/Users/91900/Downloads/Failure_Rate_Analysis.pdf
https://www.researchgate.net/publication/238197399_Total_Productive_Maintenance_in_RMG_Sector_A_C
ase_Burlingtons_Limited_Bangladesh