Maintenance Management

Assignment – 1

Topic- Review of Journal Paper on topic Failure Mode

Analysis

Submitted By:
Ankita Kumari (BFT/18/244)
Shagun Sinha (BFT/18/172)
 Failure Mode and Effect Analysis
Introduction:
 Failure mode and effect analysis (FMEA) is an important method for designing and
prioritising preventive maintenance activities and is often used as the basis for
preventive maintenance planning.
 It is a step-by-step approach for identifying all possible failures in a design, a
manufacturing or assembly process, or a product or service.
 “Failure modes” signifies the ways, or modes, in which something may fail..
 Failures are any errors or defects, especially ones that affect the customer, and can be
potential or actual.
 “Effects analysis” refers to studying the consequences of those failures.
 Failures are prioritized according to how serious their consequences are, how frequently
they occur and how easily they can be detected. The purpose of the FMEA is to take
actions to eliminate or reduce failures, starting with the highest-priority ones.
 Failure modes and effects analysis also documents current knowledge and actions about
the risks of failures, for use in continuous improvement.
 FMEA is used during design to prevent failures. Later it is used for control, before and
during on-going operation of the process. Ideally, FMEA begins during the earliest
conceptual stages of design and continues throughout the life of the product or service.
The Goals of FMEA
1. DESIGN IMPROVEMENTS: The FMEA drives product design or process
improvements as the primary objective.

2. HIGH RISK FAILURE MODES: The FMEA addresses all high-risk failure modes
with effective and executable action plans.

3. LESSONS LEARNED: The FMEA considers all major "lessons learned" (such as
high warranty, campaigns, etc.) as input to failure mode identification.

4. LEVEL OF DETAIL: The FMEA provides the correct level of detail in order to
get to root causes and effective actions.

5. TIMING: The FMEA is completed during the "window of opportunity"

whence it can most effectively influence the product or process design.

6. TEAM: The right people are adequately trained in the procedure and
participate on the FMEA team throughout the analysis.

7. DOCUMENTATION: The FMEA document is completely filled out "by the

book," including "Action Taken" and final risk assessment.

8. TIME USAGE: Time spent by the FMEA team is an effective and efficient use
of time with a value added result.

The benefits of FMEA

• Assisting to error reduce and investigating faults in this way.
• Increasing of customer satisfaction
• It is describe to missing points of production safety, production technology safety
• Cost reduced by preventing mistakes.
• Decreasing of marketing time.
• Create a technical knowledge base for the Company’s assets and making it available to all the
maintenance staff
• Quicker responses to breakdowns
• It may lead to changes (improvements) in the preventive maintenance plans – both in the
periodicity and/or the check list of tasks itself
• Identifies the system’s critical areas or processes
• Increase of equipment uptime, less waste (in time, in spares and even in product output)
Types of Failure Mode and Effect Analysis
1. System FMEA: It analyses the systems as main and subsystems and it is a method
for finding potential defect types among the elements that make up the system.
The focus is on system-related deficiencies, including
 System safety and system integration
 Interfaces between subsystems or with other systems
 Interactions between subsystems or with the surrounding environment
 Single-point failures (where a single component failure can result in complete
failure of the entire system)
 functions and relationships that are unique to the system as a whole (i.e., do not exist at
lower levels) and could cause the overall system not to work as intended
 Human interactions
2. Design FMEA: It is a method for evaluating past defect or complaints during
product design / development stage occurred before production and for determining
and aiming to prevent types of defects that may occur during new product /
technology design or development. Analysis is at the subsystem level (made up of various
components) or component level.
The Focus is on product design-related deficiencies, with emphasis on
 Improving the design
 Ensuring product operation is safe and reliable during the useful life of the equipment.
 Interfaces between adjacent components.
Design FMEA usually assumes the product will be manufactured according to specifications
3. Process FMEA: It serves the objective of removal of defects arising from production
and assembly processes and analysing them. Analysis is at the manufacturing/assembly
process level.
The Focus is on manufacturing related deficiencies, with emphasis on
 Improving the manufacturing process
 Ensuring the product is built to design requirements in a safe manner, with minimal
downtime, scrap and rework.
 Manufacturing and assembly operations, shipping, incoming parts, transporting of materials,
storage, conveyors, tool maintenance, and labelling. Process FMEAs most often assume the
design is sound
4. Service FMEA: It is a method to analyse the service before it reaches to the
customer. It is the method which is applied with coordination of production quality
assurance (QA)
and marketing in order to improve the customer service. It helps to analyse the defects
in the organization. It indicates that determination of priority between the activities of
the organization and workflow, and system and process analysis in an efficient way and
identifies and control errors on the process of carrying out plans.
When to use FMEA:
• When a process, product or service is being designed or redesigned, after quality
function deployment.
• When an existing process, product or service is being applied in a new way.
• Before developing control plans for a new or modified process.
• When improvement goals are planned for an existing process, product or service.
• When analysing failures of an existing process, product or service. Periodically
throughout the life of the process, product or service.

Working of FMEA
• First, List the characteristics of a product or service design or the steps of a process.
• The Team then identifies all the ways the design or process could fail, referred to as
potential failure modes.
• The 3 main types of design failure modes are materials, processes and costs.
• A traditional FMEA quantifies risk. This is done by calculating the Risk Priority Number
(RPN) derived from 3 subjective ratings – Severity(S), Occurrence (O) and Detection (D).
• The Severity rating is based on how serious the impact would be if the potential failure
were to occur.
• The Occurrence rating is based on the probability of the potential failure occurring.
“Occurrence” is the defect frequency.
• The Detection rating is based on how easily the potential failure could be detected prior
to occurrence. “Detection” is opportunity to notice the defect before it reaches to the
end user.

Implementation of FMEA
To execute a straightforward way to deal with "Failure Modes & Effect Analysis/FMEA",
it is important to do a few Steps. Regardless of what the procedure implemented by the
user (either making data naturally through the maintenance history or simply recording
it physically), it is basic that, first of all, the fundamental technical information about the
existing things in the organisation is assembled.
Step 1 – Defining thing types: In an underlying stage, the user should group in a direct and
systemised way the things by "Type", with a particular code related in the software. By
gathering things by "Type" the client would then be able to characterize, among other data,
the components of every item type. Example: the code is "O/L" for all the overlock
machines, it is possible to utilize this structure to make an organized code ("O/L-_____") and
the technical datasheet that will be utilized for all Boilers. All overlock machines will at that
point have a code beginning with "O/L-_____" and have a similar technical datasheet
(MAKERS, MODEL, YEAR OF MANUFACTURER, SERIAL NO.)

Step 2 – Defining components by item types: The parts make up the equipment. Every thing
item has a few parts that can possibly fail, and this data should be recorded in the software.
Example: Chimney, programmed trap, burner, security valve, and so on.

Step 3 – Identifying failure modes for every component: The failure modes (symptoms),
decipher how a failure shows up and which legitimizes a maintenance activity. In this stage,
reactions are given for questions, for example, "By what method can a particular
component fail?" The potential failure modes are communicated in physical terms, more
specifically: under weakness, vibration, wear, spillage, crack, and relying upon the manner in
which every user is working, the user can list more definitely the failure modes for every
component.

Step 4 – Identifying possible causes for every failure: The expected reasons for failure are
characterized as the thought process that set off the comparing failure mode. Every failure
mode might be dependent upon a few expected causes and all these feasible causes ought
to be recorded, so that it permits the user to distinguish the reason that is keeping the
component from properly performing the functions for which it was designed. Model: Wear,
poor operation, improper maintenance, and so forth.

Step 5 - Calculating Risk Priority Numbers (RPN)

Step 6 - Making recommendations by focusing on values calculated.

Step 7 – Selecting the expected corrective activity. Completing regulatory or preventive

applications

Step 8 - Comparing RPN numbers with priorities after progress.

Risk Priority Number (RPN):

 The risk of possible failures is assessed using the risk priority number (RPN), which is
calculated on the basis of assessment of failure severity, probability of occurrence
and probability of detection.

RPN = Occurrence × Severity × Detection.

 This is the way the product of these three values RPN (Risk Priority Number) is
obtained.
 Severity is the value of item by customer side after error.
 The second criterion involves potential technical causes used to estimate the
probability of impact risk occurrence (O).
 Finally, one can estimate the possibility of influence of the causes and the related
risk.
 For the criteria used to evaluate the importance of environmental impact (S), the
probability of cause occurrence (O) and for the causes of influence (D), like in the
quality area, values in the range of 1 (small risk) to 10 (high risk) are assigned.
 The Risk Priority Number is calculated by:
RPN = S x O x D
The smaller the number, lesser is the risk

Step 1: Detect a Failure

Mode

Risk priority number Step 2: Severity

(RPN) = S*O*D number (S)

Step 4: Step 3:
Detection Probability
number (D) number (O)
Phases of FMEA
1. The pre-work:
In this phase it determines the objectives and the level of FMEA. During this phase
criteria on the basic concepts and special procedures for the prevention of unnecessary
loss of time and cost are defined.
2. Systems analysis:
Development and analysis of the system, processes, and fault tree diagrams operates
according to specified functions, areas of interaction, stages, and their types.
3. Review of results:
Potential types of errors are identified, effects of them are evaluated, and control
measures to prevent errors are defined according to the analysis and evaluation.
4. Monitoring / Implementation:
During this phase, results and data documentation are obtained.
5. Verification

Creating Life Cycle of FMEA

1) Form an FMEA team that consists of representatives from all stages of the product’s
life cycle.
2) Identify all the systems, sub-systems and components and list them in the first three
columns on the FMEA.
3) Make the next column a D-M-A-I-O code for the phase of the equipment’s life cycle
in which the failure originates (can also add a ‘S’ code for Shutdown if desired)
4) Continue to fill in the remaining columns of the FMEA
 Application of Failure Mode Effect Analysis
(FMEA) to Reduce Downtime in a Textile
Share Company
Abstract
Downtime is important among the role players of production loss and low productivity. The
case company is right now experiencing high downtime and it is creating less than 48% of its
ability. This case study targets reducing the high downtime by the use of failure mode effect
Analysis (FMEA) as a significant productivity improvement tool. The discoveries of the
research show that, this specific section of the company, the recorded downtime is
discovered to be very high compared to actual operation time. The loom machines are down
daily by 38.69% of the total production time on average which highly affects the
productivity. Thus, the failure modes, their effects and cause of the weaving/loom section of
the company are organized using the Risk Priority Number (RPN). The corrective activities
that the organization should take to improve its profitability are enunciated. Taking the
FMEA consequence of the loom machines processes and focusing on the vital few causes of
the recognized failure modes that offer that contribute more than 50% of the RPNs, the
company can decrease the downtime of the section by 299.04hrs/day.

It is a step by step and systematic process for identifying potential failures before they
occur, with the aim to eliminate or minimize the risk associated with the failures identified.
Carl S. Carlson also articulated an advice that FMEA should be the guide to the development
of a complete set of actions that will reduce risk associated with the system, subsystem, and
component or manufacturing/assembly process to an acceptable level.

The case, Textile Share Company, one of the oldest textile mills in Ethiopia, is founded in
1961 by the Italian government as war compensation to Ethiopia. Currently, the company
has a total capacity of producing 15 tons of spin fibre, 50,000 meters of fabric, 82,000-meter
squares of finished fabric, and 10,000 pairs of garment products.

As one of the core productions sections of the company, the weaving section at the case
Textile Share company experiences very high downtime and this study will focus on the
FMEA application in the weaving process line to identify the modes of the failures, their
causes and effect and it came with a suggestion of some remedial actions to reduce the
recoded high downtime.

Problem Statement
In the weaving section of the case company, 1653 hours of downtime is recorded daily
according to the compiled daily performance evaluations of the same section. If the
machines work with full capacity, the daily working hours of the 178 machines should ideally
be 178 machine x 24hrs/machine, which could have been 4272 hrs/day. This shows that the
weaving machines are down for 38.69% of the total working hours.

Objective of the Study

The objective of the study is to reduce the downtime of the case company through the
application of FMEA as a major productivity improvement tool.

Methodology
Downtime can be defined as an event that stops manufacturing processes for a significant
length of time and the stop events include machine or equipment failures, raw material
shortages and changeover time. In other words, downtime is the period which the process is
off-line and not producing any products or adding value to the products. It can also be called
idle time, downtime, or off line period. The seven wastes in any production company are
excess inventory, overproduction, waiting time, unnecessary transport, processing waste,
inefficient work methods and product defects and the waiting time is contributed by the
downtime. Hence, it is much important to know how much and when downtime the process
is experiencing and to be able to attribute the lost time to the specific source or reason for
the loss. It is a common operations and production management key performance indicator
(KPI). Production companies obviously aim to reduce the amount of downtime in a
production process or at the very least should able to control it to an acceptable level.

After the collection primary and secondary data, the primary data were collected from the
case company through observations including recordings, measurements and discussions
with line managers and operators. To get relevant secondary data, the documentations of
the company, with special focus to weaving section, were critically assessed. FMEA was
applied as a problem-solving tool to analyse the collected data. In addition, cause-effect
diagram and Pareto analysis were among the supporting analysis methods applied in this
research. After FMEA was conducted and tabulated and the failure modes were identified
and prioritized, the downtime observation continued with the respective causes of the
failure modes on 10 selected general-purpose machines. The FMEA conducted according to
the procedures depicted in the figure below,
Implementation phases of FMEA Technique
• Setting of FMEA team and detecting process or processes to be analysed as below list;

• Identifying failure modes

• Identifying potential effect or effects of the failure

• Identifying causes of failures

• Identifying failure severity

• Identifying failure occurrence

• Identifying detectability condition of failures

• Calculating Risk Priority Numbers (RPN)

• Making proposals thereby paying attention to values calculated

• Carrying out regulatory or preventive applications

• Comparing RPN numbers with priorities after improvement

The risk of possible failures is assessed using the risk priority number (RPN), which is

calculated on the basis of assessment of failure severity, probability of occurrence and

probability of detection.

RPN = Occurrence × Severity × Detection

Application of FMEA of the Loom Section

In the application of FMEA, the potential failure modes, their respective effects, their
potential causes and control mechanisms were fed in to an FMEA sheet and the RPN is
calculated. Then, the results of the FMEA sheet are translated into graphical presentation.
However, this representation is only with respect to the causes of the failure modes. The
resulting FMEA template table result shows eighteen potential causes with seven potential
failure modes and three critical effects were identified in the loom section. As can be seen in
Fig. 5 several failure modes and their respective effects were identified. Moreover, the
various failure modes and their respective contribution to the higher downtime of the
section were identified.
Pareto Analysis
Pareto analysis of the resulting causes also result in 20% of the causes of the failure modes
with high RPNs that contribute more than 50% of the RPN are four, the effect being the
downtime of the process. Further observations of these vital few causes on the loom
machines were also made and the results show the downtime hours that can be reduced to
the possible minimum with optimized efforts and resources.
Hence, a single machine experiences 0.07hrs of reducible downtime in a single operation
hour on average due to the four vital causes of the identified and prioritized failure modes.
This hourly downtime of a machine can be translated into the 24hrs working day of the
company (three shifts) and resulting in 1.68 hrs. / Day (24hrs. x 0.07). Therefore, the total
downtime of the 178 loom machines that can be reduced is 299.04hrs/day.
Conclusion
In this case study research, downtime is found to be one of the most significant role players
for higher production loss and low productivity. As a result of the FMEA application in the
weaving section of the case company, seven potential failure modes, three critical effects
and eighteen potential causes were identified. By using Failure Mode Effect Analysis as a
major tool to identify failure modes of the different loom machines in the weaving process
and by focusing on the vital few causes of the failures, the research enables us to reduce the
downtime of the subsection by 14.2%.

In other words, the findings of the research showed that, by taking appropriate corrective
actions on the 20% of the causes of the failure modes that contribute more than 50% of the
RPNs, it is found that the section can save a downtime of 299.04hrs/day. Therefore, from
the above result, it can be concluded that by applying failure mode effect analysis in the
other sections of the textile production processes, the case company can reduce its down
time by a larger proportion. This in turn results in higher productivity.
 FMEA Analysis and Application in Textile Factory
Abstract
In this study relevant products errors were determined with error probabilities, severity
values, and values of discoverability were calculated at a Textile Factory by types of Failure
Modes and Effects Analysis’s (FMEA); process FMEA. Within the scope of this study, the
failure possibilities, weight values and detectability values of failures occurring in a factory
producing woven fabric were calculated by using Process FMEA. The fixing proposals were
offered according to existing failure types. As a result of conducted searches, it was
determined that the critical failures in company are weft runs, warp runs, basket, oil stain,
slay, leg failures, double weft and weft pile. Among these errors, those with high probability
of error are warp breaks and double weft errors. Also, it was determined that those failures
are caused by weaving machine and personnel. Also, it was determined that trained
personnel and improved work conditions are critical factors in eliminating the failures.
These errors have been occurred by knitting machines. Furthermore, workers' education
and improvement of working conditions critical factors on eliminating errors.

Material

Poly / cotton (50-50) tablecloths and poly / viscose (50-50) dress fabrics are used in this
study.

Method

Identification of Fault Types

Faults Resulting from the Weaving Machine:

 Temple Mark
 Foot Ladder
 Stop Marks
 Shrunk Selvedge
 Baggy Selvedge
 Bowed Selvedge
 Thick Selvedge
 Weft Pattern Fault

Weaving Preparation Faults:

  Interlacing Point
 Drawing-in, Pattern, Repeat Fault
 Sliver Marks
 Reed Marks
 Effect thread
 Size Excess

Faults Related to the Warp:

 Warp Breaks
 Mottled Warp Thread
 Loose Warp Thread
 Tight Warp Thread
 Dirty, Oiled Warp
 Thin or Thick Warp
 Thread Irregularity in the Warp
 Mixed Warp
 Foreign Fibre (Thread) in Warp

Faults Related to Weft

 Breaking of Weft Thread

 Weft Deformity (Defect)
 Weft Loop
 Weft Skip
 Weft Column
 Thick – Thin Weft
 Dirty – Oiled Weft
 Unravelled Weft Mark
 Crushed Weft Thread
 Foreign Fibre in Weft
 Double Wefts on the Selvedge
 Weft Aggregation
 Weft Ladder

Control Measures that are Applied

 Fabric quality control is performed manually by the operators in this method.

 Operator carries out the quality control of the fabric on an illuminated board moving at a
speed range between 8-20 meters in a minute, marks the location of the fault on the fabric
by stopping the motor moving the fabric once a fault is detected and runs the motor once
more.
 When the control of the whole fabric is completed, the fabric is classified by the number of
faults per meter along the fabric.
  The width of the fabric ranges between 1.60 and 2.00 in general. Therefore, it is rather
difficult for a person to detect the faults on a fabric that has the abovementioned width and
moves at a speed of 10 m per minute.
 It is observed that enterprises pay importance to the control methods and processes are
kept under control. Besides, it is apparent that a higher level of sensitivity is shown to such
issues when it is understood that loosening control methods will give harm to the enterprise.

Results and Discussion

Implementation of the Scoring System

Calculate the RPN values:

As we mentioned before, RPN can be calculated by multiplying S (severity), O (occurrence) and D

(detectability) for each type of error. Based on the value of PRN, we can decide to start working on
which type of error for improvement.
Conclusion
Optimizing costs by maximizing the customer satisfaction constitutes the basic principle of creating
quality. It is sufficient to produce faultless and complete product and offering it to the clients, the
expectations of customers should also be met. The most important point of this study is to ensure
that the executives to lead the implementation process provide full support for the project to be
implemented. Besides, systematic conduct of the project constitutes another important point.
Predetermination of the steps and setting a specific time for each step are advantageous both in
terms of the follow-up of the project and finishing the study at the specified period. While the
implementation team is selected, the individuals interested in the issue should be selected. If these
individuals are selected out of employees working in different steps of this process, development of
new views with different perspectives will be possible in the team.