Kasu FINAL Intern Report 2019m

Report on BDTSC 2019
Mekelle University
Mekele Institute of Technology
School of mechanical and industrial Engineering
Hosting Company: Bahirdar textile share company.
Name of the intern: ID

Kahisay Ayalew EITM/UR82552
Name of Mentor: Ms. Meron Mekonnen
Feb/jun2019
Bahir Dar, Ethiopia
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DECLARATION
I hereby declare that this document is an independent work of mine. All writing in this document
contain thing that are done by my effort exclusively. All the contents in this report are my own and
had not been submitted to any other institute or organization.
Student: Kassaye Ayalew Signature………………..
Supervisor : Ms. Meron Mekonnen Signature………………………
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Acknowledgment
First, I would like to thank our Almighty God for giving me strength to finish my internship
experience and prepare my internship report from the beginning up to the end. In addition, I
want to thank Mekele University school of mechanical and industry engineering department
giving our golden opportunity to realize, understand and upgrade our practical knowledge. I
have further more to thank our intern ship mentor Ms.Meron mekonnen, who encouraged me
to go ahead with our report. During our Internship work, special cooperation and continual
support has been given by our company supervisor Ms.betselot. Finally, I express our deepest
thanks for worker for the company and my families for their guidance and support as in one
way or other way in the completion of this paper.
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Table of Contents
DECLARATION ......................................................................................................................................... ii
Acknowledgment ............................................................................................................................... iii
List of figure ........................................................................................................................................... vi
List of tables .......................................................................................................................................... vii
List of Acronyms ................................................................................................................................... viii
Executive Summary................................................................................................................................ ix
CHAPTER 1 .............................................................................................................................................. 1
1. Background of the Company........................................................................................................... 1
1.1. Introduction ................................................................................................................................. 1
1.8. Company’s Products and Customers ........................................................................................... 6
1.8.1 Products ..................................................................................................................................... 6
1.8.2. The Main Customers or the End Users of the Company Product or Services....................... 7
2. Overall internship experience ............................................................................................................. 9
2.1 objective of the internship ............................................................................................................ 9
2.1.1 General objective ................................................................................................................... 9
2.1.2 Specific Objectives ................................................................................................................. 9
2.2. Work section .............................................................................................................................. 10
2.2.1. Overall system components and operations ...................................................................... 10
2.2.1. Spinning................................................................................................................................... 11
2.2.3. Major Duties of the intern .................................................................................................. 21
2.2.4 Challenges faced and measures ........................................................................................... 21
CHAPTER 3 ............................................................................................................................................ 23
3. Benefits Gained from the Internship ................................................................................................ 23
3.1. Theoretical knowledge and practical skills ................................................................................ 23
3.1.1 In terms of upgrading my theoretical knowledge................................................................ 23
3.1.2 in terms of improving my practical skill ............................................................................... 23
3.2. Team playing Skills ..................................................................................................................... 24
3.3. Interpersonal Skills ..................................................................................................................... 24
3.3.1 Benefits Gained in terms of Interpersonal Communication Skills ....................................... 24
3.4. Leadership Skills ......................................................................................................................... 24
CHAPTER 4 ............................................................................................................................................ 26
4.1 INTRODUCTION............................................................................................................... 26
4.2.BACKGROUND OF STUDY ............................................................................................................ 26
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4.3.STATEMENT OF PROBLEM .......................................................................................................... 27

4.4. OBJECTIVE OF THE STUDY .......................................................................................................... 27
4.4.1. General objective ................................................................................................................ 27
4.4.2. Specific objective ................................................................................................................ 27
4.5.SCOPE OF THE PROJECT .............................................................................................................. 28
4.5.LIMITATION OF THIS PROJECT .................................................................................................... 28
4.6. METHODOLOGIES ...................................................................................................................... 28
4.6.1 Data collection ..................................................................................................................... 28
4.6.2. Data analysis tools .............................................................................................................. 28
4.2.LITERATURE REVIEW ................................................................................................................... 29
4. 2.1 BASIC MAINTENANCE ENGINEERING ................................................................... 29
4.2.2. OBJECTIVES OF MAINTENANCE ENGINEERING ............................................... 29
4. 2.3. PREVENTIVE MAINTENANCE ............................................................................................. 30
4.2.4. RELIABILITY ENGINEERING .................................................................................................. 30
4. 2.5. Non-repairable item ......................................................................................................... 33
4.2.6. Repairable items................................................................................................................ 34
4.2.7 The meaning of availability .................................................................................................. 34
4.3 RESULTS AND DISCUSSIONS ............................................................................................. 35
4.3.1. DATA ANALYSIS ................................................................................................................. 36
CHAPTER 5 ............................................................................................................................................ 54
5. Conclusion and Recommendation .................................................................................................... 54
5.1. Conclusion .................................................................................................................................. 54
5.2. Recommendation....................................................................................................................... 54
5.2.1 Recommendation for the company ..................................................................................... 54
5.2.2 Recommendation for the school ......................................................................................... 55
5.2.3 Recommendation for the industry linkage .......................................................................... 55
Reference .............................................................................................................................................. 56
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List of figure
Figure 1.1 Overall Organization & Work Flow ……………………………………………………..4
Fig 2.1 General process flow sheet…………………………………………………………………..10
Figure.2.2:Process flow of spinning Section…………………………………….……………..……11
figure 2.3:process flow of blowing room……………………………………………………….......11
Figure 2.4 process flow of weaving section………………………………………………………....13
Figure 2.5Warping Machines………………………………………………………………………..15
Figure2.6 work flow of finshing section…………………………………………………………….17
Figure 2.7 Inspection loop………………………………………………………………………..…18
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List of tables
Table 1.1 types of articles and its width…………………………………………………..….6
Table 4.1machine failures(frequency of failures)……………………………..…...............27
Table 4.2 data analysis…………………………………..…………………………..….….36
Table 4.3 jigger machine down time due to break down(april )………………………….....37
Table 4.4 jigger machine down time due to break down(may )…………………………..…..38
Table 4.5 jigger machine down time due to break down(june )………………………………..39
Table 4.6(stanter machine down time due to break down(april)……………………………….40
Table 4.7(stanter machine down time due to break down(may)……………………………….41
Table 4.8(stanter machine down time due to break down(june)…….………………………….42
Table 4.9 folding machine down time due to break down(april)…….…………………………43
Table 4.10 folding machine down time due to break down(may)…….………………………..43
Table 4.11 folding machine down time due to break down(june)….….………….……………43
Table 4.12 three month result data analysis for jigger machine …..….…………………….….45
Table 4.13 three month result data analysis for stenter machine ……….………………………46
Table 4.14 three month result data analysis for folding machine ……….………………………48
Table4.15 total up time, mtbf and mean failur rate of jigger machine…………………………..49
Table4.16 total up time, mtbf and mean failur rate of stenter machine………………………….51
Table4.17 total up time, mtbf and mean failur rate of folding machine…………………………52
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List of Acronyms
UIL……………………………………………………………….university industrial linkage
ML………………………………………………………………..Mekele university
MTTF ……………………………………………………………….. Mean time to fail
λ ………………………………………………………………….. Mean failure rate
MDT …………………………………………………………………. Mean down time
MTBF……………………………………………………… Mean time between failures
A …………………………………………………………………. Availability
U ……………………………………………………………….. Unavailability
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Executive Summary
Our final report included brief history of the company, organizational structure, work flow,
row materials, suppliers and customers, products, mission, vision, objectives of the company
and overall sections: - spinning section, weaving section and finishing section. From the
report we have also included different types of machines such as:-warping machine, sizing
machine, bleaching machine, stenter machine, jigger machine, drying and washing machine,
printing machine, calendaring machine etc including their operation and function. This
internship experience helps us to improve lot of skills like practical, communication and team
playing skills, also to understand some work ethics.
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CHAPTER 1
1. Background of the Company
1.1. Introduction
Bahir Dar Textile Share Company was established in 1961 by the Italian government grant as
war compensation due to the loss of Ethiopian citizen’s life and the materials damaged during
the Ethio-Italy war. The Company is a Government owned enterprise operating in textile
sector with integrated mill consisting spinning, weaving and finishing with garment
processing section. It is one of the biggest factories in Ethiopia that is situated at Bahir Dar,
the capital of Amhara National Regional State, 570 km away North-West of Addis Ababa.
The factory covers around 480,000 square meters of land from which 39,200 square meters is
covered by buildings such as office, ware house (raw materials and finished goods store),
chemical store house, clinic, production room, workshops, water treatment sections etc…
Bahir Dar textile Share Company uses cotton as a raw material to produce bed sheet. The
main process includes UNIFLOC, blowing, carding, roving, spinning, warping, sizing,
weaving, resizing, blenching, scouring, washing, dyeing, printing, calendaring and garment.
And we have a project called Input substitution in pre-treatment of cotton from finishing
section.
1.2.Historical Background
Bahir Dar Textile Share Company was established in 1961 in the town of Bahir Dar, 570 km
North West of Addis Ababa. It was a government owned integrated mill manufacturing 100%
woven cotton fabric. The factory was originally equipped with machineries manufactured in
late 1950’s and 1960’s.Since that period, additional equipment’s have been added in 1975
with the view to increase the capacity of the mill. In 1989, the factory rehabilitated its
spinning and weaving section replacing most of the machine and renovating the rest. The
finishing was left for the second phase treatment, which however did not materialize as
scheduled.
Then it was reorganized and re-established as an independent public enterprise in November
under proclamation number 25/1992 issued by the transitional government of Ethiopia. Bahir
Dar textile share Company was re-established again as a Share Company on September 1999.
In2002 and 2005, main machines of the processing plant were renewed.
Bahir Dar textile Share Company is an integrated textile mill which constitutes spinning,
weaving, finishing and garment machines, and its own infrastructure and support services.
These renovation plans had no significant improvement on the overall capacity of the
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company. That is why the company was in loss in most of the years starting from its
establishment. As a result, the products are totally insignificant and/or almost have no share
on the international market; and most of its products sales are limited to domestic markets
because of its low quality grade, high production cost and low productivity.
The company could not enjoy the high potential of export and local market. Hence, to change
this worst condition of the company; implementation of the expansion and renovation
program has a paramount importance including the environmental management system.
For this, the company is supported by the government in many ways to withstand the
competition and be one of the most successful companies in the country. Thus, the
implementation of dedicated project has a paramount importance including the environmental
management system and it was started on July. Currently the factory is under expansion and
renovation project planning to export 80% of the total production. The government allocates
huge amount of money for this program.
1.3 Objectives of the Enterprise
The main objectives of the factory are;
 To manufacture yarn and all kinds of finished clothes from cotton

 To produce goods for household use
 To sell its products locally and abroad
 To engage generally in any other trade or business conducive to the attainment of its
objectives.
1.4 Vision of the Company
 To see the product internationally competent.

 To create the job opportunity of the people.
 To increase the profit of the product of the factory.
 To engage the person how to develop the entrepreneurship skill.
 To aware the workers that they understand the work ethics and related issue.
 Awareness of the employers was created towards the operation of the machine
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1.5 Mission of the Company
 To sell its products locally and abroad

 To engage in any other trade or business conductive to the attainment of its
purpose
 To increase the product of the product of the factory by assuring the quality of the
enterprise.
 To encourage the workers to manufacture business conductive or contributing to
attainment of its purpose.
 To increase the employers those have interaction with the machine by using their
time properly.
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1.6.Overall Organization & Work Flow
figure1.1 Overall Organization & Work Flow
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1.7. Tasks of each division:
General Manager: Control, follow up, and lead all over the company, apply yearly plan and
occupational program, check if the plan is applied or not and follow up all over working
process of the company.
Legal Services: Give advice and legal suggestion on legal issue and question; give
description and explanation about legal proclamation.
Audit and Inspection Service: Applies management process, finance using process, buying
selling process and other financial processes.
Plan & Program Services: Control, check and Prepare different occupational plan, organize
the management and working process, formulate expansion plans and coordinate production
process.
Quality Assurance Services: Coordinates, follow up, and controls the quality of product,
checks if the raw material full fills the acceptable quality or not, controls the level of the
quality of chemical and inventory goods.
Finance Department: Follow up and realize financial planning, perform budget preparation,
indicate the direction of financial sources of the company, and controls the collected finance.
Technical Department: Follows up the activities of processing machines, solves the

problems which are occurred in the work machines, maintains damaged machines controls
firing, gives technical training to workers etc.
Production Department: Controls all production processes, supplies raw materials,

identifies product types, formulate plans to increase products etc.
Property & Procurement Department: Controls all types of properties from wasting and
damaging, sells used materials etc.
Marketing & Selling Department: Gathers marketing information, searches market places,
purchases raw materials and imputes, applies customer attracting activities, and makes
product advertising activities, study the quality, purchasing prices, and tactics of selling the
competitive company products.
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Human Resource Development - promotions, annual leaves control discipline of

community in the company.
Engineering Department: works on modification of materials, spare parts, Controlling of

energy supply line.
1.8. Company’s Products and Customers
1.8.1 Products
The factory produces finished and semi-finished goods. The main products of the Factory’s are:
 Dyed and printed bed sheets

 Mattresses
 Bleached fabrics
 grey fabric
 Cone, sized and reeling yarn
 Etc.…
Let us see the articles and its width in the following table.
Types of articles Width(cm)

Bed sheet 190
Bed sheet 185
Sheet 160
Sheet 137
Sheet 190
Bed Sheet 240
Kutta 91
Kutta 150
Abay shema 75
Abay shema 150
Poplin 150
Kaki 150
Abujedide 91
Printed mattress 158
Table 1.1 types of articles and its width
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1.8.2. The Main Customers or the End Users of the Company Product or Services
The company supplies its products to the local and export markets. At reasonable price
striving to satisfy the requirements of its customers. The local and foreign customers have
been relaying on the company’s products; which are normally manufactured using 100%
cotton fibers.
Some of the main customers of Bahir Dar Textile Share Company are:
 GINAD (Addis Ababa)

 FKM PLC (Bahir Dar)
 ADDIS FANA (Addis Ababa)
 EMK PLC (Bahir Dar)
 GETANEH PLC (Addis Ababa)
 MATYAS PLC (Addis Ababa)
 SAYT PLC (Addis Ababa) etc.
 Domestic Market
The Company sales the majority of its products to the domestic market to three whole
sellers, who have an exclusivity agreement with the company, which stipulates that they
are the only possible customers for each of the following product groups. These are:
 Yarn: GETANEH PLC, A.A
 Fabrics: MATYAS PLC, A.A
 Bed sheets: SAYT PLC, A.A
These exclusive commercial contracts stipulate certain quantities for a number of articles to
be purchased from the company during the year by the wholesaler, with in certain cases an
indicative amount of unit sales prices and in all cases a scheduled amount of total planned
sales. Unit prices can be adapted by the company during the contract period.
 Export Market
The sales on the export market, planned by the Company’s management to be increased
significantly in the future, at the request of the Ethiopian Government, are made directly to
the customer or via Sales Agent in Addis Ababa.
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 Products and End Users
The Company’s products can be considered as very basic, for the low income-end of the
market. Market yarn is used by home weavers, to make the traditional Ethiopian hand-woven
cloth. The fabrics, given the limited possibilities of the processing department, are sold in
dyed and printed form, but are mostly used for upholstery purposes and not for clothing
purposes. The bed sheets are mainly purchased by the lowest end of the income groups, given
their basic designs and low price
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CHAPTER 2
2. Overall internship experience
2.1 objective of the internship
2.1.1 General objective
The objective of the internship course is to facilitate reflection on experiences obtained in the
internship and to enhance understanding of academic materials by application in the
internship setting. Internships will provide students the opportunity to test their interest in a
particular career before permanent commitments are made. So that it is more important
because:
 Internship students will develop skills and techniques directly applicable to their
careers.
 Internships will provide students the opportunity to develop attitudes conducive to
effective interpersonal relationships.
 Internships will provide students with an in-depth knowledge of the formal
functional Activities of a participating organization.
2.1.2 Specific Objectives
 To receive an introduction to an organization within the Information Systems
industry and to gain a better understanding of its design and structure.
 To develop an understanding of an organization's various management and technical
skills, the communications techniques and the decision-making processes.
 To apply what was learned during coursework (theory, skill development,
professionalism) to the working world.
 To allow the Intern to assume responsibilities of a non-Intern staff member and be
able to function with a minimum of supervision.
 To help the students make better Information Systems career choices in the future
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2.2. Work section

2.2.1. Overall system components and operations
BDTSC is integrated company which processes 100% of cotton from spinning up to finishing
and some garment processing machines. The production processes are depended each other.
That means one process is the raw material for the next process. If the work in one section
not done properly, it will affect the work of other sections . The main work flow is simply as
follows;
The main work flow is simply as follows;
Spinning Weaving Finishing Finishing
Fig 2.1 General process flow sheet
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2.2.1. Spinning
Spinning is the first step of textile product processing. The process of making yarns from the
cotton fiber is called spinning. Spinning is the twisting together of drawn out strands of fibers
to form yarn, though it is colloquially used to describe the process of drawing out, inserting
the twist, and winding onto bobbins. There are different process that are performed before
spinning, the most common process are discussed below.
fig.2.2:Process flow of spinning Section
Bale store: It is the place where row cotton is stored.
Function of blow room:
a) Mixing
b) Opening
c) Cleaning
d) Chute formation
e) It opens gently without rolling.
f) The tuft size can be small.
figure 2.3:process flow of blowing room
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1) Unifloc Machine It is used to open and feed the cotton fiber and transport in to next
process. It has used for cleaning cotton fiber.
2) Heavy Particle Separator Machine
It separates the frightening the light (cotton part) with the seed of cotton and other heavy
particles pneumatically.
3) Unicleaner Machine
Used to separate the tidy or useful part of cotton from waste part.
Used for scutching purpose.
It feeds the clean cotton to the unimixer machine.
4) Unimixer Machine
This machine is made up of three parts:-
 Storage section
 Intermediate section
 Delivery section
5) Unistore Machine
It stores the mixed cotton for reserve during interruption of taking cotton by unifloc and
transfer to carding as compensation to avoid any work gap between machines.
It also uses for further cleaning of impurities.
6) Foreign Matter Detector Machine
It detects the color of cotton other than white color, this machine detects and separates it
from the white cotton and drops it as wastage then it stored in waste accumulator.
This system is based on camera or electro-optical sensor technology.
7) Condenser Machine
It is used to make cotton suits and it distributes the raw material to carding machines and
wasting rooms.
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Function of Carding Machine
a) Individualizations of fibers
b) Elimination of impurities
c) Elimination of dust
2.2.2 Weaving Processes
Weaving is the action of producing fabric by the interlacing of warp and weft thread at right
angle to each other. The warp threads are placed along the length of the fabric and the weft
threads are placed along the width of the fabric. The machine used for weaving is known as
weaving machine or loom. The length way threads are known as the warp, and the cross way
threads are known as the weft. The warp which must be strong needs to be presented to loom
on a warp beam. Different fabrics are produced in Weaving Industry. These fabrics are
weaved by using various looms and related machines. Winding is the process of transferring
yarn or thread from one type of package to another to type of package. Sizing is the method
of adapting material size on yarn. It is mainly used to twist yarn to attach the fiber
together. Warping is the process of using lengthwise yarns that are seized to form a frame or
loom.
Figure 2.4 process flow of weaving section
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In BDTSC the process of weaving is done by two machines. The machines are;
 Picanol machine
 Sommet machine
1. Picanol Machine
Currently, it is the latest weaving machine in the world. The inputs are weavers beam (warp
yarn) and weft yarn. The weft yarn is inserted by air jet system and it is the fastest machine in
the BDTSC that has Standard Production capacity of 700Mt of grey fabrics and the
revolution is 900rpm. However, the current production revolution is 625 rpm and the
daily production capacity is around 525 Mt. of grey fabric. It has the ability to produce two
different colour fabric; plain structure, and twill structure fabrics.
However, it currently produces only plain structure fabrics. The gap between actual and
standard revolution and production respectively 275 rpm and 175Mt grey fabric. In BDTSC,
there are 66 Picanol machines; all of them are working properly.
2. Sommet Machine
It is the oldest machine which is used to produce grey fabrics. The inputs are weavers beam
or warp and weft yarn. The weft yarn is inserted by gripper and the Standard Production
revolution is 320rpm with current production rate of 25 - 30Mt in a shift. This machine has
also the ability to produce two different colour fabric; plain structure and twill structure
fabrics. However, it is currently producing only plain structure fabrics. In BDTSC, there are
112 Sommet machines; however most of them are not working right now. In BDTSC,
weaving section includes warping up to gray fabric quality inspection machines.
3. Warping Process
Warping is aimed at preparing the weaver’s beam to be set up on the weaving machine. The
parallel winding of warp ends from many winding packages (cone or cheese) on to a common
package (warp beam) is called warping. And also the operation of winding warp yarns onto a
beam usually in preparation for slashing, weaving, or warp knitting is called warping.
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The main objective of warping process:
•To present a continuous length of yarn to the succeeding process with all ends continuously
present and with the integrity and elasticity of the yarn as wound fully preserved.
•To wound up fixed length of yarn onto a warp beam.
•To convert single end package into multi-end
•To increase the quality of yarn.
•To make re-useable small packages.
•To make convenient yarn sheet for next sizing process
•To increase the weavability of yarn
•To increase the production.
Figure 2.5Warping Machines
4. Sizing
Sizing is complimentary operation which is carried out on wraps formed by spun yarns with
insufficient tenacity or by continuous filament yarns with zero twist. In general, when sizing
is necessary ,the yarn is beam warped ,therefore all beams corresponding to the beams are
fed, as soon as warping is completed ,to the sizing machine where they are assembled .sizing
consists of impregnating the yarn with particular substance which form on the yarn surface a
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film with the aim of improving yarn smoothness and tenacity during the subsequent weaving
stage.
The objectives of Sizing process are:
 To increase the smoothness of warp yarn by gluing the protruding fibers to the core
by means of size
 To apply a protective coating to the yarn to enable it so as to withstand complex
stresses in weaving machines meanwhile maintaining or enhancing its strength.
 To improve the weave ability of warp by reducing warp breakages in weaving.
Thanks to its improved tenacity and elasticity, the yarn can stand without problems the
tensions and the rubbing caused by weaving. There is not just one sizing “recipe” which is
valid for all process ,on the contrary the sizing method changes depending on the type of
weaving machine used, on the yarn type and count on the technician’s experience, but above
all the kind of material in progress. The only common denominator of the various sizing
materials is that they have to be easily removable after weaving in order to allow caring out
without problems the selected finishing cycle .the substance used as sizing material are potato
flour, starch, glues, and fats. The sizing compound is dried on the threads and remains a part
of the cloth until it is removed in the subsequent processes to the woven goods. Currently,
BDTSC use only modified starch in sizing processes. The sizing process parameters that
affect the strength of the yarn are:
 Temperature
 Concentration
 Time
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2.2.3 Finishing
Finishing in the narrow sense is the final step in the fabric manufacturing process, the last
chance to provide the properties that customers will value. Finishing completes the fabric’s
performance and gives it special functional properties including the final ‘touch’. Any
operation for improving the appearance or usefulness of a fabric after it leaves the loom or
knitting machine can be considered a finishing step. This broad definition includes pre-
treatments such as washing, bleaching and coloration.
In order to impart the required functional properties to the fiber or fabric, it is customary to
subject the material to different types of physical and chemical treatments. For example,
wash and wear finish for a cotton fabric is necessary to make it crease-free or wrinkle-free. In
a similar way, mercerizing, singeing, flame retardant, water repellent, waterproof, anti-static
and peach finishing achieve various fabric properties desired by consumers,
Figure2.6 work flow of finshing section
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1. Inspection
Inspection is the process of identifying and mending the defects. Inspection can be defined as
the visual examination or review of raw materials (such as fabric, buttons, zippers, sewing
threads, trims etc), partially finished components of the garments and completely finished
garments in relation to some standards, specifications or requirement as well as measuring the
garments to check if they meet the required measurements.
Inspection
Detection of defects
Correction of defects
Feedback of these defects to

appropriate personnel
Determination of cause of defects
Figure 2.7 Inspection loop
Objectives:
The main objectives of inspection is the-
 Detection of Defects
 Correcting of defect or defective garments as early as possible in the manufacturing
process so that time and money are not wasted later
2. BATCHING
Cylinders covered with fine bristles rotate over the fabric, pick up loose fibers, and pull them
away by either gravity or vacuum. The loose threads are picked up by the brush rollers,
Removed by vacuum. In this operation only loose threads are removed Threads attached to
the fabric surface removed by shearing/cropping operation.
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3. Desizing
Desizing is the process of removing the size material from the warp yarns after the textile
fabric is woven.
Depending on the size that has been used, the cloth may be steeped in a dilute acid and then
rinsed, or enzymes may be used to break down the size.
Warp yarns are coated with sizing agents prior to weaving in order to reduce their frictional
properties, decrease yarn breakages on the loom and improve weaving productivity by
increasing weft insertion speeds. The sizing material present on the warp yarns can act as a
resist towards dyes and chemicals in textile wet processing. It must, therefore, be removed
before any subsequent wet processing of the fabric.
Objects of Desizing:
 To remove the starch material from the fabric.

 To increase the absorbency power of the fabric.
 To increase the affinity of the fabric to the dry chemicals.
 To make the fabric suitable for the next process.
 To increase the luster of the fabric increase of dyeing and printing.
Most commonly used desizing chemicals:
 Hydrogen peroxide (H2O2):for bleaching and oxidizing.

 Stabilizer: to stabilize H2O not to react with NaOH.
 Sodium hydroxide: to develop and open the cotton for dyeing.
 Wetting agent: for absorbance and removal of pva.
4. Bleaching
Materials are contaminated with colouring matter. Its original state is coloured yellowish-
brown. The objective of bleaching textiles is to acquire aesthetic appearance by
manufacturing white textiles. These bleached textiles are obtained by combined effect of
bleaching agents and bleaching machineries. By break down of the impurities or by physical
combination by use of fluorescence materials.
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Discoloration of textile materials is removed by one of the pre-treatment chemical processes

called textile bleaching.
5. scouring
Natural fibers contain oils, fats, waxes ,Minerals ,leafy matter and motes impurities that
interfere with dyeing and finishing .The process of removing these impurities is called
Scouring.
In the scouring process the cotton cellulose material is treated with a solution containing:
 alkali ( soda ash and caustic soda)
 Detergent
 wetting agent
 Alkaline agents NaOH,Na2co(Help in the saponification of oils, fats and waxes)
 Surfactants (Improve fibre wetting for better penetration of chemicals)
 Emulsion agents (Keep the degraded impurities in suspended form to prevent their
deposition on fibre and easy removal during subsequent washing)
 Solvents (Sometimes used in emulsified form along with alkali for removal of fatty
oils, fats and waxes which are difficult to saponify by alkali)
6. washing and drying
Washing is a process which is taking place following the bleaching process and is used to
remove chemical impurities remain from the surface of fibers, yarns and fabrics and to clean
the fabric from dust and other wastes. As soon as the fabric is washed it is dried by steam.
7. stanter machine
Used to maintain original fabric size using water and softener when the size of the fabric is
shrinked during bleaching and washing.Printed fabrics can be also resized using this machine.
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8. Dyeing
Finally, cotton is an absorbent fiber which responds readily to coloration processes. Dyeing,
for instance, is commonly carried out with an anionic direct dye by completely immersing the
fabric (or yarn) in an aqueous dye bath according to a prescribed procedure. For improved
fastness to washing, rubbing and light, other dyes such as vats and reactives are commonly
used. These require more complex chemistry during processing and are thus more expensive
to apply.
9. Printing
Printing is the application of color in the form of a paste or ink to the surface of a fabric, in a
predetermined pattern. It may be considered as localized dyeing. Printing designs on to
already dyed fabric is also possible. The common processes are block printing, roller printing
and ace fibers, thereby imparting hairiness, softness and warmth, as in flannelette.
10. Calendering
Calendaring is the main important mechanical process, in which the fabric is passed between
heated rollers to generate smooth, polished or embossed effects depending on roller surface
properties and relative speeds.
2.2.3. Major Duties of the intern

The internship period helped us to develop our theoretical knowledge practically by working
with the company’s operators. Since the Bahir Dar textile share company. Company have
excess textile machines I had gain practical skill and also develop work ethics (habits) ,like;
being punctual, having a positive work attitude ,taking responsibility and working
independently. Generally the major responsibilities of us are; write monthly report, assisting
company’s operators, respect rules and regulations of the company.
2.2.4 Challenges faced and measures
Challenges
When doing something or solving some problems conditions may not be comfortable as we
expect. So, while we are doing in our intern period, the following problems faced me more or
less.
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 When doing something or solving some problems conditions may not be

comfortable as we expect. So, while we are doing in our intern period, the
following problems faced them more or less.
 To find a piece of information from documents was not simple. We should
go to different offices. For example, to get information in workshop room,
we cannot find it directly from here. First the human resource
administrator should be asked. The human resource administrator also
refuses unless we go in group. Assume that for all written information, we
should follow the same procedure.
 We were unable to get information about machines manual and some
useful documents about the company
 There is no separation of stream (focus area) to ask some questions,
especially no man power who specialized in maintenance engineering.
 Some of the equipment in the company is very old so it is difficult to get
information about them.
The Measures Taken to Solve the Challenges
 For the first challenge, we are tried to communicate smoothly and stay
more time with them that we want to find the information. Through a time
we create friendship with them and tell those what we want.
 For the second challenge, we are the internship students, form groups and
goes to the human resource manager. As in the form of groups all things
are possible in human resource administrator.
 To overcome the third problem we tried to record the information's, we
trying to see all parameters consciously.
 we were tried to communicate smoothly and stay more time with them,
through a time we create friendship with them and tell what we want.
 we were tried to communicate with our advisor and operators of each
section, so we were able to solve problems and getting information easily.
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CHAPTER 3
3. Benefits Gained from the Internship
3.1. Theoretical knowledge and practical skills
3.1.1 In terms of upgrading my theoretical knowledge
In the duration of 3 years which I had spent at Mekelle University I obtained a good
theoretical knowledge. But that was not enough to convert it directly in to practical
experience. Because of this, the knowledge that I have gained from the 3 years duration was
not more clearly, which means that the Teachers at the university who Teaches, you in his
own understanding making our visualization not true generally the internship program
minimized the problem and developed the ability to understanding easily through time.
 I observe Compaction work having smoothly relationship with company
Engineer and workers.
 Having capacity of developing and preparing new technical idea and
system.
 Respecting both work and working time.
 To aware and show the workers how to use properly safely materials.
 Give the comment on the company depending on what I learn.
 Follow the lines of the project how it should be done and etc.
3.1.2 in terms of improving my practical skill
I gain practical experience of applying my company and working successfully with others. I
am now able to use practical ways to do any activity works in our company.
Among the various practical skills I gain I can list here…..
 I have seen the real practical world and understood the work flow and
interaction between different levels of the organization.
 I saw the procedures and ways of experiment tests for the quality control
and assurance.
 I work with operators in each section and Measures like machine setting,
machine element changing, maintenance in the power control plant, etc.
are taken to correct faults according to the quality control office report.
 The ability to work as a part of team
 Action plan of the task
 Identifying the responsibility of company Engineers, Forman’s on the
company.
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3.2. Team playing Skills

It is a skill of a person to work with other people cooperatively. On my stay, I have
understood the team playing together and working together increases self-confidence, moral
and loyalty of individuals. Team collaboration, self-development, continuous learning and
access to information are a few benefit of team playing skill.
Also in my stay, I gained a knowledge how participation in team contributes to development
of team behaviour, improves communication among each other, solve problems and increase
productive. Generally, team playing skill can make individual; confident, effective in work,
role model for the others sociable. When you work on projects team playing is necessary.
3.3. Interpersonal Skills
3.3.1 Benefits Gained in terms of Interpersonal Communication Skills
Communication skills are essential components of a productive work allowing employees to
work together professionally. Interpersonal communication skill increase personal
effectiveness on the job, it can put a given company in a competition and makes it productive,
strengthen employees moral and loyalty, and resolves working place conflicts and reduces
absenteeism. I have learned this skill while I was trying to communicate with technicians,
Time keeper and daily labor. It is different with each of them and I learn from the best. In the
internship interpersonal communication skill learns me:-
 How I asked information that I need
 How can lead my work task
 How can I express my idea
 How can I ask and give command for daily labor, and Forman’s.
Finally, what I have observed was to communicate effectively, it is essential that you choose
the suitable medium.
3.4. Leadership Skills
The skill of leadership is the ability to guide, control and monitor peers and collages that are
taking part in a given activity may it be in the office or at sites, in other way leadership is a
process of leading the careers of the company. Problems in the company come in all size,
shape and colour in different period of time. Thus, a person who is in the position of
leadership seeks optimal solution to problems and should be smart enough to manage those
individuals whom he/she is leading.
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What I gain from the internship regarding improving leadership is that to inspire workers into
higher levels of teamwork, there are certain things must be known to do that, these are;
 As a leader to have clear and defined goal, missions and visions
 Ability to inspire and motivate team members to do their best
 Listening the ideas and problems of operators and solving their problem
 Know myself and seek self-improvement
 Seek responsibility and take responsibility for actions
 Make sound and timely decisions
 Know peoples and look out for their well being
 Keep workers informed
 Develop a sense of responsibility in workers
 Ensure that tasks are understood, supervised, and accomplished.
Finally, what I grasp is becoming a leader isn’t easy because it takes a conscious commitment
and consistent effort to develop one’s leadership skills. But on the positive side, anyone who
is willing to make the effort can become a good leader.
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CHAPTER 4
4.1 INTRODUCTION
Maintenance plays a vital role in manufacturing or even in service industries. Commercial
organizations strive to make a reasonable profit; public and non-profit organizations strive to
operate in a cost effective manner. Either way, the businesses must deliver products or
services at optimum cost and on schedule in order to be judged effectively. To achieve these
goals, organizations use enormous mechanical, electrical, structural equipment, which need
maintenance activity for their proper functioning. Almost every organization has a
maintenance department for the maintenance of the equipments or machines. There are
different ways used to manage the maintenance activities. An important one is preventive
maintenance (PM) which is a schedule of planned maintenance actions aimed at the
prevention of breakdowns and failures. It is the maintenance carried out at predetermined
intervals, or other prescribed criteria, and intended to reduce likelihood of an item not
meeting an acceptable condition. The primary goal of preventive maintenance is to prevent
the failure of equipment and machine before it actually occurs. The ideal preventive
maintenance program would prevent all equipment failure before it occurs. In most
organization, this type of maintenance scheduling activity is paper based as well as manual.
This maintenance scheduling is prepared by referring the reliability of the machine.
4.2.BACKGROUND OF STUDY
Bahirdar textile Share Company uses three types of maintenance systems namely preventive,
conditional and breakdown maintenance. Even if the company has been applying these
maintenance systems, it is not to say fully effective. According to the following data, there
are top 7 falling machines.
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MACHINE FAILURES (FREQUENCY OF FAILURES)
Table 4.1machine failures(frequency of failures)
Machine name Frequency of fallers in three month

Stanter 150
Jigger 111
Folding 35
Bach box 33
Printing 24
Bleaching 18
Calendar 13
4.3.STATEMENT OF PROBLEM
Maintenance is essential for machines or equipment to perform performance activity, the
company needs to ensures maintenance scheduling in time, but in case of Bahirdar texile
share company the machine and the equipment cannot give the required amount of
production and serves and the number of break down is high. Due to the absence of
reliability concepts of the machine and effective maintenance scheduling this plays a vital
role for the above problem.
4.4. OBJECTIVE OF THE STUDY

4.4.1. General objective
The general objective of this study is aimed at to minimize the bark down of machines and
introducing the reliability concept in the current system some selected machines and forward
possible suggestion to improve maintenance schedules systems at Bahirdar texile Share
Company.
4.4.2. Specific objective

 To minimize the breakdown of machineries.
 Introducing the company about the reliability concept on the current system by
Determining MTBF, MDT, MTTR, availability and an availability of the machines.
 To aware the maintenance planers to do the preventive maintenance schedule by
Appling the reliability concept of the machine.
 To find out possible solution to improve the problem.
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4.5.SCOPE OF THE PROJECT

This project focused on Bahirdar texile Share Company with particularly emphasis on
processing room in 2011. beside this , the project is limited to analysis of awareness of
reliability concept on the current system in some selected machineries whose operation is
mostly influenced in production and have high break down this machines are jigger ,stanter
and folding. About their contribution to the development of the department as reflected in the
actual information the worker themselves give document to analyzed the data and informal
group discussion with them .this project doesn’t include the whole year machine break down,
instead it including only three month data, issues related to risks on workers and other are not
the interest of this project work.
4.5.LIMITATION OF THIS PROJECT

I feel that the quality of the project would have been higher if there were no financial and
time impositions. The data couldn’t be extended to include the whole year break down of the
machines because the time availability of the data collection and the finance which is found
at hand couldn’t be enough to visit. Moreover I might faced various challenges like in
accessibility of project in the area of my problem and available resource these all in directly
may affect the attractiveness and feasibility level of the project.
4.6. METHODOLOGIES
4.6.1 Data collection
The data collection process was conducted in the two perspectives of data types, which
include:
Primary data
 Informal group dissection

 Observation and
 Manual data record
Secondary data
 Different maintenance reference and exercise books.

 Internet
 From recorded data
4.6.2. Data analysis tools

 MTBF
 MDT/MTTR
 Machine availability and unavailability
 Figures and tables
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4.2.LITERATURE REVIEW
4. 2.1 BASIC MAINTENANCE ENGINEERING
Maintenance plays a vital role in manufacturing or even in service industries. Commercial

organizations strive to make a reasonable profit; public and non-profit organizations strive to
operate in a cost effective manner. Either way, the businesses must deliver products or
services at optimum cost and on schedule in order to be judged effectively. To achieve these
goals, organizations use enormous mechanical, electrical, structural equipment, which need
maintenance activity for their proper functioning. Almost every organization has a
maintenance department for the maintenance of the equipment or machines. It is expected
that equipment of this century will be more computerized and reliable, in addition to being
vastly more complex. Further computerization of equipment will significantly increase the
importance of software maintenance, approaching, if not equal to, hardware maintenance.
This century will also see more emphasis on maintenance with respect to such areas as the
human factor, quality, safety, and cost effectiveness. New thinking and new strategies will be
required to realize potential benefits and turn them into profitability. All in all, profitable
operations will be the ones that have employed modern thinking to evolve an equipment
management strategy that takes effective advantage of new information, technology, and
methods.
4.2.2. OBJECTIVES OF MAINTENANCE ENGINEERING
The maintenance engineer’s primary goal should be to continually identify opportunities of

significant value to their organization. These opportunities should relate to:
 Improvements in the specific asset environment (physical plant and equipment)
 Improvements in resource utilization (people, materials, services and EAM systems)
 Improvements to the maintenance management processes – including the decision

support and management systems.
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4. 2.3. PREVENTIVE MAINTENANCE

A preventive maintenance is always programmed/schedule; it means that all preventive
maintenance is decided in advance. Corrective maintenance activities are on the other hand
difficult to forecast when they are going to happen. Perhaps it is known that corrective
maintenance will happen some times, but nobody knows when.
1. DIRECT AND IN DIRECT PREVENTIVE MAINTENANCE
As could be seen from the definition, the preventive maintenance is divided into two other
parts i.e. Preventive maintenance which done to prevent the occurrence of failure and
preventive maintenance which is done to detect failures before they develop in to a break
down or disturbances in the production
The part were measures are taken to prevent the occurrence of failures is called direct
preventive maintenance. The reason why this preventive maintenance is called direct
preventive maintenance is because the condition of the equipment will improve directly.
There is a direct impact of the machine. Some examples of jobs which are direct preventive
maintenance are programmed replacement of parts, overhauls, lubrication, oil change and
cleaning.
Direct preventive maintenance is also called fixed time maintenance because it is totally
controlled by time.
The other part of preventive maintenance is called indirect preventive maintenance and is
carried out to find the failures in an early stage of development. The indirect preventive
maintenance can be done the condition of equipment or inspect it to find out the condition
level.
Indirect Preventive maintenance is also called condition monitoring .The performance of the
indirect preventive maintenance is also controlled by the time but it is done in order to find
out the actual need of maintenance.
4.2.4. RELIABILITY ENGINEERING
Reliability engineering is an engineering field that deals with the study, evaluation, and life-
cycle management of reliability: the ability of a system or component to perform its required
functions under stated conditions for a specified period of time. Reliability is often measured
as probability of failure, frequency of failures, or in terms of availability, a probability
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derived from reliability and maintainability. Maintainability and maintenance are often
important parts of reliability engineering.
Reliability engineering is closely related to safety engineering, in that they use common
methods for their analysis and may require input from each other. Reliability engineering
focuses on costs of failure caused by system downtime, cost of spares, repair equipment,
personnel and cost of warranty claims. The focus of safety engineering is normally not on
cost, but on preserving life and nature, and therefore deals only with particular dangerous
system failure modes.
Reliability engineering for complex systems requires a different, more elaborate systems
approach than reliability for non-complex systems. Reliability analysis has important links
with function analysis, requirements specification, systems design, hardware design, software
design, manufacturing, testing, maintenance, transport, storage, spare parts, operations
research, human factors, technical documentation, training and more. Effective reliability
engineering requires
RELIABILITY may be defined in several ways.
 The idea that something is fit for a purpose with respect to time.
 The capacity of a device or system to perform as designed.
 The resistance to failure of a device or system.
 The ability of a device or system to perform a required function under stated
conditions for a specified period of time.
 The probability that a functional unit will perform its required function for a
specified interval under stated conditions.
 The ability of something to fail well.
A. THE FUNCTION OF RELIABILITY ENGINEERING is to:
 develop the reliability requirements for the product
 establish an adequate life-cycle reliability program
 show that corrective measures (reliability risk mitigation) produce reliability
improvements
 perform appropriate analyses and tasks to ensure that
 the product will meet its requirements
 The unreliability risk is controlled and brought to an acceptable level.
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B. THE MEANING OF RELIABILITY
Suppose that a newly manufactured individual item of a given product is tested, either before
dispatch from the manufacturer or receipt by the user, or both, and performance
characteristics { x } are found to satisfy the specification { x T } , { }. The product then
placed in service. If as time goes on, the product continuous to meet the specification, then it
is considered to have survived.
The reliability R of the product can therefore be defined as the probability that the product
continuous to meet the specification, over a given time period, subject to given environmental
conditions. If, however, as time goes on the product failed to meet the specification, then it is
considered to be failed.
The unreliability F of the product can be defined as the probability that the product fails to
meet the specification, over a given time period, subjected to given environmental conditions.
Failure can occur due to many factors: examples are wear, mechanical fracture, and chemical
corrosion.
Both reliability and unreliability vary with time. Reliability R(t) decreases with time. An item
that has just been tested and shown to meet specification has a reliability of 1 when placed in
service: one year letter this may have decreased in to 0.5. Unreliability F(t) increases with
time; an item that has just been tested and shown to meet specification has unreliability of 0
when first placed in service, increasing to say 0.5 after one year.
Since at any time, t, the product either survived or failed the sum of reliability and
unreliability must be 1, i.e. they are complementary and:
R(t)+F(t)=1
We can now discuss the relationship between reliability and quality. The reliability of the
product is its ability to retain its quality as time progresses. Thus a product can only have
high quality if it also has high reliability; high initial quality is of little use if it is soon lost.
The opposite is, however, not true; a product with a high reliability does not necessarily have
high quality, but may be merely retaining low quality over a long period of time.
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C. Practical reliability definitions
R (t) and F (t) are dependent on time; it is useful to have measures of reliability which are in
dependent of time. We will consider two cases:- in the first the items are non-repairable and
in the second the items are repairable.
4. 2.5. Non-repairable item
Suppose that N individual items of a given non-repairable products are placed in service and
the times at which failures occur are recorded during a test interval T. We further assume that
all the N items fail during T and that the 𝑖 𝑡ℎ failure occurs at time 𝑇𝑖 , that is, 𝑇𝑖 , is the
survival time or up time for the 𝑖 𝑡ℎ failure. The total up time for N failures is therefore
∑𝑖=𝑁
𝑖=1 𝑇𝑖 , and the mean time failure is given by:-
𝑇𝑜𝑡𝑎𝑙 𝑢𝑝 𝑡𝑖𝑚𝑒
Mean time to fail= 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑓𝑎𝑖𝑙𝑢𝑟𝑒𝑠
1
i.e. MTTF=𝑁 ∑𝑖=𝑁
𝑖=1 𝑇𝑖 ,
Failure rate is the frequency with which an engineered system or component fails, expressed
for example in failures per hour. It is often denoted by the Greek letter λ (lambda) and is
important in reliability.
The failure rate of a system usually depends on time, with the rate varying over the life cycle
of the system. For example, an automobile's failure rate in its fifth year of service may be
many times greater than its failure rate during its first year of service. One does not expect to
replace an exhaust pipe, overhaul the brakes, or have major transmission problems in a new
vehicle.
The mean failure rate λ is correspondingly given by:

𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑓𝑎𝑖𝑙𝑢𝑟𝑒𝑠
Mean failure rate= 𝑇𝑜𝑡𝑎𝑙 𝑢𝑝 𝑡𝑖𝑚𝑒
i.e. 𝑁 i.e. mean failure rate is the reciprocal of MTTF

λ =∑𝑖=𝑁
𝑖=1 𝑇 𝑖,
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4.2.6. Repairable items
The failure pattern for N items of a repairable product observed over at a test interval T. The
down time 𝑇𝐷𝐽 associated with the 𝑗 𝑡ℎ failure is the total time that elapses between the
occurrence of the failure and the repaired item being put back into normal operation. The
𝑗=𝑁
total down time for 𝑁𝐹 Failure is therefore ∑𝑗=1 𝐹 𝑇𝐷𝐽 and the mean down time is given by:
𝑇𝑜𝑡𝑎𝑙 𝑑𝑜𝑤𝑛 𝑡𝑖𝑚𝑒

Mean down time=𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑓𝑎𝑖𝑙𝑢𝑟𝑒𝑠
i.e.
1
𝑗=𝑁
MDT=𝑁 ∑𝑗=1 𝐹 𝑇𝐷𝐽
𝐹
The total up time can be found by subtracting the total down time from 𝑁𝑇 , i.e
𝑗=𝑁
total up time=𝑁𝑇 -∑𝑗=1 𝐹 𝑇𝐷𝐽
The mean up time or the mean time between failures (MTBF) is therefore given by:
𝑻𝒐𝒕𝒂𝒍 𝒖𝒑 𝒕𝒊𝒎𝒆
Mean time between failures=𝑵𝒖𝒎𝒃𝒆𝒓 𝒐𝒇 𝒇𝒂𝒊𝒍𝒖𝒓𝒆𝒔
i.e.
𝑵𝑻− 𝑵𝑭𝑴𝑫𝑻
MTBF= 𝑵𝑭
The mean failure rate λ is correspondingly given by:-
i.e.
I.e. again the mean failure rate is the reciprocal of

𝑵𝑭
λ=𝑵 MTT
𝑻− 𝑵𝑭 𝑴𝑫𝑻
4.2.7 The meaning of availability

When a repairable product is up, i.e., working satisfactorily, it is available for use. When the
product is down, i.e., being repaired, it is unavailable for use. It is important to have an
average measure of the degree to which the product is either available or unavailable.
The availability of the product is the fraction of the total test interval that it is performing
within specification, i.e. up; thus we have:
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Availability= 𝑻𝒆𝒔𝒕 𝒊𝒏𝒕𝒆𝒓𝒗𝒂𝒍
= 𝑻𝒐𝒕𝒂𝒍 𝒖𝒑 𝒕𝒊𝒎𝒆+𝑻𝒐𝒕𝒂𝒍 𝒅𝒐𝒘𝒏 𝒕𝒊𝒎𝒆
𝑁𝐹
=𝑵 ∗ 𝑀𝑇𝐵𝐹
𝑭 ∗𝑴𝑻𝑩𝑭+𝑵𝑭∗𝑴𝑫𝑻
i.e.
………………………eqn (I)
𝑴𝑻𝑩𝑭
A= 𝑴𝑻𝑩𝑭+𝑴𝑫𝑻
Unavailability U is similarly defined as the fraction of the total test interval that it is not
performing to specification, i.e., failed or down, thus we have:
𝑻𝒐𝒕𝒂𝒍 𝒅𝒐𝒘𝒏 𝒕𝒊𝒎𝒆
Unavailability=
𝑻𝒆𝒔𝒕 𝒊𝒏𝒕𝒆𝒓𝒗𝒂𝒍
Giving;
……………………eqn (II)
𝑴𝑫𝑻
U=𝑴𝑻𝑩𝑭+𝑴𝑫𝑻
It follows from eqn (I) and eqn (II) that:
……………………………………eqn(III)
A+U=1
we see from eqn (I) & eqn (II) that A and U depend on MTBF, i.e. availability depends by
increasing on reliability. Availability can therefore be increased by increasing MTBF, i.e.,
reducing mean failure rate. We see also that A and U depend on mean down time, MDT;
availability can be increased by reducing MDT. Thus availability also depends on
maintainability, i.e. how quickly the product can be repaired and put back into service.
4.3 RESULTS AND DISCUSSIONS
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4.3.1. DATA ANALYSIS

The data analyzed based on the document analysis and informal group discussion. The
discussion took place informally while we were working at faced problems related to:-
Table 4.2 data analysis
MONTH APRIE MAY June

MACHINE TDtpm TDtpm TDtpm
JIGGER 5 5 5
3 2 3
STENTER 7 7 7
5 5 5
FOLDING 4 4 3
7 6 6
- machine break down
- preventive maintenance schedule
- Machine reliability concept.
In this regarded, each point need to raise discussion to overcame the solution and I
have got some important comment and suggestion from the discussion to mention
some of them:-
As the worker said that break down of the machine happened most of the time this type of
break down is called them corrective maintenance .thus, it was done for UN predictable
problem. In other word it used to work carried out after the problem occurred. Therefore, this
problem may occur for the following reason.
- Because of most machines are old.

- Some of the workers in the department are carless.
- Lack of continues maintenance.
- Lack of awareness and no experts.
In addition, they have clearly stated that there wasn’t appropriate and continues schedule,
they thought that the schedule would have there were no many break down happened.
Therefore, these all were very challenging what I have got ideas while I was discussing with
them. Unfortunately, I understand from their discussion there was not give them any training
about maintenance to enhance their ability. Furthermore, as most of the workers noted that to
minimize break down and improve the reliability of the machine, provide practical
Experian’s sharing is a vital to have them awareness what they have done. Down time due to
preventive maintenance for jigger, stanter and folding machine.
For jigger machine down time due to break down
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4.3 jigger machine down time due to break down(april )
No Date Time Downtime Manpower

1 01-04-2019 1:00 – 1:35 0.35 2
2 01-04-2019 2:30 – 4:00 2.30 2
3 02-04-2019 4:00 – 4:40 0:40 2
4 03-04-2019 3:20 – 4:40 1:20 2
5 03-04-2019 3:15 – 3:40 0:25 2
6 04-04-2019 4:00 – 5:35 1:35 2
7 04-04-2019 3:00 – 3:40 0:40 2
8 05-04-2019 4:00 – 4:35 0:35 2
9 06-04-2019 1:00 – 2:30 1:30 2
10 07-04-2019 4:20 – 4:40 0:20 2
11 08-04-2019 2:15 – 3:30 1:15 2
12 09-04-2019 3:20 -4:40 1:20 2
13 10-04-2019 3:00 – 4:00 1:00 2
14 11-04-2019 1:00 – 1:40 0:40 2
15 12-04-2019 3:30 – 4:00 0:30 2
16 12-04-2019 1:00 – 1:40 0:40 2
17 13-04-2019 2:00 – 2:15 0:15 2
18 14-04-2019 3:00 – 3:40 0:40 2
19 14-04-2019 6:00 – 6:15 0:15 2
20 15-04-2019 4:00 – 4:55 0:55 2
21 16-04-2019 3:00 – 3:30 0:30 2
22 17-04-2019 4:00 _ 4:15 0:15 2
23 17-04-2019 10:00 – 10:20 1:20 2
24 19-04-2019 3:00 – 4:20 0:20 2
25 19-04-2019 3:30 – 4:40 1:10 2
26 20-04-2019 4:15 – 4:30 0:15 2
27 20-04-2019 1:00 – 2:15 1:15 2
28 21-04-2019 4:00 – 4:30 0:30 2
29 21-04-2019 9:00 – 10:15 0:15 2
30 22-04-2019 3:00 – 5:00 2:00 2
31 23-04-2019 1:00 – 1:30 0:30 2
32 23-04-2019 11;00 – 11:30 0:30 2
33 24-04-2019 3: 00 - 4:00 1:00 2
34 25-04-2019 11:00 – 1:30 2:30 2
35 26-04-2019 1:00 – 1:40 0:40 2
36 27-04-2019 1:00 – 2:15 1:15 2
37 28-04-2019 1:00 – 1:35 0:35 2
38 28-04-2019 1:00 – 1:50 0:50 2
39 30-04-2019 4:00 – 5:50 0:50 2
40 30-04-2019 8:00 – 8:10 0.10 2
41 30-04-2019 3:00 – 3:25 0:25 2
Page
37
4.4. jigger machine down time due to break down(may)
No Date Down time Time Man power

1 01-05-2019 2:30 – 4:00 1:30 2
2 02-05-2019 3:00 – 4:50 0:50 2
3 02-05-2019 11:30 – 12:00 0:30 2
4 03-05-2019 7:00 – 8:00 1:00 2
5 03-05-2019 8:20 – 8:30 0:10 2
6 03-05-2019 4:30 – 4:40 0:10 2
7 04-05-2019 3:00 -3:45 0:45 2
8 05-05-2019 3:00 – 4:20 1:20 2
9 06-05-2019 4:10 – 4:50 0:40 2
10 07-05-2019 5:30 – 6:00 0:30 2
11 07-05-2019 8:20 – 9:30 1:10 2
12 08-05-2019 1:00 – 1:40 0:40 2
13 09-05-2019 3:30 – 4:00 0:30 2
14 10-05-2019 2:00 – 3:45 1:45 2
15 11-05-2019 1:00 – 1:30 0:30 2
16 14-05-2019 2:10 – 4:50 2:40 2
17 16-05-2019 12:00 – 1:00 1:00 2
18 17-05-2019 11:00-11:30 0:30 2
19 18-05-2019 8:30-9:30 1:00 2
20 19-05-2019 4:00-4:45 0:45 2
21 19-05-2019 4:00-5:00 1:00 2
22 20-05-2019 8:00-9:00 1:00 2
23 20-05-2019 4:00-4:45 0:45 2
24 20-05-2019 10:00-10:10 0:10 2
25 20-05-2019 2:00-2:10 0:10 2
26 21-05-2019 3:30-4:00 0:30 2
27 21-05-2019 3:00-3:40 0:40 2
28 22-05-2019 1:00-1:50 0:50 2
29 22-05-2019 3:30-4:00 0:30 2
30 23-05-2019 4:00-4:35 0:35 2
31 24-05-2019 7:00-8:00 1:00 2
32 24-05-2019 4:35-6:00 0:35 2
33 25-05-2019 10:00-11:00 1:00 2
34 25-05-2019 12:00-12:20 0:20 2
35 25-05-2019 4:00-6:00 1:00 2
36 25-05-2019 10:00-10:50 0:50 2
37 26-05-2019 8:30-9:00 0:30 2
38 26-05-2019 11:00-11:35 0:35 2
39 27-05-2019 2:00-3:20 1:20 2
40 28-05-2019 3:00-3:30 0:30 2
41 28-05-2019 10:00-10:15 0:15 2
42 29-05-2019 2:00 – 3:00 1:00 2
43 30-05-2019 2:00 – 3:15 1:15 2
44 31-05-2019 2:30 – 4:00 1:30 2
Page
38
4.5. jigger machine down time due to break down(june)
No Date Time Down time Man power

1 2-06-2019 3:00-4:30 0:30 2
2 2-06-2019 1:00-1:25 0:25 2
3 3-06-2019 4:30-5:00 0:30 2
4 3-06-2019 1:00-2:30 1:30 2
5 4-06-2019 5:00-5:15 0:15 2
6 4-06-2019 8:40-9:00 0:40 2
7 4-06-2019 11:00-11:20 0:20 2
8 5-06-2019 12:00-12:25 0:25 2
9 5-06-2019 3:00-3:15 0:15 2
10 5-06-2019 11:00-12:00 1:00 2
11 7-06-2019 6:00-6:30 0:30 2
12 7-06-2019 10:30-11:00 0:30 2
13 7-06-2019 5:00-6:00 1:00 2
14 8-06-2019 8:30-9:00 0:30 2
15 8-06-2019 3:00-3:30 0:30 2
16 8-06-2019 5:00-6:00 1:00 2
17 9-06-2019 3:30-4:00 0:30 2
18 9-06-2019 4:30-5:00 0:30 2
19 9-06-2019 4:20-6:00 1:40 2
20 10-06-2019 3:30-4:00 0:30 2
21 10-06-2019 4:00-6:00 2:00 2
22 11-06-2019 2:00-2:35 0:35 2
23 12-06-2019 4:00-4:35 0:35 2
24 14-06-2019 3:00-7:00 4:00 2
25 14-06-2019 7:30-8:00 0:30 2
26 15-06-2019 3:00-3:40 0:40 2
27 15-06-2019 3:30-4:00 0:30 2
28 15-06-2019 7:00-7:40 0:40 2
29 15-06-2019 7:00-8:35 0:35 2
30 16-06-2019 3:35-4:00 0;35 2
31 16-06-2019 3:00-3:30 0:30 2
32 17-06-2019 3:10-3:35 0:25 2
33 17-06-2019 11:00-11:40 0:45 2
34 18-06-2019 1:00-1:40 0:40 2
35 18-06-2019 2:00-3:30 0:30 2
36 19-06-2019 3:00-3:50 0:50 2
37 19-06-2019 8:00-8;45 0:45 2
38 19-06-2019 3:10-4:40 0:30 2
39 21-06-2019 1:00-1:15 0:15 2
40 22-06-2019 3:40-3:50 0:10 2
41 23-06-2019 6:00-7:00 1:00 2
42 23-06-2019 7:20-8:00 0:40 2
43 23-06-2019 10:00-10:45 0:45 2
44 24-06-2019 5:00-6:00 1:00 2
Page
39
45 24-06-2019 7:30-10:00 2:30 2

46 24-06-2019 4:00-4:15 0:15 2
47 24-06-2019 9:00-10:00 1:00 2
48 24-06-2019 4:40-5:20 0:40 2
49 25-06-2019 7:00-10:00 3:00 2
50 25-06-2019 3:00-3:40 0:40 2
51 25-06-2019 7:00-8:15 1:15 2
52 25-06-2019 7:15-9:00 1:15 2
53 26-06-2019 1:15-2:30 1:15 2
54 26-06-2019 4:00-5:00 1:00 2
55 26-06-2019 3:00-3:35 0:35 2
56 26-06-2019 10:10-10:30 0:20 2
57 27-06-2019 4:00-6:00 2:00 2
58 27-06-2019 8:00-9:25 1;25 2
59 29-06-2019 11:20-12:00 0:40 2
60 30-06-2019 3:00-4:45 1;45 2
61 30-06-2019 1:30-2:30 1:00 2
62 30-06-2019 3:45-4:20 0:35 2
63 31-06-2019 11:30-12:10 0:40 2
64 31-06-2019 1:00-2:40 1:40 2
65 31-06-2019 5:10-6:50 1:40 2
For stanter machine down time due to break down
Table 4.6(stanter machine down time due to break down(april)
No Date Time downtime Man power

1 1-04-2019 5:15-5:30 0:15 2
2 2-04-2019 1:00-1:40 0:40 2
3 3-04-2019 1:00-1:40 0:40 2
4 3-04-2019 11:00-11:10 0:10 2
5 4-04-2019 1:00-1:40 0:40 2
6 5-04-2019 3:00-4:45 1:35 2
7 5-04-2019 1:00-1:40 0:40 2
8 6-04-2019 1:00-1:25 0:25 2
9 7-04-2019 1:00-1:40 0:40 2
10 7-04-2019 4:00-5:50 1:50 2
11 8-04-2019 1:00-1:30 0:30 2
12 9-04-2019 1:00-1:30 0:30 2
13 9-04-2019 3:00-3:10 0:10 2
14 10-04-2019 1:00-1:40 0:40 2
15 12-04-2019 1:00-2:40 1:40 2
16 13-04-2019 1:00-1:35 0:35 2
17 14-04-2019 1:00-1:40 0:40 2
18 14-04-2019 1:00-1:40 0:40 2
19 15-04-2019 1:00-1:55 0:55 2
20 15-04-2019 9:30-10:00 0:30 2
21 16-04-2019 1:00-1:40 0:40 2
Page
40
22 16-04-2019 1:00-1:30 0:30 2

23 17-04-2019 1:00-1:40 0:40 2
24 18-04-2019 11:15-11:40 0:35 2
25 19-04-2019 1:00-2:30 1:30 2
26 19-04-2019 6:15-6:30 0:15 2
27 20-04-2019 8:20-10:00 1:40 2
28 20-04-2019 1:00-1:40 0:40 2
29 21-04-2019 11:00-1:15 2:15 2
30 21-04-2019 1:05-1:10 0:05 2
31 23-04-2019 1:00-1:30 0:30 2
32 24-04-2019 1:00-1:40 0:40 2
33 24-04-2019 11:00-12:10 1:10 2
34 25-04-2019 1:00-1:25 0:25 2
35 26-04-2019 1:00-2:40 1:40 2
36 26-04-2019 2:00-3:15 1:15 2
37 26-04-2019 5:00-5:30 0:30 2
38 27-04-2019 11:00-11:20 0:25 2
39 27-04-2019 2:05-3:20 1:15 2
40 28-04-2019 11:00-11:30 0:30 2
41 30-04-2019 1:00-2:40 1:40 2
4.7.( (stanter machine down time due to break down(may)
No Date Time downtime Man power

1 1-05-2019 11:00-12:30 1:30 2
2 2-05-2019 1:00-1:40 0:40 2
3 3-05-2019 7:20-8:30 1:10 2
4 4-05-2019 11:20-2:20 2:10 2
5 5-05-2019 1:00-1:30 0:30 2
6 6-05-2019 1:00-1:40 0:40 2
7 7-05-2019 1:00-1:35 0:35 2
8 7-05-2019 10:30-11:30 1:00 2
9 8-05-2019 1:00-1:40 0:40 2
10 8-05-2019 3:00-5:15 2:15 2
11 9-05-2019 1:00-1:40 0:45 2
12 10-05-2019 1:00-1:35 0:35 2
13 10-05-2019 1:00-2:40 1:40 2
14 11-05-2019 1:00-2:30 1:30 2
15 12-05-2019 1:00-1:30 0:30 2
16 14-05-2019 1:00-2:00 1:00 2
17 17-05-2019 1:00-2:00 2:00 2
18 18-05-2019 1:00-2:00 0:45 2
19 19-05-2019 1:00-3:10 1:50 2
20 20-05-2019 1:00-2:40 1:40 2
21 21-05-2019 1:00-1:50 0:50 2
22 22-05-2019 12:00-1:40 1:40 2
Page
41
23 23-05-2019 1:00-1:10 0:30 2

24 23-05-2019 3:00-3:30 0:05 2
25 24-05-2019 1:20-2:00 0:40 2
26 24-05-2019 7:20-8:00 0:40 2
27 24-05-2019 3:00-3:00 0:30 2
28 24-05-2019 11:00-11:05 0:05 2
29 25-05-2019 3:00-3:15 0:15 2
30 26-05-2019 9:30-10:30 1:00 2
31 26-05-2019 3:00-3:15 0:15 2
32 27-05-2019 1:00-1:10 0:10 2
33 27-05-2019 3:00-3:30 0:30 2
34 28-05-2019 11:30-12:30 1:00 2
35 29-05-2019 11:30-11:45 0:15 2
36 30-05-2019 5:00-6:10 1:10 2
37 31-05-2019 1:00-1:40 0:40 2
4.8.( (stanter machine down time due to break down(june))

1 2-06-2019 1:00-1:35 0:35 2
2 2-06-2019 8:10-9:25 1:15 2
3 3-06-2019 1:00-1:30 0:30 2
4 4-06-2019 8:20-9:45 1:25 2
5 4-06-2019 1:00-1:35 0:35 2
6 4-06-2019 1:00-1:30 0:30 2
7 5-06-2019 1:00-1:30 0:30 2
8 7-06-2019 3:00-5:00 2:00 2
9 7-06-2019 3:00-3:40 0:40 2
10 8-06-2019 2:00-3:30 1:30 2
11 8-06-2019 1:00-1:15 0:15 2
12 9-06-2019 4:20-6:00 1:40 2
13 10-06-2019 11:00-11:15 0:15 2
14 10-06-2019 4:05-4:30 0:25 2
15 11-06-2019 1:15-2:30 0:45 2
16 11-06-2019 11:00-11:30 0:30 2
17 12-06-2019 1:15-2:15 1:00 2
18 14-06-2019 5:30-6:00 0:30 2
19 14-06-2019 7:30-8:00 0:30 2
20 15-06-2019 1:00-2:30 1:30 2
21 16-06-2019 1:00-2:35 1:35 2
22 17-06-2019 2:10-3:30 1:20 2
23 17-06-2019 1:00-1:40 0:40 2
24 18-06-2019 1:00-1:40 0:40 2
25 19-06-2019 3:00-3:40 0:40 2
26 21-06-2019 1:15-2:00 0:45 2
27 21-06-2019 3:00-3:10 0:10 2
28 22-06-2019 1:15-2:10 1:05 2
29 22-06-2019 10:00-11:40 1:00 2
30 22-06-2019 1:15-2:15 1:00 2
Page
42
31 23-06-2019 11:00-11:15 0:15 2

32 23-06-2019 4:00-4:15 0:15 2
33 24-06-2019 8:00-9:00 1:00 2
For folding machine down time due to break down.
Table 4.9 folding machine down time due to break down(april)

1 O8-04-2019 10:10-11:30 1:20 2
2 09-04-2019 10:00-10:45 0:45 2
3 10-04-2019 1:00-4:00 4:00 2
4 12-04-2019 5:15-5:30 0:15 2
5 12-04-2019 2:00-2:35 0:35 2
6 13-04-2019 7:15-8:30 1:15 2
7 14-04-2019 10:00-10:40 0:45 2
8 15-04-2019 3:00-3:15 0:15 2
9 16-04-2019 11:10-10:30 1:20 2
10 24-04-2019 6:10-6:20 0:10 2
11 25-04-2019 11:00-11:50 0:50 2
12 27-04-2019 3:00-3:30 0:30 2
13 28-04-2019 8:00-8:15 0:15 2
14 28-04-2019 4:30-4:50 0:20 2
15 28-04-2019 10:05-10:25 0:20 2
16 28-04-2019 3:00-5:00 2:00 2
17 30-04-2019 8:00-8:15 0:15 2
Table 4.10 folding machine down time due to break down(may)
N0 Date Time Down time Man power

1 03-05-2019 3:30 -4:00 0:30 2
2 06-05-2019 3:40-5:00 0:40 2
3 06-05-2019 10:00 -10:10 0:10 2
4 10-05-2019 5:10-5:30 0:20 2
5 17-05-2019 6:00-10:00 1:00 2
6 18-05-2019 9:00-9:35 0:35 2
7 19-05-2019 9:00-9:30 0:30 2
8 20-05-2019 6:30-7:00 0:30 2
9 21-05-2019 4:00-5:30 0:30 2
10 22-05-2019 4:00-5:00 1:00 2
Table 4.11 folding machine down time due to break down(june)

1 2-06-2019 8:00-8:15 0:15 2
2 5-06-2019 3:00-3:35 0:35 2
3 9-06-2019 5:00-5:45 0:45 2
4 10-06-2019 6:00-6:15 0:15 2
5 15-06-2019 9:00-10:25 1:25 2
6 17-06-2019 4:10-4:20 0:10 2
Page
43
7 19-06-2019 2:10-2:20 0:10 2

8 23-06-2019 1:00-2:50 1:50 2
FOR JIGGER MACHINE TO CALCULET MDT

IN APRIL
𝑗=𝑁𝐹
TDt=∑𝑗=1 𝑇𝐷𝑗
TDt=0.35+2.30+0.40+1.20+…. +0.25=30.90hr
𝑗=𝑁𝐹
MDT =1/NF∑𝑗=1 𝑇𝐷𝑗
MDT=1/41×(0.35+2.30+0.40+1.20+…. +0.25)
MDT=1/41×30.90=0.75hr/day
 IN MAY
𝑗=𝑁𝐹
TDt=1.30+1.50+1.00+0.10+… +1.30=33.25hr
𝑗=𝑁𝐹
MDT=1/44(1.30+1.50+1.00+0.10+… +1.30)
MDT=1/44×33.25=0.75hr/day
 IN JUNE
𝑗=𝑁𝐹
TDt=1:30+0:25+0:30+1:30+…+ 1:40=51.43hr
𝑗=𝑁𝐹
MDT=1/65×(1.30+0.25+0.30+1.30+…+ 1.40)
MDT=1/65×51.43=0.79hr/day
The average of 3 months of MDT IS

𝑀𝐷𝑇𝑎𝑝𝑟𝑖𝑙+𝑀𝐷𝑇𝑚𝑎𝑦+𝑀𝐷𝑇𝑗𝑢𝑛𝑒
MDT= 3
0.75+0.75+0.79
MDT= 3
Page
44
MDT=0.76hr/day
 TO CALCULAT THE RIPARING RATE, µ

1 1
µapril=𝑀𝐷𝑇𝑎𝑝𝑟𝑖𝑙 =0.75 =1.33hr
1 1
µmay=𝑀𝐷𝑇𝑚𝑎𝑦 =0.75 =1.33hr
1 1
µjune= 𝑀𝐷𝑇𝑗𝑢𝑛𝑒 = 0.79 = 1.26 hr
1.33+1.33+1.26
Average rate of repairing rate = =1.31hr
3
MONTH NO FAILURE TOTAL DOWN MDT RIPAIRING

TIME HR/MONTH RATR, µ
HR/MONTH TD
APRIAL 41 30.90 0.75 1.33
MAY 44 32.25 0.75 1.33
JUNE 65 51.45 0.79 1.26
Table 4.12 three month result data analysis for jigger machine
According to the above data we can say that the maintenance department need to accomplish
the break dawn activity of the jigger machine is 1.31 hr per day.
 FOR STENTER MACHINE
FOR APRIAL
𝑗=𝑁
TDt=0.15+0.40+0.40+…+1.40) =24.8hr
𝑗=𝑁
MDT=1/NF∑𝑗=1 𝑇𝐷𝑗
MDT =1/41× (0.15+0.40+0.40+…+1.40)
MDT=1/41× 24.8=0.60hr
FOR MAY
𝑗=𝑁
TDt=1.30 + 0.40 + 1.10 + ⋯ + 0.4 = 27.3hr

𝑗=𝑁
MDT=1/37× (1.30 + 0.40 + 1.10 + ⋯ + 0.4)
Page
45
MDT=1/37× 27.3=0.737hr
FOR JUNE
𝑗=𝑁
MDT=1/33× (0.35 + 1.15 + 0.30 + ⋯ + 1.00)
MDT=1/33× 28.07=0.67hr
Average MDT IS
𝑀𝐷𝑇𝑎𝑝𝑟𝑖𝑙+𝑀𝐷𝑇𝑚𝑎𝑦+𝑀𝐷𝑇𝑗𝑢𝑛𝑒
MDT= 3
0.60+0.73+0.67
MDT= 3
MDT=0.669hr
 TO CALCULRT THE RIPARING REAT

1 1
µApril=𝑀𝐷𝑇𝑎𝑝𝑟𝑖𝑙=0.60=1.66hr
1 1
µmay=𝑀𝐷𝑇𝑚𝑎𝑦 = 0.737=1.356hr
1 1
µJune= 𝑀𝐷𝑇𝑗𝑢𝑛𝑒 = 0.67=1.492hr
1.662+1.356+1.492
Average rate of repairing rate = =1.50hr/day
3
MONTH NO OF TOTAL MDT RIPARING

FLIURE DOWON TIME HR/MONTH RATE µ(1/HR)
HR/MONTH
APRIL 41 24.8 0.60 1.66
MAY 37 27.3 0.73 1.35
June 33 22.02 0.67 1.49
Table 4.13 three month result data analysis of stenter machine
the break dawn activity of the stanter machine is 1.50 hr per day.
FOR FOLDING MACHINE
FOR APRIL
𝑗=𝑁
TDt=1.20+0.45+4.00+…. + 0.15=0.67hr
Page
46
𝑗=𝑁
MDT=1/17× 12.70=0.747hr
FOR MAY
𝑗=𝑁
TDt=0.30+1.20+0.10+… +1.00=9.05hr
𝑗=𝑁
MDT=1/10× 9.05=0.90hr
FOR JUNE
𝑗=𝑁
TDt=0.15+0.35+0.45+… +1.50=4.15hr
𝑗=𝑁
MDT=1/8×4.15=0.51hr
𝑀𝐷𝑇𝑎𝑝𝑟𝑖+𝑀𝐷𝑇𝑚𝑎𝑦+𝑀𝐷𝑇𝑗𝑢𝑛𝑒
MDT total= 3
0.747+1.01+0.51
MDT total = 3
MDT total=0.75hr
TO CALCULAT THE RIPARING RATE, µ

1 1
µapril=𝑀𝐷𝑇𝑎𝑝𝑟𝑖𝑙 =0.74 =1.35hr
1 1
µmay=𝑀𝐷𝑇𝑚𝑎𝑦 =0.90 =1.11hr
1 1
µjune= 𝑀𝐷𝑇𝑗𝑢𝑛𝑒 = 0.51 = 1.96ℎ𝑟
1.35+1.11+1.96
Average rate of repairing rate = =1.47h/day
3
MONTH NO OE TOTAL DOWN MDT HR/ RIPARING

FALIUR TIME HR/ MONTH RATE µ(1/HR)
MONTH
APRIL 17 12.70 0.74 1.35
MAY 10 9.05 0.90 1.11
JUNE 8 4.15 0.51 1.96
Page
47
Table 4.14 three month result data analysis of folding machine
the break dawn activity of the folding machine is 1.47 hr per day
TOTAL UP TIME, MTBF AND MEAN FAILUR RATE
To calculate up time we need date:-
 Preventive maintenance checks list report to get the time taken due to periodic
maintenance.
 Break down report check list to get time taken due to break down maintenance.
Date from Bahir Dar textile Share Company
 number of date per year=365

 working days per week=6
 working hour per day=8hr
 public holiday ,Sunday and Saturday afternoon =92days× 8 = 736hr
 Annual, sick and mortality leave(others)=27× 8 = 216
 Number of hours per year=365days× 8=2920hr
Total availability time per year = {[number of hours per year]-[time lost due to public
holiday, Sunday Saturday afternoon +annual,
sick and morality level]}
Total availability time per year=2920-736+216=1968hr/year
1 year =1968hr/year
1 month=?
164hr/month
FOR JIGGER MACHINE
To calculate total down time due to PM (TDtpm)
TDtpm=∑𝐽=𝑁
𝐽=1 𝑇𝐷𝑡𝑝𝑚 𝑗
Where N=number of date
TDtpm= jth date down time due to PM
IN APRIL
𝑗=𝑁
TDtpm =∑𝐽=1 𝑇𝐷𝑡𝑝𝑚𝑗=5+3=8
𝑗=𝑁
∑𝐽=1 𝑇𝐷𝑡𝑝𝑚𝑗 8
TDtpm per day = =2=4hr
𝑁
IN MAY
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48
𝑗=𝑁
𝑗=𝑁
𝑁
IN JUNE
𝑗=𝑁
TDtpm =∑𝐽=1 𝑇𝐷𝑡𝑝𝑚𝑗=2+5=7hr
𝑗=𝑁
TDtpm per day = =2=3.5hr
𝑁
MONTH NUMBER TOTAL TOTAL TOTAL DOW MDT

OF DOWN TIME DOWN TIME TIME DUE
FALUER DUE DUE TO BERK
PRIVANTIVE PRIVANTIVE DOWN
MANTENACE MANTENACE MANTENACE
PER DAY
APRIL 41 8 4 30.90 0.75
MAY 44 8 4 32.25 0.75
JUNE 65 7 3.5 51.45 0.79
Table4.15 total up time, mtbf and mean failur rate of jigger machine
Average time of total down time due preventive maintenance is:-

8+8+7
TDtpm= =7.66hr/month
3
Average time of total down time due to break down maintenance is:-
30.90+32.25+51.45
TDtBM= =38.2hr/month
3
There for
Total up time=Total machine availability time-(TDtPM+TDtBM)
Total up time=164hr/month-(7.66hr/month+38.2hr/month)
Total up time=118.14hr/month
To calculate MTBF the required data is total up time and number of failure.
41+44+65
Number of failure= =50 failures
3
𝑇𝑂𝑇𝐴𝐼 𝑈𝑃 𝑇𝐼𝑀𝐸 118.14

MTBF=𝑁𝑈𝑀𝐵𝐸𝑅 𝑂𝐹 = =2.36hr/faliuer
𝐹𝐴𝐿𝐼𝑈𝐸𝑅 50
TO CALCULET THE MACHINE FALERITY λ
Page
49
1 1
λ =𝑀𝑇𝐵𝐹=2.36=0.423fail/hr
Availability and un availability of the machine

𝑀𝑇𝐵𝐹 2.36
Availability=𝑀𝑇𝐵𝐹+𝑀𝐷𝑇=2.36+0.76=0.75
𝑀𝐷𝑇 0.76
UN availability=𝑀𝐷𝑇+𝑀𝑇𝐵𝐹=2.36+0.76=0.25
𝑀𝐷𝑇 0.76
FOR STENTER MACHINE
TDtpm=∑𝐽=𝑁
TDtpmj=jth date down time due to PM
IN APRIL
𝑗=𝑁
𝑗=𝑁
TDtpm per day = = =6hr
𝑁 2
IN MAY
𝑗=𝑁
𝑗=𝑁
TDtpm per day = = 2 =6hr
𝑁
IN JUNE
𝑗=𝑁
TDtpm =∑𝐽=1 𝑇𝐷𝑡𝑝𝑚𝑗=7hr
𝑗=𝑁
𝑁

PER DAY
APRIL 41 12 6 24.8 0.60
MAY 37 12 6 27.3 0.73
Page
50
jUNE 33 7 7 22.07 0.67

Table 4.16 Table4.15 total up time, mtbf and mean failur rate of stenter machine
Average time of total down time due preventive maintenance is:-

12+12+7
3
Average time of total down time due to break down maintenance is:-
24.8+27.03+22.07
3
There for
Total up time=Total machine availability time-(TDtPM+TDtBM)
Total up time=164hr-(10.33+24.63)=129.34hr/month
To calculate MTBF, the required data is total up time and number of failure.
41+37+33
Number of failure= =37 failures
3

MTBF=𝑁𝑈𝑀𝐵𝐸𝑅 𝑂𝐹 = =3.49hrmonth

1 1
Λ =𝑀𝑇𝐵𝐹=3.49=0.28
Availability and UN availability of the machine

Availability=𝑀𝑇𝐵𝐹+𝑀𝐷𝑇=3.49+0.67=0.84
𝑀𝐷𝑇 0.67
FOR FOLDING MACHINE
TDtpm=∑𝐽=𝑁
TDtpmj=jth date down time due to PM
IN APRIL
𝑗=𝑁
Page
51
𝑗=𝑁
TDtpm per day = = 2 =5.5hr
𝑁
IN MAY
𝑗=𝑁
𝑗=𝑁
𝑁
IN JUNE
𝑗=𝑁
TDtpm =∑𝐽=1 𝑇𝐷𝑡𝑝𝑚𝑗=4+6=10hr
𝑗=𝑁
𝑁

PER DAY
APRIL 17 11 5.5 12.7 0.74
MAY 10 10 5 9.05 0.90
JUNE 8 10 5 4.15 0.51
Table 4.17 Table4.15 total up time, mtbf and mean failur rate of folding machine
Average time of total down time due preventive maintenance is
11+10+10
3
Average time of total down time due to break down maintenance is

12.7+9.05+4.15
3
There for
Total up time=total machine availability time-(TDtPM+TDtBM)
Total up time=164hr-(10.33+8.63)=145.03hr/month
To calculate MTBF the required data is total up time and number of failure.
Page
52
17+10+8
Number of failure= = 12 failures
3

MTBF=𝑁𝑈𝑀𝐵𝐸𝑅 𝑂𝐹 = =12.08hr

1 1
Λ =𝑀𝑇𝐵𝐹=12.08=0.08
Availability and UN availability of the machine

Availability= = =0.99
𝑀𝑇𝐵𝐹+𝑀𝐷𝑇 12.08+0.08
𝑀𝐷𝑇 0.08
UN availability =𝑀𝐷𝑇+𝑀𝑇𝐵𝐹=0.880.08+12.08=0.01
Page
53
CHAPTER 5
5. Conclusion and Recommendation
5.1. Conclusion
It is obvious that the aim of the internship is to make the students acquainted with the site
situations and so that the students possess practical skills. This will help the students to carry
out their job easily after their graduation as expert. It was really a golden opportunity on the
sites where I have been developed my practical knowledge and experiences by comparing
and contrasting it with my previous theoretical knowledge. So, I found the internship
program to be highly essential to upgrade my theoretical knowledge and gain practical skill.
There might be different ways of learning. However, I wasn’t acting like an observer on the
site; rather I was personally involved in the company activities and put my finger point on it.
In fact, it is my pleasure to say that it has equipped me with the practical knowledge of
understanding and implementing field exercises in my field of study, industrial engineering.
It helped me to develop my self-confidence and introduce to the world textile factory. It made
me know how company problems are tackled with the least loss. It made me know the
procedural steps I have to follow in the company activity. It gave a great opportunity to be
creative and initiative.
On the other hand, it was really a period when I have rebuilt myself with extra knowledge
besides to what I have before and learned different work ethics and disciplines and generated
a leadership skill and team work principles.
5.2. Recommendation
5.2.1 Recommendation for the company
In our internship period I recommended that the factory is long established and experienced
company but it is still in medium size and not well developed.so that owner of the factory
should:
 Expand the size of the factory and its products in type and quantity.
 Replaced the oldest and backward machines by the new machines by the new and
modernize machine to improve its efficiency of the production process let and check
the new imported machine to identify whether it is orginal and well efficient or not,
 Give training to scale up the awareness of the worker.
 Provide continues follow up for the workers in the department.
 Improve the existing privative maintenance schedule.
 Apply reliability analysis of the machine.
Page
54
 Estimate probability of machine availability and unavailability

 Encourages the students to do projects, and support them by full filling different
electrical equipment.
5.2.2 Recommendation for the school
 The teaching learning method shall be more practical other than theoretical, for that to
make the students full confidential and good professional in the field of study.
5.2.3 Recommendation for the industry linkage
 The university industry linkage office must be announced the regulation of the
internship program for all hosting company, and also how the students can achieve
their practical work.
 The university should be linking the students to the company by checking the active
site in the company
Page
55
Reference
- John P. Bentley (1999), Introduction to reliability and quality engineering (2𝑛𝑑
edition). England, Addison Wesley long man limited.
- B.S. Dhillon (2004), Engineering maintainability: Maintenance engineering and
management handout Eastern economy edition, New Delhi, Prentile - hall of
India𝒑𝒍𝒄 ,
- (2011-2012) Bahir Dar textile share company processing room maintenance manual
and document.
- http://www.wikipedia.com
Page
56
Page
57

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Report on BDTSC 2019

Mekele Institute of Technology

School of mechanical and industrial Engineering

Hosting Company: Bahirdar textile share company.

Name of the intern: ID

Name of Mentor: Ms. Meron Mekonnen

Supervisor : Ms. Meron Mekonnen Signature………………………

4.3.STATEMENT OF PROBLEM .......................................................................................................... 27

Figure.2.2:Process flow of spinning Section…………………………………….……………..……11

figure 2.3:process flow of blowing room……………………………………………………….......11

Figure 2.4 process flow of weaving section………………………………………………………....13

Figure 2.5Warping Machines………………………………………………………………………..15

Figure2.6 work flow of finshing section…………………………………………………………….17

Figure 2.7 Inspection loop………………………………………………………………………..…18

Table 4.1machine failures(frequency of failures)……………………………..…...............27

Table 4.2 data analysis…………………………………..…………………………..….….36

Table 4.6(stanter machine down time due to break down(april)……………………………….40

Table 4.7(stanter machine down time due to break down(may)……………………………….41

Table 4.8(stanter machine down time due to break down(june)…….………………………….42

Table 4.9 folding machine down time due to break down(april)…….…………………………43

Table 4.10 folding machine down time due to break down(may)…….………………………..43

Table 4.11 folding machine down time due to break down(june)….….………….……………43

1.3 Objectives of the Enterprise

The main objectives of the factory are;

 To manufacture yarn and all kinds of finished clothes from cotton

1.4 Vision of the Company

 To see the product internationally competent.

1.5 Mission of the Company

 To sell its products locally and abroad

1.6.Overall Organization & Work Flow

figure1.1 Overall Organization & Work Flow

1.7. Tasks of each division:

Technical Department: Follows up the activities of processing machines, solves the

Production Department: Controls all production processes, supplies raw materials,

Human Resource Development - promotions, annual leaves control discipline of

Engineering Department: works on modification of materials, spare parts, Controlling of

1.8. Company’s Products and Customers

 Dyed and printed bed sheets

Types of articles Width(cm)

 GINAD (Addis Ababa)

 Products and End Users

2.2. Work section

The main work flow is simply as follows;

Spinning Weaving Finishing Finishing

Fig 2.1 General process flow sheet

fig.2.2:Process flow of spinning Section

Bale store: It is the place where row cotton is stored.

Function of blow room:

e) It opens gently without rolling.

f) The tuft size can be small.

figure 2.3:process flow of blowing room

2) Heavy Particle Separator Machine

Used for scutching purpose.

It feeds the clean cotton to the unimixer machine.

This machine is made up of three parts:-

It also uses for further cleaning of impurities.

6) Foreign Matter Detector Machine

This system is based on camera or electro-optical sensor technology.

Function of Carding Machine

2.2.2 Weaving Processes

Figure 2.4 process flow of weaving section

The main objective of warping process:

•To wound up fixed length of yarn onto a warp beam.