NORAAZ

PROFESIONAL &
EFFECTIVE
TROUBLESHOOTING.
PRESENTER:DOUGLAS MUNTANGA
(CERT-Electrical & Electronics Eng: CERT-Computer Forensic
Investigations, DIP-HVACR) . Coca-Cola beverages
Zambia – CDE (cold drink Equipment
Technician).

CO-PRESENTER:BWEMBYA .R. LUKUTATI

(Advanced CERT-Refrigeration/ Air Conditioning, Auto
electrical, Business Administration, Bachelor of Accountancy in
progress. BELTEC COMPANY - DIRECTOR

SUNDAY, JUNE 30, 2024 @ 15-17HRS. ON GOOGLE MEET

 CONTENTS:
Introduction
What is troubleshooting?
Why troubleshoot?
Goal and objective of
troubleshooting.
Troubleshooting
Methodologies
a. Observation
b. Analysis
c. Limit possibilities
d. Solution implementation
d. Analyze results
e. Document the process
 Questions and Answer
 Conclusion
 INTRODUCTION
 Downtime is expensive — more expensive
than just the cost of fixing the machine.
When you’ve got equipment that’s broken
down, it stops your revenue-producing
activities . Every minute you can’t operate is
more money out the window.
 INTRODUCTION
 In the long term,
repeated
breakdowns,
failures, and stops
in production can
lead to the need to
bring in expensive
vendors, in for
repairs and
replacement of the
asset.
 INTRODUCTION
 Being able to troubleshoot well and having all the
information and tools you need at your fingertips
will give you the leverage to be effective and
efficient to down times.
 CORRECT TOOLS are essential to professional
trouble-shooting.
 *What is troubleshooting?
 Troubleshooting is a step-by-step approach to
finding the ROOT cause of an issue (symptoms)
and deciding the best way to fix it to get it back in
operation.
 ROOT CAUSE- ASK THE QUESTION WHY?
 Common example-fault not cooling
I. Fridge, cooler, freezer, etc, not cooling-
why?
II. Less charge in system- why?
III. Due to refrigerant leak- why?
IV. Because of…. E.g./; mechanical
vibrations- why?
V. Pipes, fasteners..etc not secured-
why?
VI. Due to carelessness by previous Tech
or maintainace team.. Etc
VII. Root cause was CARELESSNESS.
•The 5 WHYS (sometimes called 5Y) is a simple
process developed in Toyota to get to the root cause of a
problem by simply asking ‘why‘ five times.

• Many professionals view the 5 WHYS process as an

easy and convenient tool for frontline staff to identify the
root cause of a failure.
 5ys

The creator of the TOYOTA Production System, Taiichi

Ohno, described the 5 WHYS as—

"The basis of Toyota's scientific approach... by

repeating ‘WHY’ five times, the nature of the problem
as well as its solution becomes clear."
 Root cause = absolute
• Sometimes the root cause may lead
to the equipment being declared
absolute.
• Due to the cost attached to repair, or
outdated equipment.
• Candid advise must be given at this
point to let customer make informed
decision.
• It is UNETHICAL to repair symptoms
Temporary and waste resources
when you know the ROOT CAUSE
can’t be fixed.
 Efficient
troubleshooting is an
essential part of
asset management,
diagnosis, and
repair.
 Machines that are
properly operated and
routinely maintained are
less likely to suffer major
breakdowns.
 HOWEVER, there will
never be a zero chance of
failure.
 If you are using
equipment, it will, at
some point, need
repairing.
When and why to troubleshoot?
 1) Device failure
 This is the big one: the
most urgent reason to
troubleshoot. The machine
is broken, entirely
out of commission, and
needs to be fixed pronto to
keep working.
 This can have a knock-on
effect in a company by
bringing all operations to a
grinding halt and putting
everything on hold.
 The fact is, unplanned downtime is
expensive for companies, often costing
them hundreds of thousands of kwachas
per minute.
 Hence having a
maintenance team that
knows how to
TROUBLESHOOT
EFFECTIVELY, In that
case, you can reduce
high-severity outages
and save the company
money.
 2) Unexpected operation
 Every machine has a defined set of functions it can
perform.
 Most devices DON’T do things exactly the same way every
time because of limitations in engineering and human error
(as hard as we may try to avoid it).
 Even with these slight variations in
performance, the machine can operate
smoothly. This is considered its normal
operation range.
 If the machine starts to run outside these
ranges, we may have a problem, and it
needs to be on your radar. These
situations MAY not be as urgent as a
total failure.
 3) Other anomalies
 The machine is working within the ideal operating
range and is delivering the expected output.
 However, an operator has spotted some anomaly. It
could be a strange sound, a weird smell, visible
smoke, excessive vibration, etc.
 Such anomalies should also be investigated within
an appropriate time window.
 Goal and objective of troubleshooting
 OBJECTIVE

 The primary
objectives of
troubleshooting are
to figure out why
something doesn't
work as intended and
provide a solution to
resolve the issue.
 GOAL
 The initial goal is to
diagnose the problem
and try obvious
solutions, such as
performing a system
reboot, powering down
and up, and checking
that the power cord is
connected,etc..
END OF PART
ONE
 Troubleshooting methodologies

G.O.A.L
 GOOD OBSERVATION
 GOOD ANALYSIS
 LIMIT THE POSIBILITIES

. It doesn’t matter if you are an advanced or inexperienced professional;

you can follow this same SYSTEMATIC approach every time.
 GOOD OBSERVATION…
 The first step of solving any problem is to
OBSERVE what type of problem it is and
define it well. A clear definition is
fundamental to troubleshooting.


 DON’T BE TOO QUICK TO JUDGE!!!!!!
 When looking at a problem,
you need to know what you
are up against and the
possible causes.

 Is it machine failure, an
unexpected operation, user
error, or a random anomaly?
What happened that alerted
you to the problem?
Observe the system
running, if you consider
it SAFE to do so. Use all
your senses: smell
(burning), hearing
(vibration), touch
(temperature), sight (for
unusual conditions).
Refer to any relevant
documentation.
 GOOD-OBSERVATION
 Some equipment will have built-in ways of letting
you know; alarms can sound, red lights flash, or a
warning can go off when certain parts overheat.
These signals can help with problem-solving.
 The goal is to identify the problem and understand
how to reproduce it.
 OBSERVATION

 Whatever the case may be, you have to

IDENTIFY AND DEFINE the problem
before you can move forward.
 GOOD- ANALYSIS
 You will need to gather and ANALYZE all the
available information about the MACHINE and its
OPERATIONS.
 You’ll need the machine manual, any data regarding
operations. For example, how often the machine is
used, by whom, for what, and how long. You will
also need the maintenance history, problem reports,
etc.
 ANALYSIS
 By comprehensively ANALYSING and describing the
issue, troubleshooters will know where to look for
the root cause.






 It can help to ask the following questions:

 ANALYSIS
 What are the symptoms?
 When does the problem
occur?
 Why was it put there?
 Where does the problem
occur?
 What are the conditions
when the problem occurs?
 Is the problem reproducible?
 Has there been an electrical
surge?
 Answers to these questions will expose which
components aren't part of the problem.
 They will also help identify possible compatibility
issues among components and third-party
products that might cause issues.
 ANALYSIS
 If you still have no clue
what caused the problem
after analyzing the data,
you need to go back and
collect more info. It is
possible to OVERLOOK
things or disregard
something as unimportant
during the first round of
the information-gathering
process.
 LIMIT POSIBILITIES!, BY TWO
METHODES.
 After analysis, we limit the problem to
particular circuits or components.
 Sometimes a problem can have many
possible causes. A TRIAL-AND-ERROR
METHOD is used to eliminate various
options.
 The best approach is to look for the most
straightforward cause first, even when
working with a complex system.
In

 In some cases, you may be able to test your theory

on a smaller scale asset. You may have multiple
options to try. Start with the simplest one first and
work from there.

Take the following into account:

*potential safety concerns
*all the required resources and associated costs
*how complex the implementation will be
*the long-term outlook for the machine.
Example- replacing domestic controls on a commercial compressor
SPLIT-HALF OR ELIMINATION

 ANOTHER common testing method is the

SPLIT-HALF TROUBLESHOOTING
APPROACH-(ELIMINATION)
 This technique isolates the source of a
problem through a process of elimination.
 Various circuits are isolated to determine
where the fault is.
 E.g.: finding root cause to tripping safety
switch (breaker).
 ELIMINATION- Tripping breaker

 This method works best

when the system involved
has a number of parts in
series.
 Troubleshooters first test
halfway down the line of
components.
 Control part is our mid point

 If the middle component

works, they know everything
before it works.
 At this point, they move on to
the middle of the remaining
untested section toward the
end of the series. If the test
of this second section works,
they go on to the midpoint of
the remaining section.
 If the problem occurs at any point in this
testing, then the troubleshooters do a split
back toward the start of the series until
the problem part is found.
 The split-half process can save time in
systems that depend on many
components.
plan of action and test a solution
 Once you have accurately
diagnosed the problem,
found the solution, and
tested it, it’s time to get your
hands dirty and fix it.
 Even if your solution worked
during testing, it is important
to test it again.
 Analyze the operation
 Ensure the asset is
working the way it
should before you pack
up and sign off.
 You’ll also want to make
a note of all the steps
you take as you make
them, so you don’t forget
what you’ve done.
It’s fixed!
You’re a
hero! Now
what?
 It sounds obvious, but it is crucial to
document the solution and add it to the
asset log file.
 It is easy to get carried away working and
forget to document your findings. I’ll do it
next time,” you might think. But what if
you don’t remember next time?!? Then
we’re in trouble.
 A practical maintenance toolkit holds as
much information about an asset as
possible.
TROUBLESHOOTING Summary flow chart
 CONCLUSION
 EFFECTIVE TROUBLESHOOTING SAVES TIME AND MONEY
USING SYSTEMATIC APROACH.
 HAVE AS MUCH INFORMATION ON WHAT YOU ARE
WORKING ON.
 BE CAUTIOUS ABOUT SAFETY OF THE MACHINE,
YOURSELF AND END USERS- NOW AND LONG TERM.
 ABOVE ALL, BE PROUD, PATIONATE, NEAT AND BE
PROFESSIONAL TROUBLESHOOTERS!.

48
PRODUCE
D FOR
NORAAZ
@2024