Use theory of constraints to understand flow in your factory. 10 min down in a non-constaint resource is totally different from 10min down at the factory constraint. Use a time based model to find your constraint and bottlenecks then work on reducing variation. Drum buffer rope the factory limiting resource and follow the TOC formula: Exploit the constraint Elevate the constraint Subordinate to the constraint Repeat the process

In my view, effectively addressing downtime issues is essential for enhancing production efficiency and seizing improvement opportunities. assessing the impact of each downtime issue allows us to prioritize those that disrupt our operations the most significantly. By analyzing the frequency of these issues, we can identify patterns and determine whether they are isolated incidents or recurring problems. Implementing targeted solutions for the most impactful and frequent issues not only streamlines operations but also fosters a culture of continuous improvement. by approaching downtime strategically, we can transform challenges into valuable lessons that drive our success forward!

Part of answer is within the question itself. First thing to do you must have a dependable data of stoppages with 'correct narrations'. Some department tend to put stoppages on others and the data becomes in dependable. If the reasoning is correct the data available is dependable. Make a list of sick units then Pick each machines stoppages data and start analysing. Stoppages timing is also important. Analyse from all angles to understand reason. Try to reach the root cause If the analysis approach is correct one will get on to the problem core. Remove the causes and review performance for improvement. Address one by one and list of sick units shall become smaller.

1-Analysis of data. 2- Work on low hanging fruits with major impact. 3- Attack on the chronic issue. 4- Hold the gains of implemented actions.