10 Overall Equipment Effectiveness

7/29/2019 10 Overall Equipment Effectiveness

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Lean Six Sigma Operational - Delegate Workbook

SSG06101ENUK - OEE/Issue 1.1 / April 2008 1 ©The British Standards Institution 2008

Overall EquipmentEffectiveness

2

SSG06101ENUK – Delegate Slides/Issue 1.1/ April 2008

Industry has traditionally used Labour Efficiency to

set targets for Numbers produced per day andmeasure performance.

itemperTimeStd

timeShiftsizeCrew Target

××××====

This is appropriate for manual processes. Except that itinduces all kinds of bad behaviours.

Target

ProducedNo.Efficiency =

Manufacturing Losses





3


Manufacturing Losses

• For machine based processes this efficiency

measure is inappropriate:

Emphasis is focused on Labour

The target becomes a quota; either easy, too hard or

occasionally just right

Machines breakdown or run at a particular speed

regardless of how many people are in attendance or

how hard they work

Machine downtime is lost once labour is redeployed

Overall EquipmentEffectiveness (OEE)A Better Metric





5


• Developed By The Japanese Institute of Plant

Maintenance (JIPM) in 1971,to overcome

“Manufacturing Chaos” such as:

Plant Availability

Plant Performance (which includes people’s

performance if relevant)

Quality Levels

Overall Equipment Effectiveness (OEE)

6


What’s OEE for:

• Performance measurement

• Identifying and understanding losses

• To make us think about how to reduce losses

and ultimately eliminate losses

• Who?

• Production

• Engineering

• QA, Engineering, etc





7


8


Who uses OEE?

• All the “Big Players” such as “Ford” use OEE as a

performance indicator, and it is generally

accepted that:

An OEE of 85% is a “World Class” Performance

• Companies working out their OEEs for the first

time are taken aback by 20-30% performance





9


How does OEE drive improvement?

• Local Metric – its for the shop floor and productionsupervision to measure performance and look forimprovement opportunities

Keep Graph Overall and 3 contributors at Gemba – supportwith Cause and Effect Diagrams & Action lists. Part of aVisual Management System

Does the workforce get the most from the plant? Is a fairquestion

• Production Engineering often “own” the plant. What’s thebottle neck process? Can it be speeded up? Why does theplant produce defects? Why do minor stoppages occur?Often a big contributor - count them

10


How does OEE drive improvement?

• Maintenance – Spares holding and positioning.Fitter availability. Preventative maintenance.Change over time reduction (not frequencyreduction)

• SMED for change over:

External Activities get ready: materials, tools, parts,information

Internal – Speed up – quick release couplings etc

Write SOPs so people know what they are doing





11


But

• Don’t forget schedule attainment – high OEE

making something a customer doesn’t want is

waste

• OEE plant wide is an average nonsense. Target

critical machines – Bottle necks then Pareto

• Don’t make OEE an end in itself, be sensible with

cost of improvements ie large cost vs small gainwould be counterproductive waste

12


Record OEE data over a period of several weeks (or days):

Week No Availability Performance Quality OEE

1 0.80 0.80 0.99 0.63

2 0.90 0.85 0.98 0.75

3 0.85 0.87 0.98 0.72

4 0.70 0.92 0.99 0.64

5 0.75 0.89 0.97 0.65

6 0.95 0.92 0.90 0.79

7 0.92 0.85 0.96 0.75

What target? Best of best





13


Note the Best recording for “Availability”:


1 0.80 0.80 0.99 0.63

2 0.90 0.85 0.98 0.75

3 0.85 0.87 0.98 0.72

4 0.70 0.92 0.99 0.64

5 0.75 0.89 0.97 0.65

6 0.95 0.92 0.90 0.79

7 0.92 0.85 0.96 0.75


14


Note the Best recording for “Performance”:


1 0.80 0.80 0.99 0.63

2 0.90 0.85 0.98 0.75

3 0.85 0.87 0.98 0.72

4 0.70 0.92 0.99 0.64

5 0.75 0.89 0.97 0.65

6 0.95 0.92 0.90 0.79

7 0.92 0.85 0.96 0.75






15


Note the Best recording for “Quality”:


1 0.80 0.80 0.99 0.63

2 0.90 0.85 0.98 0.75

3 0.85 0.87 0.98 0.72

4 0.70 0.92 0.99 0.64

5 0.75 0.89 0.97 0.65

6 0.95 0.92 0.90 0.79

7 0.92 0.85 0.96 0.75


16


Apply the “Best of the Best”:


1 0.80 0.80 0.99 0.63

2 0.90 0.85 0.98 0.753 0.85 0.87 0.98 0.72

4 0.70 0.92 0.99 0.64

5 0.75 0.89 0.97 0.65

6 0.95 0.92 0.90 0.79

7 0.92 0.85 0.96 0.75

0.95 0.92 0.99 0.87






17



• The “Best of the Best” indicate what ispossible & the question asked is:

Why this OEE performance is not achieved all

the time?

The Best of Best can be a short term target but

if OEE is low we’ll need to get beyond this

Often - in the short term there is no target.OEE is a diagnostic Tool - we’ll see what weget - understand root causes and set targetsfor improvement

18


An example

• OEE at ……………….

• Consider the 3 components of OEE…….





19


% Plant Availability = Planned Runtime - Downtime x 100Planned Runtime

Availability

20


Planned Run Time• Shift duration

days 07:15 - 17:00 = 9 hrs 45 mins

shifts 06:00 - 14:00; 14:00 - 22:00 = 8 hrs

add in Overtime

• Breaks

Tea Break 15 mins

Lunch Break 30 mins

• Down Time

Change Overs

Stoppages - more than 10mins

45 mins

We know that teammeetings,

walking to breaks,

washing, etc will eat intoOEE. Remember that

85% is a world class

auto factory wherelockers, canteen ,etc are

lineside.

If on shifts planned runtime is 7hrs 15mins.

435minutes





21


Down Time

• The plant suffered:

• 3 minor breakdowns less than 10 minutes – these

are neglected ~(counted as performance)

• A major breakdown of 1 hour

22


Availability

%3.86100

435

60435

%100eRunningTim

DownTimeTimeRunning

====××××−−−−

====

××××−−−−

====

ty Availabili

ty Availabili





23


Machine Run Rate

• Determine the “Machine Run Rate”………..

• Time the number of items produced by the machine in a minute…………...

• The plant has been timed at producing 8 off items per minute,therefore…………

Machine Run Rate = 1 minute / 8

Machine Run Rate = 0.125 minutes

• Remember: Full Speed – no allowances

24


Performance

• Suppose in the day we produced 1200 items

• % Performance = Machine Run rate x Processed Amount x 100

Operating Time

ie .125 mins / Unit x 1200 Units x 100

435-60 mins

% Performance = 56.25%





25


Amount.Processed

100xAmountDefective-AmountProcessed====

ProductsTime

FirstRightof%

Quality - Right First Time

• Suppose 40 items (of the 800) failed inspection

and were scrapped:

%95800

100x40-800========

ProductsTimeFirstRightof%

26


Overall OEE

• Why did the breakdown occur?

• Why did it take an hour to fix?

Did the fitter turn up quickly? Did he have the part needed forrepair to hand?

• Did the crew take a break when the machine was down(rather than at the “appointed time” when it was back upagain)?

• What can be done to reduce a 5% scrap rate?

%12.46955625863.

%100

====××××××××====

××××××××××××====

. .OEE

Qualitye Performanc ty AvailabiliOEE





27


Golden Rules

• OEE is about Machines NOT people

• OEE cannot exceed 100%

• 85% is World Class - Car Factory

• USE OEE to identify & correct Manufacturing

• “Weaknesses”

• Ask What if…

28


A Data Collection FormPLEASE PRINT ALL ENTRIESCLEARLY - THANK YOU. DAILY or SHIFT DATA CAPTURE FORM AND OEE CALCULATION

Date / Shift Store/Product Machine: Operation: Cell:

* Breaks (45 mins), PM, CI, D=B-A-C Minutes/Piece

A: Shift Start Time B: Shift EndTime C: Agree Down Time* D: Running Time (Mins) E:Machine Rate:

Type of

Event No. Spare Loss Comments/details of Breakdown Losses (including parts used)

(code) for codes E11, E12 & E 13.

G: Good RoundsPacked in Shift:D - F J divided by D x100 Ex (G+H) divided by J x 100 G divided by (G+H)

H: Rounds Scrapped J: Operating Time: Availability : Performance: Right First Time

Availability x Performance x Right First Time (As Decimals)

OEE :

LOSS CODES

A. 'Material & Tool Losses B. Labour Losses C. 'PlannedLosses E. 'Machine LossesSupplier Quality Headcount CI Activities Planned not to run Breakdown losses Idling & Minor StoppagesA 11P art s unus ab le B 11 N o Labour Av a il ab leC11 Cont inuous Improv emen t C41 5C / 5S A ct iv it ies E11S udden mechan ic al f a il ure * E41 B reak dow n of p rev ious mach ineA 12 Tooling unusable C12 Meeting C42 Pr oces s / Tool Change Over E12 S udden electric al failure * E42 Breakdow n of subs equent mac hine

C43 Clean down machine E13 PLCor software systemfai lure * E43 Component jamming / remove &resetDelivery D. ' MethodLosses Planned Maintenance ActivitieC44 Change process lubricant E14 Misc (please specify)A21 Waiting for material Duplication C21 Scheduled PPMactivities Start up Losses

A22 Wait ing for tool ing D11 Operation repeated De velopme nt Se t-up adjustment loss es E61 Machine not stable on start-upC51 Training E21 Setting / Adjustments

DurationStart Time

Downtime

End Time

F: Total Duration of Lost Time (mins)





29


So let’s work another one through…

• Your shift runs 06:00 to 14:00

• You have 1 x15 minute break and 1 x 30 minute break during the shift

• During the shift you had two plant failures of 30 minutes and 45 minutesrespectively which stopped production. A Spare had to be fetched for thesecond repair

• You produced 2000 items

• The machine speed is 10 items per minute

• 10 of these were reject, and had to be scrapped (rework would count too -not right first time)

• Please calculate the availability, performance, quality efficiency, and theoverall OEE

30


PLEASE PRINT ALL ENTRIES CLEARLY - THANK YOU. DAILY or SHIFT DATA CAPTURE FORM AND OEE CALCULATION

Date / Shift Store/Product Machine: Operation: Cell:19/10/2004 Rarden case Our Machine closing Main manf plant area 5


A: Shift Start Time B: Shift End Time C: Agree Down Time* D: Running Time (Mins) E:Machine Rate:: : mns rs mns = mns . mnu e/ em

Type ofEvent No. Spare Loss Comments/details of Breakdown Losses (including parts used)


1 09:45 E11 jammed cap feeder

2 11:45 E11 jammed cap feeder spare fetched fromFitter's store

G: Good Rounds Packed in Shift: 2000

D - F J divided by D x100 Ex (G+H) divided by J x 100 G divided by (G+H)

H: Rounds Scrapped 10 J: Ope ra ti ng Time : 360 mins Ava ila bility : 82.70% Pe rforma nce : 55. 8% Right First Time 99.5%


OEE : 45.90%

LOSS CODES

A. 'Material & Tool Losses B. Labour Losses C. 'PlannedLosses E. 'Machine LossesSupplier Quality Headcount CI Activities Planned not to run Breakdown losses Idling & Minor StoppagesA 11 Part s unus ab le B 11 No Labour A va ilabl C11 Cont inuous Imp rovement C41 5C / 5S A c ti vi ti es E11S udden mechan ic al f ail ur e * E41 B reakdow n of p revious mach ineA12 Tooling unusable C12 Meeting C42 Process / Tool Change Over E12 Sudden electrical failure * E42 Breakdow n of subsequent machine

C43 Clean down machine E13 PLC or software systemfailure * E43 Component jamming / remove & resetDelivery D. ' MethodLosses Planned Maintenance Activiti C44 Change process lubricant E14 Misc (please specify)A21 Waiting for material Duplication C21 Scheduled PPMactivities Start up LossesA22 Wai ting for tooling D11 Operation repeated Development Set-up adjustment losses E61 Machine not stable on start-up

C51 Training E21 Setting / Adjustments

Downtime

End Time


09:15

11:00

Start Time Duration

30 mins

45 mins

75 mins





31



Date / Shift Store/Product Machine: Operation: Cell: / / ar en case apper appng rp

rea s ( mns , , I, = - - nu es/ ece

A: Shift Start Time B: Shift End Time C: Agree Down Time* D: Running Time (Mins) E:Machine Rate:: : mns rs mns = mns . mnu e/case

Type of



1 09:45 E11 jammed feeder

2 11:45 E11 jammed feeder spare fetched fromFitter's store

G: Good RoundsPa cked in Shift: 2000


H: RoundsS crapped 10 J: Ope ra ti ng Ti me : 360 mi ns Ava il abi li ty : 82. 70% Pe rforma nce : 55. 8% Ri ght Fi rst Ti me 99. 5%


OEE : 45.90%

LOSS CODES

A. 'Material & Tool Losses B. Labour Losses C. 'PlannedLosses E. 'Machine LossesSupplier Quality Headcount CI Activities Planned not to run Breakdown losses Idling & Minor StoppagesA 11 Part s unus ab le B 11 No Labour A va ilabl C11 Cont inuous Improvement C41 5C / 5S A c ti vi ti es E11S udden mechan ic al f ail ur e * E41 B reakdow n of p revious mach ineA12 Tooling unusable C12 Meeting C42 Process / Tool Change Over E12 Sudden electrical failure * E42 Breakdow n of subsequent machine

C43 Clean down machine E13 PLC or software systemfailure * E43 Component jamming / remove & resetDelivery D. ' MethodLosses Planned Maintenance Activiti C44 Change process lubricant E14 Misc (please specify)A21 Waiting for material Duplication C21 Scheduled PPMactivities Start up Losses

A22 Wai ting for tooling D11 Operation repeated Development Set-up adjustment losses E61 Machine not stable on start-upC51 Training E21 Setting / Adjustments

Downtime

End Time


09:15

11:00

Start Time Duration

30 mins

45 mins

75 mins

435 - 75 =360mins

32



Date / Shift Store/Product Machine: Operation: Cell:19/10/04 Rarden case ADL Capper Capping Grp 4

* Breaks (45 mins), PM, CI, D=B-A-C Minutes/PieceA: Shift Start Time B: Shift EndTime C: Agree Down Time* D: Running Time (Mins) E:Machine Rate:

06:00 14:00 45mins 7hrs 15 mins = 435 mins 0.1 minute/case

Type of




2 11:45 E11 jammed cap feeder spare fetched from Fitter's store


D - F J divided by D x100 E x (G+H) divided by J x 100 G divided by (G+H)

H: Rounds Scrapped 10 J: Ope ra ting Time : 360 mins Ava ila bility : 82.70% Pe rforma nce : 55.8% Right First Ti me 99.5%

Availability x Perfor mance x Right First Time (As Decimals)

OEE : 45.90%

LOSS CODES

A. 'Material & Tool Losses B. Labour Losses C. 'Planned Losses E. 'Machine LossesSupplier Quality Headcount CI Activities Planned not to run Breakdown losses Idling & Minor StoppagesA 11 Part s unus ab le B 11 No Labou r A va il ab l C11 Cont inuous I mprovement C41 5C / 5S A ct iv it ies E11S udden mechan ic al f ail ur e * E41 Br eakdow n o f p revi ous mach ineA12 Tooling unusable C12 Meeting C42 Process / Tool Change Over E12 Sudden electrical f ailure * E42 Breakdow n of subsequent machine

C43 Clean down machine E13 PLC or software systemfailure * E43 Component jamming / remove & resetDelivery D. ' MethodLosses Planned Maintenance Activiti C44 Change process lubricant E14 Misc (please specify)A21 Waiting for material Duplication C21 Scheduled PPMactivities Start up LossesA22 Wai ting for tooling D11 Operation repeated Development Set-up adjustment losses E61 Machine not stable on start-up


Downtime

End Time


09:15

11:00

Start Time Duration

30 mins

45 mins

75 mins

360/435x100= 82.7%





33





A: Shift Start Time B: Shift End Time C: Agree Down Time* D: Running Time (Mins) E:Machine Rate:06:00 14:00 45mins 7hrs 15 mins = 435 mins 0.1 minute/case

Type of







H: Rounds Scrapped 10 J: Ope ra ting Time : 360 mi ns Ava ila bility : 82. 70% Pe rforma nce : 55.8% Right First Time 99.5%

Availab ility x Perfo rmance x Right First Time (As Decimals)

OEE :45.90%

LOSS CODES

A. 'Material & Tool Losses B. Labour Losses C. 'PlannedLosses E. 'Machine LossesSupplier Quality Headcount CI Activities Planned not to run Breakdown losses Idling & Minor StoppagesA 11 Part s unus ab le B 11 No Labou r Av ai labl C11 Cont inuous I mprovement C41 5C / 5S Ac ti vit ies E11S udden mechan ic al f ai lu re * E41 B reak dow n of p revious mach ineA12 Tooling unusable C12 Meeting C42 Process / Tool Change Over E12 Sudden electrical f ailure * E42 Breakdow n of subsequent machine

C43 Clean down machine E13 PLCor software system fai lure * E43 Component jamming / remove & resetDelivery D. ' MethodLosses Planned Maintenance ActivitieC44 Change process lubricant E14 Misc (please specify)A21 Waiting for material Duplication C21 Scheduled PPMactivities Start up LossesA22 Wai ting for tool ing D11 Operation repeated Development Set-up adjustment losses E61 Machine not stable on start-up


Downtime

End Time


09:15

11:00

Start Time Duration

30 mins

45 mins

75 mins

0.1x(2000+10)/360

x100 = 55.8%

34



Date / Shift Store/Product Machine: Operation: Cell: / / ar en case apper appng rp

rea s ( mns , , I, = - - nu es/ eceA: Shift Start Time B: Shift End Time C: Agree Down Time* D: Running Time (Mins) E:Machine Rate:

: : mns rs mns = mns . mnu e/case

Type of









OEE : 45.90%

LOSS CODES

A. 'Material & Tool Losses B. Labour Losses C. 'PlannedLosses E. 'Machine LossesSupplier Quality Headcount CI Activities Planned not to run Breakdown losses Idling & Minor Stoppages

A 11 Part s unus ab le B 11 No Labou r Av ai labl C11 Cont inuous I mprovement C41 5C / 5S Ac ti vit ies E11S udden mechan ic al f ai lu re * E41 B reak dow n of p revious mach ineA12 Tooling unusable C12 Meeting C42 Process / Tool Change Over E12 Sudden electrical f ailure * E42 Breakdow n of subsequent machine



Downtime

End Time


09:15

11:00

Start Time Duration

30 mins

45 mins

75 mins

2000/(2000+10)x100





35





A: Shift Start Time B: Shift End Time C: Agree Down Time* D: Running Time (Mins) E:Machine Rate:06:00 14:00 45mins 7hrs 15 mins = 435 mins 0.1 minute/case

Type of









OEE : 45.90%

LOSS CODES


A 11 Part s unus ab le B 11 No Labou r Av ai labl C11 Cont inuous I mprovement C41 5C / 5S Ac ti vit ies E11S udden mechan ic al f ai lu re * E41 B reak dow n of p revious mach ineA12 Tooling unusable C12 Meeting C42 Process / Tool Change Over E12 Sudden electrical f ailure * E42 Breakdow n of subsequent machine



Downtime

End Time


09:15

11:00

Start Time Duration

30 mins

45 mins

75 mins

0.827x0.558x0.995x100=45.9%

36


A picture is worth a thousandwords

Our Plant OEE

0

20

40

60

80

100

0 10 20 30

Day

O E E

OEE

Availability

Performance

Quality

Plot The Result

on the board

supplied





37


Store/Product: Machine: Month:

Day Availability % Performance % Right First Time % OEE %

1

2

3

4

5

6

7

8

9

10

11

Overall Equipment Effeciveness (OEE) Log Sheet

Maintain a log sheet to showdetail Whole day break

downs:Availability: 0

OEE= 0%(Provided we would have used plant

if it had been up.)

0 0

38


Store/Product: Machine: Month:

Day Availability % Performance % Right First Time % OEE %

1

2

3

4

5

6

7

8

9

10

11

Overall Equipment Effeciveness (OEE) Log Sheet

Maintain a log sheet to showdetail

To Office at Month End Please to includeAverage in KPI’s

-When we didn’t use it and we didn’twant to. I.e. Weekends with no O/T

planned

- -





39


Golden Rule

• Cells will be encouraged to ask “What if”………….

• What if we did not have to wait for an Fitter?

• What if we did not have to wait for a spare part?

• What if we had a breakdown mid morning break and took

our break then rather than waiting for the right time?

• What if the plant is running and we took a break by splitting

the shift?

• What if we developed a Capital Case to replace the plant?

40


Let’s try to answer some of thesequestions• Let’s remove the some of the Unplanned

Downtime (waiting for Fitter 15 mins & waiting for

spare to be fetched 15 mins, total = 30 mins)

• Downtime is reduced to from 75 to 45 mins………

• And if we assume an extra 120 items could be

produced increasing our output from 2000 to

2120……………..





41



Date / Shift Store/Product Machine: Operation: Cell: / / arden case our pan appng rp

* Breaks (45 mins), PM, CI, D=B-A-C Minutes/PieceA: Shift Start Time B: Shift End Time C: Agree Down Time* D: Running Time (Mins) E:Machine Rate:

06:00 14:00 45mins 7hrs 15 mins = 435 mins 0.1 minute/case

Type of




2 11:30 E11 jammed feeder spare fetched from Fitter's store

G: Good RoundsP acked in Shift: 2120


H: RoundsS crapped 10 J: Ope ra ti ng Ti me : 390 m ins Ava il abi li ty : 89 .70% Pe rfor ma nce : 54. 6% Ri ght Fi rst Ti me 99. 5%

Availab ility x Performance x Right First Time ( As Decimals)

OEE : 48.70%

LOSS CODES

A. 'Material & Tool Losses B. Labour Losses C. 'Planned Losses E. 'Machine Lossesupp er ua y ea coun c v es anne no o run rea own osses ng nor oppages

A11 Par ts unusable B11 No Labour Avai lableC11 Continuous Improvement C41 5C/ 5S Ac tivi ties E11 Sudden mechanical f a ilure * E41 Breakdown of prev ious machineoo ng unusa e ee ng rocess / oo ange ver udden e ec r ca fa ure * rea dow n of su sequen mac ne

C43 Clean down machine E13 PLC or software systemfailure * E43 Component jamming / remove & resete ve ry D. ' MethodLosses an ne a n e na nc e c v e ange pr oc es s u r c an sc ( pease s pec fy

a ng for maera Duplication c e du e d a c v e s Start up Lossesa n g for oo ng pera on repea ed eve opmen e -up a u s men osses a c n e n o s a e on s a r - up

ranng e ng / dusmens

Duration

15 mins

30 mins

45 mins

Start Time

Downtime

End Time


09:15

11:00

390/435x100= 89.7%

42


PLEASE PRINT ALL ENTRIES CLEARLY - THANK YOU. DAILY or SHIFT DATA CAPTURE FORM AND OEE C ALCULATION

Date / Shift Store/Product Machine: Operation: Cell:an / / arden case our p an appng p an

* Breaks (45 mins), PM, CI, D=B-A-C Minutes/PieceA: Shift Start Time B: Shift End Time C: Agree Down Time* D: Running Time (Mins) E:Machine Rate:

06:00 14:00 45mins 7hrs 15 mins = 435 mins 0.1 minute/item

Type of




2 11:30 E11 jammed feeder spare fetched fromFitter's store

G: Good RoundsPacked in Shift: 2120


H: RoundsScrapped 10 J: Op era ti ng Ti me : 39 0 m ins Ava il abi li ty : 89. 70 % P erfor ma nce : 54. 6% Ri gh t Fi rst T ime 99. 5%


OEE : 48.70%

LOSS CODES

A. 'Material & Tool Losses B. Labour Losses C. 'Planned Losses E. 'Machine Lossesupp er ua y ea coun c v es anne no o run rea own osses ng nor oppages

A11 Par ts unusable B11 No Labour Avai lableC11 Continuous Improvement C41 5C/ 5S Ac tivi ties E11 Sudden mechanica l f a ilure * E41 Breakdown of prev ious machineA12 Tooling unusable C12 Meeting C42 Process / Tool Change Over E12 S udden electrical failure * E42 Breakdow n of subsequent mac hine

ean dow n mac ne or s of w a re s ys e mf a ure * omponen a mm ng / r emove r es eDelivery D. ' MethodLosse s Planned Maintenance ActivitieC44 Change process lubricant E14 Misc (please specify)

a ng for maera u p c a o n c e du e d a c v e s ar up osses

A22 W ai ting f or t oo ling D11 O perat ion repeat ed Development Set-up adjustment losses E61 Machine not stable on start-upranng e ng / dusmens

Duration

15 mins

30 mins

45 mins

Start Time

Downtime

End Time


09:15

11:00

0.827x0.558x0.995x100

=48.7%





43


Outcome

• We can see an improvement of 7% on Machine

Availability and an increase of 2.8% on OEE

• These are small theoretical increases, but they

cannot be discounted……………………………….

• Many small gains all add up

44


More what ifs

• The obvious questions arise……………………….

• Why can’t we have more fitters?

• Why not keep a spare part on the job?

• Can we take breaks nearer the job?

• Can we have a extra hand at break times to make

splitting easier?





45


What about a new Machine?

46





A: Shift Start Time B: Shift EndTime C: Agree Down Time* D: Running Time (Mins) E:Machine Rate:06:00 14:00 45mins 7hrs 15 mins = 435 mins 0.1 minute/case

Type of




D - F J div ided by D x100 Ex (G+H) div ided by J x 100 G div ided by (G+H)

H: Rounds Scrapped 10 J: Operating Time: 435 Availability : 100.00% Pe rformance: 63.9% Right First Time 99.5%


OEE : 63.50%

LOSS CODES

A. 'Material & Tool Losses B. Labour Losses C. 'PlannedLosses E. 'Machine LossesSupplier Quality Headcount CI Activities Planned not to run Breakdown losses Idling & Minor StoppagesA 11 Pa rt s un us ab le B 11 No L ab ou r Av ai la bl C 11 Co nt in uo us I mp ro ve me nt C4 1 5 C / 5S A ct iv it ie s E1 1 S u dd en me ch an ic al f ai lu re * E4 1 B re ak do w n of p r ev io us m ac hi neA12 Tooling unusable C12 Meeting C42 Proc ess / Tool Change Ov er E12 Sudden elec tric al failure * E42 Breakdow n of subs equent machine

ean dow n mac ne or s o w a re s ys e m a u re omponen amm ng / r emov e r es eDelivery D. ' MethodLosses Planned Maintenance Activiti C44 Change process lubricant E14 Misc (please specify)

A21 Waiting for material Duplication C21 Scheduled PPMact ivities Start up LossesA22 Wai ti ng for too li ng D11 Opera ti on repea ted Development Set-up adjustment losses E61 Machine not stable on start-up


Duration

0 mins

Start Time

Downtime

End Time


435/435x100= 100%





47



ate t tore ro uct ac ne: perat on: e :19/10/04 Rarden case ADL Capper Capping Grp 4



Type of







OEE :63.50%

LOSS CODES


A 11 Pa rt s un us ab le B 11 No L ab ou r Av ai la bl C 11 Co nt in uo us I mp ro ve me nt C4 1 5 C / 5S A ct iv it ie s E1 1 S u dd en me ch an ic al f ai lu re * E4 1 B re ak do w n of p r ev io us m ac hi neA12 Tooling unusable C12 Meeting C42 Proc ess / Tool Change Ov er E12 Sudden elec tric al failure * E42 Breakdow n of subs equent machine

ean dow n mac ne or s o w a re s ys e m a u re omponen amm ng / r emov e r es eDelivery D. ' MethodLosses Planned Maintenance Activiti C44 Change process lubricant E14 Misc (please specify)

A21 Waiting for material Duplication C21 Scheduled PPMact ivities Start up LossesA22 Wai ti ng for too li ng D11 Opera ti on repea ted Development Set-up adjustment losses E61 Machine not stable on start-up


Duration

0 mins

Start Time

Downtime

End Time


Record shift

48




rea s ( mns , , I, = - - nu es/ ece


Type of







OEE : 63.50%

LOSS CODES

A. 'Material & Tool Losses B. Labour Losses C. 'PlannedLosses E. 'Machine LossesSupplier Quality Headcount CI Activities Planned not to run Breakdown losses Idling & Minor StoppagesA 11 Pa rt s un us ab le B 11 No L ab ou r Av ai la bl C 11 Co nt in uo us I mp ro ve me nt C4 1 5 C / 5S A ct iv it ie s E1 1 S u dd en me ch an ic al f ai lu re * E4 1 B re ak do w n of p r ev io us m ac hi neA12 Tooling unusable C12 Meeting C42 Proc ess / Tool Change Ov er E12 Sudden elec tric al failure * E42 Breakdow n of subs equent machine

C43 Clean down machine E13 PLC or software systemfai lure * E43 Component jamming / remove & resete v ery D. ' MethodLosses anne an enance c v C44 Change process lubricant E14 Misc (please specify)

A21 Waiting for material up ca o n C21 Scheduled PPMact ivities ar up osses

a ng or oong pera on repea ed eve opmen e -up a u s men osses a c n e n o s a e on s a r - upC51 Training E21 Setting / Adjustments

Duration

0 mins

Start Time

Downtime

End Time


0.1x(2750+10)/435x100

= 63.9%




49


What about a new machine?

• We can see an improvement of 17% on Machine

Availability and an increase of 18% on OEE

• We would break manufacturing records:

Allow delivery to customer to promise

make better use of Labour

watching a broken machine has to be unfulfilling as well as a

waste

• There would be a payback for the capital investment

• First we need some data show how bad things are

50


OEE is:

• A tool for Cells to record and then identify wheretheir Manufacturing weaknesses are, and torectify these by CI Meetings, seeking assistancefrom Engineering, QA and Finance or other

departments where necessary.

Documents

10 Overall Equipment Effectiveness