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P&BP&B
TT WhatWhat??
TTRRSS
TT RR SS““TTaux de aux de RRendement endement
SSynthetique”ynthetique”
A A new waynew way to measure to measure overall line efficiency overall line efficiency in a in a consistentconsistent & & comparablecomparable way way across sites & across sites &
technologiestechnologies
The measure is to be used as a basis for The measure is to be used as a basis for continuous continuous improvement improvement && investment decisions investment decisions inin Masterfoods Masterfoods
EuropeEurope
it’s a French thing!!!it’s a French thing!!!
““TTaux de aux de RRendement endement SSynthetique”ynthetique”
Some Translations...Some Translations...“Simple yield rate” BD
“Consolidated effectiveness measure” HF
“Global efficiency measure” MG
“Ratio efficiency condensed” ED
Efficiency ChallengesEfficiency Challenges
Site Based MeasuresSite Based Measures (a*(b-c))/100=Eff.(a*(b-c))/100=Eff.
We need to remove interpretation & allowances We need to remove interpretation & allowances & create a global measure that is accepted!& create a global measure that is accepted!
””OK” ???OK” ???
“NoNo, it’s, (a/b)-c*100!!”
Actual Tonnes Produced Actual Tonnes Produced Associate Paid Hours * Theoretical Line CapacityAssociate Paid Hours * Theoretical Line Capacity
TRS definitionTRS definition
Cause for debate?Cause for debate?
THEORETICAL LINE CAPACITYTHEORETICAL LINE CAPACITYThe Bottleneck defined capacity, Using A30 @ Plan MixThe Bottleneck defined capacity, Using A30 @ Plan Mix
The overall line efficiency is based on the The overall line efficiency is based on the following assumption:following assumption:
TRS assumptionTRS assumption
Working time is counted as defined by the Working time is counted as defined by the line's shift pattern, but maintenance & line's shift pattern, but maintenance & cleaning activities which take place cleaning activities which take place outside of the shift pattern are also outside of the shift pattern are also included. A very simple picture for the included. A very simple picture for the counted working time is the time between:counted working time is the time between:"switching the lights in the factory on and "switching the lights in the factory on and off"off"
TRS definitionTRS definition
ASSOCIATE PAID HOURS = All time that associates are on the line,ASSOCIATE PAID HOURS = All time that associates are on the line,No exception for:No exception for:
Cleaning,Cleaning,Start-up,Start-up,Shutdown,Shutdown,Changeovers,Changeovers,P.M.’s.P.M.’s.
Only allowance is for:Only allowance is for:Holidays,Holidays,Demand,Demand,Major engineering.Major engineering.
4 x 8 20Shifts 160 Paid Hours
Opening Time 160
Less Fixed Activities
Start Up 3
Maintenance 4 13 147
Cleaning 6
Less Losses in Running Time
Flexibility
Changeovers )
Product Mix ) 3% 4.4 142.6
Weekly Cycle )
Effi ciency
Plant Uptime 85% 21.4 121.2
TRS = 121.2 = 75%
160
TRS Example #1
TRSTRS
TRS Example #2TRS Example #2
EfficiencyEfficiency
Start-upStart-up CleanCleanRunRun MaintainMaintain
3 hrs3 hrs 129 hrs129 hrs 8 hrs8 hrs4 hrs4 hrs
144 hrs144 hrs
Line runs for 100 hours (some breakdowns, changeovers, Line runs for 100 hours (some breakdowns, changeovers, etc.)etc.)
•Efficiency=100/129=78%Efficiency=100/129=78%
•TRS=100/144=69% (the line is crewed for five days per TRS=100/144=69% (the line is crewed for five days per week, with one day of cleaning/maintenance)week, with one day of cleaning/maintenance)
168 hrs/week168 hrs/week
Lights offLights offon on
SundaysSundays
Kaizan, Kaizan, SMED, etc.SMED, etc.
TRS breakdown time reportingTRS breakdown time reporting
MaximuMaximum m
availablavailable TRS e TRS 100%100%
TRS 40%TRS 40%
60% 60% ‘Opportuni‘Opportuni
ty’ty’
20% 20% ‘‘Fixed’Fixed’
5% 5% FlexibilitFlexibilit
yy
De-De-complexitycomplexity
20% 20% BottlenecBottlenec
kk
?Capital ?Capital InvestmeInvestmentnt
15% 15% ReliabilityReliability Mtce/Mtce/
engineeringengineering
Reporting Reporting StandardisationStandardisationBENCHMARK AGAINST PERFECTION
Site: aaa Line: xxx – Period 6 to Period 9 2001
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
% of use
Uncrewed losses 33,4%
Scheduling losses (low
demand, ch-o, pack mix)
8,1%
Operations losses - planned
(PM's, cleaning)
2,4%
Operations losses -
unplanned (breakdowns,
scrap&rework)
8,3%
Actual produced 47,8%
1
TRS - GLOBAL
VERSUS PLAN OBJ ECTIVESite: aaa Line: xxx From P6W1 to P9W4 2001
60%
65%
70%
75%
80%
85%
90%
95%
100%
% of use
Scheduling losses (low demand,ch-o, pack mix)
12,1%
Operations losses - planned(PM's, cleaning)
3,5%
Operations losses - unplanned(breakdowns, scrap&rework)
12,5%
Actual = TRS 71,8%
1
TRS - DETAI LS
VERSUS OPERATI ONAL OBJ ECTI VESite: aaa Line: xxx P9w4
60%
65%
70%
75%
80%
85%
90%
95%
100%
% of use
Scheduling speed losses (pack-mix)
4,6%
Scheduling downtime (ch-o,materials unavailable)
7,5%
Planned Operations speedlosses (PM's wrappingmc's)
0,9%
Planned Operations downtime(PM's line, cleaning)
2,7%
Reliability speed/lanes losses 4,9%
Reliability downtime 3,4%
Scrap/rework 3,8%
Unexplained 0,4%
Actual =TRS 71,8%
1
MAPP/IPS to be used as the MAPP/IPS to be used as the reporting platform across reporting platform across Snackfoods Snackfoods ??????
In In SummarSummar
yy
EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency
encyency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency Efficiency Efficiency EfficieEfficie
EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency
encyency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency Efficiency Efficiency EfficieEfficie
EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency
encyency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency Efficiency Efficiency EfficieEfficie
EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency
encyency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency Efficiency Efficiency EfficieEfficieEfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency
encyency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency Efficiency Efficiency EfficieEfficie
EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency
encyency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency Efficiency Efficiency EfficieEfficie
EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency
encyency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency Efficiency Efficiency EfficieEfficie
EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency
encyency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency Efficiency Efficiency EfficieEfficieEfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency
encyency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency Efficiency Efficiency EfficieEfficie
EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency
encyency EfficiencyEfficiency EfficiencyEfficiency EfficiencyEfficiency Efficiency Efficiency EfficieEfficie
TRSTRSGlobal Global measuremeasure
Plant
Plant
potentia
l
potentia
l
Non-detailNon-detail
TRS is a tool to measure efficiencyTRS is a tool to measure efficiency
• Breakdown of equipmentBreakdown of equipment• Speed of the lineSpeed of the line• Changeover timesChangeover times
BUT...BUT...
• Start-up/shutdown timesStart-up/shutdown times• MaintenanceMaintenance• CleaningCleaning
It is not intended to be the sole measure and it It is not intended to be the sole measure and it must be used in context of a bigger picturemust be used in context of a bigger picture
Customer ServiceCustomer Service
ProductivityProductivity
CNBCNB
ATSATS
MFIMFI
MCC/LCCMCC/LCC
Open PointsOpen Points
How do we standardise hours for activities?, e.g. How do we standardise hours for activities?, e.g. a partial crew cleaning at weekends?a partial crew cleaning at weekends?
What if we contract-out cleaning/maintenance What if we contract-out cleaning/maintenance activities?activities?
What about non-continuous lines (3 shift What about non-continuous lines (3 shift operation) using a shared technician pool? operation) using a shared technician pool?
What is the TRS of a batch process?What is the TRS of a batch process?
How do we measure the efficiency of non-How do we measure the efficiency of non-bottleneck activities?bottleneck activities?
PB&APB&A
Back-Back-upup
Spreadsheet TemplateSpreadsheet TemplateWEEKLY LINE EFFICIENCY INPUT REPORT input cells
SLOUGH BOUNTY MAIN LINE calc cells
copied cells
Site SLO COMMENTS
Technology Bounty Main line
Period 2
Week 2
SHIFTS LOST
Legal Restrictions 0 Defi nition as per A30
Weekend Not Working 6 Defi nition as per A30
Holidays 0 Defi nition as per A30
Shutdowns 0 Defi nition as per A30
Planned Maintenance 0 Defi nition as per A30
Cleaning 1.1 Defi nition as per A30
Changeovers 1.0 Defi nition as per A30
Other (Specif y) 0.5 Defi nition as per A30
Total 8.6
SHIFTS GAINED V STD PAID WEEK
Additional Shif ts (Specif y) Extensions to standard shif t pattern, f or production or cleaning or
maintenance, e.g. 3 shif t, 5 days increased by one shif t f or
maintenance outside normal crewing hours.
WEEK TONNES
Planned Productive Shif ts 15 Expected number of shif ts that are productive
Actual Production 179.7
Scheduled Production 244.4 Scheduled volume f or the week.
Sched Prod per shif t 16.3
Others = Weekly start ups
CAPACITY AND UTILIZATION WORKSHEET input cells
SLOUGH BOUNTY MAIN LINE calc cells
copied cells
Site : SLO Period 2
Technology Bounty Week 2 % Theor.
8 Hour Tonnes Tonnes Available
Shif ts Per Shif t Per Week Capacity
THEORETICAL AVAILABLE CAPACITY 21 16.87 354 100%
(Perf ection rate at Plan Mix)
Less… Those things which reduce output when running
Breakdowns/ Reliability 2.53 15.0%
Scrap/ Rework 0.17 1.0%
Other, specif y below *)1 0.02 0.1%
Standard Output per Shif t (at Plan Mix) 14.16 297 83.9%
CONTINUOUS CREWING
Theoretical Less: 21
Those equipment-related things which reduce the number of production shif ts
Shutdowns 0
Planned Maintenance 0
Cleaning 1
Changeovers 1
Other, specif y below 1
Continuous Crewing SOC 18 14.16 260 73.5%
MAXIMUM LEGAL CREWING
Theoretical Less: 21
Those equipment & legal-related things and legal which reduce the number of production shif ts
Legal Restrictions 0
Shutdowns 0
Planned Maintenance 0
Cleaning 1
Changeovers 1
Other, specif y below 1
Maximum Legal Crewing SOC 18 14.16 260 73.5%ContCont..
ACTUAL CREWING
Theoretical Less: 21
All things which reduce the number of production shif ts
Legal Restrictions 0
Weekends 6
Holidays 0
Shutdowns 0
Planned Maintenance 0
Cleaning 1
Changeovers 1
Other, specif y below 1
Actual Crewing SOC 12 14.16 176 49.5%
PAID CREWING
Theoretical Less: 21
Those shif ts which reduce crew availability
Legal Restrictions 0
Weekends 6
Holidays 0
Shutdowns 0
Additional Crewed Shif ts above standard shif t system 0
Paid Crewing SOC 15 14.16 212 59.9%
ACTUAL VOLUME PRODUCED 180 50.7%
SCHEDULE 244
UTI LI ZATI ON (as % Paid Crewing SOC) 84.6%
UTI LI ZATI ON (as % Actual Crewing SOC) 102.4%
% SCHEDULE ACHI EVED 136.0%
Actual Shif ts v Planned Shif ts 82.7%
*) 1 Usage on the Line
ContCont..
SFE EFFICIENCY REPORT 2001 input cells
Site : Slough calc cells
Line : Bounty copied cells
Period
Week 1 2 3 4
THEORETI CAL CAPACI TY Tonnes per shif t 17
(Perf ection rate at Plan Mix)
Standard Output per Shif t (at Plan Mix) 14
THEORETI CAL AVAI LABLE CAPACI TY Shif ts 21
Theoretical Capacity Tonnes per Week 354 0 0
CONTI NUOUS CREWI NG Shif ts 18
Continuous Crewing SOC Tonnes 260 0 0
Continuous Crewing Theoretical Tonnes 310 0 0
MAXI MUM LEGAL CREWI NG Shif ts 18
Maximum Legal Crewing SOC Tonnes 260 0 0
Maximum Crewing Theoretical Tonnes 310 0 0
ACTUAL CREWI NG Shif ts 12
Actual Crewing SOC Tonnes 176 0 0
Actual Crewing Theoretical Tonnes 209 0 0
PAI D CREWI NG Shif ts 15
Paid Crewing SOC Tonnes 212 0 0
Paid Crewing Theoretical Tonnes 253 0 0
ACTUAL VOLUME PRODUCED 180
SCHEDULE 244
UTI LI ZATI ON (as % Paid Crewing SOC) 84.6% #DI V/ 0! #DI V/ 0!
UTI LI ZATI ON (as % Actual Crewing SOC) 102.4% #DI V/ 0! #DI V/ 0!
TRS (% of Paid Crewing Theoretical Tonnes) 71.0% #DI V/ 0! #DI V/ 0!
TRS Potential 69.4% #DI V/ 0! #DI V/ 0!
% SCHEDULE ACHI EVED 73.5% #DI V/ 0! #DI V/ 0!
% THEORETI CAL ACHI EVED 50.7% #DIV/0! #DIV/0!
2
The weighted average, based on the actual or planned The weighted average, based on the actual or planned production volume mix, of the maximum instantaneous production volume mix, of the maximum instantaneous rate per minute or per hour, at 100% overall efficiency, rate per minute or per hour, at 100% overall efficiency, for 8 hours per shift. for 8 hours per shift.
The maximum instantaneous rate/minute or/hour is The maximum instantaneous rate/minute or/hour is based on the bottleneck equipment of the line or based on the bottleneck equipment of the line or process. process.
The weighted average is calculated on a time basis The weighted average is calculated on a time basis rather than a tonnes basis, i.e. the time those tonnes rather than a tonnes basis, i.e. the time those tonnes would take to be produced at theoretical rate, or: would take to be produced at theoretical rate, or:
Sum of (max instantaneous rate x time (shifts/year)) for each Sum of (max instantaneous rate x time (shifts/year)) for each productproduct
Total time for all production (shifts/year)Total time for all production (shifts/year)
Definition of Capacity (from A30 Definition of Capacity (from A30 report)report)Theoretical Available Capacity - Tonnes/ShiftTheoretical Available Capacity - Tonnes/Shift
It is intended that utilisation will always be defined on It is intended that utilisation will always be defined on the base of maximum legal crewing SOC. For period the base of maximum legal crewing SOC. For period data the computation would be as follows: data the computation would be as follows:
Actual OutputActual Output Maximum Legal Crewing Shifts x Actual Output/ShiftMaximum Legal Crewing Shifts x Actual Output/Shift
oror
Actual shifts Operated/Maximum Legal Crewing ShiftsActual shifts Operated/Maximum Legal Crewing Shifts
It is assumed that actual shifts cannot exceed maximum legal It is assumed that actual shifts cannot exceed maximum legal crewing shifts. Therefore, utilisation will never exceed 100%. It is crewing shifts. Therefore, utilisation will never exceed 100%. It is also noted that utilisation differs from efficiency. Utilisation is time also noted that utilisation differs from efficiency. Utilisation is time based whereas efficiency is rate based. A utilisation of 100% based whereas efficiency is rate based. A utilisation of 100% means that the line produced all that was possible for the time means that the line produced all that was possible for the time period. A utilisation of less than 100% means that the line could period. A utilisation of less than 100% means that the line could have produced more if it were needed.have produced more if it were needed.
Definition of Utilisation (from A30 Definition of Utilisation (from A30 report)report)Utilisation -Requirements as % of Max Legal Utilisation -Requirements as % of Max Legal Crewing SOCCrewing SOC
Nominal rateNominal rateThe number of 100g pouch per minute the machine has been The number of 100g pouch per minute the machine has been designed or specified. Toyojidoki TLA1S: 240 strokes per designed or specified. Toyojidoki TLA1S: 240 strokes per minuteminute
Total production hoursTotal production hoursThe clocked hours the production crews are in operation The clocked hours the production crews are in operation (maintenance, production, cleaning)(maintenance, production, cleaning)
Net production hoursNet production hoursThe above figures minus time allowed for start up after close The above figures minus time allowed for start up after close down, cleaning, change over, planned maintenance if it is fully down, cleaning, change over, planned maintenance if it is fully integrated in the production crew.integrated in the production crew.
At DOL: 2 hours for the start up, 6 hours for cleaning, 60' At DOL: 2 hours for the start up, 6 hours for cleaning, 60' every day for recipe changes and 8 hours for maintenance on every day for recipe changes and 8 hours for maintenance on Mondays Mondays
Rate DefinitionsRate Definitions(from Belgioioso Petcare (from Belgioioso Petcare
example)example)
Nominal outputNominal outputIt is automatically calculated from the nominal rate and the It is automatically calculated from the nominal rate and the net production hours.net production hours.
Real outputReal outputTonnage of product actually produced on the line. Tonnage of product actually produced on the line.
EfficiencyEfficiencyThis is the calculated % of the real output versus the nominal This is the calculated % of the real output versus the nominal one.one.
TRSTRSThis index is calculated as follows: This index is calculated as follows:
Real output / (Total production hours)*(Nominal rate)Real output / (Total production hours)*(Nominal rate)It’s the ratio in % between the real output and the theoretical It’s the ratio in % between the real output and the theoretical output achievable if the Toyo should run every minute; output achievable if the Toyo should run every minute; maintenance, cleaning and changeovers are included.maintenance, cleaning and changeovers are included.
Rate Definitions (cont.)Rate Definitions (cont.)(from Belgioioso Petcare (from Belgioioso Petcare
example)example)
Canning plants traditionally designed around the Canning plants traditionally designed around the ‘steriliser’‘steriliser’
SomeSome FrenchFrench HistoryHistory
Goods inGoods in Goods outGoods out
+10+10%%
+10+10%%
+20+20%%
+20+20%%
+30+30%%
+30+30%%
•Upstream & downstream bottlenecks avoidedUpstream & downstream bottlenecks avoided•Optimum utilisation of the rate determining Optimum utilisation of the rate determining asset/activityasset/activity
SteriliseSteriliserr•Expensive Expensive •Continuous operationContinuous operation•Reliable (known Reliable (known technology)technology)
Challenge established by Frank Mars Challenge established by Frank Mars
Supply 4*100g pouches to market at the same price Supply 4*100g pouches to market at the same price as 1 400g canas 1 400g can
Cost target of 770 Euro/tonneCost target of 770 Euro/tonne
Absolute standard is clear which in turn drives Absolute standard is clear which in turn drives crewing, raws, start-up and maintenance performancecrewing, raws, start-up and maintenance performance
TRS is a critical lever in shaping cost performance, TRS is a critical lever in shaping cost performance, focusing on optimising asset focusing on optimising asset (people & plant)(people & plant) utilisationutilisation
Pouch 441Pouch 441
With the 441 challenge, thinking altered & the filling With the 441 challenge, thinking altered & the filling operation became the rate determining stepoperation became the rate determining step
SomeSome FrenchFrench HistoryHistory
Goods inGoods in Goods outGoods out
Upstream/downstream assets may be shared, but Upstream/downstream assets may be shared, but bottlenecks are avoidedbottlenecks are avoided
The reported overall line performance (TRS) is based The reported overall line performance (TRS) is based on the designed pouch filling rateon the designed pouch filling rate
RetortsRetorts
FillinFillingg•Expensive assetExpensive asset•Non-mature Non-mature technologytechnology•Non-continuous Non-continuous operationoperation
IdealisIdealismm
PragmatiPragmatismsm
DefinitioDefinitionn
InterpretatiInterpretationon
Where is our Where is our comfort comfort zone?zone?
TRSTRS replaces replaces Overall Equipment EfficiencyOverall Equipment Efficiency
where used, reasoning is that where used, reasoning is that OEEOEE gives gives
allowances for plant not operating and as suchallowances for plant not operating and as such
is not suitable to use to measure the overall is not suitable to use to measure the overall
line efficiencyline efficiency
Why TRS?Why TRS?
Planned outages
Waiting for resources
Changeovers
Maintenance breakdowns
Minor Losses
Speed Losses
Off line Quality losses
Line Quality losses
12 hr shift duration
Planned MaintenancePlanned team meetingsMachine Delays
Planned Available Hours
Total Possible Machine Usage
Downtime
OEE
Actual time producinggood product
Incorrect speedIdling time
Startup losses
ScrapRework (not audit)
No Materials
No operatorManningUnplanned Meetings
Raws Quality
Unplanned cleaning
AdjustmentsSmall fixes
SetupsChangeovers
Line Scrap
Offline Scrap
Line Utilisation
Overall Equipment Effectiveness (OEE)
OEE =Actual Time Producing Good Product (hours) x 100
Planned Available Hours
Yield
Operating Time
Actual Available Time
Running Time
Machine Performance
Allowances