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1999 by Productivity, Productivity, l nc
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[email protected] Cov er by h'lnrk t;Veiirstei~t t;Veiirstei~t Cover illnstrati illnstratioo oo by Gar) Ibgaglia Pagee design Pag design and composition by William Ii . B n~ ns on , ypography Se Servi rvices ces Gmp hics by Guy Buste Buster, r, Lee Sm ith. and H ann ah Bor Borrr rrie ierr Printed and botrnd by h,lalloy Lithographing, Inc. ll tire United Stales of Arnerica
Libra? of Congress Cataloging-in-Publicatiort Data O E E fo forr operators ovcrall ovcrall equ ipm ent cffect cffective iverre rress ss I created by the f'roductivity Developnient Team. 1. c1n. Includes bil~liograplrical erereoces. ISBN 1-563271-56327-221221-00 (d k. psper) 1. Ibtal productive mainteni~ace. 2. lrrdustrial equiprnerrt. 1. Productivity DeveIopment'Tcam (Productivity f'ress) TS192.032 1999 658.?7-dc21
99-3532 CIP
Publisher s M essag e Publisher Getting Getti ng S tarted The Purpose o f Thi Thiss Book
xv
W h a t Th Th i s B o o k i s B a s e d O n
xv
Two Tw o Way Wayss t o Use Thi Thiss Book
xvi
How t o Get the M os t Out of Yo You ur Reading
xvii
Overvie Over view w o f the Contents
xix
Chapter
1
About TPM and OEE
Chapter Overvi Overview ew What s TPM? What
is
OEE OE E a nd Why
s t
Important?
Quant Qu antity ity Ov Over er T Time ime is Only Part o off OEE Effectivene Effec tiveness ss Focuses on the Equipment Not the Person The Purpose of Measurement Is Improvement The Role of th e Shopfloor Team in Us ing OE OEE E In Conclusion Conclusion Summary Reflections
CONTENTS
Chapter
2
Und erstanding Equi Understanding Equipment pment Re late lated d Lo Losse sses s
9
9
Chapter Overv Overview iew Losses Reduce Overall Equipment Effectiveness
1
Visual Vis ualizin izing g OEE and the Los Losses ses
12
vailability Performance Quality
Availability: Downtime Losses Failures and Repairs Setup Time Other Los ses to
vaiiabiiity vaiiabiiity
Performance: Speed Losses
Reduced Operating Speed Minor Stoppages
Quality: Defect Losses Scrap and Rework Star tup and Reduced Reduced Yield Yield
In Concl Conclusion usion Summary Reflections
Chapter
3
M easuring eas uring OEE
Chapter Overview Closing the Feedb Feedback ack Lo Loop op Colle Co llect cting ing OEE Dat Data a Defining Defini ng What to Measure Making Data Collection Simple
Proc Pr oces essi sing ng OEE D Data ata The OEE Calculation Storing OEE Data
Repo Re port rting ing OEE Res Result ults s In Conclusion Summary Reflections
Chapter
4
mproving O
Chapter Overview Why Analysis Autonomous Maintenance Focused Equipment and Process Improvement Quick Changeo Changeover ver Stage
: Separate
Interna l and Exte Internal External rnal Setup
Stage 2: Convert Internal Setup Setup to External External Setup Stage : Streamline All Aspects of Setup
ZQC (Mistake-Proofing) Poka-Yoke Systems
P-M Analysis
In Conclusion Summary Reflections
Chapter
5
Reflec tions and Conclusi Conclusions ons
Chapter Overview Reflecting on What You ve Lear Learned ned Opportunities for Further Learning Conclusions Addit Add ition ional al Res Resour ources ces on TP TPM M, OEE, and Equipment-Related Equipment-R elated Losses Training and Consulting Packaged Education and Support Conferences and Public Events Newsletter Website
bout the th e Productivi Produ ctivity ty Development Development Team Team
Sm oothly operating eq ui pm en t is is cri critic tical al for for inanu facturing toda today. y. Most processes processes uuse se m ach ine s to add the value c~ isto rner s ay ffor or.. In an environment that is more competitive than ever, factory ma chin es have to wor workk depe ndably to supply products \vhen the custo~iier eeds them. Yet factories eveqwliere are plagued with ma chi ne problems of one type type or another. Tl ie conipanies that are pulling ahead in the production race race are th those ose that understand
their equip nient probl their problems ems and take take sste teps ps to eliminate them. T h e key to this understandiiig is overall equipment effectiveness. Overalll e qui pm ent eff Overal effect ectiv ivene eness ss (O E E ) is is a me asure that sshows hows how well the equipment is running. It indicates not just how many pr procl ocluet uetss tlie tlie m ach ine is turning out, bu t how mu ch of the tim e it is actually working-and what percen tage of the out pu t is good quality. quality. Because it ref reflect lectss these th ree i mp orta nt things, O E E is an impo rtant indicator ooff tl tlie ie healt healtli li of tli tliee equipm ent. Tl ie condition equ ipm isn' isn'tt nanc just ust ae ma ce aches, iss issue ue anymore. In Tota Toof tallthe Product Productive iveent Mainte ( TPinte M )nan appro approaches, eq uip me nt operat operators ors help prev prevent ent equ ipme nt proble problems ms thr through ough their knowledge and familiarity with the machines. Operators also monitor the ma chi ne con concl clit ition ionss used fo forr calculating O E E . This book is intend ed to sha re bas basic ic lea rning tha t wi will ll hel p you partici partici-pate eff effect ective ively ly as yyour our co mpa ny appli applies es O E E and begin beginss to reduce equipment-related los losses ses.. Ch ap ter lay layss a founda tion wit withh basi basicc defini definitions tions related to Total Product Pro ductive ive Ma intena nce and O EE . Y Yoou sill learn why it is imp ortant to trac trackk effe effecti ctiven veness ess rat rather her than effieienc y..~ha pker introduces intr oduces the three eleme nts ooff O E E and the their ir connection to key type typess of equ ipm ent- rela ted losseslosses-problems problems an d waste wastess that red uce a m acliine' acliine'ss eff effeeli eelivenes veness. s. Th is is a basic framework that can be adapted to measure and begin to improve equipment problems in many different industries.
"'Tlie OEE calciila tion and loss framewor framework k used in this Lo Look ok relnte relntess most directly to discrete parts parts menufacturers, ratlre ratlrerr than process industries, w liicii face sliglrtlg diffcren issues, For For inore oorr1 ineaso remco t in process in d~ ~s tr ie s,ec e c Sozuki, cd., TFM n Process liidrrstries (Productivity, 1994).
PUBLISHER'S MESSAGE
Chapter 3 off offers ers a step-by-step ovenliew of the process of doing the O E E calculatiori. calculatiori. O n e bas basic ic aspect iiss sli sliopfloor opfloor involvernent. IItt's impo rtant fo forr date to be collected on tl tlie ie shop floor floor and turned into information ffor or use on the shop flo flooror-not not confined to an of ic e or i~ifo rniation epartrnen t. Th is cliapter also also dcsc dcscril rilies ies how to define what to measure and how to collect and process OEE data. It give givess examples of dif different ferent i~ iforn iatio ndisp displa lays ys that O E E data can generate (computer software is helpful for this). Cliqitcr 4 ktalks ab ou t how to respond to O E E in inform form ation to ffiix the problems. It introduces thc
5
Why nietlioil, autoriomous niain-
tenance, focu focused sed equ ipm ent iniprovement, quick changeover, niis niis-take-proofing, and an d 1'-h4 analysis. C ha p te r 5 lielps you review your learn ing a nd suggests suggests :addi :additi tional onal resources for exploring ke keyy topics topics.. It is imiioriant to remember as you read that this material is a a coniplex general oricniation and master). r). of over overall all equ ipm ento t effecliseness effecl isenesstopic. ofte oftennApplication requires a de epemaste r understancl sta ncling ing of the production nie ch an ist n lie proc process ess of tis tising ing OEE is best supporfcd by experienced consultants and trainers who can help you tailor it to your company's specific situation and address issues that may come up.
Th is book incorpo rates a num be r of featur features es that wi will ll lielp yo youu get the niost from i t Ea ch cliapter begins begins with with a n o v en k w ooff tl tliie contents. T li e book uses m any illustrati illustrations ons to share inform. t' on and examples in a visual way. Icon sy~iibolsn sy~iibolsn the margin flag key points poin ts to reni em ber in eac h section. And Take Fiv Fivee questions built int o the tex textt provide a framework for for applying wliat yo you' u've ve learned to yo your ur own situati situation. on. O n e of th e niost effective way wayss to use this book is to read a nd cliscuss it it n it h other eniployccs in gr oup lear ning sessi sessions. ons. We have deliberately planned the book so that i t can be used this way, with chunks of information that canreflection be covered in a series of short sessions. Each chapter includes questions to stimulate gro up discussion.
Somc tmditior~alippro tmditior~al ippro clies to OLL use I two-part forn~~~l;i or caleii lati~ ig erfor erfor-mance thnt uses cycle time ;IS an elenient. Altlxn1g11 he two-part for111111a ields III~IJ.
ii
l
infori~~ation o r a dl.rFor a ~ ~llmt c ~mlysis, c reason m,ost most starting out wit11 O EE d o not nlmt eed thatbelevel level o f ldetai reason, thisteaiirs bonk bonkjust follows follo ws n sirr~p lcr ; ~ pp pp m ;t ; t c h, h, ~ s e ryl Arno Koch of illom Co~~s~tlt:irrcy n his O 7b 7bol olki kitt sof tu re , w l~ ic h oillpares oillpares aetlrd outp ut to the potcl~ti;d potcl~ti;dotllpilt otllpilt if tile I I I ? m e were performing at its top speed.
PUBLISHER S
MESSAGE
Th is book is espec especial ially ly lielpful when used wit withh th e O E E Too Toolk lkit it sofhvare packagc (Productiv (Productivity, ity, 19993, \vlii \vliicli cli wa wass ddevelope evelope d by Arno Kocli of Bloni Consultancy to meet liis clients need for a simple and flex flexib ible le approach to O E E tracki tracking. ng. Tl ie O E E To Tool olki kitt is an eas easyy-to to-u -use se applicati application on fo forr capturing O E E data a nd creating a wide range of reports from it. Tlie nianrial that comes with tlie softwa sof tware re teache teachess a people-centered ap proach to O E E measurem ent and repor reporting ting lie overal overalll eq tiipi nen t eff effecti ectiveness veness mea sure is simple an d uni-
versal.. It is use versal usedd to measure an d i~ii pro ve qui pm ent conditions in companies all over tlie world. We hope this book will tell you wliat you need to know to rnake your participation and use of OEE active and personally rewarding.
cknowledgments T h e development of O E E ffor or Ope rators has been a team eff effort ort,, and we greatly app rec iate tlie eoritributi eoritribution on of everyone invol involved. ved. The book was motivated by tlie approach to OEE developed by Itis Arno C opacka nsu lta~ further ther s~ipporte ortecl cl yJolin O E E Kocli 7bol 7bolki kittofsoBlo~ri ft w reCo package. ge. icv co nnd te nfur t ac acl lvisos~ipp rs included Jac into of Am tes an d Bob Strout of Lemforder C o. , aass we well ll as Produc Pro ducti tivi vity ty consu ltant Jolin Mon aco a nd ?PA4 Report editor in chief Barry Sliulak.
Lorraine h4illard of Productivity managed tlie prepress production and nianu facturing , wi with th editor editorial ial ;~ssistance rom Pa uline Sullivan. Graphic illustrations were created by Guy Roster and Lee Sm ith , with cartoon illusl illuslrations rations bbyy G uy 130 30sster ;in ;indd I-lannali Uonner. Cover composition was by Mark Weinstein of Produciivity, wit11 cover ill~~slrationy G ary Ragagl Ragaglia ia of Tlie Vision Group. Page composition was done by William 1 1. Brunson Typography Services.
PUBLISHER S MESSAGE
Finally th e Pro du ct iv ih sta staff ff wishe wishess to acknowledge the good work of the many people who are in the process of implementing Tot Total al Productive Mainte nanc e a nd usin usingg OEE in their own organizations. We welco me your feedback abo ut tthis his boo bookk as well as input about 1 1 ~ e can continue to serve your iruprovement efforts. Steven
tt
resident
Karen Jone s Karen roductivity evelopnzent
Team
x v
The Purpose of This
ook
K e y Po n
O E E for Operator Ope ratorss was was written ttoo ggive ive yo youu the infonr infonrluti lution on yo youu need fo parti participate cipate in usi using ng the over overall all equi equipment pment ef ec ti~ w m s OEE) measure in your workpl measure workplace. ace. Yo Youu are a re a valued m em be r of your co m p a y s team; your kno kno\v \vle lecl clge ge,, support, ancl ancl part participat icipation ion are essential tial to th thee success of an anyy ma major jor effort i n your organization. T h e paragraph you have ju just st read explains the auth or s purpose in writing this book. It also explains why your company may wish you to read tliis book. But why are you reading this book? This question is evcn more important. What you get out of this book largel lar gelyy depe nds o n your purpose in reading it. You may be reading this book because your team leader or m anager asked asked you you to do so. O r you you may be reading l because you think it will provide information that will help you in your work. By the tim e you finish finish Ch ap te r 1, you wi will ll have a better idea O how the information in this book can help you ancl your company measure equipment-related losses and plan how to improve eq uip m en t effecti effectivenes veness. s.
I L X G R O Y U
W hat Thi This s
ook Is
ased On
This book is about an approach for measuring equipment-related loss losses es that limit th e effecti\ effecti\~eness ~eness f m anufacturing equipm ent. Many of the ~netliods iscussed here were originally developed at conipanies working with with the Jap an Instit Institute ute of Plant Maintenance, a pioneer i n the ap p r o d i kn know ownn as To Tottal
Productive Producti ve M sintenan ce, or I PM. Since 1988, Productivity, Inc. has nladc information about T P M approaclies available in the United States through publications, events, training, and consulting. Today, top conlpanies around the world are implementing TPA4 to stistain their competitive edge.
G E T T I N G ST R T E D
igure 1
1. wo
Ways to Use This Book
O E E for for Opera Operators tors cl clrraws aws on a wide variety of of Productivity's book and traini training ng rreso esour urces ces.. It Itss aim is to to pres present ent the main co nc c p~ s and techniques of I IJPI and ove overa rall ll e qu ipm en t eff effecti ectivene veness ss in a sim ple, illustrated form at that is eas easyy to rea readd an d understancl. Thi s book book al also so co~ iiplc rnen tshe ts he O E E ofki ofkitt sofh sofhvar varee package package as a way to build a shared ~tnclerstanding mong workteam mcmbcrs before bef ore they they begin begin using O E E .
Two Ways to
se This
Book
T h e re are at least hvo way wayss to use this bbook: ook: I.
the reading inaterial fo forr a learnin learningg group or stttd stttdyy group pro proces cesss wit in your company. s
2. For learning on your own.
Your cornpany may want to hold a series of learning group discussions based on this book. Managers may assign the book for backgrou nd reacli reacling ng wh en the co m pa ny uses the O E E To Toolk olkit it sof sofhvar hvaree package. O r, you m ay read this book fo forr inclivi inclividual dual lea rnin g withou t fo forn rn3a 3all gro up discussion.
GETTING
ST
RTED
How to G et th e M o st Out o off Yo Your Reading Re ading Becom ing Famili Familiar ar w ith This Book as a Whole T h e r e a r e a few few steps you ca n foll follow ow to m ake it easi easier er to absorb h e n f o rrm m a t iioo n i n t h iiss b oooo kk.. T a k e a s m u c h t i m e as as y o u n e e d t o
be co m e familia familiarr with the materia material. l. Fi First rst,, ge t a big picture vi view ew of the book b y do ing th e foll followi owing: ng: I. Scan the Contents (pages v tlirottgli 141) 141)to see se e liow OEE [or 0 SIPP
nil
Operators is arranged. 2. Read the rcst of this section for a n oven,iew of th e bboo ook' k'ss con ten tents. ts. 3
Flip through the book to get a feel for it style, flow, flow, an d design. Notice liow liow the cliaptcrs are st structured ructured and glance at th e pict pictures. ures.
Becom ing Fam iliar iliar with Each Chapter
A f t e r y o u l ~ w e sense of th e structure of OEE fo forr O perc ~tors , repare yours yoursel elff to study o n e chapte r at a time. For ea ch c hapter, we s u gg g g e sstt y o u f ooii i o w t h e s e s t eepp s ttoo g e t h e mosl o ut oFyour read reading: ing: Read the Cllapter Otervieic on tlie tlie first page to see where the n
w
to st ps
chapter is going. 2. Yl Ylip ip throug h th e cha pte r, looking at the way iitt iiss laid ou t. Notice tli tliee bold headings and the key points flagged in the margins. 3. Now read tlie chapter. How long this takes depends on nhat you already know about the content, and what you are trying to get out of
your reading. Enhance your reading by doing tlie follotvitrg: Use the niargin assis15 lo help you follow tile flow of inforrnation If the book s your own , use a liighligltter to mark key inforrnation and answers to your questions about the material. If the book is not yoiirr own, take notes on a separate piece of paper. yoii
Ans ner the ' M e Fiv Fivee questi questions ons in the text. ext. Th ese wi will ll lielp lielp you ab abso sorb rb tlie in fo r~ n at io ~ y ~reflecting on how you migltt apply it at work.
4. Read tlie tlie Ch apt er Surnmar). to confirm what yo youu have learne d. I f yo youu don't remember some thing i n ih e sul suliimar iimary, y, find that section in the chapter and review it. 5 l' l'in inal ally ly,, read tlie tlie Rcflcctior~s qw stio ns at the end ooff til tilee cl ~a pt er . Think about tliese questions and write down your ansum. I+id a n expcricnced person to ask if you find a topic conft~sirtg.
GETTING STARTED
igure 1.2. Giving Your Brain a Framework for Learning
ow a Read Reading ing Strateg y Works . \Vhen rcadine a book. aeonle tliink tliev siiould start with tlie first word and read straight tlirougli until tlie end. niis is not usually usual ly tlie be best st w waay to learn from a book book.. l lie step stepss de~ cr ib cr l n page s v are a strateg strategyy fo forr mak ing your reading easier, more fu n, and more effective.
Reading strategy is based on two simple points about the way people learn. The first point is thk: It is difficult for your bruin to abso ab sorb rb rl rlew ew infon infonilcrtio ilcrtio~l ~l f i t do does es no nott h a ~ v str~i str~ictu cture reoo place it in. A an analog);, imagine trying to build a house \vitlioul first putting up a framework.
a liouse, you Like Bnilding frame can book give by your brain an a framework fra mework for athe n ewfor inforru;~tion n tlie getting overview of the contents and then flipping tlirough the materials. Withi11 e:~clich;ipter, e:~clich;ipter, you repeat this process on a sniallcr scale by reading the overview, key points, and headings before reading the test.
The se co ~i tl oint abo ut learni learning ng is this. It is I lot easier to lean1 if youu take in the inf yo infonnci onncitio tionn one layer a t a time, instead of fr frying ying t ubsorhh it a l l at once . IItt s like finishing tthe ubsor he nails of liouse: First you lay do\vii a coa coatt of primer primer.. \\ lien it s dry, you aapply pply a co at of paint, and later fin final al fin finish ish coat.
G
TTING
STARTED
Using th Marg in Assists you ve notice d by now, this boo bookk uses sma ll images callec callecll mar girt assists to help you follow the iriforniation in each chapter. s
?her e a re six types types of mar gin
assists: assists:
Background Information
Sets the stage for for what com comes es nest
Key Term
Defines im portant words words
Key Point
I-liglllights irnporiant ideas to remember
Example
W p s yyoou un unde ders rsta tand nd the key points
New Tool
Helps you record data or apply learning
How Ho w to St ep s Indicates the sequenc se quencee fo forr improveme nt action
Overview of the Contents Getting Started pages xv-xx) Th is iiss the sectio sectionn you re readin readingg now. It es pl ai ~i s he purpose of OEE for Operators an d how it wa wass w rit ritten. ten. T h e n it sshares hares tips tips fo forr getting e mo t oof f your rea ding. Finally, it presents this overv ove rvie iew wthof eacsth ou cha pter.
Chapter
GETTING
1
ST
RTED
About TPM and OEE pages 1- 8)
C ha pt er 1 introduc es and defin es Tot Total al I roductit roductitee i\ i\il ilaint aintenanc enancee
and overall overall eq uip me n1 effe effecti cti\s \senes eness. s. It explains re reasons asons iv ivhv hv O E E is an important measure to track and describes the role of the shopfloor teani in collecting and using OEE clata.
Cha pter 2 . Understanding Chapter Unde rstanding Equipment-Related Equipment-Related Losses Losses pages 9-23) Ch apt er desc describc ribcss the three three eleme nts of O E E and lin links ks them to the main types of losses that lower equipment effectiveness.
Chapter Chapt er 3. Measuring OEE pages 25 -38 ) Chapter 3 offers guidance in measuring overall equipnient effectiveness, incl~rding ollecting and processing data ari aridd using the resulting information on t he sh op flo floor. or. It te tell llss ab ou t defining whatt data to lucasure for wha for the the O E E calculation, doing tthe he calculation, and storing the data so you can report the information in cliffcrent ways.
Chapter
4
Improving OEE OEE pages 3 9- 5 6 )
Chapter 4 covers essential approaches for improving overall eq ui pm en t effect effectiveness. iveness. To Topi pics cs inc lud e W hy analysi analysis, s, the a u t o ~ ~ o ~ n o uaintenance s and focused im prove men t pill pillars ars of of TPR4 spec specifi ificc a pproac lies ffor or setup an d defect loss losses, es, and th e advanced P-M analysis approach for chronic problems.
Chapter
5
Reflections and Conclusi Conclusions ons pag es 57-63) 57-6 3)
Chapter 5 pres presents ents rrefl eflecti ections ons on and c on cl~ ision s o this book. It also also describes describes o pportu nities an d specif specific ic resources for further learning about O E E , T TPh Ph..1, atid atid relate relatedd tecliniq~ies.
I
CH
PTER
What
s TPM
Overall ecjuipment eff Overall effecti ectivenes venesss (O E E ) is is a kkey ey mea sure me nt in the i n~ pr ov em en t pproach called Total Pr Product oductive ive biaintenanc e (TP M) . Before you begi beginn learning abou t O E E , iitt iiss usef useful ul to understand a litt little le bi bitt about TP M .
TPM is a companyw co mpanyw ide appr approach oach for improv improving ing the effec effectiv tivenes enesss ey
oint
arzd longevity of machines. It is key to lean manufactitring because it attacks niaior wast wastes es in operations. Deve Developed loped originallyy to hc lp a supplier m ee t the stringent recj nall recjuir uirements ements ooff the Toyota Toyo ta Production Syst System, em, T P M is used tod today ay iinn com panies aro und the wor world ld to improve the capab capabili ility ty ooff their their equi pm ent. has anum ber of waste-redu waste-reduction goals, inclugding equipme equipment nt TPhiJ restoration restor ation n d muintencrnc muintencrnce e of stand staction ndurd urd operatin operating conditions. TPM methods also improse equipment systerns, operating procedures, und nzainte nzai nterza rzance nce a n d desig designn pr proc oces esses ses to asoid f it ur e problems.
T h e main strat strategie egiess used in T P M are of often ten rrefer eferred red to as pil pillar larss that support the sm ooth opera tion ooff the plant plant.. F igure 1-1 summarizes the activities in eight basic pillars of TPM. T h e over overall all eq uip m en t cffecti cffectivenes venesss measure is importa nt to many of the TP M pill pillars, ars, but is prob probably ably most impo rtant to tlie tlie first four pillars in the figure. This is because these pillars can direc directl tlyy influence O E E througl througlii dai daily ly oper operatio ations, ns, ma intenanc e, or improv enient acti activit vities. ies.
ABOUT T P M
A N D
OEE
ctivities
htonorno~~s maintenance
Operator in vol\w ~re nt n reg regula ularr cleaning, inspeclion, inspeclion, lulxication, an d learni learning ng about equip me nt to to mainlain basic conditions and spot early signs of of tr trouble. ouble.
Qu;tl Qu; tlit ityy ma intena nce
Aclitities ttoo m anage pro duct Aclitities qud itl; by by nraintaining optir optirnal nal operating cortditions. h l e t h o t l ~o ~o h r t e n t hhee lea d L Liime for getti getting ng n e n cquipmenl o ~ ll in c and making tlcfect-frec l rotlucts.
S a fe 9 traini training; ng; integr integratio ationn of sa fe y checks, vvisu isual al controls, and mistake-proofing devices in daily work.
planned program for cleveloping crnployce skills and kno\\*ledge o sr srtp tppo port rt TPh4 in rpl en ~e nlt on. Figure 1
1. asic
illars
of TPM
CHAPTER
What Is OEE and Why Is
t
Important
Mm ufacturing companies are in bus busin ines esss to make money, an d they make m one y by by add ing value to materials materials to mak e products the customers want. Most companies use rnacliines to acid valtic to tile prodrtcts. To add value effectively, it is important to rtm the machines effect eff ective ively, ly, with as little waste waste aass pos possib sible. le. O ~ ~ e r a lquipment l effectiveltess is a nreasurerr~ent sed in TP to indicate Itow effecti tive vely ly ~na clt ine s re running. W ha t do we m ean by over overal alll equ ipm enl effecti effecti~~encs ~~encss? s? lilany lilany people are fami familia liarr wi witl tlii the idea of effi effici cienc ency, y, tvli tvliic ichh ~ ~ s u a l l y reflects the cjuantity of parts a in ach in e o r a p er erss on o n can p r o d ~i ce in a cerlain time. OEIS is rlifferent from efficiency in several ways.
Qu an antity tity Ove Overr
ime
Is Only Part of OEE
mac hine's overa overall ll effe effect ctiv ivene eness ss incl inclucl ucles es mo re than h e quantity of parts i t can prod uce in a shift. shift. W he n Jv Jve m easure overal overalll equipm e nt effectiveness, effectiveness, we a cc on nt for efficiency efficiency as oilc factor: i
.
..
. . . .
Key Term
:
krfomicriw?:a co~ npa riso risonn f the actuai outpttl with with what lll lllee inachine should be producing in the sam e time. In addition to performance, however, OEE in clt~d es\vo es \vo
Key Terms
other factors: i\,.ailahility: a comparison of the potential operating time time and the time in which the machine is actually making products. Qualit).: a coinparimn of the number of products made and the nurnber of protllicts that meet the customer's spccificatioiis.
K e y Poinr
When you nrultiply perfortnance, a~,cdability, nd qualify, you get the overall eq uip m en t effect effectivenes iveness, s, whic whichh is eexpress xpressed ed us ct percentcige. O EE giv gives es a co m ple te pictu re of of the machine's heal health th riot jusl how fast i t can niake niake par parts ts,, but ho how w ~ u u c h he potenti potential al ou tpu t wa wass limited d u e to lost availabi availability lity or poor qualit qualityy (see Figure 1-2). I n Ch ap ter 2 we will look more closely at these Lhrree ele m en ts a nd lio\v Lh lio\v tthey hey work together.
ABOUT
TP
AND OEE
Effectiveness Effective ness F ocu ses on t he Equi Equipm pmen entt Not th e Person Unlike s o ~ n e ses ooff tlie tlie ef effi fici cienc encyy m easur easure, e, O E E monito monitors rs the m ac hin e or pproce rocess ss that adds the value, not tlie operator s prod uctivity. tV1 V111er1 we nnm m isur is uree O E E , w wee look ci cit floi floivv well the e q u ip m e n t
K
~
oint
or process is working.
The Purpose o Measurement
s
Improvement
Mea suring O E E is not an approach for for cr criticizi iticizing ng people. It iiss strict str ictly ly about improving the equ ipm ent or proce process. ss. Used is a17 impa rtial daily sttapshot of equipment condi conditio tions, ns, O E E pror prornot notes es n
inform tion
openness sh shari ari ng crn crnd c~ no-hlarne cipproac cipproachh i n licindlirzg dli rzg eqni/1rner7t-reluted issues. Th es e kkey ey dif differ ferences ences Iiigh Iiighlig light ht tlie im portance of O E E as a balanced measure that I~elpsupport I~elpsupport impro veme nt and prof profita itabil bility ity.. TAKE FIVE Take five m inutes to think about tthese Take hese questions and t o write write down your answers: Does your your company currently m easure each machine mac hine s efficiency? efficiency? Its available available running run ning time? tim e? Its quality rate?
CHAPTER
Rgure
13
Collecting Data an d Turning it into Information
The Role of the Shopfloor Team in Using O Th is hoo This hookk is written writte n ffor or so u , th thee sfiofifloor einiiloyee, because vou h a w a bbig ig stake in the lz lzecrfth o/tlt o/tlt;; product production ion k p ip in e n t.
operators, you manage the ecluipment that adds value to the procluci. Wh e n the ni;tchines ni;tchines break break do wn, run too sl slow owly ly,, or produce defect def ects, s, you hav havee to \v \vor orkk longer an ancl cl harder to rnak rnakee t ~ por tlie problems. 'Tlie pressure these problems creates is a good i~icentive to measure diem an ancl cl start improving improving the m. W ha t more, your dai daily ly work work ivi vitt11 the machines mac hines pu puts ts you you in the bes bestt position to inonitor their probleins. You know how long a ~iiacliine is shut down down for for setup, setup, or w l ~ e ~ iinor nor stoppages get in tlie way of Iiigh-speed operation, or when you have to run slower to avoid defects. In ma many ny cases, yyookt already track the data da ta that t hat wil willl be used to calculate the over overall all equ ipm en t effecti effectivene veness. ss. Sharing in/orination on the plant floor through gruphs and discussion the heort (s (see ee Figure Fig urein '['lie O'T EheE best informatio inforapp mation isn't is rtseful whenofitTPiV iiss locked locke d away in I-?). an office. 'The roach roanch fo forr applying O E E gives gives operators operators a lea ding role role in ga ther ing dai daily ly data, coriverts the data into useful inforniation, and applies the information in the workplace to support improvement.
ABOUT
TPM
A N
OEE
O v e rd l e q u i p m en t ccff ffcct cctiv ivcn cncss css ( O E E ) is a k ey ey mcasu rcm e n t in h e irn irn p rroo v cmcn cmcntt ap p ro ach cal calle ledd To tal tal Pro dduu ct ctiv iv e M a i n t e n a n c e (TPM). tlie ie effect effectivc ivc-TPM is a com panyw ide approa ch for improving tl liess lie ss and longevity ooff niacliincs . a nu m be r of waste-r has waste-reduct eduction goa goals ls, , inclu g cquipTPM m en t re resto storat ration ion arid arid main tenan ce ion of stand standard ard opedin rating conditions. TPM rn cllio d s also irn p ro v e eq u ip men t sy stcms, operating proc cd t~r cs, nd ma intena nce ancl ancl desi design gn pro proces cesses ses to a v o id f ~ ~ t u r reo b l c ~ m .
Overall cquiprncnt effectiveness is a rne:~surernent used in effective ively ly nia chinc s a re runnin g. T P M to ilidicate how effect Overall equipment effectiveness is not the same as cfficiency,
wliich usual wliich usually ly me an s li liow ow many part partss a m ac liin c or a person person can produce produce in a cert certain ain ttime. ime. O E E iiss di diff ffer eren entt in se ~ ~ e m al p . Quun ti tiri rile le liisseffect only iveness one ess portinclutl ooff O EE . ore than the mactity liineo iswooveral verall effectiven inclutlcs cs m quantity of parts it can protluce in a shift. O E E inelucle inelucless efficiency as on e factor-perforttiatice-but also hvo hvo o ther fa ct or s- av ni la bi i an d qual quality ity.. Wlierr yo youu intilt intiltiply iply perforperforma nce , availabilit availability, y, an d qttali qttality, ty, yo youu get the overall cquiptnen t effectiven ess, wliicli is cxpresscd as a percentage. Effcctitmess foctrses on the ecpiprrrent or process, riot tlie person. W he n we mc asu re OE OEll:, we pa payy attenti attention on to how how wel welll tlie c q ~ ~ i p n i e nrt process is perfonnirig, not tlic operator s productivity. Tile purpo Tile purpose se of rneo rneosureme surement nt is irrt irrtprovemcnt. provemcnt. Used as an impartial dally snapshot of tlie cquipmetit, OEE promotes openness i n infornialio~i l~ariiig n d a no-blame approach in handling ccpipment-related isstlcs.
O EE FOR O PE RA T O RS
* T h i s book 11ss written for for you, [lie shop floor em plo ye e, becau se you have a big stake i n tlie liealtlt of tlie production equipment. What s mo re, your daily wor workk wit withh tthe he m acliincs puts you in thc besl position to monitor lheir problems. Sharing information on the plant floor tlirougli graplis and discussion is tlie heart of TPM
REFLE
TIONS
Now that you have completed this chapter, take five minutes to think ab out these q uestions and to write write down yyour our answers: What did you you learn fr from om reading this chapter that stands out as particularly useful or interesting? Do you have any questions about the topics presented in this chapter? If so, what are they?
CHAPTER
igure
2 1.deal and
Actual
ffectiveness
Losses Red Losses Reduce uce Overall quipment quipment ffectiveness W ha t makes mac hine s lless ess ef effe fect ctiv ivee than they they could be? Tli e ideal, totally effective machine could run all the time (or wheneverr need ed). It could ma inta in its maximum or standard speed eve all the time. t \ V O L ~ ever rliake defective products. But most tiiachincs tiiachincs aren t ide ideal. al. Th ey ca nno t run continuous continuously. ly. The y cann ot maintain maxitnum speed wit ho i~ t robl roblems. ems. An Andd
me
p
m
they make defects. Th es e p ro b le m are fani faniil iliar iar fo forms rms of wask-they don t add vvalu aluee to the products. T he y red uc c a mac hine s eff effect ective iveness ness,, as measured by the O E E . The cond conditi itions ons th at cause the these se machine pr probobferns are called equipnlent-related losses. Uilderstandirig the different types of equipment-related losses will give you a framework fo forr applyi applying ng O E E an d partici participating pating in improvem ent act activ ivit itie iess lo reduce the losses.
UhDERSTAl.OIYG
.
EQLIPhlENT RELATED
LOSSES
T h e equipment-re equipment-relat lated ed lo loss sses es that are important ffor or O E E are linked to the three basic elem ents ine inert rtsur sured ed in O E E : av avail ailabi abili lity, ty, performance, and quality. Traditional TPM approaches track XI
Teln
Six Major Losscs : hailability Perforrnrince: Dow ntim e los losses ses Speed losse lossess 1%1 u m M i n o r stoppages Reduced opera Selup tinic operaling ling speed
Quality: Defect los losses ses Scrap and re rewor workk Starlnp Starln p loss oss
Alth o~t gli om e c ompa nies link i~i i~icl cliv ivic iclu lual alos osse sess to di differ fferent ent O E E categories, or a dd otlier losses that are especial especially ly significant for their operations, this basic basic fr framework amework is a t~ se ful tarting point for many comp anies. Figc Figcue ue 2 2 on tlie nest page gives a visual 9 in which these losses reduce the overall equipimage of tlie me nt effecti eff ecti\~ene \~eness ss f a ma chine.
TAKE FIVE Take fi Take five ve minutes t o think about this question and to w rite rite down your answ er: Wha What t areatsome of the situa tions that keep ke ep your machines from running an ideal level of effectiveness?
CHAPTER
OEE Figure 2
2. The
=
B A
~v ailh bili ty
x
D/C
~erfdrmance ~erfdrmance
x
F/E Quality Quality
x 1
OEE Elements a nd the Equipment-Related Losses
Visualizing OEE and the Losses
Figure 2-2 makes it easy to see itow OEE is derivcd from from the three elerrients, expressed as fract fractions. ions. E ac h pair of bar barss stand s ffor or on e of the fract fractiori ioris-avai s-availabil labiliQ iQ (BIA), pe rfor ma nc e (DIC), an d cpal cpalit ityy (FIE ). T Thhe fract fractions ions arc often mu ltiplied y 100 to trrrn them into percentages or rates.
Availability Bars A a d repr represen esentt av avai aila labi bili lity ty.. Unscl Unscliedu ieduled led time shor shortens tens the total operating time,* time,* leavi leaving ng ne t operating time (A). But the Companies eouiit
lliis
t i ~ r i e ll different ways b u t for
llis
discu discusni snior ori, i, we sd,tract sd,tract tl ~ e re
periods from t l llcc t u t d u p c r at at i n ng g lime. 2
U N U E H S T A N D i h G E Q U I P h l E h T - R E L A T E D LOSS
S
~n aclt i n es es frequently frequently down dur ing som e ooff that time, usual usually ly du e to breakdo breakdo\vn \vnss an d se tup. S ubtracting that do wntinie leaves the running time (B) in which the machine is making product.
lanpie
erformance Bars C and D represent perform;tnce. During the running time, tlie tlie machin e c o~ tl d roduce a tar targe gett o ui pi t qquan uanti tity ty (C) if it ran at its its clesig~led peed th e whole time . B ut lo loss sses es suc h as m inor stoppagess arid page arid reduced operating sp speed eed lower tlic tlic actual outp ut ( D ). LTxur~tple:
acluul orrfprrt orrfprrt
15,000 pmts
tar target get otr fpu f
20 20,00 ,00 0 purl purlss
= .60 prfinrrurrce prfinrrurrce x 100 = 60 )
tnanole
Quality Bars E and 1 represent quality. Of t x actual output (E), most of the p rodu ct is is go good od o ut pu t (F). But usual usually ly som e ou tpu t fall fallss short of the specified quality and must be scrapped or reworked. Scrap is often produced during machine startup as well, lowering the yield from the inaterials. Exria~ple:
H
~o
nt
goodd ou tp ~t t goo
11,760 11,760 pa part rtss
ucl~rrrl utput
12,000 parts
= . 18 qualify x I00 = 98 )
Figure 2-2 shows how losse ossess to availab ilih, perfont~ unce, n d quality corrzpourzd to reduce the amount ofgood output CI n~uchine cun produce during a s h i f t You can improve quality to raise tlie quantity of good output a little bit-but th e total quantity won t rise draniatically unless you also improve both performance and availability. The fortnula at tlie bottoni of Figrtre the three elements to gct the OE E .
2 2
shows how lo ~nultiply
T h e rest of of this ch ap ter will will look mo re closely aa11 the los losses ses associassociated with these elcmcnts.
CHAPTER 2
Figure
23
Downtime Losses Failures
and Setup
Avail Ava ilabili ability ty Do w ntim e Losses Losses ailures
Avuifubility is reduced by equi Avuifubility equipzr pzrren rentt fuilures, tvlii tvliicli cli aare re a c om m on occurrence in many plants. RiIacliines used for prorluction generally have lots lots of moving pa parrks an d v ari o~ ts ubs ubsyste yste~ii ~ii sn wliicli hiings ca n go wrong. Il lien they do, the n iacl iine breaks downandd stay s d o wn ~ ~ n t iepairs an l are completed. ey
Poiat
M any oftl ie causes of ri~uclrin ri~uclrinee i~ ilu re reive ive wurrting signs before the rriuclri~~ectuully Irreuks. In Cliapter 4 1ve will look at liow autonomous maintenance activities can help spot early trouble signs in time to prevent major breakdowns.
Setup Time Key
olnl
rh~ uil ubi lit y s also reduced bbyy the time it tul tulie iess to set up the tnuchine for u different product. hi addition to cliarigirig tlic valueadding parts, a cliangcover requires some preparation or makeready. t may ~ nvo lve leaning a nd making adju adjuskmcnt skmcntss ttoo til tilee m ac hi ne to get stable qua qualit lityy in th e ne st produ ct. Too oftcn, iitt
also in ~ ol ve s unn ing arou nd to find find to tool ols, s, ppart arts, s, or people people.. \lJ \lJee will considcr an approach Tor retlucing sct~tpime sct~tpime in Cliapter 4
Figure
2 4.
Downtime Losses Cutting Tool Loss
nd
Startup Loss
Other Losses t o Availabil Availability ity Failures an d se tup losses Failures losses were the original los losse sess cou nt ed a s clow~ itime hat recluces recluces avail availabil ability. ity. S om e cornpanies also track other loss losses es as dow ntime depe nding 11 d i a t llos ossses th they ey are trying to improve. Cutting tool loss startup loss and time not schednled for production are three other losses tracked as downtime a t some plant plants. s. utting Tool
Key P o i n t
Loss
Rreukuge Rreuku ge ooff cutting to tool olss during production cuuses unpluz~n unplu z~n ed downtinze while the tool is replaced. Altliougli this is teclinically a subset of failure ancl ancl repair loss losscs cs som e com pan ies track it separately rat ely bec aus e of th thee potential for for injury aanc ncll produ ct defects as well as the cost of tool replacement. Planned maintenance and autonoriioi~smainienance activities help reduce these losses. tartup Loss
Startup lo loss iiss trad tradit ition ionall allyy in c l ~ ~ d e sd a defect loss sin ce it itss
K
Y
esseniee is the pr od ~t esseni ~tct ction ion f defective products during startup. I-lowever sturk~poss sturk~poss involves lost time until good pod~rction~cun e stubilized so t is logical to st~b tra ctt ctt From available time as well.
point
5
CHAPTER
Figure 2 5 Downtime Losses Unscheduied
Time
Time
ot Scheduled for Production
In so some me con~p anie s,wh w h en rnac rnacl1ine l1iness are stopped for meetings, preventive maintenance, or breaks, the time is considered not scheclu schecluled led an d is no t coun ted in the avai availabi labilit lityy rat ratee (see Figure 22-5) 5).. Ot he r c o~ np an ie s ecogniz ecognizee that even neces necessar saryy activiti acti vities es like like ttlie liesc sc redu ce the avail available able prodnction time. T h ey may cl clcci ccide de to cons ider time not sched uled as a dow ntime losss th at low ers the availabil los availabiliky iky rate.
ey
oint
Counting tmscheduled time as I loss cut1 erzcotrrage creative ideas fo forr rreducing educing tthe he loss-without elimin eliminnting nting the uct uctivi ivify. fy. For esam es am ple, after after measurin g the produckion time lost fr from om sche duled breaks, employees at one company developed a plan to alternate their breaks and briefly cover each other's stations.
UNDE RSTA NDING EQUIPMENT.RELATE0
LOSSES
Likewise some companies co un t offline time for preveni preveniive ive m ain ten an ce as do\vntir do\vntirrie. rie. Again the p o in t s to rcduce the tirue loss n o t to elim ina te the act activi ivity. ty.
T
KE FI VE
Take fiv Take five e minutes to th ink about these qu esti estions ons and to w rite rite down your answers:
How much time is lo How lost st each m onth due to failures and repairs repairs in your area? How much time is spent each month on setup and make.ready in your area? Would you count other time losses for OEE pu purpo rpose ses? s? Wh Whyy or why not?
CHAPTER
Performance Speed Losses
Reduced Reduc ed
perating pera ting Speed
Mac hines of ofte tenn nrn a t speeds slo~v er ha n they we werre designed to nm One reason for slower operation is unstable product quality at the designed speed. I n other cas cases es,, peop people le don t re reali alize ze h a t the eq uip m en t is designed to run last laster. er. We ttvi vill ll look in Cli apt cr at how to determine speed for the O E E ealculalion.
inor Stoppages M ino r stoppage stoppagess are events tha t interrupt the produc production tion fflo low w without actually actu ally m makin akingg the rnaclrine fail. I ltey often oc occu curr oil auto autoruate ruatedd lines, for example witen product components snag on the conveyor (see Figure 2-6). Minor stoppages can make it iimpossib mpossible le ttoo run autom ated equip-
m en t witho ut so m eo ne to mon itor it. T Tll lles esee sstoppages toppages ma mayy se seem em li like ke p e t p annoyan annoyances, ces, but they they add u p to bi bigg lo lossses a t many { da nk .
UNDERSTANDING EQUIPMENT RELATED
LOSS
S
h h o r stoppag stoppages es last onl onlyy a few sec ond s, so we don t try try to log the time lost lost.. In Inst stead. ead. we in c lt ~ d elieni i n r~erformance r~erformanceosse ossess that redu ce t he p rodu ct ou tpu t. We w wil illl look at approa ches for for re recl clucucing speed losses in Chapter 4 .
T
KE
FIVE
Ta Take ke five fiyour ve minu tes to think about these questions and to write down answers: Do you know the designed d esigned speed of the machines mach ines in your your area? Do minor stoppages stoppage s happen in your your area? area ? What causes them?
CHAPTER 2
igure 2 7. Defect Losses: Scrap Rework, and Startup Loss
Quality:
efect Losses
crap and Rework I' I'ro rodu duct ctss that do not m ee t customer specif specificat ications ions are a familiar loss loss.. Clearly, scrap that canno ca nno t be reused is a wa wast stee of m; ~te ~terials rials . Even w hen pro dt ~c ts an be reworked reworked,, th e eff effort ort spent to pro process cess them hvice is a waste. tartup Loss
ey
Many machines take time to reach the right operatiltg conditions at startup. n the n~eatztim e, hey nay turn out defictive products while whi le oper operators ators ttes estt for for stab le output. Som e com pan ies simply incl ude thi thiss sta rtup lo loss ss in scrap and rework; others single it out
as a specific loss to track*
r\s nrei nreiiti iticrn crncd cd in th e sect section ion or or11 do w ~l ir ti eossc osscs, s, same co rti pn ier als alsoo sir& sir& o u t the slnrlup period bcforc tlic i r s t good prc~rliict s I special v p of do\v do\vnti ntime me ttoo h c k .
UNDER STANDING EQUIPMENT RELATED LOSSES
Qua lity Quali ty ~x ob le m s appe appenn whe whenn the the op tin ~u m oondi nditi tions ons do not exist exi st at the m om ent \d ie n a per person son or m ac hin e wo work rkss on the product I n Cha pte r 4 we will look at a meihocl for preventing defects by chec king and controlling the neces necessar saryy conditions
T
KE FIVE
Take five minute s t o think about these Take these questions and t o write down your answers: What is the defect rate for What for machines n your area? Do you think this can be reduced? Are Are startu p losse s a significant problem problem in your your area?
O E E FOR OPERATORS
T h e ideal, tot totall allyy eeffec ffecti tive ve m ach ine woul wouldd run al alll the time (or n.henever needed), at maximum or standard speed, with no quality problems. But most machines can't meet tlicse ideal conditions. They can't run continuo~~slyr continuo~~slyr at maximum speed; they ex perience min or stoppages, an d tl tlic icyy m ake cl clef efec ec-tive parts. T l ~ e s e r o bbll e nn~ ~ seduce s educe a inachine's effecti effectiveness, veness, as nieasured by the O E E . Tl' Tl'lic conditions conditions that cause these probleins are called losses. Linked to the elemcnls eqrtipmerit-related of OE E , they include of the tradit traditional ional Si Sixx three Majorbasic Los Losse ses s : Av ailabiIity: AvailabiIity: Down Do wntime time loss losses es Failures Setup time
1'crfonn:r 1'crfonn:rnce: nce: Spceci loss losses es Mi nor stoppages
Reduced operatir~g peed
Q.;ility: Q.;ility: De Defect fect loss s Scrap and i work t;~rtuposs
itlt lio t~ gh ome c om panies link indiv individual idual los losses ses to to different different O E E categories, or add otlier llosses osses iillat llat are especially signifsignificant for their operations, this basic framework is a i~scful starting point. O E E iiss derived from th e tliree ele m ents , esprcs esprcssccl sccl as fractioris. fractioris. 'i'l~efracti 'i'l~e fractions ons arc often multipli multiplied ed by 100 to turn tlicni into percentage s or ra rates tes.. Los Losse sess to tl m c tliree elem ents rcdtice tl tltc tc arriount of of good outp ut a ma chine can produce during a sshi hift ft.. Do wn tim timee losses arfcct availabi availabilit lity. y. Eailt Eailtires ires and setu p time tim e ar e
com nion losse lossess ttracked. racked. S o ~ ii e om ompanies panies ;ds ;dsoo tra track ck otli otlier er los ossc scss a s downtime, depending on what tl tlic icyy arc tryi trying ng ttoo intprove. Cu tting too tooll l o ~ s , startupp lloss, startu oss, and time n ot sched scheduled uled for production are three other losse lossess son~ etinie sracked as downtime. Speedd losse Spee ossess aaff ffect ect pperf erfor ormance. mance. h h o r st stopp oppages ages and operaoperation at reduced spced are often measured as speed losses.
UNDERSTANDING EQUIPMENT-RELATED LOSSES
Defect lo loss sses es affcc affcctt qualit quality. y. The y inclu de scrap a nd rework rework whcn roducts do no t me et custome r specif specific. ic. I Ions.
Also Also many m aclline s turn o ut dclcctive products during startup while operators test for stable oulpttt. Some conipa. n ic s i n c l ~ ~ dhis e loss in scrap a n d rc\v rc\vork; ork; others single i t ou t as a specific loss loss to track.
REFLE
TIONS
Now No w that you have comp leted this chapter chapter,, take five m inutes to think about thes thes e que stions and to writ write e down your your answers: What did you you learn from reading this chapter tha t sta nds out as particularly useful or interesting? Do yo you u have any any ques tions about the topics prese nted in this chapter? If so, what are they?
CHAPTER
o i n t
A~Icasuringg verall A~Icasurin verall equ ip me nt effccti\~enesss effccti\~enesss a n important way to monitor which lo loss sses es are reducing the effecti\~eness effecti\~eness f your your macliines. By By tracki tracking ng O E E 077 a regular basis, y u car ar77 spot spo t patpa tterns ter ns a n d inf influen luences ces tha t cause probl problenrs enrs fo forr production equipment. Furthen Fur thennore nore,, niecrs niecrsuri uring ng O E E allows you you to see the results of your efforts to help tltc rnaclrines n m bett better. er. Th is chapter of offe fers rs guidance in measuring overa overall ll equ ipm ent effecti effectivenes veness, s, including collecting collecting and proces processi sing ng O E E d a b arid arid report reportin ingg O E E result results. s.
losing los ing th e Feedback Loop T h e proce process ss of of measuring and apply applying ing O E E data should invol involve ve the people who use the machines. s operators, you are more familiar than otlier people with the equipment you operate, and you have a slake in help ing it run w well. ell. Th There erefore fore it's logical for for you to take part in collectirig tlie data for calculating OEIS. ey
point
just as irrzportant as being involved in clata collectiotl is receiving feed feedba back ck on O E E resul results ts.. An O f X chart ca nnot promote impr improve ove-m e n t if for it doesn't get back to the op fl floor. oor. OEE is living mation improving improving eequ quipm ipm en entt sh effective~iess. effective~ies s. t shoul shoulcl cl notinforbe buried away in an office.
ollecting OEE Data efining What t o Measure
