108
14/05/2012 Presentation name Overall Equipment Effectiveness (OEE) Alcoa Operations Management Consulting 1
14/05/2012 Presentation name
Overall Equipment
Effectiveness (OEE)
Alcoa Operations Management
Consulting
1
Objetivos de Aprendizaje
Entender la Capacidad de Equipo como un prerequisito para calcular Overall Equipment Effectiveness (OEE)
Entender la definicin y el uso de OEE como un facilitador del ABS.
Ser capaces de realizar un estudio de OEE en una o ms piezas de equipo.
14/05/2012 Presentation name 2
Agenda
14/05/2012 Presentation name 3
El OEE en las Necesidades del Negocio y la Estabilidad.
Capacidad y Tiempo de Ciclo Estndar
Responsabilidad Administrativa
Definicin de OEE y la Solucin de Problemas
Clculos Tcnicos
o Equipo Dedicado
o Equipo de Propsito General
Ejemplo Alcoa
Pasos para el estudio OEE
Ejercicio
14/05/2012 Presentation name 4
Sistema de Produccin Toyota
Gente
Nivelacin
Heijunka
)
Trabajo
Estandarizado Mejoramiento Continuo
(Kaizen) (
Estabilidad (Por ejemplo: Equipo. confiabilidad, procesos estables, calidad, proveedores)
)
Continuous Flow
Pull System
Takt Time
Automation with a Human Touch
Metas: La mas alta Calidad
Justo-a-tiempo Automatizacin ( Jidoka )
Flujo continuo
Sistema de estirar
Tiempo Takt
Para y notifica
anormalidades
Separar el trabajo del
hombre con el trabajo de
la maquina
A prueba de errores
pokayoke
Al mas bajo costo El mas corto tiempo de entrega Clave: Mediante la Eliminacin del Desperdicio
14/05/2012 Presentation name 5
Estabilidad Persona
-Fiable para realizar el trabajo
-Buenos hbitos laborales
-Apropiado nivel de habilidad
-Buena Asistencia
Mquina
-Sin averas
-Sin generacin de defectos
Materiales
-Sin defectos
-Sin escasez de material
Mtodos
-Procesos estandarizados
-Roles y prcticas de administracin estndar
-Prcticas de mantenimiento estndar
PREVIENE
Problemas con Impacto
en la Estabilidad de las
Mquinas:
Fallas en los Equipos Defectos Retrabajo Escasez Ausentismo
14/05/2012 Presentation name 6
Tradicional:
Mantener grandes inventarios
Agregar mas turnos de trabajo o trabajar horas extra
Comprar ms equipo
El OEE permite un enfoque ABS para lograr la estabilidad
ABS:
Exponer problemas
Buscar la causa raz de los problemas
Solucionar problemas 1x1
vs.
Enfoque a la Inestabilidad Tradicional vs. ABS
7
Qu es OEE?
La efectividad general del equipo es la disponibilidad de una mquina en condiciones de operar [produciendo productos de calidad en el tiempo de
ciclo estndar] cuando se necesita.*
* Ohno, Toyota Production System: Beyond Large Scale Manufacturing, 1978, page 60.
Shop Floor Target is 100% OEE through problem
solving
8
El valor del OEE
Es una simple pero poderosa herramienta para mejorar la estabilidad y encontrar el desperdicio a travs de observaciones en el piso del taller, a cambio, se reducen costos y se incrementan la eficiencia y la satisfaccin de entrega.
Utilizada para descomponer grandes problemas de perdida de capacidad, en pequeos problemas controlables que pueden ser resueltos en el piso del taller.
Pueden ser medidos por el operador en el piso del taller para exponer los problemas.
9
Conexin entre OEE y Caso de
Negocio y Estabilidad
Necesidad de Negocio/Problema
Capacidad Actual Capacidad Instalada
Capacidad de Produccin
Capacidad Demostrada
Demanda Actual y Capacidad Sin Usar Rate de Operacin
Prdidas Operacionales Actuales OEE
Ejemplo: se necesita
incrementar las ventas un 25%
Cual es la capacidad
actual/percibida de la
operacin?
Cunta capacidad est sin usar
y puede ser vendida por
marketing y ventas?
Cunta capacidad se pierde por
la inestabilidad del proceso de
produccin?
14/05/2012 Presentation name 10
1500
900
800
700
600
500
400
300
200
100
0
Unid
ades/D
ia
Capacidad instalada = 1440 unidades
(Salida al estandar)
Capacidad Instalada
La mxima salida que se puede
conseguir bajo las mejores
condiciones de operacin
estndar.
Capacidad Instalada:
1440 minutos (sobre 3 turnos)
1 minute por unidad
= = 1440
unidades Tiempo total Posible*
Tiempo de ciclo estndar
por unidad
* Tiempo total posible = tiempo de calendario
11
Qu es un ciclo?
CARGA DESCARGA MQUINA CARGA DESCARGA MAQUINA
1 Ciclo = 60 segundos
Un ciclo es el tiempo que toma completar una pieza contando los tiempos de carga y descarga.
10 seg 10 seg 40 seg 10 seg 10 seg 40 seg
12
Tiempo de Ciclo Estndar Tiempo para completar un Ciclo
ES el tiempo de ciclo mnimo observado que logra los estndares de calidad mientras el
proceso esta corriendo bajo las mejores
condiciones de operacin estndar.
NO ES un nmero derivado de frmulas matemticas de un reporte ed produccin o un
estndar historico que puede ser inexacto o
provocar desperdicio.
13
Capacidad de Produccin
CAPACIDAD DE PRODUCCIN = 840 units
(salida al estndar)
CAPACIDAD INSTALADA = 1440 units
(salida al estndar) Poltica de la
Gerencia
= = 840 unidades
840 minutos*
1 min/pc (estndar)
1500
900
800
700
600
500
400
300
200
100
0
Units/D
ay
Capacidad de Produccin:
Horario Actual:
Dos turnos de 8 horas por da 30 minutos para comida Dos descansos de 15 minutos para desayuno por turno
PMs hechos fuera de turno
* Tiempo de Produccin Disponible = Tiempo Establecido Tiempo Muerto
La mxima salida que se puede
conseguir en el tiempo de
operacin establecido y bajo las
mejores condiciones de
operacin estndar.
14
Capacidad Demostrada
CAPACIDAD DEMOSTRADA= 630 unidades
(output at actual)
OEE Prdidas
La salida histricamente
comprobada del equipo
Capacidad Demostrada 630
unidades = =
Tiempo de Produccin Disponible*
Tiempo de Ciclo Actual
Promedio**
840 minutos
1.33 minutos por unidad
1500
900
800
700
600
500
400
300
200
100
0
Units/D
ay
CAPACIDAD DE PRODUCCIN= 840 unidades
(salida al estndar)
CAPACIDAD INSTALADA= 1440 unidades
(salida al estndar)
* Tiempo de Produccin Disponible = Tiempo Establecido Tiempo Muerto
** Tiempo de Ciclo Actual Promedio= Tiempo de Produccin histrico promedio/ Produccin buena promedio
Poltica de la Gerencia
15
Demanda Actual y Capacidad
sin Usar
Rate de Operacin:
% de capacidad de produccin en tiempo de
ciclo estndar requerido para cumplir con la
demanda del cliente
= (Demanda / Capacidad de Produccin)
16
Rate de Operacin
RATE DE OPERACIN=
Demanda / Capacidad de Produccin=
420 unidades/ 840 unidades=
50%
Demanda
=
420
1500
900
800
700
600
500
400
300
200
100
0
Units/D
ay
Prdidas
Histricas
OEE Prdidas
CAPACIDAD DE PRODUCCIN= 840 unidades
(salida al estndar)
CAPACIDAD INSTALADA= 1440 unidades
(salida al estndar) Poltica de la
Gerencia
CAPACIDAD DEMOSTRADA= 630 unidades
(salida al estndar)
Capacidad sin usar Ventas/
Mktg
17
Prdidas Operacionalesy de
Estabilidad
Efectividad General del Equipo(OEE): % del desempeo de produccin actual vs.
produccin requerida durante el tiempo
operativo programado al tiempo de ciclo
estndar
= Unidades buenas actuales Unidades Requeridas(en el tiempo de ciclo estndar)
O
= Unidades buenas actuales
Unidades Demandadas(en el tiempo de ciclo estndar)
14/05/2012 Presentation name 18
Nivel de operacin =
Demanda / capacidad de produccin =
50%
OEE Perdidas
Unidades
buenas actuales
= 240
OEE = Unidades buenas actuales / Demanda =
57%
Demanda
=
420
1500
900
800
700
600
500
400
300
200
100
0
Unid
ades/D
ia Perdidas Histricas
OEE
Perdidas
Capacidad de produccion = 840 unidades
(Salida al estndar)
Capacidad instalada = 1440 unidades
(Salida al estandar)
Politica
de la
Gerencia
Capacidad demostrada = 630 unidades
(Salida a lo actual)
1 Turno OEE
Perdidas
OEE
19
Responsabilidad
Alta Gerencia
Ventas
Y Mercadotecnia
Capacidad
no utilizada
Produccin.
Gerencia.
OEE
Perdidas
OEE
Perdidas
Liderazgo
Demanda
=
420
1500
900
800
700
600
500
400
300
200
100
0
Un
ida
de
s/D
a
Perdidas
Capacidad de produccin = 840 unidades
(Salida al estndar)
Capacidad instalada = 1440 unidades
(Salida al estndar)
Capacidad demostrada = 630 unidades
(Salida a lo actual)
Poltica de la
Gerencia
Unidades
buenas actuales = 240
Nivel de operacin =
Demanda / capacidad de produccin =
50%
OEE = Unidades buenas actuales / Demanda =
57%
Produccin.
Gerencia.
20
Gerencia
Tiene la responsabilidad de tomar decisiones que impactan la capacidad.
Debe demostrar una actitud de observacion.
Debe proveer soporte a los departamentos de compras, marketing y produccion.
Debe asegurarse que los problemas estan siendo resueltos de la manera correcta y a tiempo.
21
Responsables de vender la capacidad sin usar
Responsable de no sobreprogramar operaciones
Ventas y Marketing
22
Control de Produccion
Responsables de eliminar las perdidas de OEE Meta = 100% OEE mediante la solucion de problemas
Debe tener una actitud de observacion.
Se asegura de que los problemas de produccion estan siendo identificados y resueltos desde su causa raiz y a tiempo.
Provee entrenamiento y soporte al equipo de resolucion de problemas en piso.
23
OEE
Es una manera de evaluar el desempeno de la produccion vs. la produccion requerida en el tiempo de operacion programado.
Una medida que puede utilizarse para dividir los grandes problemas de capacidad en problemas mas pequenos y controlables que se pueden resolver en piso.
Actual good units
Required units at standard cycle time OEE =
24
Shop Floor Units Based OEE
PROBLEMS!
PROBLEMS!
Progressive Work Chart for 1 Shift
* Scheduled breaks and lunch ** Made 30 off-quality units these hours
Machine Down
Made scrap
Made scrap
Changeover
Wait for material
Comments
57% 240 420 / 420 Total
OEE Actual
(Good parts)
Plan
( Reqd parts at std. cycle time)
Hour
50% 30 / 240 60 / 420 2 - 3
33% 15 / 210 45* / 360 1 - 2
25% 15**/ 195 60 / 315 12 - 1
100% 30 / 180 30* / 255 11 - 12
50% 30**/ 150 60 / 225 10 - 11
75% 45 / 120 60 / 165 9 - 10
33% 15 / 75 45* / 105 8 - 9
100% 60 / 60 60 / 60 7 - 8
Machine Down
Made scrap
Made scrap
Changeover
Wait for material
Comments
57% 240 420 / 420 Total
OEE Actual
(Good parts)
Plan
( Reqd parts at std. cycle time)
Hour
30 / 240 60 / 420 2 - 3
33% 15 / 210 45* / 360 1 - 2
25% 15**/ 195 60 / 315 12 - 1
100% 30 / 180 30* / 255 11 - 12
50% 30**/ 150 60 / 225 10 - 11
75% 45 / 120 60 / 165 9 - 10
33% 15 / 75 45* / 105 8 - 9
100% 60 / 60 60 / 60 7 - 8
Ran slow
25
OEE Losses
30
100
25 25
Problems to
be solved: Method Material Machine Person
1000
900
800
700
600
500
400
300
200
100
0 RATE OF OPERATION =
Demand / Prod Capacity = 50%
Production Capacity per 2 shifts = 840 (output at standard)
Un
its
/Da
y
Production Capacity per 1 shift = 420 (output at standard)
ACTUAL
OUTPUT
= 240
Demand =
420
OEE = Actual / Demand =
57%
26
Practical Problem Solving
27
History of OEE at Alcoa
Initial focus of operational availability (OA) at Alcoa was to improve equipment availability due to excessive downtime
Alcoa defined OA as equipment availability, Actual Run Time
Scheduled Time Scheduled Down Time
excluding performance rate (run speed) and quality factors
AOMC has adopted Overall Equipment Effectiveness (OEE) as the standard definition of OA. This definition includes all three factors (availability, performance rate, and quality).
28
OEE (Overall Equipment
Effectiveness)
Availability
Is the process operating when planned?
Performance Rate
Are we making product at the desired rate?
Quality Rate
Are we producing good product?
29
OEE =
Components Based OEE Equation
Availability x Performance Rate x Quality
Rate
Actual Run Time*
Scheduled Time Scheduled Downtime
Actual Good Units
Actual Total Units
Actual Good Units
Actual Total Units
Actual Total Units
(e.g., in a shift) X
Standard
Cycle Time
(reflects run-speed efficiency andlosses due to minor stoppages)
Actual Run Time
Actual Total Units
(e.g., in a shift) X
Standard
Cycle Time
(reflects run-speed efficiency andlosses due to minor stoppages)
Actual Run Time
*Actual Run Time = Scheduled Time All Downtime
30
Six Major Losses (TPM) 1. Equipment Failure
2. Setup/Adjustment
3. Idling and Minor Stoppages
4. Reduced Speed
5. Quality Defects in Process/Rework
6. Startup Losses
31
OEE Losses
Problems to
be solved: EquipmentFailure
Setup/
AdjustmentIdling/
Minor
Stoppages
Reduced
Speed
Quality
Defects
Start-up
Losses
30 30
5 50
60 5
RATE OF OPERATION =
Demand / Production Capacity =
50%
ACTUAL
GOOD UNITS
= 240
OEE =
Actual Good Units / Demand =
57%
Demand
=
420
900
800
700
600
500
400
300
200
100
0
Units/D
ay
Production Capacity per 1 shift = 420
Production Capacity per 2 shifts = 840
(output @ standard)
(output @ standard)
32
Frequent Changeovers and OEE
A
Changeover
B
Changeover
A
Changeover
B
Changeover
A
Changeover
B
Changeover
A
Changeover
B
Changeover
A
Changeover
B
Changeover
A
Changeover
B
Changeover
8 Hours
Impact on OEE? -Increased c/os without reducing c/o time results in lower OEE -Increased c/os when c/o time is reduced proportionately does not impact OEE
ABS: -Small Lot sizes -Frequent C/Os
Goal: -Reduce c/o times and increase frequency of c/os.
33
Load/Unload
Load/unload (L/UL) is included in the cycle, therefore it is not an OEE loss
Goal is to eliminate the time the machine waits on L/UL
Can be difficult to determine whether L/UL activities are included in the cycle, especially for long, manual L/UL times
If changeover impacts L/UL time, classify it as changeover time
34
Rules of Thumb
Does the calculation expose problems, in particular, the problems related to the business problem you are trying to solve?
Is the calculation easy to understand? (KISS) Are the problems within the operators control? Things not in the operators control: planned scrap (e.g., side scrap) machine design leading to long, manual
load/unload times (however, standard load/unload times are still required, and times exceeding them are OEE losses)
35
Equivalent Calculations
1 hr lunch
1 unit/minute x
420 minutes =
420 units
8 hrs
STANDARD:
1 hr unsched downtime
.5 hr speed losses
1 hr scrap loss
4 hrs good output
.5 hr c/o
Availability x Performance Rate x Quality Rate
Actual Run Time
Sched. Sched. Time Downtime
x Total Units x Std Cycle Time
Actual Run Time
x Good Units
Total Units
330 minutes
420 minutes
x 300 units x 1 min. /unit
330 minutes x
240 units
300 units
= 57%
Components based OEE:
OEE = Good Units
Reqd Units at Standard =
240pcs
420 pcs
= 57%
Shop floor units based OEE:
36
Example OEE
Calculations for the
Dedicated and
General Purpose
Equipment
Alcoa Operations Management
Consulting
37
Equipment Definitions
Dedicated Equipment
Run to takt time
Runs parts that require the same standard cycle times
OEE is calculated using units
General Purpose Equipment
Run to cycle time
Runs parts that have different standard cycle times
OEE is calculated using time
38
= 240
420 57% =
Shop Floor Units Based OEE Equation
for Dedicated Equipment
Actual good units
Demand units at standard cycle time OEE =
Actual good units
Progressive Work Chart for 1 Shift
* Scheduled breaks and lunch ** Made 30 off - quality units these hours
Machine Down
Made scrap
Made scrap
Changeover
Wait for material
Comments
57% 240 420 / 420 Total
OEE Actual
(Good parts)
Plan
( Reqd parts at std. cycle time)
Hour
50% 30 / 240 60 / 420 2 - 3
33% 15 / 210 45* / 360 1 - 2
25% 15**/ 195 60 / 315 12 - 1
100% 30 / 180 30* / 255 11 - 12
50% 30**/ 150 60 / 225 10 - 11
75% 45 / 120 60 / 165 9 - 10
33% 15 / 75 45* / 105 8 - 9
100% 60 / 60 60 / 60 7 - 8
Machine Down
Made scrap
Made scrap
Changeover
Wait for material
Comments
57% 240 420 / 420 Total
OEE Actual
(Good parts)
Plan
( Reqd parts at std. cycle time)
Hour
30 / 240 60 / 420 2 - 3
33% 15 / 210 45* / 360 1 - 2
25% 15**/ 195 60 / 315 12 - 1
100% 30 / 180 30* / 255 11 - 12
50% 30**/ 150 60 / 225 10 - 11
75% 45 / 120 60 / 165 9 - 10
33% 15 / 75 45* / 105 8 - 9
100% 60 / 60 60 / 60 7 - 8
Ran slow
39
OEE =
Components Based OEE Equation
Availability x Performance Rate x Quality
Rate
Actual Run Time*
Scheduled Time Scheduled Downtime
Actual Good Units
Actual Total Units
Actual Good Units
Actual Total Units
Actual Total Units
(e.g., in a shift) X
Standard
Cycle Time
(reflects run-speed efficiency andlosses due to minor stoppages)
Actual Run Time
Actual Total Units
(e.g., in a shift) X
Standard
Cycle Time
(reflects run-speed efficiency andlosses due to minor stoppages)
Actual Run Time
*Actual Run Time = Scheduled Time All Downtime
40
Availability Calculation
Notes:
Actual Run Time = Time actually running
= Available Production Time Unscheduled Downtime
(Changeovers are considered an availability loss and are included in unscheduled downtime)
Available Production Time = Scheduled Time Scheduled Downtime
Scheduled Time = Time machine will be planned for work or crewing (e.g., length of shift)
Scheduled Downtime = Time set aside (e.g., meals, breaks, daily PM, management policy, but not changeovers)
% Availability = Actual Run Time
Scheduled Time Scheduled Downtime X 100
41
Availability - Machine Process Time, hrs
Total= 480 min
Run = 330 min
Sched. Down
= 60 min
Down Time
= 90 min
0 1 2 3 4 5 6 7 8
RUN
Wait on Metal
Changeover
Equipment
Problems
Other
Unscheduled
Scheduled
Maintenance
Lunch and
Breaks
15 30 15
30
15 15
60 15 105 30 45 15 60
30
330 min.
Avail. = = 78%
420 min.
42
Availability Example
Availability = Actual Run Time
Scheduled Scheduled Time Downtime
= 5.5 hrs
7 hrs = 78%
8
7
6
5
4
3
2
1
0
Meals &
Breaks
Equip. / Mat.
Problems
Setups
Availability Losses = 1.5 hrs.7.0
6.05.5 5.5
Run Time = 5.5 hrs.
Ho
urs
in
Sh
ift
Scheduled Time = 8 hrs.
Scheduled Downtime = 1 hr.
Actual
43
Performance Rate Calculation
Performance
Rate =
Total Units
(e.g., in a shift) X Standard
Cycle Time
Scheduled Time All Downtime
(Reflects run-speed efficiency and
losses due to minor stoppages) 300units x 1 minute /unit
480 minutes 150 minutes
91%
44
Quality Rate
Calculation
Quality Rate =
= 80%
240 units
300 units
Good Units
Total Units
45
Components Based OEE
Calculation
for Dedicated Equipment
Availability x Performance Rate x Quality Rate
Actual Good Units
Total Units
Total Units
(e.g., in a shift) X
Standard
Cycle Time
Actual Run Time
(reflects run-speed efficiency and
losses due to minor stoppages)
8 hrs per day
- 1 hr lunch/breaks =
7 hr AVAILABLE PROD. TIME
- .5 hr mech. failure -
- .5 hr waiting on metal
- .5 hr setup =
5.5 ACTUAL RUN TIME
OEE = .78 x .91 x .80 = 57%
Actual Run Time
Scheduled Time Sched. Downtime
5.5 hrs/7 hrs = .78 240 units 300 units = .80 300 units x 1 minute / unit
(8 hrs 2.5 hrs) (60min/hr) = .91 x x
46
Part Type Hour Plan Shift A Shift B
1 20/20 20/20 20/20
2 20/40 20/40 20/40
3 20/60 15/55 20/60
4 20/80 20/75 20/80
5 5/85 5/80 5/85
6 5/90 5/85 5/90
7 5/95 5/90 0/90
8 5/100 5/95 5/95
Total 100 95 95
OEE (Units) 95% 95%
X
Y
Standard Cycle Time
- Part X = 3 minutes
- Part Y = 12 minutes
Actual Good Units
Shop Floor Units Based Calculation of OEE
for General Purpose Equipment
47
Shop Floor Units (Time) Based Calculation of
OEE
for General Purpose Equipment
ACTUAL GOOD UNITS ACTUAL GOOD TIME
Part Type Hour Plan Shift A Shift B Shift A Shift B
1 20/20 20/20 20/20 60/60 60/60
2 20/40 20/40 20/40 60/120 60/120
3 20/60 15/55 20/60 45/165 60/180
4 20/80 20/75 20/80 60/225 60/240
5 5/85 5/80 5/85 60/285 60/320
6 5/90 5/85 5/90 60/345 60/360
7 5/95 5/90 0/90 60/405 0/360
8 5/100 5/95 5/95 60/465 60/420
95 95 465 420
OEE (Units) 100/100 95% 95%
OEE (Time) 480 97% 88%
X
Y
CORRECT! Standard Cycle Time
- Part X = 3 minutes
- Part Y = 12 minutes
48
Components Based OEE Calculation
for General Purpose Equipment
Availability x Performance Rate x Quality
Rate
Actual Good Units
Total Units
Units
(e.g., in a shift) X
Specific Standard
Cycle Time
Actual Run Time
(reflects run-speed efficiency and
losses due to minor stoppages)
8 hrs per day -
0 scheduled down time =
8 hrs. AVAILABLE PROD. TIME 0 downtime =
8 hrs RUN TIME
8 hrs. / 8 hrs. = 1.0 95 units 95 units = 1.0 (75 u. x 3 min/u.) + (20 u. x 12 min/u.)
8 hrs (60 min/hr) = .97
OEE = 1.0 x .97 x 1.0 = 97%
Actual Run Time
Scheduled Time Scheduled Downtime
x x
(Using Shift A Data Run Speed Losses)
49
Components Based OEE Calculation
for General Purpose Equipment
Availability x Performance Rate x Quality Rate
Units
(e.g., in a shift) X
Specific Standard
Cycle Time
Actual Run Time
(reflects run-speed efficiency and
losses due to minor stoppages)
8 hrs per day -
0 scheduled down time =
8 hrs. AVAILABLE PROD. TIME 0 downtime =
8 hrs RUN TIME
8 hrs. / 8 hrs. (80 u. x 3 min/u.) + (20 u. x 12 min/u.)
8 hrs (60 min/hr)
OEE = 1.0 x 1.0 x .97 = 97%
Actual Run Time
Sched Time Sched Downtime
x x
(Using Shift A Data Quality Losses)
(75 u. x 3 min/u.) + (20 u. x 12 min/u.) (80 u. x 3 min/u.) + (20 u. x 12 min/u.)
Good Units
(e.g., in a shift) X
Specific Standard
Cycle Time
Units
(e.g., in a shift) X
Specific Standard
Cycle Time
50
for General Purpose
Equipment
OEE = (Good Units * Std Cycle Times)
Available Time
51
Alcoa OEE Calculation
Example
Alcoa Operations Management
Consulting
52
Alcoa Richmond Foil - J-Mill
Example
8111 Alloy
Runs in batches of 4 or 5 coils
Process:
- Breakdown
- 1st Pass
- 2nd Pass
- 3rd Pass
Crowning and flushing required between batches
53
J-Mill OEE Data OEE Study Sheet:
Summary: Scheduled Time = 480 min.
Scheduled Downtime = 0 min.
Actual Run Time = 318 min.
Downtime = 162 min.
Quality Rework = 0 coils
Good Units = 8.75
Total Units = 8.75
Observed Data:
J-Mill ACTIVITY
8 / 14/ 03 7:00
7:10
7:20
7:30
7:40
7:50
8:00
8:10
8:20
8:30
8:40
8:50
9:00
9:10
Run 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
Turn Around 2 2 2 2 2 2 2 2 2 2 2 2 2 2
Roll Change
Maintenance
Crown/Flush
Paperwork
Lunch/Breaks
Planned Maintenance
Web Break
End From Line
Other 2 2 2 2 2 2 2 2
Scheduled Time
Run
Turn Around
Roll Change
Maintenance
Crown/Flush
Paperwork
Lunch/Breaks
Planned Maintenance
Web Break
End From Line
Other
Scheduled Down Time
DOWNTIME
318
56
8/14/03
480
0
20
0
0
0
0
16
0
70
0
162
54
OEE Calculation - General Purpose Equipment
Components Based OEE Formula:
Availability x Performance Rate x QualityRate
Actual Good Units
Total Units
Actual Good Units
Total Units
Total Units
(e.g., in a shift) X
Standard
Cycle Time
Actual Run Time
Actual Run Time
Scheduled Time Sched. Downtime
8.75 coils
8.75 coils
318 min.
(480-0) min.
(4 units x 25 min./unit) +
(4 units x 45 min./unit) +
(0.75 units x 40 min./unit)
318 min.
0.975 0.6625 1.0 X 100
65%
x x
55
How can OEE
be easily tracked
visually on the
shop floor?
56
J Mill Daily Visual Management
Board
7am 8am 9am 10am 11am 12pm 1pm 2pm 3pm
4pm 5pm 6pm 7pm 8pm 9pm 10pm 11pm
11pm 12am 1am 2am 3am 4am 5am 6am 7am
3pm
A Shift
B Shift
C Shift
Hourly Production
1st
Pass
1st
Pass
1st
Pass
1st
Pass
2nd
Pass
BD BD BD BD Crown
1st
Pass
1st
Pass
1st
Pass
1st
Pass
2nd
Pass
BD BD BD BD Crown
Flush Flush 2nd
Pass
Flush Flush
0% 12.5% 24% 36.5% 50% 62.5% 75% 87.5% 100% OEE
Plan
Actual
#1 #2 #3 #4 #1 #2 #3 #4 #1
#1 #2 #3 #4 #1 #2 #3 #4 #1
#2
Shift
OEE BD
#1
BD
#2
BD
#3
BD
#4
1st
Pass
#1
1st
Pass
#2
1st
Pass
#3
1st
Pass
#4
2nd
Pass
#1
57
Your turn to observe, calculate OEE, and develop
kaizens and an action plan to solve problems
58
OEE Study
Alcoa Operations Management
Consulting
59
First Questions What is the business case or need?
What problems you are trying to solve?
If you are trying to solve equipment stability or capacity problems, begin with an OEE improvement project.
60
Example Trim Sheet Problem
Business Case: Previous demand was 700 coils/day.
Demand has doubled to 1400 coils / day.
The process can make 240 coils/hour (1680 coils/8-hr shift), when everything is
OK (running to standard). The standard cycle time is 15 seconds/coil.
The actual production data for a month shows range of 600 to 750 coils/shift,
with an average of 680 coils/shift.
What is the problem?
-Availability? If yes, where are the losses? What happens during setups?
-Speed? Is it consistent? Too slow? Too fast?
-Quality? Scrap rate? Losses during setups?
WE KNOW VERY LITTLE ABOUT THE PROBLEM!
61
Trim Sheet OEE
RATE OF OPERATION =
Demand / Prod Capacity =
42% to 84% increase
6000
1800
1600
1400
1200
1000
800
600
400
200
0
Units/D
ay
Historical
Losses
OEE
= 40%
PRODUCTION CAPACITY = 1680 units (1 shift)
(output at standard)
INSTALLED CAPACITY = 5760 units
(output at standard)
Mgt.
Policy
DEMONSTRATED CAPACITY = 680 units (1 shift)
(output at actual: 680 avg, range=600 to 750)
New
Demand
=
1400/day
Previous
Demand
=
700/day Mgmt Policy:
1 shift/day, 1 hr breaks/lunch
Std Cycle Time = 15 seconds
NEW DEMAND = 1400 units/day
62
OEE Study What is an OEE study?
First-hand detailed machine observation that
exposes production stability problems, root causes,
and potential countermeasures
Why do an OEE study vs. just using existing downtime reports?
An OEE study requires one to go the the shop floor
and SEE production first-hand
When should you do an OEE study?
Early in an improvement project
63
OEE Study
Where do you perform an OEE study?
It depends on the business case;
Typically one begins with the system constraint
Who should perform an OEE study?
Line managers, operators, mechanics, and ABS resources
How do you perform an OEE study?
64
What Should We Do? Go to the process and observe
Measure the availability, cycle times, output, quality
Note contributing eventslook beyond the data
Summarize what was learned
State (or restate) the problem
Develop an action plan
Solve problems
65
OEE Study Steps 1. Define machine(s) to be studied, the cycle(s), and the standard cycle time(s)
2. Determine installed, production, and demonstrated capacities
3. Define OEE study sheet downtime categories (e.g., run, equipment downtime, changeover) and observe 5 cycles or 1 hour, whichever is less, to verify OEE study sheet categories and triggers
4. Design observation schedule, number of observers required, and prepare tracking sheets
5. Perform observations (10 cycles minimum)
6. Summarize data by category for each machine and the overall system
7. Calculate the OEE for each machine and the overall system
8. Document problems, root causes, and countermeasures
9. Develop improvement strategy based on leverage points observed, supported by the business case and OEE data (A3 format)
66
OEE Study Steps
1. Define the machine(s) to be studied, the
cycle(s), and the standard cycle time(s)
Review electronic or manual process/downtime tracking data available
Use any existing Standardized Work or SOPs
Note: You may have to observe the equipment first to define its cycles and standard cycle times
67
Trim Sheet Example Product: 24 utility coil for remodeling and new home construction
Machine to be studied: Unwinder unwinds master coils into 50 lengths for packaging
Cycle: Wrap coil Cut sheet Eject coil
Standard cycle time: 15 seconds
People: 2 person operation Operator and Stacker
Machine experiences master roll changes and specification changeovers
Lets watch a few minutes of video to confirm the above information
68
The historically proven
output of the equipment
Demonstrated Capacity:
The historically proven
output of the equipment
Demonstrated Capacity:
=
Available Production Time*
Actual (vs. Standard)
Cycle Time
* Available Production Time = Scheduled Time Scheduled Downtime
OEE Study Steps 2. Determine installed, production, & demonstrated capacities
*Available Production Time =
Scheduled Time Scheduled Downtime
= The maximum achievable output during the scheduled
operating time under the
best achievable standard
operating conditions
Production Capacity:
*Available Production Time = Scheduled Time Scheduled Downtime
The maximum achievable
output under the best
achievable standard
operating conditions
Installed Capacity: =
Total time possible*
Std. cycle time per unit
* Total time possible = calendar time
The maximum achievable
output under the best
achievable standard
operating conditions
Installed Capacity: =
* Total time possible = calendar time
Std. cycle time per unit
Available Production Time*
69
Trim Sheet Example
Installed Capacity: 1440 min. x 60 sec/min.
15 sec/coil*
Production Capacity: 480 min-60 min.
15 sec/coil
Demonstrated Capacity:
= 5760 coils
1 8 hour shift
30 min. for lunch
2-15 min. breaks
No other sched. DT
= 1680 coils
= 680 coils
*Assuming no tool changovers are required
70
OEE Study Steps 3. Define OEE study sheet downtime categories (e.g., run, equipment
downtime, changeover) and observe 5 cycles or 1 hour, whichever is less, to verify OEE study sheet categories and triggers
71
1. Prepared By, Area, Date and Time
Enter observers name, area that will be
studied, date, time.
2. Standard Cycle Time
Enter standard cycle time
for equipment/product
being studied.
3. Time
Enter time scale for
study along this axis
7. Comments
Note any problems or
ideas during observation.
9. Totals
Enter total units produced during
study as well as the number of
those classified as good
5. Categories
Enter other
categories
observed during
study as they
occur. Examples
could include
changeover,
equipment
problems, etc.
10. OEE Calculation
Use data from the chart, standard
cycle time, and units produced to
calculate OEE
6. Actual
Enter actual units
produced during
the time interval
4. Plan
Enter scheduled
units to be
produced during
each time
interval at
standard cycle
time
8.
Enter the total time for
each category.
1. Prepared By, Area, Date and Time
Enter observers name, area that will be
studied, date, time.
2. Standard Cycle Time
Enter standard cycle time
for equipment/product
being studied.
3. Time
Enter time scale for
study along this axis
7. Comments
Note any problems or
ideas during observation.
9. Totals
Enter total units produced during
study as well as the number of
those classified as good
5. Categories
Enter other
categories
observed during
study as they
occur. Examples
could include
changeover,
equipment
problems, etc.
10. OEE Calculation
Use data from the chart, standard
cycle time, and units produced to
calculate OEE
6. Actual
Enter actual units
produced during
the time interval
4. Plan
Enter scheduled
units to be
produced during
each time
interval at
standard cycle
time
8.
Enter the total time for
each category.
72
Trim Sheet Example
Output: _________ Scrap: _________
Date:
Shift:
Run
Wait
Rework
Load/Unload
(not needed)
Changeover
(new spec)
Equipment Problems
Turnaround
(same spec)
Scheduled
Maintenance
Lunch & Breaks
Trim Sheet OEE Study Sheet Categories
8:16
8:17
8:18
8:19
8:20
8:21
8:22
8:23
8:24
8:25
8:26
8:27
8:28
8:29
8:30
73
OEE Study Steps 4. Design observation schedule, number of
observers required, and prepare study sheets to
get a representative sample based on: Number and layout of machines
Length of cycles (prefer 10 cycles minimum)
Impact of different products on OEE
Tip: draw a layout of the area showing
machines and proposed observer locations
74
Trim Sheet Example
18 minute video of trim sheet operation
2 minutes to review operation
16 minutes of observation (approx. 30 cycles)
Capture
Run Time
Changeover Time (last good to first good coil)
Turnaround Time (same spec)
Downtime
75
OEE Study Steps
5. Perform observations
(at least 10 cycles minimum)
Trim Sheet Example
Lets watch the video
76
Output: _________ Scrap: _________
Date:
Shift:
Run
Wait
Rework
Load/Unload
(not needed)
Changeover
(new spec)
Equipment Problems
Turnaround
(same spec)
Scheduled
Maintenance
Lunch & Breaks
Trim Sheet OEE Study Sheet Categories
8:16
8:17
8:18
8:19
8:20
8:21
8:22
8:23
8:24
8:25
8:26
8:27
8:28
8:29
8:30
Trim Sheet Example
10 sec. 20 sec. 60 sec. 110 sec. 220 sec.
140 sec.
10 sec.
150 sec. 180 sec.
60 sec.
26 0.
1st shift
77
OEE Study Steps 6. Summarize data by category for each machine
and the overall system
RUN = 420 seconds
Turnaround = 140 sec.
C/O = 330 seconds
Equip. DT = 70 seconds
Total = 960 seconds
Output: _________ Scrap: _________
Date:
Shift:
Run
Wait
Rework
Load/Unload
Changeover
(new spec)
Equipment Problems
Turnaround
(same spec)
Scheduled
Maintenance
Lunch & Breaks
Trim Sheet OEE Study Sheet Categories
8:16
8:17
8:18
8:19
8:20
8:21
8:22
8:23
8:24
8:25
8:26
8:27
8:28
8:29
8:30
Output: _________ Scrap: _________
Date:
Shift:
Run
Wait
Rework
Load/Unload
Changeover
(new spec)
Equipment Problems
Turnaround
(same spec)
Scheduled
Maintenance
Lunch & Breaks
Trim Sheet OEE Study Sheet Categories
Output: _________ Scrap: _________
Date:
Shift:
Run
Wait
Rework
Load/Unload
Changeover
(new spec)
Equipment Problems
Turnaround
(same spec)
Scheduled
Maintenance
Lunch & Breaks
Trim Sheet OEE Study Sheet Categories
8:16
8:17
8:18
8:19
8:20
8:21
8:22
8:23
8:24
8:25
8:26
8:27
8:28
8:29
8:30
10 sec. 20 sec. 60 sec. 110 sec. 220 sec.
140 sec.
10 sec.
150 sec. 180 sec.
60 sec.
26 0.
1st shift
78
OEE Study Steps
7. Calculate the OEE for each machine and
the overall system Good Units
Reqd Units at Standard Shop floor units based OEE =
Availability x Performance Rate x Quality Rate Components based OEE =
79
Trim Sheet Example
26 units
64units x 100 = 40.6%
420 sec. 15 sec.x 26 coils 26 coils-0
960 sec. 420 sec. 26 coils x 100 = 40.6% X X
Good Units
Reqd Units at Standard Shop floor units based OEE =
Availability x Performance Rate x Quality Rate Components based OEE =
80
OEE Study Steps 8. Document problems, root causes, and
countermeasures
No. Problem / Opportunity Countermeasure EffectWho Will
ImplementBy When Remarks
Problem Countermeasure Sheet
81
OEE Study Steps 9. Develop improvement strategy based on
leverage points observed, supported by the
business case and OEE data (A3 format)
1. Background /
Business Case
2. Current
Condition
3. Target
Condition
4. Kaizen Activities
Action Timeline
Measures
1. Background /
Business Case
2. Current
Condition
3. Target
Condition
4. Kaizen Activities
Action Timeline
Measures
ABS Plan - FormatThe A-3
82
2. Area and Equipment
Enter the area and equipment identifier.
5. Plan
Enter number of
planned units to
produce that day for
this crew/shift
6. Actual
Enter actual good
units produced that
day for this
crew/shift
7. OEE
Calculate OEE as: OEE = (Actual good units)/(Planned Units)
8. OEE Plot
Chart OEE on the
graph by day
1. Crew and Shift
Enter crew and/or
shift for which this
chart will apply.
3. Month and Year
Enter the Month and Year for which this chart
will apply.
4. Prepared By
Enter the name(s) of who prepared the
chart.
% O
EE
2. Area and Equipment
Enter the area and equipment identifier.
5. Plan
Enter number of
planned units to
produce that day for
this crew/shift
6. Actual
Enter actual good
units produced that
day for this
crew/shift
7. OEE
Calculate OEE as: OEE = (Actual good units)/(Planned Units)
8. OEE Plot
Chart OEE on the
graph by day
1. Crew and Shift
Enter crew and/or
shift for which this
chart will apply.
3. Month and Year
Enter the Month and Year for which this chart
will apply.
4. Prepared By
Enter the name(s) of who prepared the
chart.
OEE
83
Traditional vs. ABS Approach to
Instability
Traditional:
Maintain large inventories
Add more shifts or work overtime
Purchase more equipment
OEE enables an ABS approach to achieve stability
ABS:
Expose problems
Seek out root cause of problems
Fix problems 1x1
vs.
84
20 Questions
Alcoa Operations Management
Consulting
85
20 Questions 1. Why do an OEE study?
2. When is an OEE study performed?
3. Why are OEE studies important?
4. Who should perform an OEE study?
5. Does OEE apply to all types of equipment?
6. (True/False) Availability is the % of available scheduled time that a machine is running.
7. (True/False) Machine set ups would not be included as an OEE loss.
8. (True/False) For an OEE study, you should observe at least 10 cycles.
9. (True/False) If a machine loads or unloads itself, the load/unload time is not considered an OEE loss even though the machine is not processing material.
86
20 Questions 10. What effect does making twice as many changeovers have on
OEE?
11. What 3 factors make up OEE?
12. What is Rate of Operation?
13. Who is responsible for unused capacity?
14. How is Rate of Operation based on customer demand?
15. How do you decide where to perform an OEE study?
16. What is the value of performing an OEE study?
17. Can OEE be used by operators as a means of exposing problems during normal scheduled run time?
18. Do OEE losses pertain to man, machine, material or methods?
19. Where do you go to learn the OEE of a particular piece of equipment?
20. Are you ready to perform an OEE study?
87
20 Questions - Answers 1. OEE studies expose problems with equipment capacity and
stability.
2. Early in an improvement project
3. Exposes root cause to problems, identifies potential countermeasures
4. Line Managers, Operators, Mechanics and ABS Resources
5. Yes
6. True
7. False
8. True
9. True
88
20 Questions - Answers 10. OEE decreases if the changeover time is not reduced
proportionally
11. Availability, Performance Rate, Quality Rate
12. % of capacity being utilized, as determined by customer demand.
13. Top management and sales
14. Rate of Operation = Demand / Production Capacity (at standard cycle time)
15. Its business case driven, typically performed on the system constraint.
16. Requires you to go to the floor and see.
17. Yes OEE = Total good units produced divided by planned units
18. All
19. On the shop floor
20. Lets do it!
89
Appendix
Alcoa Operations Management
Consulting
90
Production Capacity
Calculation Example
Alcoa Operations Management
Consulting
91
Production Capacity Calculating Operational Availability begins with understanding equipment capacity
Production Capacity must be calculated based on standard cycle times
The Production Capacity Sheet is used to perform this calculation
92
Production Capacity
The maximum achievable output during the scheduled operating time under the best achievable standard operating conditions
Standard Cycle
Time to Complete
A Piece *
= Production
Capacity
Available Production Time
* Including allocated tool changeover time
93
Production Capacity Sheet Used in processes that incorporate machinery to determine production capacities.
Identifies bottlenecks focusing tool for Machine Kaizen
Sets the standard for completing the Standardized Work Combination Table
Requires: Standard Operating Procedure Machine / Process
Equipment specifications Processing times
Observational data Manual activity
94
Production Capacity Sheet
95
MACHINE CD 300 20 0 40 1 00 10000 10 00 839
Example
840 min
BOTTLENECK:
____units
units
420/shift
*
*standard cycle time
96
Auxiliary Slides
Alcoa Operations Management
Consulting
97
Rule 1 - Activity
1 2
3
4 5 6 7
Low OEE!
A
B
C
Low OEE prevents operators from following highly specified work
1 2
3
4 5 6 7
A
B
C
vs.
98
Rule 2 - Connection
A2
B
vs.
A B
Low OEE!
Low OEE makes direct, binary, paced connections between customers
and suppliers very difficult
A1
99
Rule 3 - Pathway
A1 B1 Low OEE!
A2 B2 Flow collision!
Low OEE prevents products from flowing along simple, pre-specified
and fixed pathways
100
Rule 4 - Improvement
Missed output in 1 hour
vs. Missed output in 1 hour
Low OEE allows too many variables, making problem-solving difficult
101
OEE Performance Rate Factor
OEE = Availability x Performance Rate x Quality
Rate
Std. Cycle Time
Actual Cycle Time
x Net Operating Rate
Total Units
(e.g., in a shift) X
Actual
Cycle Time
Scheduled Time All Downtime
(losses due to minor stoppages)
Actual Run Time
Sched Time Scheduled Downtime
Good Units
Total Units
Run-speed efficiency
102
Standard Forms
Alcoa Operations Management
Consulting
103
104
1. Prepared By, Area, Date and Time
Enter observers name, area that will be
studied, date, time.
2. Standard Cycle Time
Enter standard cycle time
for equipment/product
being studied.
3. Time
Enter time scale for
study along this axis
7. Comments
Note any problems or
ideas during observation.
9. Totals
Enter total units produced during
study as well as the number of
those classified as good
5. Categories
Enter other
categories
observed during
study as they
occur. Examples
could include
changeover,
equipment
problems, etc.
10. OEE Calculation
Use data from the chart, standard
cycle time, and units produced to
calculate OEE
6. Actual
Enter actual units
produced during
the time interval
4. Plan
Enter scheduled
units to be
produced during
each time
interval at
standard cycle
time
8.
Enter the total time for
each category.
1. Prepared By, Area, Date and Time
Enter observers name, area that will be
studied, date, time.
2. Standard Cycle Time
Enter standard cycle time
for equipment/product
being studied.
3. Time
Enter time scale for
study along this axis
7. Comments
Note any problems or
ideas during observation.
9. Totals
Enter total units produced during
study as well as the number of
those classified as good
5. Categories
Enter other
categories
observed during
study as they
occur. Examples
could include
changeover,
equipment
problems, etc.
10. OEE Calculation
Use data from the chart, standard
cycle time, and units produced to
calculate OEE
6. Actual
Enter actual units
produced during
the time interval
4. Plan
Enter scheduled
units to be
produced during
each time
interval at
standard cycle
time
8.
Enter the total time for
each category.
105
Production Capacity Sheet
*
*standard cycle time
106
Problem Countermeasure Sheet
No. Problem / Opportunity Countermeasure EffectWho Will
ImplementBy When Remarks
Problem Countermeasure Sheet
107
Standard A3 - Proposal
1. Background /
Business Case
2. Current
Condition
3. Target
Condition
4. Kaizen Activities
Action Timeline
Measures
1. Background /
Business Case
2. Current
Condition
3. Target
Condition
4. Kaizen Activities
Action Timeline
Measures
ABS Plan - FormatThe A-3
108
%O
EE
CREW: AREA: MONTH: PREPARED BY: SHIFT: EQUIPMENT: YEAR:
Date 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Actual
Plan
OEE
% OEE = (ACTUAL GOOD UNITS DIVIDED BY PLANNED UNITS AT STANDARD CYCLE TIME) X 100
OEE TREND CHART
