Overall Equipment Effectiveness-Guide Book

7/25/2019 Overall Equipment Effectiveness-Guide Book

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OEE Guidebook fo r Effectiv e Measurables

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Revision Date: 3/05/99When printed, this is an uncontrolled copy - verify latest effective date at the Web site

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Cover Page

Name of Document: Guidebook for Effective Measurables - Overall Equipment Effectiveness

Current Effective Date 3/05/99 Current Version Number 2.0

Record of RevisionsVersion

Number

Effective

Date

Revision Description Authorized By

1.0 01/98 Initial Release S. Rezabek

2.0 3/05/99 Revisions done in conjunction with information gathered at the GEM

Review meeting

S. Rezabek


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Ford Production System

Guide Book for Effective Measurables

Overall Equipment Effectiveness


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Table of Contents

WHY MEASURE OVERALL EQUIPMENT EFFECTIVENESS (OEE)..............................................................................7

WHY MEASURE OEE?................................................................................................................................................................ 9

DEFINITIONS AND CALCULATIONS SECTION...............................................................................................................11

DEFINITIONS ........................................................................................................................................................................ 13

CALCULATION.....................................................................................................................................................................14

MAJOR LOSS GUIDELINES.................................................................................................................................................17Equipment Breakdowns (Availability Loss) ..................................................................................................................................... 17

Set-Up and Adjustment Losses (Availability Loss) ........................................................................................................................... 18

Tooling Losses (Availability Loss).................................................................................................................................................... 18

Documented Minor Stoppages (Availability Loss), and All Other Idling & Minor Stoppages (Performance Efficiency Loss)....... 19Quality Losses (Quality Rate) ............................................................................................................................................................ 21

Startup Losses.................................................................................................................................................................................... 21

OVERALL EQUIPMENT EFFECTIVENESS CALCULATION SHEET......... ........... .......... ........... .......... .......... ........... ..... 22

OEE CALCULATION AND ROLL-UP RULES EXAMPLES........ ........... ........... .......... ........... ........... .......... ........... ......... .. 24Management Summary ...................................................................................................................................................................... 26

IMPROVEMENT PROCESS SECTION.................................................................................................................................29

STEP 1: LAUNCH PLAN....................................................................................................................................................... 32

STEP 1A: IMPLEMENTATION CHECKLIST..................................................................................................................32

STEP 1B: DETERMINE DATA COLLECTION METHOD(S)........ ........... ........... ........... .......... ........... ........... ............ ...... 34Manual data collection....................................................................................................................................................................... 36

Automatic data collection .................................................................................................................................................................. 41

STEP 1C: DEFINE PLANT DEFINED CATEGORIES.....................................................................................................42

STEP 2: DETERMINE EQUIPMENT OR PROCESS FOR DATA COLLECTION................. ........... ........... ........... .......... 43

STEP 3: DEFINE EQUIPMENT SPECIFIC LOSSES ..........................................................................................................44

STEP 4: ESTABLISH BASELINE ........................................................................................................................................45

STEP 5: PROBLEM SOLUTION CYCLE ............................................................................................................................46

STEP 5A: PLAN.................................................................................................................................................................. 46

STEP 5B: DO...................................................................................................................................................................... 52

STEP 5C: CHECK.............................................................................................................................................................. 54

STEP 5D: ADJUST.............................................................................................................................................................55

DIVISION SPECIFIC EXAMPLES SECTION......................................................................................................................57

ELECTRONICS PLANT EXAMPLE:...............................................................................................................................................59

CONDENSER PLANT EXAMPLE: .................................................................................................................................................64


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Why Measure Overall Equipment

Effectiveness (OEE)

SECTION


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Why Measure OEE?

Overall Equipment Effectiveness (OEE) is a measure of the ability of a piece of equipment to consistently

produce product, which meets Quality Standards, at the designed cycle rate without disruption. It measures the

Availability, Performance Efficiency, and Quality Rate of a machine. The objective of monitoring and improving

OEE, is to increase the effective utilization of the equipment; resulting in increased throughput (revenue),

decreased cost, lower inventories (required working capital), and lower net fixed assets (improved investment

efficiency). This will increase the health of the Company which benefits employees, customers, creditors, and

shareholders.

Return on Assetsis one business measure of the health of the Company and each of its plants. Improvements in

equipment OEEs, affect each element of the Return of Assets equation given below:

Return on Assets = Revenue - Costs

Working Capital + Net Fixed Assets

Increase throughput and quality (Revenue) - Improving the OEE of the constraint piece of equipment, will

result in increased throughput and improved quality. This will allow the Company to increase Revenue, byproducing and selling more products - based on demand from the market place. Increased throughput could

result in increased capacity allowing some plants to in-source products.

Total Cost (Cost) - Improved OEE reflects reduced downtime cost, lower fixed cost, and improved quality

(reduced rejects, rework, reruns, and scrap). This will allow the Plant to be more competitive and help the

Company increase earnings by reducing Cost.

Reduce Inventories (Working Capital) - Improved OEE increases the stability and predictability of production,

resulting in lower required inventory levels throughout the production chain (suppliers, supporting Ford plants,

and other internal Plant operations). This decreases the amount of Working Capital required to run the plant.

Improve Investment Efficiency (Net Fixed Assets) - Improved OEE requires thorough maintenance of

equipment, resulting in higher reliability, product quality, and increased production equipment life. With

increased usefulness of the equipment, the plant can use available cash to invest in new products or new

business rather than purchasing replacement equipment.

Just as OEE is an indicator of the health of a piece of equipment, Return on Assets indicates the health of a

Company. A healthy company can providejob securityfor the workforce.

Key Ford Production System (FPS) requirementsfor stabilizing and improving OEEs are:

Sound maintenance practices

Reliable and maintainable tooling/equipment

Stable/controlled processes

Strong FTPM process

Lean changeover processes

Highly skilled team-oriented workforce


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Definitions and Calculations Section

SECTION


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DEFINITIONS

PURPOSE:

The goal of the OEE measurable is to provide the shop floor workgroups with a process that will enable them to

collect data on the Major Equipment Losses, analyze that data, and use it for continuous improvement.

DEFINITION:

OVERALL EQUIPMENT EFFECTIVENESS

OEE is a measure of the ability of a piece of equipment or a process to consistently produce products, which meet

Quality Guidelines without disruption, at the designed cycle rate. It measures the availability, performance

efficiency, and quality rate of a machine.

OEE MUST BE CALCULATED FOR PROCESS AND/OR EQUIPMENT CONTSTRAINTS FOR PLANT END-

ITEM PRODUCTS.

OEE = Availability x Performance Efficiency x Quality Rate

AVAILABILITYAvailability is the amount of time the machine or the process was available to run compared to the amount of time

it was scheduled to run. Availability can be affected by equipment failures and breakdowns, setup and adjustment

losses, tooling, documented minor stoppages, and startup losses. Do NOT subtract Blocked and Starveddown

time from Availability.

Availability = Operating Time / Net Available Time

Net Available Time = Total Scheduled Time - Contractually Required Down Time*

Operating Time = Net Available Time - Down Time**

*Contractually Required Down Time: As defined in the plant union agreement.

**Downtime includes losses due to: Equipment Breakdowns, Setup & Adjustments, Tooling Losses, Changeovers,

and other Documented Minor Stops.

PERFORMANCE EFFICIENCYPerformance Efficiency determines how closely a piece of equipment or a process runs to its ideal cycle time. It

can be affected by speed losses and losses associated with undocumented idling or minor stoppages resulting from

blocked or starved upstream and downstream equipment. If possible, blocked and starved time that impacts a piece

of equipments Performance Efficiency should be logged.


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Performance Efficiency = (Ideal Cycle Time x Total Products Run) / Operating Time

Ideal Cycle Time = The designed (engineering standard) cycle rate of the equipment for a product

using specific tooling, or the designed end of line rate/line speed of the process.

*

*Any changes to Ideal Cycle Times must be made and documented using the plants Manage the Change process.

QUALITY RATEQuality Rateis the total number of good products produced on a piece of equipment or a process compared to the

total products run.

Quality Rate = (Total Products Run - Total Rejects) / Total Products Run

Note: All defects are to be used as rejects in the calculation, not just off-line defects. First Time Through (FTT)

Measurables which include on-line repairs may, where appropriate, be used as Quality Rates for equipment and/or

process OEEs.

OEE DATA COLLECTION REQUIREMENTS:WHERE:Collect data on identified constraint operations, and other pieces of equipment or processes selected by the Plant.

FREQUENCY:

Data should be collected by shift and by product or job if applicable. OEE data should be reviewed daily, and

trended over time to identify improvement opportunities and verify the effectiveness of process changes.

WHO:

Shop Floor groups are the main users and collectors of OEE data. Appropriate Plant support personnel should be

identified to manage the implementation and maintenance of:

the Plant OEE data collection process

the OEE Information Technology (IT) computer systems enablers, and

the data analysis and reporting processes.

WHAT:

Downtime data must be collected for the following MAJOR LOSSES: Equipment Breakdown, Setups and

Adjustments, Tooling Losses, Documented Minor Stops, Undocumented Idling and Minor Stops, Start Up Losses,

Reduced Speed Losses, and Quality Losses.

Plants may also specify PLANT-WIDE LOSSESthat they want to track across the Plant on all machines. For

example: Crisis Maintenance, Unscheduled Tool Changes, Preventive Maintenance.

Groups must define the EQUIPMENT SPECIFIC LOSSESthey will track and analyze on individual pieces of

equipment or processes. Examples include: Oil fault, limit switch failed, broken belt, calibrate, clean locator,

blocked or starved conditions.

Major Loss Plant-Wide Category Equipment Specific Loss

Equipment Breakdowns Crisis Maintenance Bearing/Bushing

CALCULATION


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The Equipment Time Slice Diagram(Figure 2-1) is an excellent graphical tool that a Plant can use in developing

concise operational definitions of the time elements of OEE. It is recommended that OEE be reported as its 3

elements (availability, performance efficiency, and quality rate) as in Figure 2-1. Plant definitions of the elements

of OEE must agree with the OEE GEM definitions given below:

TOTAL SCHEDULED TIME (Scheduled Time)

Total Scheduled Time is the length of time that a piece of equipment or processes is scheduled for production andmaintenance activities. Shop Floor Schedules for all production processes should define the time required to

make the number of products required by the plants shift schedule, complete any required tooling or process

equipment changeovers, and complete all planned maintenance. Shop Floor Schedules should also be based on

customer demand andplant requirements,and they must be developed in advance of the required production

activity. Total scheduled time must be increased to reflect extensions of the scheduled plant production operating

time, but production short-shift time should not be subtracted from the Total Scheduled Time defined by the shop

floor schedule. DO NOT subtract Blocked and Starved down time losses from the Total Scheduled Time.


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Total Parts Run

Total

Rejects

Down

Time

Total Scheduled Time

Net Available Time

Operating Time

Good Parts

Contractually

RequiredDown Time

START UP LOSSES

OVERALL EQUIPMENT EFFECTIVENESS (OEE)Equipment Time Slice Diagram

Reduced Speed Losses

Idling and Minor Stops

Blocked and StarvedQuality Losses

Equipment Breakdowns

Setup and Adjustment

Tooling Losses

Documented Minor Stops

EQUIPMENT

OEE

MAJORLOSSES

=Quality

RateX X

PerformanceEfficiency

Availability

Losses

Performance

The Time Slice

Diagram shows a

visual representation

of the differentcomponents of the

OEE measurable and

the effects of the

major losses.

Figure 2-1


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MAJOR LOSS GUIDELINES

Major loss identification and analysis, is the process used on the shop floor to systematically improve equipment

and process performance. The plant floor personnel must strive to measure, understand, and attack the root

cause(s) of each major loss. The OEE major lossesinclude: Equipment Breakdown, Setups and Adjustments,

Tooling Losses, Documented Minor Stops & Undocumented Idling and Minor Stops, Start Up, Reduced Speed

Losses, and Quality Losses.

When accounting for the losses from a single event, remember that the most important issue is to find the root

causeof the total loss and take corrective action so that it will not happen again.

Be careful not to double account for a single loss. For example, if a tooling failure causes additional

damage to the machine, and the machine requires repairs, do not double account for the time. Whenever

possible, split the lost time between Tool Change and Equipment Breakdown loss categories.

Consistency in categorizing (binning) losses across the plant is important because it standardizes and

simplifies the OEE data collection and analysis process.

Equipment Breakdowns (Availability Loss)

Equipment Breakdowns are losses resulting from any equipment malfunction that requires maintenance

intervention. Equipment Breakdown loss is defined as the time between when the equipment is stopped, due

to malfunction, until the equipment is repaired, checked out, and ready to operate. This includes response

time to react to the malfunction, time to diagnose and identify the cause and/or result of the failure, time to repair

the equipment, and any test time to insure that the failure has been corrected. Information on the cause, duration,

effects, and actual repairs made to the equipment should be recorded for all breakdown incidents to enable analysis

and prioritization of opportunities for improvement.

Examples of Equipment Breakdowns include:

Wear Product Failure

Utility Failure

Equipment Jam Component Fatigue

Transfer Line or Conveyor Belt Failure Misalignment

Lubrication Failure Controls Failure

Operator Error Equipment Design Misapplication


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Set-Up and Adjustment Losses (Availability Loss)

Set-up and Adjustment Losses are losses resulting from downtime while the equipment or process is being

prepared to run a different product or altered to meet end product specifications. The time recorded must

include both changeover time (when changing from one product to another) and setup time following equipment

overhaul or maintenance. The type and duration of all equipment setup and adjustment time should be recorded

and tracked in pre-assigned Plant-Wide Loss categories for different types of set-up and adjustment times (e.g.die change, die alignment, retooling, or calibration). This will enable drill-down analysis of OEE data in order to

reduce each type of set-up and adjustment loss on a plant-wide basis. If equipment changeover is performed off-

shift, when production is not scheduled, the set-up and adjustment time is not recorded as an availability loss. This

practice will highlight the critical need to optimize set-up and adjustment time on three shift machines. All set-up

and adjustment times should be recorded, tracked, and analyzed to identify opportunities to make the set-up and

adjustment process more efficient.

Examples of Set-up & Adjustment Losses include:

Calibration Product Changeover

Die Change Tooling Changes between products.

Limit Switch Adjustment Process Controller Re-programming

Set Point Adjustment

Tooling Losses (Availabili ty Loss)

A Tooling Loss is lost time associated with failure, breakage, deterioration, or wear of a machine or process

tool. Losses from perishable tooling (e.g. drill bits and welding tips ), can be minimized by predicting failure of

wear products prior to actual breakage. Losses from removable and traceable non-wear tooling (e.g. injection

molds and stamping dies), can be minimized by maintaining and analyzing individual performance histories of the

tooling. The plant OEE Measurables process should include the collection of mean time between tool failure,

mean time to repair tooling, and individual tooling performance history data. This will facilitate the

documentation and tracking of all tooling losses, with the intent of analyzing the losses and eliminating their root

causes.

Examples of Tooling Losses include:

Drill Bit Breakage Cutting Tool Wear-out

Saw Blade Breakage Injection Mold Failure (or high reject rate)

Stamping Die Failure (or high reject rate) Scheduled Tool Changes

Punches Pulled Tips

Note: Tool Changes related to producing a different product should be recorded under the Set Up and Adjustment

Losses Category.


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Documented Minor Stoppages (Availability Loss), and All Other Idling &Minor Stoppages (Performance Efficiency Loss)

Documented Minor Stoppages and All other Idling & Minor Stoppages are losses resulting from

interruptions in the process flow requiring operator or job setter intervention. Minor losses which are

documented, belong in the Documented Stoppages category (Availability), except Starved and Blocked time

losses. (These belong in the Documented Stoppages Category (Performance Efficiency)). Losses which can not

be documented, belong in the All Other Idling & Minor Stoppages category and are classified as Performance

Efficiency losses. It is not always practical to document all stoppages, and the plant should establish a decision

rule for consistent documentation of minor stoppages. Effective decision rules for documentation of minor

stoppages, are usually based on a minimum time threshold. For example, All stoppages of duration more than x

minutes will be documented." As the documented stoppages are reduced, the threshold can be shortened. The use

of POS Monitoring, or other automated data collection systems, enables increased documentation of minor

stoppages. The plant should define equipment specific loss or cause codes that will be recorded by the automated

data collection system before a machine is placed back into the automatic mode.

In order to distinguish between documented minor stoppages and breakdowns, plants may wish to establisha

downtime duration threshold. For example, all stoppages equal to or greater than x minutes will be classified asbreakdowns, and all others will be classified as minor stoppages. It is important to establish clear definitions or

rules that are simple to apply, so that the collection of downtime data is consistent across the plant and can be

easily analyzed for root causes.

For Idling and Minor Stoppages, the exact downtime per incident may not be recordable, but an effort should be

made to categorize the number and total time duration of Idling and Minor Stoppages by type (such as jam

location, manual adjustment type/location, or blockage cause). Pareto analysis of the number of occurrences of

each type of minor stoppage, can lead to the identification and elimination of the root causes and the

corresponding minimization of losses associated with Idling and Minor Stoppages.

Examples of Minor Stops:

Machine Jam Undocumented Manual Adjustment

Material Misalignment Temporary Cleaning Requirement

Machine Reset

Blocked and Starved (Performance Efficiency)

Blocked and Starved time losses are NOTsubtracted from an equipments Availability. They reduce the

Performance Efficiency of the equipment. Production losses due to Blocked and Starved conditions should be

tracked whenever possible, and the plant should consider establishing plant-wide loss codes for specific blocked

and starved conditions, e.g. Blocked - Buffer Full, or Starved - No Stock from Supplier. Where min./max.

levels have been established with a pull system, blocked conditions may occur when all levels are at max. The

equipment or process would then be considered blocked. This could be a good time to complete Operatorpreventive maintenance such as Cleaning to Inspect.


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Reduced Speed Loss (Performance Effic iency)

Reduced Speed Loss is lost production due to the machine or line operating at an overall rate that is slower

than ideal cycle time. The ideal cycle time of a machine, along with the product that is being produced, is the

engineered design cycle rate. A faster cycle time may be used, if it has been documented and proven-out by the

plant, using the FPS Manage-the-Change process. Reduced Speed Losses should be tracked and regularly

reported.

Examples of Reduced Speed Losses include:

Running at less than design speed to meet quality specifications.

Running at less than design speed in order to stretch production runs to complete a scheduled shift.

Running at customer demand rate. (I.e., the machine or line has the capability of running 1000

products per hour, but customer demand rate is only 500 products per hour.) By running at your

customer's rate, the performance efficiency on this particular machine would only be 50%. However,

your Plant would also have a 50% capacity for growth on this machine as customer demand increased.

(Figure 2-2 shows the relationship between reduced speed, minor stops, and customer demand rate.)

Id e a l C y c l e R a t e

D o c u m e n t e d S t o p p a g e s

T im e

A c tu a l C y c le R a te

S p e e d L o s s e s

D o c u m e n t e d S to p p a g e L o s s e s

P r o d u c t i o n (A c t u a l C y c l e R a t e )

S

p

e

ed

R e l a t i o n s h i p B e tw e e n R e d u c e d S p e e d , Id l i n g & M i n o r

S t o p p a g e L o s s e s , a n d C u s t o m e r D e m a n d R a t e

u s to m e r D e m a n dR a t e

C u s t o m e r D e m a n d R a t e

Figure 2-2


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OEE Guidebook for Effective Measurables



Quality Losses (Quality Rate)

A Quality loss is associated with the production of products that do not meet Quality Standards (unable to

pass quality control). The following Quality Losses must be included in the calculation of an OEE for a piece of

equipment or a process:

all product requiring either in-line or off-line rework all product that is rerun in order to meet Quality Standards

all product that is scrapped.

Only Quality Losses directly related to the equipment or process, should be included in the calculation of the

equipment OEE. These Quality Losses should be carefully reported and categorized for root cause analysis and

prevention of recurrence.

Examples of Quality Losses include:

Product rerun through testing operations Scratched or Discolored Glass

Unworkable IC Boards Broken Injection Molded Pieces

Missing or Dislocated Screw

Missing or Dislocated Weld Re-machined products

Startup Losses

A Startup Loss is defined as a loss that occurs between the time of equipment or process start-up until the

time that a product (product) is produced meeting all Quality Standards. This loss is usually a result of the

time it takes for the equipment to stabilize in terms of temperature, pressure, speed, etc. during start-up. The goal

in minimizing Startup Losses has two factors. The first is to minimize the number of startups by stabilizing

equipment reliability, production schedules, and overall machine operation. The second is to minimize the lost

time for each startup by bringing the equipment to stability in a shorter time. This may require equipment

modification to control temperature, pressure, and speed, prior to pushing the start button.All losses that occur during the startup period should be indicated by checking Start-up on the data collection

sheet. (See Section 3, Figure 3-3.) Start-up losses which are indicated in this way are not used in the OEE

calculation, but can be used for reporting purposes. Organizations should strive to reduce both the number of

startups and the time required to bring the operation to stability.

Examples of Startup Losses include:

Pre Heating Time before using a oven. Cleaning out material before using a machine.

Dirty Paint. Cleaning out lines.

Start-up lossesare recorded differently than the other Major loss categories. Start-up should be

indicated for every type of loss which occurs during the Start-Up period. For example, changing tooling to

make a new product should be recorded as a Set-up and Adjustment loss, but should also be recorded as aStart-up loss on the data collection sheet. An Equipment Breakdown which occurs during start-up, should

be recorded under the Equipment Breakdown category; and the Start-up box should also be checked.


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Total Parts Run

Total

Rejects

Down

Time

Total Scheduled Time

Net Available Time

Operating Time

Good Parts

Contractually

RequiredDown Time

START UP LOSSES

OVERALL EQUIPMENT EFFECTIVENESS (OEE)Equipment Time Slice Diagram

Reduced Speed Losses Idling and Minor Stops

Blocked and StarvedQuality Losses

Equipment Breakdowns

Setup and Adjustment

Tooling LossesDocumented Minor Stops

EQUIPMENT

OEE TERM

MAJORLOSSES

OEE =Quality

RateX X

PerformanceEfficiency

Avai labi lity

Losses

Performance

A

C

ED

B

G

K

M L J F

Figure 2-3

OVERALL EQUIPMENT EFFECTIVENESS CALCULATION SHEET

The OEE Calculation Sheet (Fig 2-4) can be used to perform the OEE calculation. The collected data is totaled

and entered into the corresponding items on the sheet. The circled letters in Figure 2-3 each correlate to a letter on

the calculation sheet.


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OEE Calculation Sheet

Equipment: Shift:

Reporting Period: Part:

AvailabilityA. Total Scheduled Time minutes

B. Contractually Required Downtimes minutes

Breaks minutes

Lunch minutes

C. Net Available Time (A-B) minutes

D. Down Time minutes

Equipment Breakdowns minutes

Setups & Adjustments minutes

Tooling minutes

Documented Stoppages minutes

Meetings minutes

Planned Maintenance minutes

E. Operating Time (C-D) minutes

F. Availability (E/C)

Performance Efficiency

G. Total Parts Run pieces

H. Ideal Cycle Time min / part

J. Performance Efficiency ((HxG)/E)

Documented Blocked / Starved

Blocked Time minutes

Starved Time minutes

Loss Due to Blockage & Starvation

Loss Unaccounted

Quality Rate

K. Total Rejects pieces

L. Quality Rate ((G-K(/G)


M. Overall Equipment Effectiveness (FxJxLx100)

Figure 2-4


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OEE CALCULATION AND ROLL-UP RULES EXAMPLES

Single Product

The following example shows how calculations are performed for a single product. In this example, the OEE is

being calculated for a single shift. After the shift ended, the data collected was summarized as shown in Figure 2-

5.

Data collected for a single product Line

Total Scheduled Time 480 min A

Contractually Required Downtime 30 min B

Downtime 50 min D

Total Products Run 1500 pieces G

Ideal Cycle Time 0.25min/product

H

Total Rejects 250 pieces K

Figure 2-5

The totaled data is then used to calculate the following information (Figure 2-6):

Calculation Result

Net Available Time:Total Scheduled Time - Required Downtime 480 30 450

Operating Time:Net Available Time - All Other Downtime 450 50 400

Avai labil ity: Operating Time / Net Available Time 400

450

8889%.

Performance Efficiency:(Ideal Cycle Time x Total Products Run) / Operating Time 0 25 1500

400

.

93 75%.

Quality Rate:(Total Products Run - Total Defects) / Total Products Run 1500 250

1500

8333%.

Overall Equipment Effectiveness:Availability x Performance Efficiency x Quality Rate 0 8889 0 9375 0 8333. . . 69 44%.

Figure 2-6


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Multiple Products (Across Product Roll-Up)

OEE should be calculated by product when significant differences in tooling or processes exist. In some cases,

however, plants may want to calculate an OEE for all products on a given machine by aggregating data together in

the calculation.

Data collected for each product: Product 1 Product 2

Total Scheduled Time 480 min 480 minContractually Required Downtime 30 min 30 min

Downtime 50 min 75 min

Total Products Run 1500 pieces 700 pieces

Ideal Cycle Time 0.25min/product

0.5 min/product

Total Rejects 250 pieces 116 pieces

Figure 2-7

The totaled data for each product should be calculated using the method demonstrated in Figure 2-6. In addition,

to calculate OEE for all products on a machine use the aggregate method in Figure 2-8.

Calculation ResultNet Available Time:SUM(Total Scheduled Time) - SUM(Required

Downtime)( ) ( )480 480 30 30+ + 900

Operating Time:Net Available Time - SUM(All Other Downtime) 900 50 75 +( ) 775

Avai labil ity: Operating Time / Net Available Time 775

900

8611%.

Performance Efficiency:SUM(Ideal Cycle Time x Total Products Run) /

Operating Time( . ) ( . )0 25 1500 0 5 700

775

+

9355%.

Quality Rate:(SUM(Total Products Run) - SUM(Total Defects)) /

SUM(Total Products Run)( ) (250 )1500 700 116

1500 700

+ +

+

8336%.

Overall Equip Effectiveness:Availability x Performance Efficiency x Quality Rate 0 8611 0 9355 0 8336. . . 6715%.

Figure 2-8

Across Time Roll-Up

OEEs on individual products or processes may be rolled-up across time, for example daily OEEs on a piece of

equipment rolled-up to a weekly OEE for the same piece of equipment.

These across time OEE roll-ups are done by:

Accumulating the raw OEE data used to calculate an OEE for each individual time period, then


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Recalculating OEE for the rolled-up time period using the accumulated OEE data.

This is the same method used on the previous page to combine (roll together) OEEs from multiple products

produced by the same machine.

Across Process Roll-Up

Suppose OEEs are being calculated for individual machines and/or sub-processes which combine to form amanufacturing process. To find the OEE of the large manufacturing process:

Perform a CONSTRAINT ANALYSIS on the process, and

Report the OEE of the constraint machine or sub-process as the OEE of the larger manufacturing process.

NEVERcombine OEE data across machines or processes and recalculate a new OEE for a combination of

machines or processes.

NEVERcombine OEE data across products which are produced on different machines or by different processes.

NEVERcombine OEE data to calculate Plant or an Area OEE.

Management Summary

Roll-ups Across Multiple Products

The OEE Measurable is defined for single products produced on a machine or by process. Models or derivatives

of these products should be combined whenever guidelines are met. NEVER roll-up OEEs from products

produced on different machines or by different processes. Rolling-up OEE values across multiple products is NOT

RECOMMENDEDfor work groups or plant floor application areas who analyze product OEE measurables to

identify opportunities for quality improvement and the elimination of waste.

Management summaries of OEE performance trends across multiple products and/or multiple plant machines and

processes may be developed as follows:

1. Define theorganization level, time period, and products whose OEE measurables are to be rolled

together. For example, a plantwide monthly summary of all end-item product OEE values is to be

developed.

2. Calculate the appropriate rolled-up OEE values by individual product using the roll-up rules defined in

this GEM.


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3. Calculate a measure of Central Tendency for the OEE values developed in step 2 using one of the

following methods:

a) Calculate the Mean (Arithmetic Average) of the rolled-up individual product OEE values.

b) Calculate a Cost Weighted Average of the rolled-up individual product OEE values using, for

example, the yearly fixed budgeted cost for each product.

c) Calculate a Volume Weighted Average of the rolled-up individual product OEE values using,for example, the yearly fixed financial planning volumes for each product.

d) Calculate a Revenue Weighted Average of the rolled-up individual product OEE values by

combining the weighting factors defined in b) and c) above.

Note that the weights used in the above methods should be fixed for a period of time so

that OEE trends reflect changes in actual OEE performance and not changes in product

volumes or costs.

4. Summarize the multiple product OEE performance across time using a graph that displays both the

OEE measure of Central Tendency calculated in Step 3 and the range of individual product OEE

values.

Management summaries in tabular form are NOT RECOMMENDED. Summary tables of OEE measurables

promote point-to-point comparisons of OEE values. These comparisons often mask trends in OEE performanceand force wasteful explanations of common-cause OEE variation. Plants should review Division requirements

before deciding on the format of plant OEE management summaries.


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Improvement Process Section

SECTION


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How do we get started? Follow the OEE Cycle!

Plan

Do

Ad ust

Check

Figure 3-1

The OEE Measurable Process

The OEE Measurable Process, as shown in Figure 3-1, outlines the steps needed to launch an effective and

efficient OEE Measurement on the plant floor. Guidelines are also provided for using OEE information to

improve the availability, performance efficiency, and quality rate of plant floor equipment.

STEP 1Launch Planning

A. Complete OEEImplementationChecklist

B. Determine DataCollectionMethod (s)

C. Define PlantWide Losses

STEP 2Determine Equipment for

Data Collection

STEP 3Define equipment specific

losses

STEP 4Establish Baseline

STEP 5Continuous ProcessImprovement Cycle


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STEP 1: LAUNCH PLAN

STEP 1A: IMPLEMENTATION CHECKLIST

In Step 1A, the plant completes an implementation checklist. It is recommended that plants complete the Checklist

contained on the following pages before deploying the Measurables Overall Equipment Effectiveness Process.The Checklist will insure that all preparation is done for planning and managing a successful launch of the OEE

measurement process, including establishing that an effective launch team is in place. (The checklist is also a good

refresher for plants that have already deployed OEE.)

Plant Name:

Checklist Completed By: (optional) Position: Date Completed:

Are you willing to answer more

questions in the future to help with

OEE development?

Yes_________ Phone #:____________________ PROFS ID:________________

No__________

Instructions: Place a check in boxes indicating completion status for tasks listed. For tasks which have not beencompleted, indicate next steps and target completion date.

( I ) PREPARATION:

(A) OEE Deployment Plan EstablishedYes No

(Y) (N) OEE is currently measured.

Describe how you collect OEE data________________________________________________

_____________________________________________________________________________

If no, when will a measurement strategy be developed? ____________________________________

(Y) (N) OEE Deployment Plan is developed.

Describe deployment plan ____________________________________________________________

Number of departments and machines in pilot identified: # of Depts. _______# of Machines _______

Plant-wide departments and machines identified: # of Depts. _______# of Machines _______

If no, when will the plan be developed? ___________________________________________________

(Y) (N) Application/intended use of OEE data is defined.

Describe how OEE data is used ______________________________________________________

________________________________________________________________________________

If no, when will a data application strategy be prepared? ____________________________________

(Y) (N) Expected benefits of OEE are defined. Describe expected benefits ___________________________________________________________

_________________________________________________________________________________

If no, when will expected benefits be defined? ____________________________________________

(Y) (N) The OEE pilot area has been identified.

Area(s) ___________________________________________________________________________

If no, when will pilot area(s) be identified? _______________________________________________


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(Y) (N) Training strategy/plan to support OEE developed (check courses to be taken for each group).

Training Group/# in Group BEW I BEW II Constraint Analysis Other OEE

______________________ ____ ____ __________ ______ ____

______________________ ____ ____ __________ ______ ____

______________________ ____ ____ __________ ______ ____

______________________ ____ ____ __________ ______ ____

______________________ ____ ____ __________ ______ ____

______________________ ____ ____ __________ ______ ____

(B) OEE Support Personnel Deployment Plan Established(Y) (N) Key support personnel for pilot area/plant identified (list name(s) by position/role, indicate Not Applicable as NA)

Plant OEE Champion ______________________________________________ #______

FTPM Coordinator ______________________________________________ #______

FPS Coordinator ______________________________________________ #______

FPS Measurables Coord. ______________________________________________ #______

Union Representative ______________________________________________ #______

Supervisor / Superintendent ______________________________________________ #______

Other_______________ __________________________________________________ #______

If no, when will support personnel be identified?_________________________________________

(II) WORK GROUPS:

(A) Work Group Deployment Plan Established

Yes No(Y) (N) Work Groups have been formed.

List area(s) ________________________________________________________________________

If no, when will work groups be formed?_________________________________________________

(Y) (N) Work Groups are currently collecting data for OEE.

Which group(s) ____________________________________________________________________

Type of data collected _______________________________________________________________

If no, when will work groups start to collect data?_________________________________________

(Y) (N) Operators/Groups receive OEE feedback.

Describe the type of feedback_________________________________________________________

Describe the feedback methodology____________________________________________________

_________________________________________________________________________________

Describe how the feedback is used by the Operator/group___________________________________

_________________________________________________________________________________

Describe benefits to plant/individual/group________________________________________________________________________________________________________________________________

If no, when will work groups start to receive data? ________________________________________

(Y) (N) OEE reporting process established.

Describe who will create/generate/distribute the reports_____________________________________

Describe who will review the reports____________________________________________________

Describe what follow-up actions are expected based on reports generated_______________________

_________________________________________________________________________________

If no, when will the reporting process be established? ______________________________________

(Y) (N) Problem resolution process for OEE issues/concerns developed.

Describe the process ______________________________________________________________

________________________________________________________________________________

If no, when will a problem resolution process be put into place?______________________________


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(III) INFORMATION TECHNOLOGY STRATEGY:

(A) Information Technology (IT) Deployment Plan EstablishedYes No

(Y) (N) An OEE / Downtime system is currently in place.

If yes, name of system _______________________________________________________________

Describe how data is collected ________________________________________________________

_________________________________________________________________________________

System in use for _________________________________ years

If no, list reasons/barriers ____________________________________________________________

_________________________________________________________________________________

(Y) (N) OEE data collection methodology to support FPS Measurables has been identified.

( ) ( ) Manual Data Entry Interface If yes, # of machines_______

( ) ( ) Card Reader Interface If yes, # of machines_________

Standard Card selected (circle appropriate) A B

# of machines to be changed to conform _________

( ) ( ) Machine Monitoring Interface If yes, # of machines_________

( ) ( ) POS Monitoring

If no, when will a collection methodology be established?

_______________________________________________________________

(B) Information Technology (IT) EnablersYes No

(Y) (N) Personnel within plant to support the IT system have been identified.

Host Support (i.e., VAX / HP) ______________________________________________________

Database _______________________________________________________________________

PC Support (answer questions and help generate custom reports) ___________________________

SDS Administration (optional, where available)_________________________________________

If no, list reasons/barriers __________________________________________________________

______________________________________________________________________________

(Y) (N) System configuration personnel have been identified (list name(s). Pilot area _______________________________________________________________________

Long-term______________________________________________________________________


_________________________________________________________________________________

(Y) (N) Number of system users have been identified.

Number of on-line users ___________________________________________________________

Number of users using reports for analysis_____________________________________________


______________________________________________________________________________

STEP 1B: DETERMINE DATA COLLECTION METHOD(S)

In Step 1B, the plant determines the method it will use for data collection. Manual collection methods are

provided as well as Information Technology (IT) tools, such as automatic data collection, data input screens, and

optical mark scanner (OEE "Bubble") cards. Although these tools are available to help with data collection, all

necessary data collection can be done manually. Figure 3-2 illustrates the different methods. Regardless of the

method used, the data in Table 3-1 must be collected for OEE analysis.


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Figure 3-2

Required Data Field Example Units Where Obtained Affects

Date 08-SEP-97 Date Manual/System

Shift 2 Number Manual/System

Equipment ID OP-20 Manual

Station 000 ManualTotal Scheduled Time 480 Minutes Manual/Shift Scheduler A, P

Contractually Required Downtime 45 Minutes Manual/Shift Scheduler A, P

Actual Cycle Time 30 Seconds per Piece Manual/Monitoring P

Total Products Run 760 Pieces Manual/Monitoring P, Q

Equipment Specific Losses

Loss Code or Description 9 / Belt Broke Number / Alpha Manual/Monitoring

Duration 23 Minutes Manual/Monitoring A, P, Q

Number of Occurrences 1 Number Manual/Monitoring A, P, Q

A - Availability P - Performance Efficiency Q - Quality Rate

Table 3-1


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Manual data collection

The manual data collection process begins with operators in work groups recording losses throughout the shift

using the OEE Data Collection Worksheet. At the end of the shift, the data is entered into the manual system

interface or the operator completes an OEE "Bubble" Card which is later scanned into the system.

OEE Data Collection Worksheet

The data collection worksheet in Figure 3-3 can be used to collect losses that occur throughout the shift. At a

minimum, the number of incidents and downtime, in minutes, should be recorded. A check mark can be entered in

the Start Up column if the loss occurred during startup. If you are using scanner cards, the OEE "Bubble" Card

code that designates the equipment specific loss can be entered into the Loss Code column.

The Global OEE 4.0 computer system can create these data worksheets. You can transfer the data recorded on the

worksheet to the OEE system using the manual data entry interface or the scanner cards.

Note: In order to collect OEE by product, in a shift running more than one product, it is necessary to have a

separate work sheet for each product.


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Sample - OEE Data Worksheet

Department: ______________________________ Equipment/Process: ______________________________

Station: __________________________________ Product Type: _______________________________

Date: ___________________ Shift: ____________ Group: __________________________________

Total Scheduled Time: ______ hrs. _______ min Contractual Downtime: _________________ min

Total Products Run: _____________________pieces

Actual Cycle Time: ____________________ sec

LOSS

CODE TIME

BREAKDOWNS (Equipment Failures): NUMBER OF

INCIDENTS

TIME DOWN IN

MINUTES

START

UP

TOTAL: TOTAL:

TIME

SETUPS OR ADJUSTMENTS NUMBER OF

INCIDENTS

TIME DOWN IN

MINUTES

TIME

MINOR STOPPAGES NUMBER OF

INCIDENTS

TIME DOWN IN

MINUTES

TIME

TOOLING NUMBER OF

INCIDENTS

TIME DOWN IN

MINUTES

TOTAL: TOTAL:

TIME

QUALITY (Rejects and Scrap): NUMBER OF

PRODUCTS:

TOTAL:

PRODUCTIVITY (Pieces, Units Per Hour)

1 2 3 4 5 6 7 8 9 TOTAL

Figure 3-3


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Manual System Interface

The data from the worksheet can be entered into the Global OEE 4.0 computer system with the manual system

interface. Figure 3-4 is an example of the interface in the system.

Figure 3-4 OEE Data Entry Screen

The totaled data from the worksheet is entered where indicated by the field names. To enter the detailed losses,

the operator clicks on the Details button and the OEE Data Details screen (Figure 3-5) is displayed to allow entry

of the equipment specific losses.


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Figure 3-5 OEE Data Details Screen


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Figure 3-6


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OEE "Bubble" Cards

Figure 3-6, shows an example of OEE "Bubble" Cards. Data is totaled, entered on the cards, and scanned into the

system.

Automatic data collection

The machine monitoring system automatically collects the losses throughout the shift and sends the data to the

OEE system at the end of the shift. The data fields in the manual system interface (Figures 3-4, 3-5) are filled in

automatically. The plant has the option to add or edit this information before it is stored in the OEE system.

Note: The Monitoring system only records total defects. It does not record the number of defects associated with

each specific equipment quality loss. The equipment specific losses for quality must be entered into the OEE

system manually. The manual data collection method can be used to collect the quality losses that might otherwise

be missed.


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STEP 1C: DEFINE PLANT DEFINED CATEGORIES

In Step 1C, the plant can optionally define an additional level of stratification (categories). These categories are

called Plant Defined Categories. Each plant should determine the categories they wish to track on all equipment

that they collect OEE information on.

Note: The plant level categories are supported in the Global OEE 4.0 computer system.

OEE losses are viewed at three levels as illustrated in Figure 3-7. Each plant defined category falls

under a major loss. If it is decided not to define plant defined categories, each equipment specific loss

falls directly under a major loss.

Major Losses - Required

This view provides the equipment breakdown losses, tooling losses, set up andadjustment, start up, documented stoppages, reduced speed losses, and quality losses.

Plant Defined Categories - Optional

The plant may optionally break up the Major Losses into plant level categories.The plant might define these by trade: Electrical, Hydraulic, etc. or by othercategories such as Crisis, Preventative Maintenance, Planned or ProjectMaintenance, Meetings.

Equipment Specific Losses - Required

These losses are the actual instances that occur on a specific piece ofequipment. Each loss falls into one of the plant wide categories, which inturn falls under a major loss. Examples of Equipment Specific Losses forthe Crisis Breakdown plant category might be Jam on Spindle A, MotorFailed, Broken Belt

Figure 3-7


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Example of Plant Defined Categories

Table 3-2 gives an example of some of the possible plant wide categories.

Major Time Loss Plant Wide Category Descr ipt ionEquipment Breakdowns Crisis Maintenance

Documented Stoppages Planned Maintenance During ProductionEquipment Breakdowns Quality Hold*

Setup & Adjustment Losses Adjustment

Setup & Adjustment Losses Product Changeover

Setup & Adjustment Losses Quality Hold*

Tooling Losses Planned Tool Change

Tooling Losses Unplanned Tool Change

Tooling Losses Electrician

Tooling Losses Machine Repair

Tooling Losses Tool Maker

Documented Stoppages Labor Shortage

Documented Stoppages Minor Stoppage

Documented Stoppages Test

Idling & Minor Stoppages Blocked

Idling & Minor Stoppages Starved

Idling & Minor Stoppages Product Shortage-Starved

Quality Out of SpecificationTable 3-2 *Quality Hold is a plant defined category that can fall under more than one major loss

category. It is used to track downtime that occurs because of quality concerns.

Note: Idling and Minor Stoppages are included in the Performance Efficiency category and provide valuable

information about the use of the equipment. Starved and Blocked are Idling and Minor Stoppages and are

notused in the Availability category of the OEE calculation. Plants should collect Starved and Blocked

where possible (Performance Efficiency), so it can be analyzed and used for continuous improvement.

STEP 2: DETERMINE EQUIPMENT OR PROCESSFOR DATA COLLECTION

[The Operational Constraint Identification Process is being developed for inclusion in Version 3 of the GEM]


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STEP 3: DEFINE EQUIPMENT SPECIFIC LOSSES

Each group must determine the equipment or process specific losses for equipment selected in Step 2. Equipment

specific losses are the actual losses that occur on a piece of equipment. Each loss falls into a plant defined category,

if they are defined, and always falls under only one major loss. (Refer to Figure 3-7.) For each equipment specific

loss that occurs, the duration of time is recorded. For best detail, each occurrence should be recorded individually.

When this is not possible, sum occurrences as a duration over time. (See Section 2, Idling and Minor Stoppages.)

Example of Equipment Specifi c LossesMajor Loss Plant-Wide Category Equipment Specific Loss

Equipment Breakdowns Crisis Maintenance Bearing/Bushing

Equipment Breakdowns Crisis Maintenance Belt Repair/Replace

Equipment Breakdowns Crisis Maintenance Broken Locator

Equipment Breakdowns Crisis Maintenance Chain Repair/Replace

Equipment Breakdowns Crisis Maintenance Electric Motor

Equipment Breakdowns Crisis Maintenance Elevator Unjam/Repair

Equipment Breakdowns Crisis Maintenance Fix Leak

Equipment Breakdowns Crisis Maintenance Limit Switch

Equipment Breakdowns Crisis Maintenance Product Pusher FaultEquipment Breakdowns Crisis Maintenance Transfer Fault

Equipment Breakdowns Planned Maintenance Cleaning

Equipment Breakdowns Planned Maintenance Pressure Check

Setup & Adjustment Losses Adjustment Size Changed

Setup & Adjustment Losses Electrician Calibration

Setup & Adjustment Losses Product Changeover Change Over

Documented Stoppages Labor Shortage No Manpower

Documented Stoppages Planned Meeting Small Group Activity Meeting

Documented Stoppages Minor Stoppage Material Misalignment

Documented Stoppages Minor Stoppage Reset Machine

Tooling Losses Machine Repair Brake Adjustment

Tooling Losses Machine Repair Locator/Drive Pin

Tooling Losses Planned Tool Change Planned Tool Change

Tooling Losses Tool Maker Bearing/Bushing Wear

Tooling Losses Tool Maker Broken Detail

Tooling Losses Tool Maker Poor Quality

Tooling Losses Unplanned Tool Change Broken Drill

Quality Losses Repair Missing Hole

Quality Losses Repair Not Holding Size

Quality Losses Scrap Hole too big

Quality Losses Scrap Missing Detail

Idling & Minor Stoppages Blocked Blocked by Next Operation

Idling & Minor Stoppages Starved Product Shortage - Starved

Idling & Minor Stoppages Starved Waiting on product delivery-Starved

Table 3-3


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STEP 4: ESTABLISH BASELINE

In order to identify opportunities for improvement and evaluate the effectiveness of improvement efforts, it is

necessary to establish a baseline. OEE data can provide a baseline from which to trend progress. The baseline

establishes how things were operating when data collection was started. To establish the baseline, it is

recommended to collect about thirty days of data. Do not do any improvement actions during this time.

OEE Data WorksheetDepartment: ______________________________ Equipment: ______________________________

Stat ion: __________________________________ Part Type: _______________________________

Date: ___________________ Shi ft : ____________ Group: __________________________________

Total Scheduled Time: ______ hrs. _______ min Contractual Downt ime: _________________ min

Total Parts Run: _____________________ pieces Actual Cyc le Time: ____________________ sec

TIME

BR EAKDO WNS ( Eq ui pm ent Fa il ur es) : NU MB ER O F

INCIDENTS

TIMEDOWN IN

MINUTES

TOTAL: TOTAL:

TIME


INCIDENTS

TIMEDOWN IN

MINUTES

TOTAL: TOTAL:

TIME

MINOR STOPPAGES NUMBER OF

INCIDENTS

TIMEDOWN IN

MINUTES

TOTAL: TOTAL:

TIME

TOOLING NUMBER OF

INCIDENTS

TIMEDOWN IN

MINUTES

TOTAL: TOTAL:

TIMEQUALITY (Rejects and Scrap): NUMBER OF

PARTS:

TOTAL:

ITY((Pieces,UnitsPer Hour)

2 3 4 5 6 7 8 9

Baseline

(About 30 Days of Data)

After you have collected data for 30 days, using manual or automatic data collection methods, total the data and

calculate the OEE. The result of this calculation is the baseline.


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STEP 5: PROBLEM SOLUTION CYCLE

Each group should follow the OEE problem solution cycle (Figure 3-8) until they reach their objective. The

following sections of the Guidebook outline a process to help groups perform problem analysis.

The Problem Solution Cycle is the process for driving and measuring the improvement of equipment operation.

The process continues until the objective has been met.

Plan

Do

Adjust

Check

STEP 5At ob jective?

Figure 3-8

STEP 5A: PLANOnce data has been collected, it is totaled for analysis. Again, 30 working days of information is needed to ensure

meaningful results. It is important to use drill down techniques to stratify losses down to the equipment specific

problem.

The OEE data analysis and reporting process can be done with manual data collection, but automatic or scannercards can provide the same information with less effort. The Global OEE 4.0 computer enabler will perform the

calculations and provide the graphs for you in various formats. (Samples in this document are from the enabler.)

To begin the process, take total losses over the time period, as seen in the example worksheet summary on the next

page; then use the data to calculate the OEE.


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Department: _XXXX________________________ Equipment: __NNNN_______________________

Station: __________________________________ Product Type: _Sample Product____________________

Date: Aug. 18 - Oct. 15 1996 Shift: __2_________ Group: ___ZZZZ___________________________

Total Scheduled Time: ______ hrs. _______ min Contractual Downtime: _________________ min

Total Products Run: _14709_______________ pieces Actual Cycle Time: ___.63_______________ sec

LOSS

CODE TIME

BREAKDOWNS (Equipment Failures): NUMBER OF

INCIDENTS

TIME DOWN IN

MINUTES

START

UP

Bearing/Bushing 3 1230

Belt Repair/Replace 3 705

Broken Locator 3 1740

Chain Repair/Replace 1 200

Chuck Repair/Replace 4 350

Electric Motor

Elevator Unjam/Repair 1 10

Fix Leak

Limit Switch 1 110

Not Clamping 1 120

Not Homing 5 7

Prox Switch 1 125

Product Pusher Fault 26 34

Transfer Fault 4 185Cleaning 2 189

Pressure Check 5 106

TOTAL: ( 62 ) TOTAL: ( 5111)

TIME


INCIDENTS

TIME DOWN IN

MINUTES

Size Changed 59 67 X

Calibration

Change Over

TOTAL: ( 59 ) TOTAL: ( 67 )

TIME

DOCUMENTED STOPPAGES NUMBER OF

INCIDENTS

TIME DOWN IN

MINUTES

No Manpower 1 480

Material Misalignment

Department Meeting

Small Group Activity Meeting 2 40

Reset machine

TOTAL: ( 1 ) TOTAL: (520 )

TIME

TOOLING NUMBER OF

INCIDENTS

TIME DOWN IN

MINUTES

Brake Adjustment

Locator/Drive Pin 2 1820

Planned Tool Change 45 283

Bearing/Bushing W ear 1 110

Broken Detail

Poor Quality

Broken Drill 1 300

TOTAL: ( 49 ) TOTAL: (2513 )

TIME

QUALITY (Rejects and Scrap): NUMBER OF

PRODUCTS:

Missing Hole 9

Not Holding Size7

Hole too big 12

Missing Detail

TOTAL: ( 28 )

PRODUCTIVITY ((Pieces, Units Per Hour)

1 2 3 4 5 6 7 8 9 TOTAL

(14709)


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Overall Equipment Effectiveness Calculation Sheet

E ui ment: Op-NNN Shift: 2

Reporting Period: Aug. 18 - Oct 15 Part:

Availability

A. Total Scheduled Time 20690 minutes

B. Contractually Required Downtimes 1550 minutes

Breaks 930 minutes

Lunch 620 minutes

C. Net Available Time (A-B) 19140 minutes

D. Down Time 8211 minutes

Equipment Breakdowns 4816 minutes

Setups & Adjustments 40 minutes

Tooling 295 minutes

Documented Stoppages 67 minutes

Meetings 2513 minutes

Planned Maintenance 480 minutes

E. Operating Time (C-D) 10929 minutes

F. Availability (E/C) .57

Performance Efficiency

G. Total Parts Run 14709 pieces

H. Ideal Cycle Time .45 min / part

J. Performance Efficiency ((HxG)/E) .61

Documented Blocked / Starved

Blocked Time 526 minutes

Starved Time 41 minutes

Loss Due to Blockage & Starvation

Loss Unaccounted

Quality Rate

K. Total Rejects 28 pieces

L. Quality Rate((G-K(/G)

.998


M. Overall Equipment Effectiveness (FxJxLx100) 34.7

The data for

the time

period is

totaled and

entered into

the OEE

calculation.


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Graph Availabili ty, Performance Efficiency, and Quality Rate.

Figure 3-9

After the OEE has been calculated, using a Pareto chart, graph the major losses (Figure 3-9) and determine the

greatest opportunity for improvement. In Figure 3-9, Availability is the lowest percentage and, therefore, has the

greatest opportunity for improvement.


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Graph the major losses.

Figure 3-10

Trend the major losses to identify

what major losses are affecting the

area with the greatest opportunity.

Which is the highest? Following

the example from Figure 3-9,

Equipment Breakdowns cause the

majority of the downtime (Figure 3-

10).

Graph Equipment Specific

Losses.

Figure 3-11

For the major loss with the biggest impact,

graph the individual equipment losses to find

the biggest hitters (Figure 3-11); these are the

problems to work on to improve overall

equipment effectiveness. Which Breakdown

Equipment Specific Losses are occurring for

the longest duration or happened the most

frequently? These losses should be corrected

first to improve the overall equipment

effectiveness.


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Getting the Big PictureSometimes it helps to look at the big picture. The Total Productive Maintenance Report on the next page gives an

overview of the losses over a specified time period (Figure 3-12). It can be generated by the Global OEE 4.0

computer system.

Figure 3-12

The top portion provides

Availability, Performance

Efficiency, Quality Rate, OEE, and

the number of pieces lost in each

category. The next section gives an

overview of production over the

reported time period. The OEE

history and OEE Variable History

graphs show the trend over the prior

six months. The Major Losses

graph indicates the average pieces

lost per hour due to each major loss.The Top 10 Category Downtimes is

plant level losses in total minutes

and occurrences over the reported

time period. The Top 10 Parameter

Downtime shows the top 10

equipment specific losses in total

minutes and occurrences over the

reported time period. This

information is useful to quickly find

the big hitters for that equipment.


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STEP 5B: DO

In Step 5A, determine the problem area and losses (plan). (This section summarizes material from the Basic

Equipment Wellness II class. BEWII is an excellent training class for OEE Analysis. It is recommended that at

least one person in your group take the BEWII class.) Analysis is necessary for improvement identification and

planning. The following problem solving techniques can be used together or separately to identify the root causeof the problem and plan for improvement:

8 D

5 Why

Problem Deck

Constraint Identification

Simulation Modeling

BEWII provides FTPM Worksheets to help analyze data. Figure 3-13 shows which worksheets should be used for each Major

Loss. (Information on worksheets is provided in Other Sources of Information.)

FTPM WorksheetsMajor Loss OEE Calculation

& Data

Worksheet

FTPMAnalysis

Sheet

FTPM"CAR"

Sheet

FTPM"SEND"

Sheet

FTPM SpeedAnalysis Sheet

Equipment Breakdown X X X

Set Up & Adjustment X X X

Idling & Minor stoppages X X X

Startup X X X

Reduced Speed X X

Quality X X X

Tooling X X X

Figure 3-13


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1. START

OEE Data Sheet

2. OEE

OEE Calculation Sheet

3. ANALYSIS

Graph OEE Data

Paynter Chart

Pareto Chart

Control Chart

4. PARETO DATA

Pareto Losses According toGreatest Opportunity

Breakdowns

Idling & Minor Stoppages

Start Up

Quality Defects

Tooling

Set Up & Adjustment Reduced Speed

5. IMPROVEMENT(S)

IDENTIFICATION

FTPM Analysis Sheet

5. IMPROVEMENT(S)

IDENTIFICATION

Set Up and Adjustment

Timing Chart

- and -

FTPM SEND Sheet

5. IMPROVEMENT(S)

IDENTIFICATION

FTPM Speed Analysis Sheet

6. IMPROVEMENT(S) PLAN

FTPM CAR Sheet

7. IMPROVEMENT(S) PLAN

Paynter Chart

Data Analysis Process Flow

The complete process for

analyzing OEE Data toplan for improvement.

Notice the different paths

to follow for each major

loss category.

Note: Steps 1-4 are

completed in Step 4A.


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After utilizing FTPM to restore and stabilize the equipment; FPS tools, processes, and IT Enablers can be used for each major

loss to implement improvements (Table 3-4).

Major Loss FPS Tool or Process

Documentation Reference

IT Enablers

Equipment Breakdown Reliability and Maintainability Total Equipment Management

Set Up and Adjustment Losses Quick Changeover Total Equipment Management

Tooling Losses Perishable Tool Process Global ToolingStart Up Losses Quick Changeover

Reduced Speed Losses POS Monitoring

Idling and Minor Stoppages (IncludingDocumented Stoppage Losses)

POS Monitoring

Quality Defects Error Proofing Quality Feedback System

Table 3-4

STEP 5C: CHECKAfter implementing changes from the improvement plan, the group must trend data to verify that improvement actions are

working. Using the example from the previous sections, trend the downtime from the top three Equipment Breakdown failures

for 30 days.

Figure 3-14


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Note: Using the Measurables Information Technology Enabler, plot the data by time or number of pieces lost.

The chart in Figure 3-14, indicates the amount of down time due to Bearing/Bushing Problems, Broken Locators, and Belt

Repair/Replace Problems. The group was successful in driving down these losses over the past 30 days. The chart for this team

verifies that the actions taken for improvement are working. The work group recorded their improvement actions (Figure 3-15).

The work group should indicate all improvement actions and reasons for poor performance.

Improvement Actions Implementation Date CostNew supplier for belts Oct. 20, 1997 SameIncrease Lube P.M. Sept. 28, 1997 LaborPlan new lube system Dec. 1, 1997

Performance Explanation

Figure 3-15

Detailed trends for Availability, Performance Efficiency, and Quality Rate concerns can also provide valuable information

(Figure 3-15). Along with trends on the detailed and major losses, groups should trend their Overall Equipment Effectiveness

(Figure 3-17).

STEP 5D: ADJUSTIts important for the group to indicate why trends are occurring (indicated with letters and numbers on the graph on Figure 3-16).

Figure 3-16


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The work group wrote on the chart below to indicate where they made improvements and to explain their performance losses

(Figure 3-17). Now the work group can verify improvements made by their actions.

Improvement Actions Implementation Date Cost1. Implemented PM program. 03 - Oct - 1996 labor2. New Lubricant System installed 03 -- Dec -- 1996 $30k

( To fix Bearing / Bushing Problem).3. Implement scheduled tool change for 01 -- Jan -- 1997 laborperishable tooling

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