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The Basics of OEE

OEE (Overall Equipment Effectiveness) is a methodology to monitor and improve manufacturing process effectiveness by breaking productivity losses into three categories: availability, performance, and quality. It results in metrics that show where losses occur which can then be used for targeted improvement. OEE is calculated by multiplying availability (planned production time/total operating time), performance (actual production/planned production), and quality (good parts/total parts produced). World class OEE levels are over 85%.

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172 views30 pages

The Basics of OEE

OEE (Overall Equipment Effectiveness) is a methodology to monitor and improve manufacturing process effectiveness by breaking productivity losses into three categories: availability, performance, and quality. It results in metrics that show where losses occur which can then be used for targeted improvement. OEE is calculated by multiplying availability (planned production time/total operating time), performance (actual production/planned production), and quality (good parts/total parts produced). World class OEE levels are over 85%.

Uploaded by

guillermina_galleg_2
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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The Basics of OEE

Overall Equipment Effectiveness


10.29.09

What is OEE?
Best practices way to monitor and improve effectiveness of manufacturing processes Breaks productivity loss down into three main categories Results in metrics that can be monitored and use for improvement

What is OEE?

OEE Factors
Availability Performance Quality

Losses
Six major causes for effectiveness losses

Starting Point
Total Plant Operating Time = Total hours available to run

Starting Point
Total Plant Operating Time = Total hours available to run -No intention of running i. e. breaks, lunch, schedule maintenance

Starting Point
Total Plant Operating Time = Total hours available to run -No intention of running i. e. breaks, lunch, schedule maintenance Planned Production Time=Total hours- breaks, scheduled downtime
Planned Shutdown

Starting Point
Total Plant Operating Time = Total hours available to run -No intention of running i. e. breaks, lunch, schedule maintenance Planned Production Time=Total hours- breaks, scheduled downtime -Equipment failures, material shortages, changeovers
Planned Shutdown

Starting Point
Total Plant Operating Time = Total hours available to run -No intention of running i. e. breaks, lunch, schedule maintenance Planned Production Time=Total hours- breaks, scheduled downtime -Equipment failures, material shortages, changeovers
Operating Time=Planned Prod. Time-waiting on fabric, changeovers
Downtime Loss Planned Shutdown

Starting Point
Total Plant Operating Time = Total hours available to run -No intention of running i. e. breaks, lunch, schedule maintenance Planned Production Time=Total hours- breaks, scheduled downtime -Equipment failures, material shortages, changeovers
Operating Time=Planned Prod. Time-waiting on fabric, changeovers
Downtime Loss Planned Shutdown

-Machine wear, poor incoming quality, operator inefficiency

Starting Point
Total Plant Operating Time = Total hours available to run -No intention of running i. e. breaks, lunch, schedule maintenance Planned Production Time=Total hours- breaks, scheduled downtime -Equipment failures, material shortages, changeovers
Operating Time=Planned Prod. Time-waiting on fabric, changeovers
Downtime Loss Planned Shutdown

-Machine wear, poor incoming quality, operator inefficiency


Net operating Time

=Oper. Time-small stops, inability to run at spec

Speed Loss

Starting Point
Total Plant Operating Time = Total hours available to run -No intention of running i. e. breaks, lunch, schedule maintenance Planned Production Time=Total hours- breaks, scheduled downtime -Equipment failures, material shortages, changeovers
Operating Time=Planned Prod. Time-waiting on fabric, changeovers
Downtime Loss Planned Shutdown

-Machine wear, poor incoming quality, operator inefficiency


Net operating Time =Oper. Time-small stops, inability to run at spec
Speed Loss

-Product that does not meet quality standards including rework

Starting Point
Total Plant Operating Time = Total hours available to run -No intention of running i. e. breaks, lunch, schedule maintenance Planned Production Time=Total hours- breaks, scheduled downtime -Equipment failures, material shortages, changeovers
Operating Time=Planned Prod. Time-waiting on fabric, changeovers
Downtime Loss Planned Shutdown

-Machine wear, poor incoming quality, operator inefficiency


Net operating Time =Oper. Time-small stops, inability to run at spec
Speed Loss

-Product that does not meet quality standards including rework Fully Productive Time
Quality Loss

Another Way to Look at It

Another Way to Look at It

Another Way to Look at It

Another Way to Look at It

Another Way to Look at It

Another Way to Look at It

Yet Another Way to Look at It


Total Plant Operating Time / Total Time Available to Run

Yet Another Way to Look at It


Total Plant Operating Time / Total Time Available to Run Planned Production Time
Planned Shutdown

Yet Another Way to Look at It


Total Plant Operating Time / Total Time Available to Run Planned Production Time
Planned Shutdown Downtime Planned Loss Shutdown

Operating Time

Yet Another Way to Look at It


Total Plant Operating Time / Total Time Available to Run Planned Production Time Operating Time
Planned Shutdown Downtime Planned Loss Shutdown Speed Downtime Planned Loss Loss Shutdown

Net Operating Time

Yet Another Way to Look at It


Total Plant Operating Time / Total Time Available to Run Planned Production Time Operating Time
Planned Shutdown Downtime Planned Loss Shutdown Speed Downtime Planned Loss Loss Shutdown Quality Loss Speed Downtime Planned Loss Loss Shutdown

Net Operating Time Fully Productive Time

Six Big Losses


OEE Loss Category Six Big Loss Category Breakdowns Example
Tooling Unplanned Maintenance General breakdowns Set up / changeover Material shortages Operator shortage Major adjustments Warm up time Misfeeds Cleaning checking Blocked delivery Blocked sensor Rough running Under capacity Equipment wear Operator inefficiency Scrap Rework Scrap Rework

Comment
Threshold between breakdown and small stop

Down Time Loss

Setup and Adjustments Small Stops

Addressed through set up time reduction

Typically stops under 5 minutes and no maintenance

Speed Loss

Reduced Speed Startup Rejects

Any factor contributing to running at less than ideal speed

Rejects due to startup, warm-up, adjustments

Quality Loss Production Rejects

Rejects while steady state production

Starting Point
OEE Loss Planned Shutdown Down Time Loss Speed Loss

OEE Factor
Not part of OEE calculation Operating Time Availability = Planned Production time Net Operating Time Performance = Operating Time

Quality Loss

Quality =

Good product Total Product

World Class OEE


OEE Factor Availability Performance Quality OEE World Class Metric 90.0% 95.0% 99.9% 85.0%

Calculating OEE
Availability = Performance = Operating Time Planned Production Time Ideal Cycle Time Operating Time / Total Pieces Total Pieces / Operating Time Ideal Run Rate Good Pieces Total Pieces Availability x Performance x Quality

Performance =

Quality= OEE =

Example Calculation
Shift Length Short Breaks Meal Breaks Down Time Ideal Run Rate Total Yards Rejections

8 hours = 480 minutes 2 @ 15 minutes 1 @ 30 minutes 47 minutes 19 meters / minute 7,000 meters / shift 157 meters

Example Calculation

Planned Production Time


Shift Length breaks = 480-60=420 minutes

Operating Time
Planned Production Time Downtime = 420-47 = 373 minutes

Good Product
Total meters rejection Meters = 7000-157 = 6930 Meters

Example Calculation
Availability = Operating Time = 373 minutes = Planned Production Time 420 minutes 0.8881 or 88.81% Performance = Total Yardage / Operating Time Ideal Run Rate = 7000/373 minutes 19 meters / minute = 0.9877 or 98.77% Quality = Good yardage Total yardage = 6930 meters = 7087 meters 0.9778 or 97.78%

OEE = Availability x performance x quality = 0.8881 x 0.9877 x 0.9778

= 0.8577 or 85.77%

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