Professional Documents
Culture Documents
"'Tlie OEE calciilation and loss framework used in this Look relntes most directly to
discrete parts menufacturers, ratlrer than process industries, wliicii face sliglrtlg diffcr-
sec Sozuki, cd., TFM in
en! issues, For inore or1 ineasoremcot in process ind~~stries,
Process liidrrstries (Productivity, 1994).
PUBLISHER'S MESSAGE
Acknowledgments
The development of OEE for Operators has been a team effort,
and we greatly appreciate tlie eoritribution of everyone involved.
The book was motivated by tlie approach to OEE developed by
Arno Kocli of Blo~riConsulta~icvand further s~ipporteclby Itis
OEE 7bolkit softwre package. content aclvisors included Jolin
Jacinto of Amtes and Bob Strout of Lemforder Co., as well as
Productivity consultant Jolin Monaco and ?'PA4 Report editor in
chief Barry Sliulak.
Lorraine h4illard of Productivity managed tlie prepress produc-
tion and nianufacturing, with editorial ;~ssistancefrom Pauline
Sullivan. Graphic illustrations were created by Guy Roster
and Lee Smith, with cartoon illuslrations by Guy 130ster ;ind
I-lannali Uonner. Cover composition was by Mark Weinstein
of Produciivity, wit11 cover ill~~slration
by Gary Ragaglia of
Tlie Vision Group. Page composition was done by
William 1-1. Brunson Typography Services.
1 PUBLISHER'S MESSAGE I
Steven Ott
President
Karen Jones
Productivity Developnzent Team
xiv
The Purpose of This Book
OEE for Operators was written to give you the infonrlution you need
Key Po,n, fo participate in using the overall equipment efecti~wms(OEE)
measure in your workplace. You are a valued member of your com-
pay's team; your kno\vleclge, support, ancl participation are essen-
tial to the success of any major effort in your organization.
T h e paragraph you have just read explains the author's purpose
in writing this book. It also explains why your company may wish
you to read tliis book. But why are you reading this book? This
question is evcn more important. What you get out of this book
largely depends on your purpose in reading it.
You may be reading this book because your team leader or man-
ager asked you to do so. O r you may be reading il because you
think it will provide information that will help you in your work.
By the time you finish Chapter 1, you will have a better idea OF
how the information in this book can help you ancl your compa-
ny measure equipment-related losses and plan how to improve
equipment effectiveness.
BILXGROYUB
What This Book Is Based On
This book is about an approach for measuring equipment-related
losses that limit the effecti\~enessof manufacturing equipment.
Many of the ~netliodsdiscussed here were originally developed
at conipanies working with the Japan Institute of Plant
Maintenance, a pioneer in the a p p r o d i known as Total
Productive Msintenance, or I'PM. Since 1988, Productivity, Inc.
has nladc information about TPM approaclies available in the
United States through publications, events, training, and consult-
ing. Today, top conlpanies around the world are implementing
TPA4 to stistain their competitive edge.
G E T T I N G STARTED
tlie first word and read straight tlirougli until tlie end. 'niis is not
usually tlie best way to learn from a book. l'lie steps de~cribcrlon
page sv are a strategy for making your reading easier, more fun,
and more effective.
Reading strategy is based on two simple points about the way
people learn. 'The first point is thk: It is difficult for your bruin to
absorb rlew infonilcrtio~lif it does not h a ~ va str~ictureto place it
in. A?an analog);, imagine trying to build a house \vitlioul first
putting up a framework.
Like Bnilding a frame for a liouse, you can give your brain a
framework for the new inforru;~tionin tlie book by getting an
overview of the contents and then flipping tlirough the materials.
Withi11 e:~clich;ipter, you repeat this process on a sniallcr scale
by reading the overview, key points, and headings before reading
the test.
'The seco~itlpoint about learning is this. It is (I lot easier to lean1 if
you take in the infonncition one layer a t a time, instead of frying to
ubsorh it all at once. It's like finishing the nails of a liouse: First
you lay do\vii a coat of primer. \\'lien it's dry, you apply a coat of
paint, and later 4 final finish coat.
GETTING STARTED
Background
Information Sets the stage for what comes nest
What Is TPM?
Overall ecjuipment effectiveness (OEE) is a key measurement in
the in~provementapproach called Total Productive biaintenance
(TPM). Before you begin learning about OEE, it is useful to
understand a little bit about TPM.
TPM is a companywide approach for improving the effectiveness
Key Point arzd longevity of machines. It is key to lean manufactitring because
it attacks niaior wastes in operations. Developed origi-
nally to hclp a supplier meet the stringent recjuirements of the
Toyota Production System, TPM is used today in companies
around the world to improve the capability of their equipment.
TPhiJ has u number of waste-reduction goals, including equipment
,, restoration and muintencrnce of standurd operating conditions. TPM
methods also improse equipment systerns, operating procedures, und
nzainterzance and design processes to asoid fiture problems.
The main strategies used in TPM are often referred to as "pillars"
that support the smooth operation of the plant. Figure 1-1 sum-
marizes the activities in eight basic pillars of TPM.
The overall equipment cffectiveness measure is important to
many of the TPM pillars, but is probably most important to tlie
first four pillars in the figure. This is because these pillars can
directly influence O E E througli daily operations, maintenance,
or improvenient activities.
ABOUT T P M A N D O E E
Activities
TAKE FIVE
Take five minutes t o think about these questions and t o write
down your answers:
Does your company currently measure each machine's efficiency?
Its available running time? Its quality rate?
CHAPTER 1
\ i
Rgure 1.3. Collecting Data and Turning it into Information
REFLECTIONS
Now that you have completed this chapter, take five minutes
to think about these questions and to write down your
answers:
What did you learn from reading this chapter that stands
out as particularly useful or interesting?
* Do you have any questions about the topics presented in
this chapter? If so, what are they?
CHAPTER 2
I
Figure 2-1.Ideal and Actual Effectiveness
.
Downtime losses Speed losses
E'1%'1 u m
Selup tinic
Minor stoppages
* Reduced operaling speed
Defect losses
* Scrap and rework
Starlnp loss
Altho~tglisome companies link i~iclivicluallosses to different O E E
categories, or add otlier losses that are especially significant for
their operations, this basic framework is a t~sefulstarting point
for many companies. Figcue 2-2 on tlie nest page gives a visual
image of tlie 1 1 9 in which these losses reduce the overall equip-
ment effecti\~enessof a machine.
I TAKE F I V E
12
-
U N U E H S T A N D i h G E Q U I P h l E h T - R E L A T E D LOSSES
Elanpie
Performance
Bars C and D represent perform;tnce. During the running time,
tlie machine co~tldproduce a target ouipit quantity (C) if it ran at
its clesig~ledspeed the whole time. But losses such as minor stop-
pages arid reduced operating speed lower tlic actual output (D).
acluul orrfprrt
LTxur~tple: -- 15,000 pmts = .60 prfinrrurrce (x 100 = 60%)
target otrfpuf 20,000 purls
tnanole
Quality
Bars E and 1' represent quality. Of t l x actual output (E), most
of the product is good output (F). But usually some output falls
short of the specified quality and must be scrapped or reworked.
Scrap is often produced during machine startup as well, lowering
the yield from the inaterials.
good outp~tt 11,760 parts
Exria~ple: -- = ."18 qualify (x I00 = 98%)
ucl~rrrloutput 12,000 parts
The rest of this chapter will look more closely a1 the losses associ-
ated with these elcmcnts.
1 CHAPTER 2
I
Figure 2.3. Downtime Losses-Failures and Setup
Startup Loss
Startup loss is traditionally incl~~ded as a defect loss, since its
essenie is the prod~tctionof defective products during startup.
I-lowever, sturk~ploss involves lost time until good pod~rction~cun be
K*Y point stubilized, so it is logical to st~btractit From available time as well.
15
I CHAPTER 2
TAKE F I V E
TAKE FIVE
"r\s nreiiticrncd in the section or1 dow~lirtieiosscs, same cortipnier also sir& out the
slnrlup period bcforc tlic first good prc~rliictns ;I special vpe of do\vntime to h c k .
UNDERSTANDING EQUIPMENT-RELATED LOSSES
TAKE FIVE
The ideal, totally effective machine would run all the time (or
n.henever needed), at maximum or standard speed, with no
quality problems. But most machines can't meet tlicse ideal
conditions. They can't run continuo~~sly or at maximum
speed; they experience minor stoppages, and tlicy make clefec-
tive parts.
Tl~eseproblen~sreduce a inachine's effectiveness, as nieasured
by the OEE. Tl'lic conditions that cause these probleins are
called eqrtipmerit-related losses. Linked to the three basic ele-
mcnls of OEE, they include the traditional "Six Major Losses":
AvailabiIity: 1'crfonn:rnce: Q.;ility:
Downtime losses Spceci losses Defect losses
Failures
Setup time
Minor stoppages
Reduced operatir~gspeed .
Scrap and icwork
St;~rtuploss
itltliot~ghsome companies link individual losses to different
O E E categories, or add otlier losses illat are especially signif-
icant for their operations, this basic framework is a i~scful
starting point.
O E E is derived from the tliree elements, esprcssccl as fractioris.
'i'l~efractions arc often multiplied by 100 to turn tlicni into per-
centages or rates. Losses to tlmc tliree elements rcdtice tltc
arriount of good output a machine can produce during a shift.
Downtime losses arfcct availability. Eailtires and setup time are
comnion losses tracked.
So~iiecompanies ;dso track otlier losscs as downtime, depend-
ing on what tlicy arc trying to intprove. Cutting tool lo~s,
startup loss, and time not scheduled for production are three
other losses son~etiniestracked as downtime.
Speed losses affect performance. h h o r stoppages and opera-
tion at reduced spced are often measured as speed losses.
r UNDERSTANDING EQUIPMENT-RELATED LOSSES
* Defect losses affcct quality. They include scrap and rework whcn
products do not meet customer specific. I'Ions.
Also, many macllines turn out dclcctive products during
startup while operators test for stable oulpttt. Some conipa.
e loss in scrap and rc\vork; others single it
nics i n c l ~ ~ dthis
out as a specific loss to track.
REFLECTIONS
Now that you have completed this chapter, take five minutes
to think about these questions and to write down your
answers:
What did you learn from reading this chapter that stands
out as particularly useful or interesting?
Do you have any questions about the topics presented in
this chapter? If so, what are they?
CHAPTER 3 I
A~Icasuringoverall equipment effccti\~enessis an important way
to monitor which losses are reducing the effecti\~enessof your
macliines. By tracking OEE 077 a regular basis, you car7 spot pat-
Point terns and influences that cause problenrs for production equipment.
Furthennore, niecrsuring OEE allows you to see the results of your
efforts to help tltc rnaclrines nm better. This chapter offers guidance
in measuring overall equipment effectiveness, including collecting
and processing OEE d a b arid reporting OEE results.
Downtime Losses
Do~vntimelosses (lost ai,c~ilclbility)crre rrwcrsured in units of tirnc
Key Po,ol (Figure $-1). They include
failure and repair tirnc
setup and adiustmenk timu
other time losses tli;it reduce availabililp
I MEASURING OEE
TAKE FIVE
Output Reductions
Speed Losses
Speed losses (lost perfonncince) are rneclsured in units of product
Hey poin, output (see Figure 3-2). You probably already track your outpt~t
quantity. For OEE, you look at the difference behveen the actual
output and the potential output if the riiacliine consistently ran
at the designed speed, or at the standard opti~nuntspeed for
each procl~tct.
Speed losses include minor stoppages as well as reclucecl operat-
ing speccl. Altlio~~ghminor stopp"ges are "events" like mini-
breakdowns, they often occur so frecluently that it is not practical
to record the tin& lost during many frequent stoppages. For that
reason, many companies monitor minor stoppages by tracking
the output reduction they cause.
'lb comficlre the actual outbut rate (rnuchine s ~ ~ e ewill1
d ) the outbut
,,, ,,,,, rate at ;he designed speed,'pu have to know & z tthe designed &zx!
is. If tl~isspeed docs not appear in tiic macltine's docurnentakion,
you will nked to sel :I stari~ard,such as the fastest known speed at
wltich the machine can run (tliis may vary for different products).
MEASURING OEE
Percent
-
/ Defect Rate, Line C
Figure 33. Scrap and Startup Losses Are Measured as Defective Output Compared
to Total Output
Defect Losses
Defect losses (lost quality) are ulso measured in units of product
Key volnt output. 'This time, you are looking at the difference behveen the
total act~taloutput and the output that meets ccustomer specifica-
tions (sce Figure 3-3).
Defect losses include products that can be reworked as well as
outright scrap. i7irst-pass qualih is the goal.
Making Data Collection Simple
The purpose of tracking OEE is not to rliakc estra paperwork for
operators. Most likely yo11 arc alreztdy collecti~ig;I lot of the data
req~~ireclfor the O E E calculation. One ivell-clesigiled fonn cun
nlake it easy to log the OEE data as i ~ ~ eusl l other dutct you need
to register clurir~gdaily production.
CHAPTER 3
Figure 3-4 (pages 31-32) shotvs a sample data collection form. Its
creators used a simple approach for logging time losses by sliading
Elampis
the boxes on Side A to indicate where downtinie occurred.
Performance and quality data go on Side B.
TAKE FIVE
31
CHAPTER 3
I TAKE F I V E
Source: Sample data entered in OEE ibolkit software application (Am0 Koch. Blom Consullancy:
PIoducthify, 19991.
Source: Sample data entered in OEE Toolhi! software appilcation ( A m Koch. Blom Consultancy;
Pioducfivity, 1999).
- Actual oritplrt
Tracking OEE at set intervals over time allows you to scc pat-
terns that give clues for improvement.
* It is important to have a system in place to store your OEE
data. Software can be helpful for autorriating the calculation
and storing the data for use in reports.
Reporting the results on charts in the workplace is a key to
improving fut~ircresults. The few pieces of data you collect
to track O E E can give a lot of other information about the
machine.
REFLECTIONS /
Now that you have completed this chapter, take five minutes
to think about these questions and to write down your
answers:
What did you learn from reading this chapter that stands
out as particularly useful or interesting?
Do you have any questions about the topics presented in
this chapter? If so, what are they?
I CHAPTER 4
Answer I
5 Why Analysis
I-Iave you ever liad the esperience in \vl1ich someone fixed a machine
problem, but the same problem happened again after a sliort time? In
such cases. it often h~rnsout that people have been heating the syinp
s .
toms of the problem, but not dealing \\it11 its real, root cause. &ti
we address the root cause, the same problem will keep returning.
5 Why analysis is a useful tool that brings us closer to tlie root
cause. As its name suggests, 5 Why analysis involves repeatedly ask-
ing "~vhy?"about the problein (it could he more or less than five
times, depending on the situ;ition). This leads us to look beyond
the inirnediate effect-sucti as a broken drive belt- to see the
factors that might be causing tlie effect-st~cli as flaws on tlie
pulley that make the belt wear out too soon.
Figure 4-2 shows an esarnple of using 5 Why analysis.
TAKE F I V E
Autonomous Maintenance
1
.:,;:[ .. ....
, ~,, .-,
~
$
Autor~ornousrnairtiertunce refers to activities curried out by
Key Term s/iopfkor terns in cooperation with muintenatlce staff to help stu-
b i k e basic equipment conditions and sl~otproblents early.
Autonomous maintenance is one of the pillars of TI'M It
changes the old view that operators just run machines and main-
tenance people just fix them. Operators liave valuable knowledge
and skill that can help keep equipment from breaking down.
In autonomous maintenance, operators learn how to clean the
equipment they use every clay, and how to inspect for trouble
signs as they clean (see Figure 4-3). They may also learn basic
lubrication routines, or at least how to check for adequate lubrica-
tion. ?'hey learn simple niethods to reduce contamination and
keep the ecjuipmcnt cleaner. Ultimately, they learn more about
the various operating systems of the equipnlent and may assist
technicians with repairs.
Auiotlo~nousmaintenance activities arc like exercise and regular
KBY P ~ I " ~ I~eulthcheckups for machines. Along with preventivc mainte-
nance, they help raise O E E by lilaititaining proper operating con-
ditions, and stabilize it by detecting abnormalities before they
turn into losses.
IMPROVING OEE
TAKE FIVE
L
Figure 4.5 (a). Stabilizing with Autonomous Maintenance
It's u good icleu for companies to attuin a basic "fit~~ess" level with
K e y Po,n, U U ~ O ~ I ~ I U O~nuinte~~unce
US cind pkunned tnaintenance before
launching focused intprovenlertt projects to address specific weak-
nesses. One reason is to eliminate routine problems (sporadic
losses) so yo11 liave a clear view of clifficult or more significant
proble~iis(chronic losses). Another reason is to avoid wing a
more expensive and time-consuming foc~~sed improvement
approach for problems that could be addressed tlirough less
expensive autononious maintenance or planned maintenance.
Focused improvement teams use a range of approaches to cut
equipment-relate losses. They may use 5 Why analysis as a start-
ing point, but there are also approaclies that addrcss specific
types of losses, such as setup losses and scrap. We will review
approaches that deal directly with shortening cliartgeover time
arid reducing losses froni product defects. Finally, we will look
at P-bl analysis, an advanced version of root cause analysis that
is used in focused improvement and quality maintenance.
I CHAPTER 4
Before SMEO
Internaland Convert internal Streamline
external setup internal and all aspects of
setup
Quick Changeover
Setup and adjustment time is an iniproveiiient target for OEE,
since it reduces tlic time in which the machine is available to
make products. Sliigeo Sliingo, who helped develop key aspects
OF the Toyota Production System, invented a changeover irnprove-
ment system called single-minute cscliange of die," or SMED.
This system gives a threestage approacli for shortening setup
(see Figure 4-6).
46
IMPROVING OEE I
TAKE FIVE
Source inspection
+ 100 percent inspection
+ Prompt feedback and action
+ Poka-yoke systems
I
Figure 4-7. The ZQC System
ZQC (Mistake-Proofing)
The quality rate is an element of OEE. When the equipment that
sliould add value to a product makes a defect instead, it wastes
valuable materials and energy-and it can Iittrt tlie company's
reputation if tile defective item reaches a customer. Therefore,
quality is an important clement of a machine's effectiveness.
Many companies think that they are addressing qualiky issues
through inspection that catches defects before they leave the fac-
tory. However, inspection after {~rocessingcloes not elimincrte
defects, a r ~ ddoesn't necessc~rifycatch tflern all, either. Quality can-
not be "inspected in." It t i i ~ s be
t Built into the process.
Shigeo Shingo carefully analyzed the causes of defects in manu-
fach~ringplants and found that random errors were often the
most difficult causes to control. To prevent hese errors, he devel-
oped a mistake-proofing system known as Zero Quality Control
BI erm
(ZQC, or "quality control for zero defects").
ZQC prevents defects by ccltching errors cmd other nonstanclctrd
conditions before they actuc~llyt t m info defects. It ensures zero
~ e Py o i n t
defects by inspecting for proper processing conditions, for 100
percent of the work, ideally jt~stbefore an operation is performed.
If an error is discovered, the process shuts down and gives itmne-
diate feedback with lights, warning sounds, and so on. TIie basic
elements of a Z Q C system are summarizecl in Figure 4-5.
I IMPROVING OEE
press
correct incorrect
I
Figure 4-8. A Poka-Yoke Example
Poka-Yoke Systems
Because people can rnake mistakes even in inspection, nristake-
proofing relies on sensing nzechanisms culled poka-yoke system,
which check conditions autonzatically and signul when problems
occur. I'oka-yoke devices include electronic sensors such as limit
switches and ~~hotoclectric eyes, as well as passive devices sucli as
positioning pins that prevent l~ackwardinsertion of a workpiece.
Figure 4-8 sho\tss an esantple of a limit switch used as a poka-yoke
system to prevent processing wlien the work is placed incorrectly.
Poka-Yokesystems may use counters to make sure an operation is
repeated the correct number of times
The key to effective mistake-proofing is determining when cntd
~ I t c r edefect-causing conditions arise and then figuring out how to
detect or prevent these conditions, every time. Sliopfloor people
have important knolt4edgc and ideas to share for developing and
implementing poka-yoke systerns that cheek every item and give
iniiiiecliate feedback on problerns.
TAKE F I V E
P-M Analysis
You may have experienced situations when you have to makc
repeated repnirs ind adjustments on a recurring problem 4 1 ure
4-9). When a problem conies back, it is usually because the sitrta-
tiori is not as simple as we originally thought it was. Our 5 Why
analysis may have followecl one factor to a clecpcr cause, but real
life is coniplex and interrelated-several factors often work
iogether to create a particular problem. P-Ad analysis is u tool for
systen~crticallyuncoiwing und testing all the possible factors that
could contribute to a cl~ronicproblem such as defects or failure.
The "P" in P-it1 analysis staiicls for "phenomenon"-the abnornial
event we want io conlrol. It also stands for "pliysical"-the perspec-
tive we take in viewing the plienomenon. "bI" refers to "mecha-
nism" and to tlie "4Ms"-a franiework of cai~salfactors to examine
(Macliine, MenAb'ornen [operator actions], Material, and IvIethod).
P-kl analysis is often spelled with a hyphen to clistinguisli it front
abbre\iatioils for preventive or plannecl maintenance.
The esscncc of P-&I Analysis is to look systetnutically at n f e y detail
Ksy Paint SO 110 physical phen~tnetzu,underlying condition, or causal @or is
missed. Although product clefecis and equipment failures are tlie
losses most often addressed, P-b1 analysis can be applied to any
loss that i~ivolvesan equipment abnormality.
IMPROVING OEE
TAKE F I V E
52
I M P R O V I N G OEE
REFLECTIONS
Now that you have completed this chapter, take five minutes to
think about these questions and to write down your answers:
What did you learn from reading this chapter that stands
out a s particularly useful or interesting?
Do you have any questions about the topics presented in
this chapter? If so, what are they?
CHAPTER 5
1
Figure 5.1. Reflect on What You've Learned and What Is Most Useful to You
Conclusions
Overall equipment effectiveness is more than a set of measure-
m e n t steps. Used to its polential, it is a f ~ ~ n d a m e n tapproach
al for
improving the manufacturing process. We hope this book has
given yo11 a taste of how and why this approach can b e helpful
and effective for ~ O L in
I your work.
I CHAPTER 5
OEE Software
Arno Koch, OEE Toolkit: Pructiccrl Sofhre for Meusuring Overall
Equipment Effectiveness (Procluctivit): 1999)-A software package
originally developed by a TPhiI consultant and prograrnnier to
meet his clients' need for a cost-effective way to capture and
report OEE data. It features an easy-lo-use interface for eonfigura-
tion and data entry, a wide range of printable color-coded graphs,
and a complete user's manual with guiclance for defining what
to measure. A demonstration CD-ROM is avail;ible.
Qulck Changeover
Productivih: Development Team, Quick Changeover fix Operutors
(~roductivhy,1996)-A Shopfloor Series book that describes
Shingo's three stages of changeover inilxo\wnent with examples
and illustrations.
Sliigeo Shingo, A Re)folutioriin i\/lanrr{act~rring:The SMED
System (Productivity, 1985)-A classic book for managers that
tells the story of Shingo's SklED Systern, descriltes ho\v to imple-
nlcrit it, and provides many cliangeo\w i~iiprovementexamples.
Newsletter
Lean Production Advisor-A Prod~ictivitypublication sharing the
lxst case stuclies :~ndproduct reviews related to implemcniation
of lean thinking and use of specific lean manufacturing approach-
es such as TPh4 and OEE.
Website
w\vtv.productivityi~~c.com-The Productivity, Inc. tvebsitc, wit11
inforniation on a full rnnge of products and services related to
T P M and OEE.
About the Productivity Development Team
Since 1979, Productivity, Inc. has been publishing and teaching
the world's best methods for achieving manufactnrlng excellence.
At the core of this effort is a team of dedicated product develop-
ers, including writers, instructional designers, editors, ancl pro-
ducers, as well as content experts with years of experience in the
field. Hands-on experience ancl nehvorking keep the team in
touch with changes in manufacturing as well as in knowledge
sharing and delivery Drawing from customer input, the team
plans and creates effective vehicles to sense the full spectrum of
learning needs in an organization.
Created by Arno Koch
Blom Consulfancy
Daily data collection and analysis often involves time-consuming and costly processes. Now.
Productivity's OEE Toolkit eliminates most of the burden of data processing. OEE Toolkit's emphasis
on visual management helps you get more information from collected data. You enter very small
amounts of data, OEE Toolkit does the calculations and analysis for you, and you get more informa-
tion about your machine performance then you ever thought possible.
You can't improve what you don't measure, and OEE is a powerful indicator of where your losses are
occurring. The fine-tuned, automated analysis of OEE Toolkit pinpoints where improvements can be
made that will significantly impact your bottom line.
Key Features:
.Data-entry screen is designed for optimal speed and ease of use
Extensive data analysis gives you concrete information to pinpoint the causes of losses
Standardized set of reporting formats promotes effective comparisons of equipment effectiveness
Color-coded visual control features tell you instantly whether OEE is in your acceptable range
Standardized output lets you compare information because it is expressed uniformly i n every format
Many ways to analyze and Look at data, including
Bar/line graphs of OEE and its components for a specific shift or team for a specific day or period
* Barjline graphs of OEE trends over time
Bar graphs of OEE and losses i n effectiveness over time
' Pareto charts for time use categories, sorted by minutes, frequency, and average duration
Bar graph of specific time use categories over time
Commonly used reliability and maintainabilityindicators: mean time between failures, failure
frequency rate, mean time to repair, and failure rate
=Mountain graph of production output (good product, scrap, rework) over time
B a r graph of production andon status (in relation to user-defined target output for each
machine) for ati machines tracked during a period
* Pie chart of machine utiiization during a period
CONTINUE YOUR LEARNING WITH IN-HOUSE
TRAINING AND CONSULTING FROM
PRODUCTIVITY, INC.
Productivity, Inc. offers a diverse menu of consulting and training services t o help
. , . . .
vour comoanv imolement the conceots vou've read about i n this book. Whether
you need assistance with long-term planning or focused, results-driven training,
Productivity's experienced professional staff can enhance your pursuit of competi-
tive advantage.
Productivity, Inc. integrates a cutting edge management system with today's lead-
ing process improvement tools for rapid, measurable, lasting results. I n concert
with your management team, we will focus on implementing the principles of
Value-Adding Management, Total Quality Management, Just-in-Time, and Total
Productive Maintenance. Each approach is supported by Productivity's wide array
of team-based tools: Standardization, One-Piece Flow, Hoshin Planning. Quick
Changeover, Mistake-Proofing, Kanban, Problem Solving with CEDAC, Visual
Workplace, Visual Office, Autonomous Maintenance, Equipment Effectiveness,
Design of Experiments, Quality Function Deployment, Ergonomics, and more.