Ole training

Ole training

• 2.
  OBJECTIVES OF OEE 1.REDUCE BREAKDOWN 2. FREQUENT RESPONSE TO EQUIPMENT ABNORMALITIES 3. TO ELIMINATE QUALITY DEFECTS 4. IMPROVE PRODUCTIVITY 5. REDUCE FATIGUE 6. REDUCE UNNECESSARY FOLLOWUPS
• 3.
  TPM is acompanywide approach for improving the effectiveness and longevity of machines. It is key to lean manufacturing because it attacks major wastes in production operations. TPM has a number of waste-reduction goals, including equipment restoration and maintenance of standard operating conditions. TPM methods also improve equipment systems, operating procedures, and maintenance and design processes to avoid future problems. The main strategies used in TPM are often referred to as “pillars” that support the smooth operation of the plant.
• 4.
  Overall equipment effectivenessis a measurement used in TPM to indicate how effectively machines are running. 3 PARTS OF OEE  Availability : a comparison of the potential operating time and the time in which the machine is actually making products.  Performance : a comparison of the actual output with what the machine should be producing in the same time.  Quality : a comparison of the number of products made and the number of products that meet the customer’s specifications. When you multiply performance, availability, and quality, you get the overall equipment effectiveness, which is expressed as a percentage.
• 5.
  • What isOEE? • OEE is a "best practices" way to monitor and improve the efficiency of your manufacturing processes (e.g. machines, manufacturing cells, assembly lines). O.E.E. is frequently used as a key metric in Total Productive Maintenance (TPM) programs. TPM programs improve the overall effectiveness and efficiency of manufacturing plants by creating a joint responsibility between operators and maintenance personnel to achieve zero product defects, zero mechanical breakdowns, and greatly reduced changeover times. OEE gives you a consistent way to measure the effectiveness of TPM programs and other initiatives by providing an overall framework for measuring production efficiency.
• 6.
  WHEN APPLIED INCONTEXT OF ASSEMBLY LINES BECOMES
• 7.
  EFFICIENCY IS NOTTHE SAME AS EFFECTIVENESS
• 8.
  EFFECTIVENESS FOCUSES ONTHE EQUIPMENT, NOT THE PERSON Unlike some uses of the efficiency measure, OEE monitors the machine or process that adds the value, not the operator’s productivity. When we measure OEE, we look at how well the equipment or process is working. THE PURPOSE OF MEASUREMENT IS IMPROVEMENT Measuring OEE is not an approach for criticizing people. It is strictly about improving the equipment or process. Used as an impartial daily snapshot of equipment conditions, OEE promotes openness is information sharing and a no-blame approach in handling equipment – related issues.
• 9.
  THE ROLE OFTHE SHOP FLOOR TEAM IN USING OEE  OEE is most useful for shop floor employees because they have a big stake in the health of the production equipment.  As users, you manage the equipment that adds value to the product.  What’s more, your daily work with the machines puts you in the best position to monitor their problems. Sharing information on the plant floor through graphs and discussion is the heart of TPM
• 10.
  IDEAL AND ACTUALEFFECTIVENESS
• 11.
  WHAT MAKES MACHINESLESS EFFECTIVE THAN THEY COULD BE  The ideal, totally effective machine could run all the time ( or when Ever needed).  It could maintain its maximum or standard speed all the time.  It would never make defective products.  These problems are familiar forms of waste – they don’t add value to the products. They reduce a machine’s effectiveness, as measured by the OEE  The conditions that cause these machine problems are called equipment related losses.
• 13.
  SIXTEEN MAJOR LOSSESTHAT CAN IMPEDE EFFICIENCY IMPROVEMENT The following 16 major losses can hamper efficiency improvement these individual losses are explained in the subsequent sections. 1) Seven major losses that can impede equipment efficiency  Failure Losses  Setting up/adjustment losses  Cutting –blade losses  Start – up losses  Minor stoppage/idling losses  Speed losses  Defect/rework losses 2) Losses that can impede machine loading time  Shutdown (SD) losses 3) Five major losses that can impede improvement of human work efficiency.  Management Losses  Motion Losses  Arrangement Losses  Losses resulting from lack of automated systems  Monitoring and adjustment losses
• 14.
  4) Three majorlosses that can impede effective use of product resources  Yield Losses  Energy Losses  Die, jig and fixture losses
• 15.
  [Manpower Efficiency] [EquipmentEfficiency] 5MajorLossesPreventingEfficiencyof Manpower Waiting instruction loss Waiting material loss Equipment downtime loss Equipment performance loss Method/ procedures loss Skills and morale loss Line organization loss Unautomated system loss 9. Management loss 12. Logistics loss 13. Measurement and adjustment loss Excluding man- hour (Supported by other departments) Production Man-hour loss Line organisa- tion man- hour loss <Equipment> Man-hour Elapsed time <person> 8. Breakdown loss 1. Equipment failure loss 2. Set-up loss 4. Start - up loss Other downtime loss 5. Minor stoppage & idling loss 6. Reduced speed 7. Defects and rework loss 3. Cutting blade and jig change loss Operated man-hour Duty hour Loading man-hour Loading time Net operational Man-hour Operating time Effective man-hour Net Operating time Valued man-hour (man-hour for turnout) Valued operating time Scheduled downtime Scheduled downtime Downtime loss Performance loss Defects quality loss (Adjustment of measurement) Cleaning checking Waiting instruction Quality confirmation Waiting personnel distribution Waiting materials Start-up loss Overload loss Radiation loss 15. Energy loss Input energy Loading time Effective energy No. of qualified products Weight of qualified products <Energy> <Materials> Start-up loss Cutting loss Losses in weight Losses in excesses (increased commission) 14. Yield loss Defects quality loss [Efficiency of material and energy] ……… 3 Major Losses Preventing Efficiency of Material and Energy. 16. Die and Tool loss 8MajorLossesPreventingEfficiencyofequipment 10. Operating motions loss Defects in man- hour loss11. Line organisation loss Loss Structure During Production Activities (16 Major Losses) [Manpower Efficiency] [Equipment Efficiency] 5MajorLossesPreventingEfficiencyof Manpower Waiting instruction loss Waiting material loss Equipment downtime loss Equipment performance loss Method/ procedures loss Skills and morale loss Line organization loss Unautomated system loss 9. Management loss 12. Logistics loss 13. Measurement and adjustment loss Excluding man- hour (Supported by other departments) Production Man-hour loss Line organisa- tion man- hour loss <Equipment> Man-hour Elapsed time <person> 8. Breakdown loss 1. Equipment failure loss 2. Set-up loss 4. Start - up loss Other downtime loss 5. Minor stoppage & idling loss 6. Reduced speed 7. Defects and rework loss 3. Cutting blade and jig change loss Operated man-hour Duty hour Loading man-hour Loading time Net operational Man-hour Operating time Effective man-hour Net Operating time Valued man-hour (man-hour for turnout) Valued operating time Scheduled downtime Scheduled downtime Downtime loss Performance loss Defects quality loss (Adjustment of measurement) Cleaning checking Waiting instruction Quality confirmation Waiting personnel distribution Waiting materials Start-up loss Overload loss Radiation loss 15. Energy loss Input energy Loading time Effective energy No. of qualified products Weight of qualified products <Energy> <Materials> Start-up loss Cutting loss Losses in weight Losses in excesses (increased commission) 14. Yield loss Defects quality loss [Efficiency of material and energy] ……… 3 Major Losses Preventing Efficiency of Material and Energy. 16. Die and Tool loss 8MajorLossesPreventingEfficiencyofequipment 10. Operating motions loss Defects in man- hour loss11. Line organisation loss [Manpower Efficiency] [Equipment Efficiency] 5MajorLossesPreventingEfficiencyof Manpower Waiting instruction loss Waiting material loss Equipment downtime loss Equipment performance loss Method/ procedures loss Skills and morale loss Line organization loss Unautomated system loss 9. Management loss 12. Logistics loss 13. Measurement and adjustment loss Excluding man- hour (Supported by other departments) Production Man-hour loss Line organisa- tion man- hour loss <Equipment> Man-hour Elapsed time <person> 8. Breakdown loss 1. Equipment failure loss 2. Set-up loss 4. Start - up loss Other downtime loss 5. Minor stoppage & idling loss 6. Reduced speed 7. Defects and rework loss 3. Cutting blade and jig change loss 8. Breakdown loss 1. Equipment failure loss 2. Set-up loss 4. Start - up loss Other downtime loss 5. Minor stoppage & idling loss 6. Reduced speed 7. Defects and rework loss 3. Cutting blade and jig change loss Operated man-hour Duty hour Loading man-hour Loading time Net operational Man-hour Operating time Effective man-hour Net Operating time Valued man-hour (man-hour for turnout) Valued operating time Operated man-hour Duty hour Loading man-hour Loading time Net operational Man-hour Operating time Effective man-hour Net Operating time Valued man-hour (man-hour for turnout) Valued operating time Scheduled downtime Scheduled downtime Downtime loss Performance loss Performance loss Defects quality loss (Adjustment of measurement) Cleaning checking Waiting instruction Quality confirmation Waiting personnel distribution Waiting materials Start-up loss Overload loss Radiation loss 15. Energy loss Input energy Loading time Effective energy No. of qualified products Weight of qualified products Input energy Loading time Effective energy No. of qualified products Weight of qualified products <Energy> <Materials> Start-up loss Cutting loss Losses in weight Losses in excesses (increased commission) 14. Yield loss Defects quality loss [Efficiency of material and energy] ……… 3 Major Losses Preventing Efficiency of Material and Energy. 16. Die and Tool loss 8MajorLossesPreventingEfficiencyofequipment 10. Operating motions loss Defects in man- hour loss11. Line organisation loss Loss Structure During Production Activities (16 Major Losses) 1©ConfederationofIndianIndustry
• 16.
  The equipment-related lossesthat are important for OEE are Linked to the three basic elements measured in OEE : availability, performance, and quality. Traditional TPM approaches track AVAILABILITY : PERFORMANCE : QUALITY : Downtime Losses Speed Losses Defect Losses Failures  Minor Stoppages  Scrap & Rework Setup Time  Reduced operating  Startup loss speed
• 17.
  Not ScheduledA Net OperatingTime B Running Time Downtime Losses C Target Output D Actual Output Speed Losses E Actual Output F Good Output Defect Losses Total Operating Time OEE = B/A X D/C X F/F X 100 Availability Performance Quality
• 18.
  AVAILABILITY Bars A andB represent availability. Unscheduled time shortens the total operating time, leaving net operating time (A). But the machine is frequently down during some of that time, usually due to breakdowns and setup. Subtracting that downtime leaves the Running time (B) in which the machine is making product. Example : Running time Net Operating time = 300 minutes 400 minutes =.75 availability (x100=75%) QUALITY Bars E & F represent quality. Of the 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 materials. Example : Good output Actual output = 11,760 parts 12,000 parts = .98 quality (x100=98%)
• 19.
  DOWNTIME LOSSES –FAILURES AND SETUP
• 20.
  AVAILABILITY : DOWNTIMELOSSES Failures Availability is reduced by equipment failures, which are a common occurrence in many plants. Many of the causes of machine failure give warning signs before the machine Actually breaks. Setup Time Availability is also reduced by the time it takes to set up the machine for a different product.
• 21.
  DOWNTIME LOSSES –CUTTING TOOL LOSS AND STARTUP LOSS
• 22.
  OTHER LOSSES TOAVAILABILITY 1. Cutting Tool Loss  Breakage of cutting tools during production causes unplanned downtime while the tool is replaced. Planned maintenance and autonomous maintenance activities help reduce these losses. 2. Startup Loss  Startup loss is traditionally included as a defect loss, since its essence is the production of defective products during startup.  However, startup loss involves lost time until good production can be stabilized, so it is logical to subtract it from available time as well. 3. Time Not Scheduled for Production  In some companies, when machines are stopped for meetings, preventive maintenance or breaks, the time is considered “not scheduled” and is not counted in the availability rate. Other companies recognize that even necessary activities like these reduce the available production time. They may decide to consider time “not scheduled” as a downtime loss that lowers the availability rate.  Counting unscheduled time as a loss can encourage creative ideas for reducing the loss – without eliminating the activity.
• 23.
  DOWNTIME LOSSES –UNSCHEDULED TIME
• 24.
  SPEED LOSSES :MINOR STOPPAGES
• 25.
  PERFORMANCE : SPEEDLOSSES Reduced Operating Speed Machines often run at speeds slower than they were designed to run. One reason for Slower operation is unstable product quality at the designed speed. In other cases, people don’t realize that the equipment is designed to run faster. Minor Stoppages Minor stoppages are events that interrupt the production flow without actually making the machine fail. They often occur on automated lines, for example when product components snag on the conveyor. Minor stoppages can make it impossible to run automated equipment without someone to monitor it. These stoppages may seem like petty annoyances, but they add up to big losses at many plants. Minor stoppages last only a few seconds, so we don’t try to log the time lost. Instead, we include them in performance losses that reduce the product output.
• 27.
  QUALITY : DEFECTLOSSES Scrap & Rework Products that do not meet customer specifications are a familiar loss. Clearly, scrap that cannot be reused is a waste of materials. Even when products can be reworked, the effort spent to process them twice is a waste. Startup Loss Many machines take time to reach the right operating conditions at startup. In the meantime, they may turn out defective products while operators test for stable output. Some companies simply include this startup loss in scrap and rework; others single it out as a specific loss to track. By tracking OEE on a regular basis, you can spot patterns and influences that cause problems for production equipment. Furthermore, measuring OEE allows you to see the results of your efforts to help the machines run better. Closing the Feedback Loop Just as important as being involved in data collection is receiving feedback on OEE results.
• 28.
  COLLECTING OEE DATA DefiningWhat to Measure Before you can being applying OEE, you need to decide what machine and product data you will measure for the calculation. The basic items you will measure are the losses that reduce availability, performance and quality. Downtime Losses Downtime losses (lost availability) are measured in units of time. They include. 1. Failure and repair time 2. Setup and adjustment time 3. Other time losses that reduce availability 1. Failure and repair time includes all of the downtime until the machine makes the next good product. Some plants lump all breakdowns into one category; other plants may create several categories to distinguish between different types or causes of machine failures. The main thing is to standardize your approach so everyone can measure a failure event the same way.
• 29.
  MINOR STOPPAGES &REDUCED OPERATING SPEED ARE MEASURED AS OUTPUT REDUCTIONS
• 30.
  2. Setup andadjustment time includes the time between the last good piece of product A and the first good piece of product B. 3. Other time losses include startup losses - similar to setup time losses - and any nonscheduled time the team chooses to subtract from the available time. Speed Losses Speed losses (lost performance) are measured in units of product output. You probably already track your output quantity. OEE, you look at the difference between the actual output and the potential output if the machine consistently ran at the designed speed, or at the standard optimum speed for each product. Speed losses include minor stoppages as well as reduced operating speed. Although minor stoppages are “events” like mini breakdowns, they often occur so frequently that it is not practical to record the time lost during many frequent stoppages. For that reason, many companies monitor minor stoppages by tracking the output reduction they causes. To compare the actual output rate (machine speed) with the output rate at the designed speed, you have to know what the designed speed is. If this speed does not appear in the machine’s documentation, you will need to set a standard, such as the fastest known speed at which the machine can run (this may vary for different products).
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  Defect Rate, LineC Percent 6 5 4 3 2 1 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14
• 32.
  2. Defect Losses •Defect losses (lost quality) are also measured in units of product output. This time, you are looking at the difference between the total actual output and the output that meets customer specifications. • Defect loses include products that can be reworked as well as outright scrap. First - pass quality is the goal. Making Data Collection Simple  The purpose of tracking OEE is not to make extra paperwork for operators. Most likely you are already collecting a lot of the data required for the OEE calculation.  One well-designed form can make it easy to log the OEE data as well as other data you need to register during daily production. Shows a sample data collection form. Its creators used a simple approach for logging time losses by shading the boxes on Side A to indicate where downtime occurred. Performance and quality data go on Side B.
• 33.
  OEE = Availability XX 100 Running Time Net Operating Time Performance Quality Actual Output Target Output Good Output Actual Output X
• 34.
  PROCESSING OEE DATA TheOEE Calculation OEE is calculated by multiplying availability, performance, and quality (multiplied by 100 to give a percentage rate) OEE rate = Availability x Performance x Quality x 100 Let’s review the equations for the individual elements of OEE. Availability = Running Time Net Operating Time The running time is the net operating time minus the downtime losses you decide to measure
• 35.
  Performance = Actual Output TargetOutput For the OEE calculation, the target output is the quantity the machine would Produce If it operated at its designed speed during the running time Quality = Good output Actual Output
• 36.
  Storing OEE Data OEEis most valuable when you collect data and do the calculation on a regular basis. Tracking OEE at set intervals over time allows you to see patterns that give clues for improvement. It is important to have a system in place to store your OEE data. Manual charting of the basic rates is a good place to start, but it limits the information you can pullout of the data. Software can be a helpful tool for automating the calculation and storing the data for use in several types of graphs