Effectiveness (OEE)
Alcoa Operations Management
Consulting
14/05/2012
Presentation name
Objetivos de Aprendizaje
Entender la Capacidad de Equipo como un prerequisito para
calcular Overall Equipment Effectiveness (OEE)
Entender la definicin y el uso de OEE como un facilitador del
ABS.
Ser capaces de realizar un estudio de OEE en una o ms
piezas de equipo.
14/05/2012
Presentation name
Agenda
14/05/2012
Presentation name
Continuous
Flow
Flujo
continuo
Pull
System
Sistema
de estirar
Para
y
Automation
notifica
with a
Human Touch
anormalidades
Tiempo
Time
Takt
Takt
Nivelacin
(Heijunka )
Trabajo
Estandarizado
Mejoramiento Continuo
(Kaizen)
Estabilidad
Gente
14/05/2012
Presentation name
Estabilidad
Persona
Mquina
-Sin averas
-Sin generacin de defectos
PREVIENE
Materiales
-Sin defectos
-Sin escasez de material
14/05/2012
Mtodos
-Procesos estandarizados
-Roles y prcticas de administracin estndar
-Prcticas de mantenimiento estndar
Presentation name
Enfoque a la Inestabilidad
Tradicional vs. ABS
ABS:
Tradicional:
Mantener grandes
inventarios
Agregar mas turnos de
trabajo o trabajar horas
extra
Comprar ms equipo
vs.
Exponer problemas
Solucionar problemas
1x1
Presentation name
Qu es OEE?
La efectividad general del equipo es la
disponibilidad de una mquina en condiciones de
operar [produciendo productos de calidad en el tiempo de
ciclo estndar] cuando se necesita.*
Demanda Actual y
Capacidad Sin Usar
Rate de Operacin
Prdidas Operacionales
Actuales
OEE
Ejemplo: se necesita
incrementar las ventas un 25%
Cual es la capacidad
actual/percibida de la
operacin?
Cunta capacidad est sin usar
y puede ser vendida por
marketing y ventas?
Capacidad Instalada
Unidades/Dia
1500
900
800
700
600
500
400
300
200
100
0
Capacidad Instalada:
Tiempo total Posible* = 1440
=
La mxima salida que se puede Tiempo de ciclo estndar unidades
conseguir bajo las mejores
por unidad
condiciones de operacin
estndar.
14/05/2012
10
Qu es un ciclo?
CARGA
10 seg
MQUINA
40 seg
DESCARGA
10 seg
CARGA
10 seg
MAQUINA
40 seg
DESCARGA
10 seg
1 Ciclo = 60 segundos
11
Capacidad de Produccin
Units/Day
1500
900
800
700
600
500
400
300
200
100
0
Poltica de la
Gerencia
Capacidad de Produccin:
840 minutos*
840
La mxima salida que se puede =
=
1 min/pc (estndar)
unidades
conseguir en el tiempo de
Horario Actual:
operacin establecido y bajo las
Dos turnos de 8 horas por da
mejores condiciones de
30 minutos para comida
operacin estndar.
Dos descansos de 15 minutos
para desayuno por turno
PMs hechos fuera de turno
* Tiempo de Produccin Disponible = Tiempo Establecido Tiempo Muerto
13
Capacidad Demostrada
Units/Day
1500
Poltica de la
Gerencia
15
Rate de Operacin
1500
Units/Day
Poltica de la
Gerencia
900
800
700
600
500
400
300
200
100
0
Prdidas
Histricas
OEE
Prdidas
Ventas/
Mktg
Prdidas Operacionalesy de
Estabilidad
Efectividad General del
Equipo(OEE):
O
=
Unidades buenas actuales
Unidades Demandadas(en el tiempo de ciclo estndar)
17
Unidades/Dia
OEE
1500
900
800
700
600
500
400
300
200
100
0
Politica
de la
Gerencia
(Salida al estandar)
(Salida al estndar)
OEE
Perdidas HistricasPerdidas
OEE Perdidas
Demanda
=
420
Nivel de operacin =
Demanda / capacidad de produccin =
50%
14/05/2012
1 Turno
OEE
Perdidas
Unidades
buenas actuales
= 240
OEE =
Unidades buenas actuales / Demanda =
57%
Presentation name
18
Responsabilidad
Liderazgo
Unidades/Da
1500
900
800
700
600
500
400
300
200
100
0
Poltica de la
Gerencia
Perdidas
OEE
Perdidas
Produccin.
Gerencia.
Alta
Gere
Capacidad
no utilizada
Mercadotecnia
OEE
Produccin.
Perdidas Gerencia.
Demanda
=
420
Ventas
Y
Unidades
buenas actuales
= 240
Nivel de operacin =
Demanda / capacidad de produccin =
50%
OEE =
Unidades buenas actuales / Demanda =
57%
19
Gerencia
Tiene la responsabilidad de tomar decisiones que
impactan la capacidad.
Debe demostrar una actitud de observacion.
Ventas y Marketing
Responsables de vender la capacidad
sin usar
Responsable de no sobreprogramar
operaciones
21
Control de Produccion
Responsables de eliminar las perdidas de OEE
Meta = 100% OEE mediante la solucion de problemas
OEE
Es una manera de evaluar el desempeno de la produccion vs.
la produccion requerida en el tiempo de operacion
programado.
Una medida que puede utilizarse para dividir los grandes
problemas de capacidad en problemas mas pequenos y
controlables que se pueden resolver en piso.
OEE =
23
Plan
Actual
( Reqd parts at
std. cycle time)
(Good parts)
7-8
60 / 60
60 / 60
100%
8-9
45* / 105
15 / 75
33%
9-10
60 / 165
45 / 120
75%
Changeover
10-11
60 / 225
30**/ 150
50%
Made scrap
11-12
30* / 255
30 / 180
100%
12-1
60 / 315
15**/ 195
25%
Made scrap
1-2
45* / 360
15 / 210
33%
Machine Down
2-3
60 / 420
30 / 240
50%
Ran slow
Total
420 / 420
240
OEE
Comments
PROBLEMS!
PROBLEMS!
57%
Units/Day
OEE Losses
1000
900 Production Capacity per 2 shifts = 840 (output at standard)
800
700
600
500 Production Capacity per 1 shift = 420 (output at standard)
30
400
Demand
100
=
300
25
420
25
200
ACTUAL
100
OUTPUT
= 240
0
RATE OF OPERATION =
Demand / Prod Capacity =
50%
Problems to
be solved:
Method
OEE =
Actual / Demand =
57%
Material
Machine
Person
25
26
Performance Rate
Are we making product at the desired rate?
Quality Rate
Are we producing good product?
28
OEE =Availability
Rate
Actual Run Time*
Standard
Cycle Time
29
1.
2.
3.
4.
5.
6.
Equipment Failure
Setup/Adjustment
Idling and Minor Stoppages
Reduced Speed
Quality Defects in Process/Rework
Startup Losses
30
Units/Day
OEE Losses
900
800
700
600
500
400
300
200
100
0
30
50
60
Demand
=
420
ACTUAL
GOOD UNITS
= 240
RATE OF OPERATION =
Demand / Production Capacity =
50%
Problems to
be solved:
Equipment Setup/
Failure Adjustment
OEE =
Actual Good Units / Demand =
57%
Idling/
Minor
Stoppages
Reduced
Speed
Quality
Defects
Start-up
Losses
31
B
Changeover
A
Changeover
B
Changeover
8 Hours
A
Changeover
B
Changeover
A
Changeover
B
Changeover
A
Changeover
B
Changeover
A
Changeover
B
Changeover
ABS:
-Small Lot sizes
-Frequent C/Os
Impact on OEE?
-Increased c/os without reducing
c/o time results in lower OEE
-Increased c/os when c/o time is
reduced proportionately does not
impact OEE
Goal:
-Reduce c/o times and
increase frequency of c/os.
32
Load/Unload
33
Rules of Thumb
34
Equivalent Calculations
Components based OEE:
Availability
Sched. Sched.
Time
Downtime
330 minutes
x
420 minutes
STANDARD:
Performance Rate
Quality Rate
Good Units
Total Units
1 unit/minute
x
420 minutes
=
420 units
240 units
4 hrs
good
output
57%
300 units
8 hrs
.5 hr speed
losses
Good Units
Reqd Units at Standard
1 hr scrap
loss
1 hr unsched
downtime
240pcs
=
=
420 pcs
57%
.5 hr c/o
1 hr lunch
35
Example OEE
Calculations
for
the
Alcoa Operations Management
Consulting
Dedicated and
General Purpose
Equipment
36
Equipment Definitions
Dedicated Equipment
Run to takt time
Runs parts that require the same standard cycle times
OEE is calculated using units
Plan
Actual
(Reqd parts at
std. cycle time)
(Good parts)
7-8
60 / 60
60 / 60
100%
8-9
45* / 105
15 / 75
33%
9-10
60 / 165
45 / 120
75%
Changeover
10-11
60 / 225
30**/ 150
50%
Made scrap
11-12
30* / 255
30 / 180
100%
12-1
60 / 315
15**/ 195
25%
Made scrap
1-2
45* / 360
15 / 210
33%
Machine Down
2-3
60 / 420
30 / 240
50%
Ran slow
Total
420 / 420
240
OEE
Comments
57%
* Scheduled breaks and lunch ** Made 30 off- quality units these hours
240 =
=
OEE =
420
Demand units at standard cycle time
57%
38
Rate
Actual Run Time*
Standard
Cycle Time
39
Availability Calculation
% Availability =
X 100
40
RUN
60
15
105
30
45
15
60
Run =
330 min
Wait on Metal
30
Changeover
15
15
Equipment
Problems
Other
Unscheduled
30
330 min.
Avail. =
= 78%
420 min.
Scheduled
Maintenance
Lunch and
Breaks
Down
Time
=
90 min
15
30
15
Sched.
Down
=
60 min
41
Availability Example
8
Hours in Shift
Meals &
Breaks
7.0
6
5
6.0
5.5
5.5
Actual
Run Time = 5.5 hrs.
3
2
1
0
Availability =
5.5 hrs
7 hrs
78%
42
Performance
Rate
=
Total Units
(e.g., in a shift)
Standard
Cycle Time
91%
43
Quality Rate
Calculation
Quality Rate =
Good Units
Total Units
240 units
300 units
80%
44
Availability
Total Units
(e.g., in a shift) X
.78
Quality
Rate
Performance Rate
Standard
Cycle Time
Total Units
.91
240 units
300 units =
.80
Hour
1
2
3
4
5
6
7
8
Total
OEE (Units)
Plan
20/20
20/40
20/60
20/80
5/85
5/90
5/95
5/100
100
Part Type
X
Hour
1
2
3
4
5
6
7
8
OEE (Units)
OEE (Time)
97%
88%
CORRECT!
47
Availability
1.0
Quality
Rate
Specific Standard
(e.g.,Units
Cycle Time
in a shift) X
8 hrs. / 8 hrs. =
Performance Rate
.97 x
95 units
95 units
1.0
Availability
Specific Standard
(e.g.,Units
Cycle Time
in a shift) X
8 hrs. / 8 hrs.
Specific Standard
Good Units
Cycle Time
(e.g., in a shift) X
Specific Standard
(e.g.,Units
Cycle Time
in a shift) X
Quality
Rate
Performance Rate
50
51
Breakdown
1st Pass
2nd Pass
3rd Pass
52
Observed Data:
7:00
7:10
7:20
2 2 2 2 2 2 2 2 2 2 2
Summary:
7:30
7:40
7:50
8:00
2 2 2 2 2 2 2 2 2 2 2 2 2
2 2 2 2
2 2
8:10
8:20
2 2 2 2 2 2 2 2 2
2 2
8:30
8:40
8:50
2 2 2 2 2 2 2 2 2 2 2
2 2 2
2 2
Scheduled Time
Run
Turn Around
Roll Change
Maintenance
Crown/Flush
Paperwork
Lunch/Breaks
Planned Maintenance
Web Break
End From Line
Other
Scheduled Down Time
DOWNTIME
8/14/03
480
318
56
0
20
0
0
0
0
16
0
70
0
162
9:00
2
9:10
2 2
2 2 2 2 2 2
Availability
Total Units
(e.g., in a shift) X
318 min.
(480-0) min.
0.6625
Performance Rate
Standard
Cycle Time
Total Units
(4 units x 25 min./unit) +
(4 units x 45 min./unit) +
(0.75 units x 40 min./unit)
318 min.
0.975
Quality
Rate
8.75 coils
8.75 coils
1.0
X 100
65%
54
7am
8am
9am
10am
11am
12pm
1pm
2pm
3pm
B Shift
3pm
4pm
5pm
6pm
7pm
8pm
9pm
10pm
11pm
C Shift
11pm
12am
1am
2am
3am
4am
5am
6am
7am
12.5%
24%
36.5%
87.5%
100%
OEE
Plan
0%
#1
Crown
#2
BD
#3
BD
BD
#4
BD
Flush
50%
#1
#2
#3
1st
1st
1st
Pass
Actual
Shift
OEE
Crown
#1
#2
#3
#4
BD
BD
BD
BD
62.5%
Flush
75%
#4
1st
Flush
Pass
Pass
Pass
#1
#2
#3
#4
1st
Pass
1st
Pass
1st
Pass
1st
Pass
#1
#2
#3
#4
#1
#2
#3
#4
#1
BD
BD
BD
BD
1st
Pass
1st
Pass
1st
Pass
1st
Pass
2nd
Pass
#1
#2
2nd
2nd
Pass
Pass
#1
Flush
2nd
Pass
56
57
OEE Study
Alcoa Operations Management
Consulting
58
First Questions
59
Units/Day
6000
1800
1600
1400
1200
1000
800
600
400
200
0
Mgt.
Policy
PRODUCTION CAPACITY = 1680 units (1 shift)
(output at standard)
New
Demand
=
1400/day
Historical
Losses
OEE
= 40%
DEMONSTRATED CAPACITY = 680 units (1 shift)
Previous
Demand
=
700/day
RATE OF OPERATION =
Demand / Prod Capacity =
42% to 84% increase
Mgmt Policy:
1 shift/day, 1 hr breaks/lunch
Std Cycle Time = 15 seconds
61
OEE Study
What is an OEE study?
First-hand detailed machine observation that
exposes production stability problems, root causes,
and potential countermeasures
Why do an OEE study vs. just using existing downtime reports?
An OEE study requires one to go the the shop floor
and SEE production first-hand
When should you do an OEE study?
Early in an improvement project
62
OEE Study
Where do you perform an OEE study?
It depends on the business case;
Typically one begins with the system
constraint
Who should perform an OEE study?
Line managers, operators, mechanics, and
ABS resources
How do you perform an OEE study?
63
1.
Define machine(s) to be studied, the cycle(s), and the standard cycle time(s)
2.
3.
4.
5.
6.
Summarize data by category for each machine and the overall system
7.
Calculate the OEE for each machine and the overall system
8.
9.
65
Production Capacity:
The maximum achievable
output during the scheduled
operating time under the
best achievable standard
operating conditions
Demonstrated Capacity:
Available Production Time*
Actual (vs. Standard)
The historically proven
=
Cycle Time
output of the equipment
*Available Production Time =
* Available Production Time = Scheduled Time Scheduled Downtime
Scheduled Time Scheduled Downtime
68
= 5760 coils
Production Capacity:
= 1680 coils
1 8 hour shift
30 min. for lunch
2-15 min. breaks
No other sched. DT
= 680 coils
Demonstrated Capacity:
*Assuming no tool changovers are required
69
70
3. Time
Enter time scale for
study along this axis
6. Actual
Enter actual units
produced during
the time interval
4. Plan
Enter scheduled
units to be
produced during
each time
interval at
standard cycle
time
5. Categories
Enter other
categories
observed during
study as they
occur. Examples
could include
changeover,
equipment
problems, etc.
7. Comments
Note any problems or
ideas during observation.
8.
Enter the total time for
each category.
9. Totals
Enter total units produced during
study as well as the number of
those classified as good
71
8:17
8:16
8:19
8:18
8:21
8:20
8:23
8:22
8:25
8:24
8:27
8:26
8:29
8:28
8:30
Run
Wait
Rework
Load/Unload
(not needed)
Changeover
(new spec)
Equipment Problems
Turnaround
(same spec)
Scheduled
Maintenance
Lunch & Breaks
Output: _________
Scrap: _________
72
73
Capture
Run Time
Changeover Time (last good to first good coil)
Turnaround Time (same spec)
Downtime
74
Perform observations
(at least 10 cycles minimum)
75
1st shift
8:17
8:16
8:19
8:18
8:21
8:20
8:23
8:22
8:25
8:24
8:27
8:26
8:29
8:28
8:30
Run
Wait
10 sec.
20 sec.
60 sec.
110 sec.
220 sec.
Rework
Load/Unload
(not needed)
Changeover
(new spec)
150 sec.
Equipment Problems
Turnaround
(same spec)
Scheduled
Maintenance
180 sec.
10 sec.
60 sec.
140 sec.
Output:26
_________
Scrap: _________
0.
76
1st shift
8:17
8:16
8:19
8:18
8:21
8:20
8:23
8:22
8:25
8:24
8:27
8:26
8:29
8:28
8:30
Run
Wait
20 sec.
60 sec.
110 sec.
220 sec.
Rework
Load/Unload
Changeover
(new spec)
Equipment Problems
Turnaround
(same spec)
Scheduled
Maintenance
180 sec.
Equip. DT = 70 seconds
10 sec.
60 sec.
140 sec.
Output:26
_________
Scrap: _________
0.
77
Good Units
Reqd Units at Standard
78
Good Units
Reqd Units at Standard
26 units x 100
64units
40.6%
x 100
= 40.6%
79
Problem / Opportunity
Countermeasure
Effect
Who Will
By When
Implement
Remarks
80
3. Target
Condition
2. Current
Condition
4. Kaizen Activities
Action Timeline
Measures
81
4. Prepared By
Enter the name(s) of who prepared the
chart.
8. OEE Plot
Chart OEE on the
graph by day
% OEE
6. Actual
Enter actual good
units produced that
day for this
crew/shift
5. Plan
Enter number of
planned units to
produce that day for
this crew/shift
OEE
7. OEE
Calculate OEE as: OEE = (Actual good units)/(Planned Units)
82
Traditional:
Maintain large
inventories
Expose problems
vs.
Purchase more
equipment
OEE enables an ABS approach to achieve stability
83
20 Questions
Alcoa Operations Management
Consulting
84
1.
2.
3.
4.
5.
6.
7.
8.
9.
20 Questions
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
20
Questions
What effect does making twice as many changeovers have on
OEE?
What 3 factors make up OEE?
What is Rate of Operation?
Who is responsible for unused capacity?
How is Rate of Operation based on customer demand?
How do you decide where to perform an OEE study?
What is the value of performing an OEE study?
Can OEE be used by operators as a means of exposing
problems during normal scheduled run time?
Do OEE losses pertain to man, machine, material or
methods?
Where do you go to learn the OEE of a particular piece of
equipment?
Are you ready to perform an OEE study?
86
20 Questions - Answers
1. OEE studies expose problems with equipment capacity and
stability.
2. Early in an improvement project
3. Exposes root cause to problems, identifies potential
countermeasures
4. Line Managers, Operators, Mechanics and ABS Resources
5. Yes
6. True
7. False
8. True
9. True
87
20 Questions - Answers
Appendix
Alcoa Operations Management
Consulting
89
Production Capacity
Calculation Example
Alcoa Operations Management
Consulting
90
Production Capacity
91
Production Capacity
The maximum achievable output during the scheduled operating
time under the best achievable standard operating conditions
Standard Cycle
Time to Complete
A Piece *
* Including allocated tool changeover time
92
Machine / Process
Processing times
93
94
Example
420/shift
840 min
BOTTLENECK:
____units
units
MACHINE
CD 300
20
40
00
10000
10 00
839
95
Auxiliary Slides
Alcoa Operations Management
Consulting
96
Rule 1 - Activity
C
7
C
5
3
1
Low
OEE!
vs.
3
1
Rule 2 - Connection
A1
Low
OEE!
B
A2
vs.
A
Rule 3 - Pathway
A1
B1
A2
B2
Low
OEE!
Flow
collision!
Rule 4 - Improvement
Missed output
in 1 hour
vs.
Missed output
in 1 hour
100
Availability
Performance Rate
Quality
Rate
Good Units
Total Units
Total Units
(e.g., in a shift) X
Actual
Cycle Time
101
Standard Forms
Alcoa Operations Management
Consulting
102
103
3. Time
Enter time scale for
study along this axis
6. Actual
Enter actual units
produced during
the time interval
4. Plan
Enter scheduled
units to be
produced during
each time
interval at
standard cycle
time
5. Categories
Enter other
categories
observed during
study as they
occur. Examples
could include
changeover,
equipment
problems, etc.
7. Comments
Note any problems or
ideas during observation.
8.
Enter the total time for
each category.
9. Totals
Enter total units produced during
study as well as the number of
those classified as good
104
105
Problem / Opportunity
Countermeasure
Effect
Who Will
By When
Implement
Remarks
106
Standard A3 - Proposal
ABS Plan - Format
The A-3
1. Background /
Business Case
3. Target
Condition
2. Current
Condition
4. Kaizen Activities
Action Timeline
Measures
107
MONTH:
YEAR:
PREPARED BY:
%OEE
CREW:
SHIFT:
Date
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
Actual
Plan
OEE
% OEE = (ACTUAL GOOD UNITS DIVIDED BY PLANNED UNITS AT STANDARD CYCLE TIME) X 100
108
30
31