How can an OEE System help me improve?
September 13, 2009 by david.evanson
This is one of the main questions that we repeatedly get asked.
- So you want to record your OEE properly, how will this help me to improve?
- Or more to the point what happens if i install you system and i don’t improve?
To me there are 4 levels of use with a system such as XL to improve OEE:
1. Using the display to reduce reaction time on the line
- On a 55% line: typically 3-4% increase in efficiency based on reduced reaction time.
- This is achieved through setting up meaningful messages on the XL unit that teams react to in real time. E.g. If you regularly stop due to lack of raw materials have XL come up with a “low materials” alert prior to the machine stopping. Or perhaps program in your top 3-4 faults and have XL display a message when they occur to save precious time fault finding when the machine stops.
2. Using the reporting to carry out a structured review every 2 or 4 hours
- On a 55% line: The real area of improvement – between 3%-15% improvement through better allocation of resource during the shift
- Every 4 hours your team leader and line engineer review performance for the last 4 hours and identify what fixes need to be made to increase performance in the next 4 hours.
3. Using the reporting to carry out a structured review every 24 hours
- On a 55% line: When used with above – between 3%-10% improvement through better CI project allocation
- Review how effective the 4hr reviews were, what actions need to be picked up as a bigger project? Which teams perhaps need some coaching or support?
4. Using the reporting to carry out a structured review every week
a. On a 55% line: When used with above – between 3%-5% improvement ironing out persistent issues
When we have applied all 4 of these processes we’ve achieved OEE uplifts on 50-60% lines of between 6-8% in the first six months building to over 20% in 24 months.
In these instances the increase has been supported through a reasonable level of support and coaching (sometimes from us, sometimes done internally). The ’secret’ to success here is focus; focus on being completely dedicated to creating the processes that will work for you and your teams and not accepting any distraction that pulls you from this.
To give you a sense for how we recommend you do this:
- Typically we would work on a pilot line to create a robust process and then rollout. To get the best results we create operational champions at the level of the Factory and Operations Manager – if those people know how to use a system I guarantee the rest of the site learn very quickly!
I think that it’s entirely reasonable to expect that you would get between 3%-5% OEE improvement with very little support from us at all just based through raising awareness to downtime. If you really want to get benefit from XL I would suggest building in the relevant management review processes to ensure that the system is used regularly.
Getting results with action
September 13, 2009 by david.evanson
The improvement of production performance is achieved through the combination of great quality data, robust management review, and the application of operator and technical skills and experience.
Therefore: I.F. you ACT you get RESULTS
Whereby (Information x Focus) x Actions = Results
The formulae suggests:
Inaccurate information = poor results
Inadequate focus = poor result
Low no. of decisions / actions = poor results
If you act you get results
Defining what you really want:
Information = Using XL800 at a tactical level – understanding the real root cause of your biggest losses
Focus = Man hours focusing on information that lead to decision making – or number of tactical performance reviews combined with the number of people involved
Actions = Commitment to a high number of speedily executed mix of maintaining, proactive (changing) and updating actions
MANAGE AND MEASURE THE INPUTS AND THE RESULTS ARE GUARANTEED!
Measuring the inputs:
Information – number of top losses identified that are effecting OEE and getting to the root causes
Focus – number of tactical and strategic reviews taking place and the number of relevant individuals involved
Actions – the number of type 1, 2 and 3 actions taking place
When these three areas are aligned then Results are inevitable. The data could be collected manually at the end of each shift and put into Excel (or similar), however the ultimate, is to have electronically collected pinpoint accurate data that is available in real time, from each machine. This data can then be analysed and displayed on the shop floor, in team meeting rooms, in fact anywhere in the manufacturing facility.
