Is OEE the right measure for you?
May 26, 2009 by adrianpask
I recently contributed to a post on OEE measurement on Lean.org from a guy asking if OEE is the measure for his bespoke manufacutring plant. Having posted it i think it’s worth posting here as well:
Here’s a thought for you - OEE is a great metric for an process in which equipment is the constraint. You can tell this from the way that the 6 losses/3 losses of OEE are all based on equipment performance.
At this point i would like to ask you a question - what is the constraint in your manufacturing process?
I.e. if you want to increase output what is the first thing that you change - do hire more people to run more machines, do you buy more raw materials, do you book more outgoing vehicles, do you reduce changeovers, do your increase machine running time? You can find this out be asking a random selection of people - “what do we need to do to produce more parts?”
Based on my experience in similar environments to yours equipment performance is very rarely the bottleneck in the process; it’s typically human related. I.e when we bring in more people we make more product. In this instance the best metric is something human related - a productivity Man hours/tonne type measure with OEE as a secondary driver on specific machines.
I’m not saying don’t use OEE, i’m saying make sure that your primary measure causes you to optimise your bottleneck. I was in a packing environment with 30yr old machines a while ago where they have 200% capacity and were measuring OEE. To get OEE up they were running 1/2 their machines as hard as possible whilst the others were stopped. Due to the age of the machines this meant huge amounts of maintenance was needed to keep the machines running and lots of labour to keep them going. By moving to a productivity measure we now run all the machines at 40% OEE with the same number of staff. Our cost per tonne has gone down and our poor old machines aren’t being thrashed to bits.
Pick a measure that measures your constraint. Use OEE only when equipment is your constraint.
Here’s an idea - if you want to measure productivity then it’s possible to program your XL800 OEE system with a productivity constant. This will enable it to display a real time “£/Unit” or “Man hour/Tonne” type measure on your factory floor. OEE is only the starting point!
Standard Cost = Hidden Waste
February 17, 2009 by adrianpask
- How tolerant are you to waste? Wasted time, wasted materials, wasted energy, wasted movement?
- How aware are you of the wastes that exist every day in your factory preventing you from improviding productivity?
- What wastes do you accidentally or deliberately turn a blind eye to?
- Which of your measures actively hide waste so that you can’t, or don’t have to, see them?
Have you answered something similar to: “Very”, “Totally”, “well none of course”, and “you’re joking right?” to the questions above? I would happily lay a bet that in most factories in the UK that there are losses which are not only ignored, they’re accepted
When my day job involved working full time in a factory i would often be lucky enough to take visitors round the factory on tours. Many of my colleagues would see this as a pain in the rear, taking them away from the day job….especially when it was a tour group of children. Have you ever noticed how kids have an awesome talent for pointed out the obvious?
The joy of stupid questions:
Some of the younger student groups would have a habit of asking ‘really stupid/obvious questions’, like “how do i wear earplugs”, “what is the secret formula of your product”, “do you like hair nets”, “what are the hair nets for”, “if i shaved my head would i need a hair net”…infact a very large number of questions would be related to hair nets and ear plugs. Sometimes, they would also ask questions that would massively supporting our continuous improvement drive: questions like “why is there product on the floor over there”, “should that pipe be dripping”, “doesn’t that man get tired lifting that”, “why does that machine keep stopping” etc.
Blind to your losses
Have you ever found that sometimes the opportunities to improve staring you in the face and yet you can’t see them? I believe that in many cases as we become familiar with an environment we become blind to elements of it that we may want to improve. In many cases we not only become blind to the opportunity, we also build the loss into how we measure our performance, we normalize it and ensure that every new member of the team is trained to ignore it also.
Standard Allocations - prescribed blindness
Whenever i visit a site now if i ever hear the words “standard” and “cost” i know that i’m about to enter into a challenging conversation because for me “standard cost” = “hidden or accepted waste”.
We may come across “standard waste costs”, “standard speed”, “standard changeover time”, “standard wage allocation”….and usually the key metric is then how many percentage points away from the standard the site is.
E.g.
My site has 2% waste…..over our standard…..of 15%. THIS IS A TOTAL LOSS OF 17% HIDDEN AS 2% !
My OEE is 83%….excluding changeovers….of 6hr every week.
My changeover was completed in 10min under standard time of 60min. Which means that it’s okay not to improve….but what if a sister line is running the same event in 20min?
So here’s my point = if you have any conversations with involve the words “standard” “allocated” or “budgeted” when referring to waste or output then you’re hiding from the truth. How can you improve if you don’t know how well you’re performing?
OEE Improvement: Short Interval Control
January 25, 2009 by adrianpask
Last week i ran a series of web seminars outlining how to improve OEE by 20% using Short Interval Control techniques.
I’ve had so many requests to share the presentation i’ve uploaded it to this link here:
DOWNLOAD PRESENTATION ON OEE IMPROVEMENT WITH SIC
Contents covered:
1. OEE systems for capturing losses to OEE: LineView and XL800 from OptimumFX
2. Use of data during production
3. Your OEE “Flight path”
4. The folly of measuring OEE by looking backwards at what you’ve made
5. Picking the right measures for you and your operators
6. Issues with using manual data capture
7. Manual OEE data capture Vs Automated OEE data capture (LineView and XL800)
8. OptimumFX Productivity model
9. How to use data (OEE) to improve production
10. Short interval control process
11. Short interval control sheets
Andon Systems and OEE improvement
January 14, 2009 by adrianpask
What are Andon systems or Andon lamps?
Andon lamps are an extremely simple system of visual management for helping teams identify when there is a problem with a process or machine. Originally they were developed as part of the Jidoka quality-control method within the Toyota Production System and have now been incorporated into standard lean manufacturing practice
Originally andon lamps were used to notify teams of a quality problem, and more frequently we see them installed on continuous flow lines to help inform operators of why machines have stopped. For example if i have an operator running two packaging machines and one of the machines stop, a simple Andon light stack can instantly tell the operator if he has a problem (and has to intervene) or if the machine has just run out of product.
Here are some sample Andon Systems courtesy of google images:
Andon lamp block
A traditional andon light stack
Andon panel with fault alarms
Andon Text display
Benefits of traditional Andon systems in your visual factory:
- Reduce reaction times for machine problems - operators see the state of machines quickly
- Reduced downtime for fault fixing - lamps indicate most common “faults” e.g. low reel, jams etc
- Improve management efficiency - Managers can quickly see which machines are stopped on a busy floor
Drawbacks of traditional Andon systems in your lean implementation:
- Signals need to be interpreted - complex systems need a code or key card to help operators remember what the alarms mean.
- Can be hard to see - if they’ve been in place for a long time lights often get damaged and dirty and can be hard to see. They can also often become ‘background noise’.
Taking Andon systems to the next level…XL800 for the ultimate visual factory
The XL800 OEE system brings Andon systems into the 21st century by taking all the strengths of existing systems, adding even more functionality, whilst keeping the core simplicity.
When you install an XL800 OEE System on your machine or line the highly visual alphanumeric display system can be used to highlight KPI’s and running conditions just like any display system.
Basic functionality:
Almost instantly the XL800 OEE system can support your lean manufacturing implementation by very quickly enabling you to show:
- MACHINE DOWN + Duration of downtime
- BREAK TIME REMAINING + Duration of break
- CHANGEOVER + Duration of changeover
More advanced functionality:
If you can get a signal from your machine to indicate why that machine has stopped then your XL800 could automatically display additional faults or alarms such as:
- Stop - Build Back (too much product on outfeed)
- Stop - Lack (no raw materials on infeed)
- Stop - No raw material
- Stop - Guards open
- Quality check due now (based on the number parts produced)
- Stop - SPECIFIC FAULT MESSAGE
- Target achieved - Good job team
- …..and the list goes on! If you can get us a signal, the XL800 OEE System can give you a display!
So what are the benefits of an XL800 as your Andon system?
- All of the benefits as traditional Andon systems
- Inform and motivate your team: by displaying real time data for how long each alarm has been triggered, and by showing targets for the production run
- Increase productivity: Simplify your shop floor - the display is 100% user configurable so you can quickly select the alarms that make the most difference to you
- Save money: Your operators will be able to respond to the right causes of machine downtime and get your machines fixed faster.
- Increase OEE: With machines being fixed faster you will produce more product than ever before
- Essential for TPM: The built in reporting and analytics software in the XL800 system is ideal for driving your TPM implementation as part of your lean journey.
New Year New Objectives? New Year New Actions!!!
January 7, 2009 by adrianpask
Hello and welcome back from your Christmas and New Year Holidays. All the team here at OptimumFX hope that you have had a fantastic break and are back in your factories feeling charged up and invigorated after the break.
On Monday we had our first team meeting of 2009 and one of our favourite topics of conversation came up quite early in the day: “how to convert ideas to improvement”….yes we were initially talking about New Year Resolutions! For me, there’s something quite special about that time between Christmas and New Year that gives me the chance to think a little bit differently about what i want to achieve in the next 12 months. Perhaps you may also have some fresh ideas and objectives as a result of the holiday?
If this is the case, may i ask a question? As we come to the end of the first week in January how are you progressing with your resolutions? How happy are you with your progress?
When we talk about OEE and productivity improvement we often talk to our customers about this formula:
(Information x Focus) x Action = Results
Simply, if you want to achieve great results you need to have the right data to track your progress and identify your issues, the right level of focus and commitment to reviewing performance, and then (and this is the most important part), you have to take action!
So if you’re not happy with your progress perhaps it might be worth asking yourself:
1. What information can i use to track my progress?
- This may be a KPI sheet, or an internal feel of progress, or customer reviews, or feedback from your colleagues, or a move in your financials. How specific and clear is your objective - we’ll talk another time about how to set well defined objectives and i’m sure most of you may have seen the SMART acronym (Specific…and positive, Measureable, Attainable, Realistic, Timely)
2. What level of focus am i applying to the data?
- Do i want to review this data weekly/Monthly/Quaterly? How am i going to hold myself to account for making the data important, for making it get used? How am i going to follow up on actions?
3. Take action!
- The easiest way to get a 50% improvement in OEE is to improve 50 little things by 1%….yet so many people look for some sort of magic solution that fixes one issue by 50%. Lots of little actions over a year = A MASSIVE CHANGE.
Or you could be one of those people who regularly has some fantastic, inspiring, motivating, dynamic ideas….and then sits on them: Not achieving results, not changing, not committing to action, and not getting what you want.
Burning Platforms for change
December 17, 2008 by adrianpask
When we start working with new sites and start talking about the actions necessary to generate an increase in productivity and the ways in which the site could manage Overall Equipment Effectiveness (OEE) one of the first things we look for is desire to change.
Simply, and i’m sure many of you would agree, if your management team doesn’t have a desire to change then no change will occur. What change will occur if your operators have no desire for change?
The answer: very little.
Why: Simple pareto - if 20% of your workforce (your managers) will be working flat out trying to drive improvements into place that are often greatly resisted, how successful are they likely to be?
Here’s the mysterious thing….in probably 80% of the businesses we go to this desire for change stops cascading down at middle or junior management level.
Quite often in FMCG businesses this desire to change is fuelled by what we call “a burning platform” i.e. an emergency situation in which change is inevitable. The burning platform may be a negative ‘push’ such as a supply issue or equipment failure, or a positive ‘pull’ such as winning a new piece of business or commiting to a change plan for the future.
When i read the news right at the moment there are lots of references to burning platforms with the so called ‘credit crisis’/'credit crunch’ that the media is using to sell papers at the moment. Just this morning i was reading this news update on the Food Manufacture website identifying how supermarket chains are placing pressure on manufacturers to cut costs in an effort to boost consumer spending.
Now here are some thoughts for your leadership team:
- Do you feel that you are in some sort of burning platform scenario with a huge need to cut cost and improve performance?
- Do you have an improvement process in place, do you need to cut costs, or are you planning a big improvement activity?
- If the answer is ‘yes’ to the 2 questions above: how effectively do you believe your ‘burning platform’ is being cascaded through the business?
- How willing and capable do you believe your teams are to adapt to this change…and what actions are they currently taking to prove this? A measure here - if you’re apprehensive even discussing change with them….then you already know your answer!
Simply:
If your burning platform is being felt at all levels of your team then change is inevitable. Vast, massive, unstoppable, OEE driving, productivity boosting change!
If your burning platform is stopping at your middle and front line management teams (as can often be case) then change will be a long hard slog!
Call to action:
What action could you take to better communicate the need for change in your business?
Your burning platform:
from that same food manufacturer article: Nick O’Reilly of BRS is quoted as saying “manufacturers should critically review their businesses and operations to see if there were any skill gaps in their managements that could be filled by interim managers.”
So again - what are you doing to motivate your teams to change because if you’re not then perhaps the statement above might be the first sparks of your burning platform.
Operations Performance Management
November 21, 2008 by samirshah
To maintain or improve productivity in manufacturing, especially when there are complex processes combined with a team of individuals, possibly across multiple shifts, there is an absolute need for frequent and ongoing management. A lack of a habitual performance management will almost guarantee a steady decline in results.
- the accuracy of data (that identifies current losses)
- the level of focus (the amount of time spent understanding and formulating decisions)
- the quality of actions/fixes that are taken (that target resolution of the underlying losses)
Any approach that is under consideration also faces a common challenge to maximise limited resources, normally both people (time) and revenue (money) to achieve the optimum results.
A structured approach that can be used is; short interval control and tactical management (multiple events within a shift/day), Daily/24hrly tactical reviews, and Weekly/Fortnightly strategic reviews. The tactical reviews (up to 24hrs) focus on reacting to what is happening and ensuring that the team and engineers are focusing on the current biggest issues. The strategic reviews are about targeting continuous and incremental improvements, identifying trends and patterns and tackling root cause and cause of cause issues.
The approach outlined is very reliant on good quality data that is analysed in a specific way that ensures maximum understanding of losses and therefore likely potential solutions. The specific measures are:
1. Overall Equipment Effectiveness (OEE) and The Six big losses (Breakdowns, Planned downtime, Minor Stops, Speed, Quality in Process, Quality on Start up)
2. Machine downtime - split down by major stops and minor stops, Mean time between failure (MTBF) and individual equipment faults
3. Waste (quality losses) by machine area
NB. Note that when capturing data and losses on a production line, it is critical to measure OEE based on the critical (slowest) machine on the line. In a similar way, machine downtime is useful; however knowing the effect it has had on the critical machine is invaluable.
This 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 the on the shop floor, in team meeting rooms, in fact anywhere in the manufacturing facility.
Decisions and resource planning that lead to action that are based on good quality data will yield results, whereas if based on perception, there is not necessarily a link between action and performance improvement. When this approach is followed habitually, and built into the daily routine and the laid out practices executed to an excellent standard, combining this with utilising quality data and taking action on issues identified, resolving them in a timely way, performance maintenance and improvement is almost guaranteed.
One way this can be supported is by providing assistance with understanding how well the review structure is working. Auditing the meetings, reviews and outputs is one good way of doing this. When this auditing is done purely to check effectiveness and to learn, it can be a very powerful tool to assist the change journey.
The table below gives the overall Purpose, Objectives, minimum Standards and Measures of the various Operations Reviews:
|
Mini Reviews within Shift |
Tactical Review within shift |
24 Hour review |
Weekly Strategic Review |
|
| Purpose | Analyse data over a short timeframe to provide focus. | Analyse data since the last review to provide focus area until the next review. | Analyse data over the last 24 hours and provide focus for the next 24 hours. | Review the week’s performance of each line to identify improvement opportunities. |
| Objectives |
|
|
|
|
| Minimum standards and measures |
|
|
|
|
Click here to download the detailed pdf version of the Operations Peformance Reviews.
Incremental Performance Improvement
October 29, 2008 by samirshah
Do you get extremely frustrated because although you tend to fix all faults, your productivity is still not improving? Or when you implement a really good idea, the productivity does get better for a short while and tends to go back to its original level?
By using our experience, we have analysed several manufacturing sites at varying levels of performance and have identified why this occurs. We found that the type of actions that are normally carried out in any environment can be classified into 3 main categories namely:
- Type 1 - Maintain actions
- Reactive maintenance
- Following base level practices
- Type 2 - Change actions
- New improved method
- Redesign by identifying root cause failures
- Type 3 - Update actions
- Communicating and sharing of new methods
- Procedures updated
NB: If you carry out Type 2 actions and never get to Type 3, your productivity improvement will be short lived!
The model below called ‘ProACT’ explains the different types of actions in detail and why the performance at different sites vary.
By looking at a particular timeframe, if you go over the various actions that you have carried out to keep your site running and classify them into type 1, 2 or 3 as described above you will be able to identify what type of site you are!
So what do I do now?
By focussing more on Type 2 and 3 actions you will see an incremental improvement in your performance.
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
The XL system will give you the Information and by Focussing on the Actions you will get RESULTS!
Defining what you really want:
Information = Using the XL system at a tactical level – understanding the real root cause of your biggest losses
Focus = Man hrs focusing on information that lead to decision making – or number of tactical 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
1. Information – number of top losses identified that are effecting OEE and getting to the root causes
2. Focus – number of tactical and strategic reviews taking place and the number of relevant individuals involved
3. Actions – the number of type 1, 2 and 3 actions taking place
When these three areas are aligned then Results are inevitable
Overall Equipment Effectiveness (OEE) explained
October 28, 2008 by samirshah
In this page I will explain OEE, the OEE calculation, OEE measurement, and how OEE can help you to maximise productivity.
In an ideal environment, all equipment would operate all the time at full capacity producing good quality product. In real life, however, this situation is almost non-existent.
Put simply overall equipment effectiveness, OEE, is a measure of what you actually made over what you could have made in theory over that timeframe. The difference between the ideal (theoretical) and actual situation is due to losses. These losses can be categorised into various metrics that provide you with excellent data to enable you to target that specific area and help you Improve.
The three main categories of OEE are Availability, Performance and Quality. By measuring the performance in each of these categories and multiplying the result will give you the OEE figure. These three categories are subdivided into what is known as the ‘Six Big Losses’ to OEE.
The ‘Productivity Model’ below explains how the various OEE losses fit together.
| OEE Category | Calculation |
| Availability | Operating time / Planned production time |
| Performance | Net operating time / Operating time |
| Quality | Fully productive time/ Net operating time |
OEE = Availability X Performance X Quality
| Six loss category | OEE measure | Reason for Loss | Countermeasures |
| Planned downtime or external unplanned event | Availability |
|
|
| Breakdowns | Availability |
|
|
| Minor stops | Performance |
|
|
| Speed loss | Performance |
|
|
| Production rejects | Quality |
|
|
| Rejects on start up | Quality |
|
|
Six loss Calculation
| Six loss category | Calculation |
| Planned downtime or external unplanned event | Planned downtime / Total production time |
| Breakdowns (>5mins) | Major fault time / Total production time |
| Minor stops (<5mins) | Minor fault time / Total production time |
| Speed loss | (Output / Ave speedxTotal production time) - (Output / Rated speedxTotal production time) |
| Production rejects | Rejects in prod / (Good output + Total rejects) |
| Rejects on start up | Rejects on startup / (Good output + Total rejects) |
OEE and Six Loss Analysis Calculation Example
|
In a 480 minute shift :- On a machine rated at 100 products output per minute Maximum output = 480 mins x 100 units = 48000 units Shift info: Output (Good Production) = 32000 units Speed = 98 units per minute Planned downtime = 82 mins Bottleneck loss due to B/down = 30 mins Rejects (in process) = 1255 in 8 hr shift Output (OEE) = 32000 / 48000 = 66.7% 480mins x 66.67% = 320 mins Total Loss = 160 mins Six Loss Calculations: Speed loss Max theoretical units possible at actual speed = 98 x 480 = 47040 = (32000/47040) – (32000/48000) = 68.03% - 66.67% = 1.36% 480 x 1.36% = 6.53 mins / 480 = (1.36%) Planned downtime = 82 mins / 480 = (17.08%) Breakdown = 30 mins / 480 = (6.25%) Rejects = 1255 / 98 (actual running speed) = 12.81 mins / 480 = (2.67%) Minor stops = 480-320-6.53-82-30-12.81 = 28.66 mins / 480 = (5.97%) Total loss = 160 mins = (33.33%) OEE Calculations: (Time in mins) Production time = 480 Time less availability loss = 368 Time less performance loss = 333 Availability Loss Performance Loss Quality Loss Planned downtime =82 Speed loss =6.53 Rejects on start up =0 Breakdowns =30 Minor stops (<5mins) =28.66 Rejects in process =12.81 Total =112 Total =35.19 Total =12.81 Availability ( 368/480) = 77% Performance (333/368) = 90% Quality (320/333) = 96% OEE = 0.77×0.9×0.96 = 66.7%
|
What other people have said about XL
October 26, 2008 by adrianpask
| XL Leads the Way to 22% Productivity Gain |
|---|
|
“We have been aggressively working to improve our OEE and manufacturing efficiencies. So far this year, we have been able to achieve a 22% improvement in OEE, and XL has been an integral part of our improvement process. By knowing the status of all our lines in real-time, we can address problems in real-time. With XL, our entire team sees downtime, and eliminates downtime. We count on XL to show us what area’s we need to address, and we take immediate action from there.” M.H. | Plant Manager | Personal Care and Household Products |
| “Immediate 29% Improvement in Production Efficiencies” |
|---|
|
“We saw an immediate 29% improvement in production efficiencies just by adding XL displays! The project has been so successful that we?ve now outfitted two complete plants with XL800s and are working on another. Corporate is so excited about the project that they?ve approved the budget to do every plant we have in the next year.” R.H. | Engineer | Large Print Advertising Company |
| Sustained Increase in Throughput |
|---|
|
“Having real-time production data on the plant floor has really changed how we work. We now know exactly where we should be relative to goal and have seen a remarkable, sustained 8% increase in throughput as a result. Our shifts now compete on a daily basis to try and out-produce the other shifts. Not only does this help us increase productivity, it makes it really fun for the teams.” D.M. | Manufacturing Engineer | Seat Frame Supplier |
| 27% Ahead of Plan |
|---|
|
“When we installed XL displays showing target and actual production rates, the target rate for one of the lines was inadvertently set higher than was planned. One of the engineers set the target rate to 180 pcs/min for a part that was scheduled for 140 pcs/min. A few hours later when the plant manager glanced at the display, he was amazed to see the actual performance at 178 pcs/min. The line was running at 127% of plan simply because the goal was there! The XL displays showed us that our team members can outperform our own expectations. After we started visual management using the XL displays, the lines are showing record productivity numbers.” A.C. | Manufacturing Consultant | Manufacturing Consulting Firm |
| Downtime Slashed by 94% |
|---|
|
“The XL displays definitely generate a competitive interest on the plant floor. Until we put the display up it was not uncommon to see 160 minutes of shift downtime. Now that the operators can see the downtime in real time it is down to just 10 or 12 minutes per shift. Also, one of our production shifts just broke the all-time run rate for the line.” S.T. | Plant Engineer | International Glass Products Manufacturer |
| Fast ROI and Improved Problem Resolution |
|---|
|
“We are totally satisfied! The XL800s easily paid for themselves in the first couple of months we used them. With the XL800 we are now able to easily identify slow cycles and quickly correct the problems that cause them. Throughput is up!” M.T. | Controls Engineer | Global Braking Components Manufacturer |
| Downtime Was Getting Us Down |
|---|
|
“Downtime hurts – we know when our machines aren’t running we’re hurting the bottom line. In order to fix the problem we had to be able to see what was occurring. By using XL timers we are able to see how much downtime has occurred. Now that we know where to look, we have been able to reduce our downtime. When it works it works! That’s why we have a timer on every press.” R.H. | Automation Engineer | National Plastics Injection Molding Firm |
| “Immediate 29% Improvement in Production Efficiencies” |
|---|
|
“We saw an immediate 29% improvement in production efficiencies just by adding XL displays! The project has been so successful that we’ve now outfitted two complete plants with XL800s and are working on another. Corporate is so excited about the project that they?ve approved the budget to do every plant we have in the next year.” R.H. | Engineer | Large Print Advertising Company |
| Efficiency Improved from 75% to 95% |
|---|
|
“We have definitely noticed a productivity improvement since we started using the display. Before the display was hung, our line averaged 75% efficiency. Since the display we are operating between 90 and 95%. Since this unit was so successful we are in the process of adding visuals to our other lines.” A.P. | Lean Coordinator | Global Electric Component Manufacturer |
| “30 Percent Increase in Production” |
|---|
|
“The results are amazing! We went from about eight thousand units a day to just over eleven thousand just by putting the displays up. That’s an almost 30 percent increase in production and we’ve been able to sustain our gains. Everybody in the plant just loves the displays. Supervisors, managers and operators now have a great tool for monitoring the progress of the lines in real time.” R.K. | Maintenance Supervisor | Decorative Can and Tin Manufacturer |
| Increasing Efficiency and Reducing Downtime |
|---|
|
“Having the XL800 production monitoring displays throughout our organization allows our production lines to visually monitor their own performance. At the same time, the remote monitoring of the data provides real time feedback to our 1st and 2nd level supervisors allowing them to react to changes in production throughput increasing our efficiency and reducing downtime.” R.T. | Manufacturing Manager | Tier One Automotive Supplier |
