OEE OverallEquipmentEfficiency IntroductionOEEDefinitionOEEmeasurementOEEcasestudyOEEanalysisandimprovementNewinvestmentrequests Contents OEEmeasurementandimprovementmustbeimplemented Forheavyandexpensivemeansthatareabottleneckcomparingtothecustomerdemandinordertodeliver then inordertoprovidedata storequestanewinvestment IntroductionOEEDefinitionOEEmeasurementOEEcasestudyOEEanalysisandimprovementNewinvestmentrequests Contents OEErateCalculation AddedvalueOperatingtime NbofgoodpartsproducedxStandardCycleTimeNominalopeningtime Daysoftheweekwhenthefactoryisopenonaregularbasis ieincludingmanagement supportfunctions OEE AddedvalueOperatingtime Nominalopeningtime StandardCycleTime Thebesteverobservedrespectingqualitycriteria IntroductionOEEDefinitionOEEMeasurementOEEcasestudyOEEanalysisandimprovementNewinvestmentrequests Contents OEE Categoryoflosses 1Plannedstops meals breaks training meeting plannedmaintenance tests 2Machinebreakdownsandnoplannedmaintenance 6Micro stoppageandSlowdown whatisleftoverafterdeductingthe6othercausesoflosses 5NoQuality Partsmanufacturedbutnotgoodandrework NoOEElosses 4Organizationalstops Lackoftool material worker punctuallackofload 3Changeovertime TotalAvailableTime365daysx24hours Valueaddedoperatingtime Factorynotopenedonaregularbasis OEE 100 Nominalopeningtime 7Equipmentnotopenbutfactoryopen NbofgoodpartsproducedxStandardcycletime WhatareCycletimeandChangeovertime PRODUCTA 1stPRODUCTBQualitynotyetOK PRODUCTBQualityOK CycleTime CT TimespentbetweenIloadpart A untilIloadnextpart A CT CT ChangeOvertime C O timebetweenlastgoodpart A andfirstgoodpart B C Otime Unloading Loading PRODUCTA Transformation CT Unloading Loading Transformation Howtotracklosses Productiontrackingform Standardformtobeused ATDPRO APS productiontrackingform FC xls IntroductionOEEDefinitionMeasurementOEEcasestudyOEEanalysisandimprovementNewinvestmentrequests Contents OEEcasestudy ThursdayAM Machinedatarecordedduringoneweek OEEcalculationforoneweek 7 5 3 5h 2h 1h 35h 10h 3h 48h 120h 5x24h 40 OpenningTime OEEanalysis 1Plannedstops meals breaks training meeting plannedmaintenance tests 2Machinebreakdownsandnonplannedmaintenance 6Micro stoppageandSlowdown whatisleftoverafterdeductingthe5othercausesoflosses 5NoQuality Partsmanufacturedbutnotgoodandrework 4Organizationalstops Lackofmaterial tool operator punctuallackofload 3Changeovertime 7Timeduringwhichtheequipmentisn topenandthusnotsupposedtowork Recordedbyusing Productiontracking form Calculated 小的停機或速度減緩 Recordedatmana gementlevel 1 5h dayx5days計劃停機時間 1hbreakdown 3hrepair非計劃停機時間 5x1h產品轉換時間 4h 1h管理缺失停機時間 1 A 1 B and0 C 1x5 1x2 0 x1質量不合格時間 Noworkonthirdshift 5x8h計劃停產時間 No OEEanalysis 6Micro stoppageandSlowdown whatisleftoverafterdeductingthe6othercausesoflosses 40h 7 5h 4h 5h 5h 7h 68 5h 120h 48h 68 5h 3 5h 1Plannedstops meals breaks training meeting plannedmaintenance tests 2Machinebreakdownsandnonplannedmaintenance 5NoQuality Partsmanufacturedbutnotgoodandrework 4Organizationalstops Lackofmaterial tool operator punctuallackofload 3Changeovertime 7Timeduringwhichtheequipmentisn topenandthusnotsupposedtowork 1 5h dayx5days 1hbreakdown 3hrepair 5x1h 4h 1h 1 A 1 B and0 C 1x5 1x2 0 x1 Noworkonthirdshift 5x8h No OEEPareto 34 6 6 4 4 3 3 Opentimenotused No OEE 60 Plannedstops Noquality Changeover Organiza tionnalstops Breakdown MicroStoppage IntroductionOEEDefinitionOEEmeasurementOEEcasestudyOEEanalysisandimprovementNewinvestmentrequests Contents HowtoimproveOEE Decreasenoquality Decreasebreakdown Decreaseorganisationalstops Decreasechangeovertime HowtoimproveOEE Noway ItisbyincreasingcustomerdemandSo increaseequipmentavailabletime Step1 DecreaseCT bydecreasingloadingandunloading Step2 OEEcomparedtopotential 100 basis Factorynominalopeningtime OEE Losses Step3 No OEE Pareto1 Total No OEE Step4 SelectthemaincausesandmakeanewParetoifitisworth Step5 DecreaseNo OEE2types ChangerOverOthersno OEE Step5 DecreaseNo OEEChangeOver X Changeovertime Productiontime day AvailabletimetoChangeOverisaDECISION SMEDactionisneededtoreachthetimedecided Nothingneededtodo Step5 DecreaseNo OEEChangeOver IfdailyC Otime Decision IfdailyC Otime Decision Theyareunacceptable Step5 DecreaseNo OEEOthersno OEESetupsimpleactionsconsideringanalysisandfollowresultsbymonitoringWhenmainlosscauseisOrganizationalStops Step5 DecreaseNo OEEOthersno OEESetupsimpleactionsconsideringanalysisandfollowresultsbymonitoringWhenmainlosscauseisNoQuality MRPGactionisneeded TPMactionisneeded Step5 DecreaseNo OEEOthersno OEESetupsimpleactionsconsideringanalysisandfollowresultsbymonitoringWhenmai