TPM

Guide to OEE & Reduction of Equipment Losses

The Buzz word..

Measure the TPM Implementation. Objectivity in place. Help achieving the set convictions. Helps to define the Restrictions. OEE is a "best practices" way to monitor and improve the effectiveness of your manufacturing processes (i.e. machines, manufacturing cells, assembly lines).

It takes the most common and important sources of manufacturing productivity loss, places them into three primary categories and distills them into metrics that provide an excellent gauge for measuring where you are - and how you can improve!

The Formula
OEE=EA*PR*QR EA- Improve through reducing the breakdown, set up, all kinds of stoppages PR- Improve through reducing the Speed losses, Stoppages,& Smaller failures QR-improve through eliminating the defects

Measuring Overall Equipment Effectiveness

Overall Equipment Effectiveness = Availability X Performance Rate X Quality Rate

Breakdown losses
Setup and adjustment losses

Idling & minor stoppages

Reduced speed losses

Quality defect and rework

Startup losses

OEE ( Overall Equipment Efficiency )

OEE = EA x PR x QR
EA - Availability of the machine. Availability is proportion of time ,machine is actually available out of time it should be available. A = ( MTBF - MTTR ) / MTBF MTBF - Mean Time Between Failures = ( Total Running Time ) / Number of Failures. MTTR - Mean Time To Repair. PR- Performance Efficiency/RATE. It is given by RE X SE.

 Rate efficiency (RE) : Actual average cycle time is slower than design cycle time because of jams, etc. Output is reduced because of jams Speed efficiency (SE) : Actual cycle time is slower than design cycle time machine output is reduced because it is running at reduced speed. QR - Refers to quality rate. Which is percentage of good parts out of total produced sometimes called "yield".

Availability
Availability = Available Time / Scheduled Time

Example: A given Work Center is scheduled to run for an 8 hour (480 minute) shift. The normal shift includes a scheduled 30 minute break when the Work Center is expected to be down. The Work Center experiences 60 minutes of unscheduled downtime. Scheduled Time = 480 min - 30 min break = 450 Min Available Time = 450 min Scheduled - 60 min Unscheduled Downtime = 390 Min Availability = 390 Avail Min / 450 Scheduled Min = 90%

Performance Rate
Performance = (Parts Produced * Ideal Cycle Time) / Available Time Example: A given Work Center is scheduled to run for an 8 hour (480 minute) shift with a 30 minute scheduled break. Available Time = 450 Min Sched - 60 Min Unsched Downtime = 390 Minutes The Standard Rate for the part being produced is 40 Units/Hour or 1.5 Minutes/Unit The Work Center produces 242 Total Units during the shift. Note: The basis is Total Units, not Good Units. The Performance metric does not penalize for Quality. Time to Produce Parts = 242 Units * 1.5 Minutes/Unit = 363 Minutes Performance = 363 Minutes / 390 Minutes = 93.0%

Quality Rate
Example: A given Work Center produces 230 Good Units during a shift. 242 Units were started in order to produce the 230 Good Units. Quality = 230 Good Units / 242 Units Started = 95.0%

OEE SIMPLIFIED

ANOTHER EXAMPLE
Production Data (Calculated Values from Production) Run Time 375 Total Production Minutes per Shift Run Time Break Times 60 Total Break Minutes per Shift Run Time Down Time 30 Total Downtime Minutes per Shift Down Time Setup Time 15 Total Setup Minutes per Shift Setup Time Total Count 360 Total Parts Produced per Shift Total Count Good Count 355 Good Parts Produced per Shift Bad Count Target Counter 400 Expected Parts per Shift Target Counter Process Data Formula Result Run Time Total Production Time of the Machine 375 Total Time Down Time + Run Time + Setup Time 420 Good Count Total Good Parts Produced on the Machine 355 OEE Variables Formula Result Availability Run Time / Total Time (375 / 420) 89.29% Performance Total Count / Target Counter (360 / 400) 90.00% Quality Good Count / Total Count (355 / 360) 98.61% Simple OEE Availability x Performance x Quality 79.24%

BEST OF THE BEST OVERALL EQUIPMENT EFFECTIVENESS

WEEK NO. 1 2 3

OEE = 83.8 84.8 80.9

AV X PR X QR 90 95* 86 94 92 96* 99* 97 98

Average BOB

83.2 90.3

90.3 95

94 96

98 99

OEE TARGETS
TARGET OEE IN TPM > 85 % TARGET FOR EACH OF ABOVE THREE FACTORS > 95 %

OEE is essentially the ratio of Fully Productive Time to Planned Production Time

Target contd
This type of calculation makes OEE a severe test. For example, if all three contributing factors are 90.0%, the OEE would be 72.9%. In practice, the generally accepted World-Class goals for each factor are quite different from each other, as is shown in the table below. OEE Factor World Class Availability 90.0% Performance 95.0% Quality 99.9% OEE 85.0%

ROAD MAP
Six Easy Pieces OEE Factors introduces Availability, Performance, and Quality...the metrics use to measure plant's efficiency and effectiveness. It provide a visual overview of the key productivity losses that occur in the typical manufacturing environment. It start with Plant Operating Time and end up at Fully Productive Time, showing the sources of productivity loss that occur in between.

Contd..
Six Big Losses describes the most common causes for efficiency loss almost always found in today's manufacturing environment. Six root causes of loss are presented, each directly related to an OEE Factor. World Class OEE introduces the general OEE calculation and what is considered to be truly world class OEE. This is our goal!

 Calculating OEE illustrates how the three OEE Factors are calculated and breaks them into the specific elements that are required to develop the OEE percentage. OEE FAQ presents commonly asked questions about OEE, with practical, real world answers and advice. Visual OEE makes immediate improvements attainable! By bringing realtime data directly to the plant floor, Visual OEE is the proactive path to continuous improvement!

WHAT IS IMPORTANT
It is very important to recognize that improving OEE is not the only objective. Take a look at the following data for two production shifts. OEE Factor Shift 1 Shift 2 Availability 90.0% 95.0% Performance 95.0% 95.0% Quality 99.5% 96.0% OEE 85.1% 86.6%

LOSSES??????
OEE Category Simple OEE Metric Loss Category Down Time Losses Availability 1. Equipment Failures 2. Tooling Damage 3. Unplanned Maintenance 4. Process Warm Up 5. Machine Changeovers 6. Material Shortage Speed Losses Performance 1. Product Misfeeds 2. Component Jams 3. Product Flow Stoppage 4. Level of Machine Operator Training 5. Equipment Age 6. Tooling Wear Quality Losses Quality 1. Tolerance Adjustments 2. Warm Up Process 3. Damage 4. Assembled Incorrectly 5. Rejects 6. Rework

LOSSES IN A PROCESS PLANT

SCHEDULED MAINTENANCE PRODUCTION ADJUSTMENTS EQUIPMENT FAILURES PROCESS FAILURES PRODUCTION LOSS DUE TO PLANNED TRANSIENTS PRODUCTION LOSS DUE TO ABNORMALITIES REJECTED PRODUCTS DEFECTS

6 BIG LOSSES
Breakdowns Tooling Failures Unplanned Maintenance General Breakdowns Equipment Failure There is flexibility on where to set the threshold between a Breakdown (Down Time Loss) and a Small Stop (Speed Loss). Down Time Loss

 Setup and Adjustments Setup/Changeover Material Shortages Operator Shortages Major Adjustments

Down Time Loss

Warm-Up Time This loss is often addressed through setup time reduction programs

Small Stops Speed Loss Obstructed Product Flow Component Jams

Misfeeds
Sensor Blocked Delivery Blocked Cleaning/Checking Typically only includes stops that are under five minutes and that do not require maintenance personnel.

 Reduced Speed Rough Running

Speed Loss

Under Nameplate Capacity Under Design Capacity Equipment Wear

Operator Inefficiency Anything that keeps the process from running at its theoretical maximum speed (a.k.a. Ideal Run Rate or Nameplate Capacity).

Startup Rejects Scrap Rework

Quality Loss

In-Process Damage In-Process Expiration

Incorrect Assembly Rejects during warm-up, startup or other early production. May be due to improper setup, warm-up period, et

 Production Rejects Quality Loss Scrap Rework In-Process Damage In-Process Expiration

Incorrect Assembly Rejects during steady-state production.

RELATIONSHIP BETWEEN 6 BIG LOSSES IN OVERALL EQUIPMENT EFFECTIVENESS

EQUIPMENT

6 BIG LOSSES
1. EQUIPMENT FAILURE
2. SET UPS AND ADJUSTMENT 3. IDLING AND STOPPAGES

OEE
AVAILABILITY

LOADING TIME 1. OPERATING TIME 2. NET OPERATING TIME 3. VALUABLE OPERATING TIME

PERFORMANCE EFIICIENCY

4. REDUCED SPEED
5. DEFECTS IN PROCESS 6. REDUCED YIELD RATE OF QUALITY PRODUCTS

ELIMINATION OF 6 BIG LOSSES

A. DOWN TIME LOSSES
1. Machine failure due to unexpected break downs 2. Set up and adjustments.

B. SPEED LOSSES
3. Idling and minor stoppages 4. Reduced speed

C.DEFECT LOSSES
5. Defects in process 6. Reduced yield

EQUIPMENT LOSSES

1. 2. 3. 4. 5. 6.

BREAK DOWN LOSSES SETUP / ADJUSTMENT LOSSES MINOR STOPPAGE / IDLING LOSSES SPEED / CAPACITY LOSSES QUALITY DEFECT LOSSES REDUCED YIELD LOSSES

BREAKDOWN LOSSES
SPORADIC LOSSES
FUNCTION LOSS

CHRONIC LOSSES
FUNCTION REDUCTION

SPORADIC LOSSES
LARGE / ONE TIME COSEQUENCES NOTICED BY ALL SINGLE MAJOR CAUSE ARISE DUE TO NEGLECT OF CHRONIC LOSSES

CHRONIC LOSSES
CAUSES FOR CHRONIC BREAK DOWNS 1. ORGANIZATIONAL WEAK NESS 2. TECHNICAL PROBLEMS

Chronic Losses are

LATENT/HIDDEN EASILY NEGLECTED LARGE CUMULATIVE LOSSES CAN BE CORRECTED EASILY BY OPERATOR QUANTIFIED STANDARDS TO BE ESTABLISHED

REDUCTION OF BREAKDOWN LOSSES

1. TAKING ACTION AGAINST BREAK DOWNS 2. CHANGING THE ATTITUDES OF BREAK DOWNS

WHY?
KOSHO - WILFUL HUMAN ACTIONS - OPERATOR NOT INVOLVED OR BOTHERED
MAINTENANCE
ALL EQUIPMENTS BREAK DOWN BREAK DOWNS CAN BE FIXED

ABOUT

CULTIVATE NEW POSITIVE ATTITUDES

REDUCTION OF BREAKDOWN LOSSES

CHANGE OF ATTITUDE
FROM I OPERATE, YOU MAINTAIN TO I OPERATE AND MAINTAIN FROM BREAKDOWNS CANT BE AVOIDED TO COLLECTIVELY WE CAN ELIMINATE BREAKDOWNS

EXPOSE HIDDEN BREAKDOWNS

PHYSICALLY HIDDEN PSYCHOLOGICALLY HIDDEN

EXPOSING HIDDEN DEFECTS

TO AVOID HIDDEN DEFECTS
MAINTAIN BASIC EQUIPMENT CONDITIONS MAINTAIN OPERATING STANDARDS RESTORE DETERIORA --TION IMPROVE DESIGN WEAKNESSES INCREASE TECHNICAL SKILLS

OPERATIONS

MAINTENANCE

ORIGIN OF BREAK DOWNS

BASIC CONDITIONS NEGLECTED OPERATING STANDARDS NOT FOLLOWED INADEQUATE SKILLS DETERIORATION UNCHECKED INHERENT DESIGN WEAKNESSES

FIVE STEPS FOR BREAKDOWN REDUCTION

MAINTAIN BASIC CONDITIONS OF EQUIPMENT Cleaning, Lubricating, Tightening PROPER OPERATION RESTORATION OF DEFECTS CORRECT DESIGN WEAKNESSES TRAINING OF OPERATORS AND MAINTENANCE MEN

ZERO BREAK DOWN - 4 PHASE IMPLEMENTATION PROGRAMME

PHASE 1 STABILIZE EQUIPMENT FAILURE INTERVALS Restore unchecked deterioration Prevent accelerated deterioration

PHASE 2
LENGTHEN EQUIPMENT LIFE

Correct design weaknesses Eliminate chances of accidental breakdowns Restore visual deviations

ZERO BREAK DOWN - 4 PHASE IMPLEMENTATION PROGRAMME PHASE 3

PERIODICALLY RESTORE DETERIRATION Estimate equipment life Learn signs of internal deterioration

PHASE4
PREDICT EQUIPMENT LIFE Use machine diagnostics techniques Analyse catastrophic failures using FMECA

RESULTS OF BREAKDOWN REDUCTIONS

MEASUREMENT OF MTBF STABILISE MTBF EXTEND MTBF VISUAL SUBJECTIVE MONITORING PREDICTIVE MONITORING MASTERING OF EQUIPMENT DESIGN

TECHNIQUES FOR EQUIPMENT IMPROVEMENT

(a)P-M Analysis - Thorough analysis of the phenomena associated with a failure. Any factor found to be off-specification is restored. (b) Bottleneck Analysis Generally, Production bottlenecks are caused by discrepancies between Machine cycle times and Capacities between various processes. To find the true bottlenecks, MACHINE INTENSITY TIME is calculated for each process.

PM ANALYSIS
PROBLEM PHYSICAL /PHENOMENA
CLEARANCE BETWEEN CYLINDER AND PISTON

MECHANISM/MAT SOLUTION ERIAL/METHODS/ MEN

SURFACE FINISH IMPROVE OF CYLINDER AND SURFACE PISTON FINISH PRESENCE OF ELIMINATE ABRASIVES ABRASIVE DUST FAULTY TEMP CHECK CONTROL AND FUEL COMBUSION CORRECT CONTROL TEMP CONTROL

CYLINDER ABRASION

HIGH OVERHEATING OF TEMPERATU POLYMER MATERIALS RE OF MATERIALS

REDUCTION OF SETUP AND ADJUSTMENT LOSSES

SMED (SINGLE MINUTE EXCHANGE OF DIES)
INTERNAL AND EXTERNAL SETUP TIME ANALYSIS AND CORRECTION

POKA YOKE (FAIL PROOF)

STUDY OF REASONS FOR ADJUSTMENTS AND PREVENTION THROUGH FAIL PROOF METHODS

ADJUSTMENTS - SETUP TIME

PREPARATION OF MATERIALS, JIGS,TOOLS, FITTINGS - 20 % REMOVAL AND ATTACHMENT OF JIGS, TOOLS & DIES - 20 % CENTERING & DIMENSIONING - 10 % TRIAL PROCESSING, ADJUSTMENT 50 %

FISH BONE DIAGRAM

MATERIAL

MEN
PROBLEM

ENVIRON MENT

METHODS MECHANISM EQPT.

ASSESSING 6 LOSSES

FINALLY.
FOLLOW TPM PRINCIPLES BE A PART OF SOLUTION FOLLOW 5S PREPARE DATA ANALYSE THE DATA TAKE CORRECTIVE ACTIONS BEFOREHAND

THE BEGINNING..