CHAPTER-1

INTRODUCTION & DEFINITION OF OEE

There are many

different

approaches

for measuring manufacturing efficiency and

generally Most companies will have some measures

already in place. Many now argue

that none of these are as comprehensive or far reaching as the

Overall Equipment

Effectiveness (OEE) score which should be considered as a fundamental key performance

indicator. OEE

was first used by Seiichi Nakajima, the founder of Total Productive

Maintenance (TPM), in describing a fundamental

performance. He Challenged the complacement
simply on keeping equipment running
responsibility between ope- rator and

measure for

tracking

production

view of effectiveness by focusing not

smoothly, but on creating a sense

of

joint

maintenance workers to external and optimize

Overall Equipment Performance. OEE embodied in the first of the original

pillars of

TPM, guided all TPM activities and measured the results of these loss -focused activities.
The use of OEE evolved into the current focused improvement pillar , one of eight TPM
pillars.
DEFINITION OF OVERALL EQUIPMENT EFFECTIVENESS

Overall equipment effectiveness is a measure of total performance- the degree to which the
asset is doing what it is supposed to do [1]. The effectiveness of equipment is the actual
output over the reference output [4].

Equipment Effectiveness shows how effectively the

equipment is utilized. The value of the OEE is a measure for the effectiveness of the
equipment in the available time for production. Overall Equipment Effectiveness shows the
effectiveness of a machine compared to the ideal machine as a percentage. Ideal machine
means the machine that produce maximum output at best quality. It doesnt have any loss or
breakdowns. So it is only an imaginary machine. OEE compares the equipment with the same
ideal equipment gives a numerical value as a percentage.

The OEE is quantified as

OEE

FULLY PRODUCTIVE TIME

(1)

PLANNED PRODUCTIVE TIME

Planned Productive time is the time in which normally production is planned or realized.
Fully productive time is the time which remains after subtracting all losses in a production
system. Therefore OEE is the ratio between Fully Productive Time and Planned Production
Time.

CHAPTER-2
SIX BIG LOSSES

One of the major

called the

goals of TPM and OEE programs is to reduce and/or eliminate what are

SIX

BIG

LOSSES- the most common causes of

efficiency loss in

manufacturing. This was put forwarded by Nakajima in 1989. There are 3 OEE loss
categories; Down Time Loss, Speed Loss and Quality Loss. Each of these categories
have been divided into two. These are called Six Big Losses. OEE is generally measured in
terms of these six losses They are:
i. Breakdown Losses
ii. Setup and Adjustments Losses
iii. Small Stop Losses (Idling and Minor Stop Losses)
iv. Reduced speed Losses
v. Startup Rejects (Reduced Yield Losses)
vi. Production Rejects (quality defects and Reworks)
2.1 Down Time Losses
For a longer period, if the output is zero, the installation produces nothing. The unused
segments of time, during the examined period are down time losses. Down Time Losses are
divided into two; Breakdown losses and Setup & Adjustments losses.
2.1.1 Breakdown Losses
Breakdown Losses are by far the biggest of the Six Big Losses. The breakdown is often
referred to as sudden, dramatic failure in which the equipment stops completely [1]. Such
unexpected breakdowns are clearly losses, because production is stopped. Even if the cause
lies in a single sp specific function, the break down results in cessation of all

equipment.

functions. Problems and losses related to deterioration are also considered as

break down

losses. Eliminating unplanned Down Time is critical to improving OEE. Other OEE factors
3

cannot be addressed if the process is down. It is not only important to know how much Down
Time your process is experiencing but also to be able to attribute the lost time to the specific
source or reason for the loss.

2.1.2 Setup and Adjustment Losses

Setup and Adjustment occurs when the production of one product ends and the equipment is
adjusted to meet the requirements of another product. The loss of time during this delay is
known as Setup & Adjustments.
Setup and Adjustments time is generally measured as the time between the last good part
produced before setup to the first consistent good parts produced after setup. This often
includes substantial adjustments and/or warm-up time in order to consistently produce parts
that meet quality standards. Usually the loss of time should be less than 10 minutes.

2.2 Speed Losses

The output is smaller than the output at reference speed, these are called speed losses. When
considering speed losses, one does not check if the output conforms to quality specifications.
Speed Losses are divided into two; Small stops and Reduced speed.
2.2.1 Small Stops Losses
Small stops losses occur when equipment stops for a short time as the result of a temporary
problem. For example, a minor stoppage occurs when a work-piece is jammed in a chuck or
when a sensor activates and shuts down the machines.
jammed work-piece or

As soon as someone removes the

resets the sensor, it operates normally again. These losses also

include idling losses that occur when equipment idles. i.e. that it continues to run without
producing. Since idling and minor stoppages interrupt functions, they can also be
categorized as breakdowns. Even so, the two are essentially different in that a minor
stoppage and the duration are usually less than 10 minutes.

2.2.2 Reduced Speed Losses

Reduced speed refers to the difference between designed speed and actual operating speed
[3]. Equipment may be run at less than designed speed for various reasons: non-standard or
difficult raw materials, mechanical problems, history of past problems, or fear of overloading
the equipment. This loss of speed is converted into time during OEE calculation.
2.3 Quality Loss
The produced output either does or does not conform to quality specifications. If it does not
comply, this is considered a quality loss. Quality loss is divided into two; Startup Rejects and
Production Rejects.
2.3.1 Startup Rejects
Some equipment requires warm-up time and certain adjustments to obtain optimum output.
Startup losses are yield losses that occur in the early

stages of production, from machine

setup to stabilization of product quality. The volume of losses varies with degree of stability
of processing condition, maintenance level on equipment, operators technical skill, etc.
2.3.2 Production Rejects
Production Rejects are quality losses that are not

attributed to startup. These losses occur

when products produced are not conforming to the specifications. Parts that require rework of
any kind should be considered rejects. These losses occur during steady-state production.
2.3.1 Startup Rejects
Some equipment requires warm-up time and certain adjustments to obtain optimum output.
Startup losses are yield losses that occur in the early

stages of production, from machine

setup to stabilization of product quality. The volume of losses varies with degree of stability
of processing condition, maintenance level on equipment, operators technical skill, etc.

2.3.2 Production Rejects

Production Rejects are quality losses that are not attributed to startup. These losses occur
when products produced are not conforming to the specifications. Parts that require rework of
any kind should be considered rejects. These losses occur during steady-state production. Six
big losses with three categories are shown in Figure 1. Six big losses are categorized with
examples in Table 1.

Figure 1. Classification of Six Big Losses

Table 1. Categories of SIX BIG LOSSES with examples

OEE Loss Category

OEE Loss Category

Event Examples

Tooling Failures
Break Downs
DOWNTIME LOSS

Unplanned
Maintenance General
Breakdowns Equipment
Failure

Setup/ Changeover
Setup and Adjustments MaterialShortageOperator
Shortages
Jams, miss-feeds
Small Stops
SPEED LOSS

Sensor Blocked
Delivery
Blocked
Cleaning/Checking
Rough Running Under

Reduced Speed

Nameplate
Capacity
Under Design Capacity
Equipment Wear
Operator Inefficiency

Scrap
Rework
Startup Rejects
QUALITY LOSS

In-Process Damage
In-Process
Expiration
Scrap Rework

Production Rejects

In-Process Damage
In-Process Expiration
In-correct Assembly

CHAPTER-3
COMPONENTS OF PLANT OPERATING TIME

OEE analysis starts with Plant Operating Time. It is the amount of time the facility is open
and available for equipment operation. It is the maximum amount of time and is a constant. A
day always consists of 24 hours of 60 minutes. A week always consists of 7 days of 24 hours.
A year always consists of 52 weeks. It is also called Theoretical Production Time. This Plant
Operating Time consists fully productive time and different losses like speed and quality loss.
3.1 Planned Production Time
When a category of time called Planned Shut Down is subtracted from Plant

Operating

Time, the remaining is Planned Production Time. The planned shut down includes all events
that should be excluded from efficiency analysis because there was no intension of running
production [3]. E.g. Breaks. Lunch breaks, scheduled maintenance or periods where there is
nothing to produce. Planned Production Time is also known as Available Production Time.
OEE begins with Planned Production Time and scrutinizes efficiency and productivity losses
8

that occur, with the goal of

reducing or eliminating these losses. OEE starts with Plant

Operating Time and end up at Fully Productive Time, showing the sources of Productive loss
that occur in-between.
3.2 Operating Time
From Planned Production Time, Down Time loss is subtracted to get Operating Time.
Downtime losses includes any events that stop planned production for an appreciable length
of time (usually several minute-long enough to log as a traceable event). Examples include
equipment failures, material shortages, and changeover time. Change over time is included in
OEE analysis, since it is a form of downtime. While it may not be possible to eliminate
changeover time, in most cases it can be reduced. The remaining available time is called
operating time. It is also known as Gross Operating Time.
. 3.3 Net Operating Time
From Operating Time, speed loss is subtracted which includes any factors

that causes the

process to operate at less than the maximum possible speed while running. Examples include
machine wear, substandard materials, miss-feeds, and operator inefficiency. The remaining
available time is called Net Operating Time.
3.4 Fully Productive Time
From Net Operating Time, Quality Loss is subtracted which accounts for

produced pieces

that do not meet quality standards, including pieces that require rework. The remaining time
is called Fully Productive Time. The goal is to maximize Fully Productive Time. It is also
known as Valuable Operating Time.
Plant operating Time= Fully Productive Time + Quality Loss + Speed Loss + Down Time
Loss + Planned Shutdown. A graphic representation of components of Plant Operating Time
is shown in Figure 2.

10

CHAPTER-4
OEE FACTORS & WORLD CLASS OEE

The OEE calculation is based on the three OEE factors: Availability, Performance and
Quality. They are also called Effectiveness Factors.
4.1 Availability
The availability portion of the OEE Metric represents the percentage of

scheduled time that

the equipment is available to operate[1]. The Availability Metric is a pure measurement of

Uptime that is designed to exclude the effects of quality, Performance, and scheduled
Downtime Events. It is calculated by:
Availability

Operatingtime
Plannned Production time

(2)

When downtime losses are zero, the availability is 1or 100%, the gross operating

time

equals the available time for production. i.e. Operating time equals Planned Production time.
100% availability means the process has been running without any recorded stops.
4.2 Performance
Performance takes into account Speed loss. Performance is the ratio between Net Operating
Time and Operating Time.
Performance

Net Operating time

Operating time

(3)
The performance portion of the OEE Metric represents the speed at which the equipment runs
as a percentage of its designed speed. The Performance metric is a pure measurement of
11

speed that is designed to exclude the effects of Quality and Availability [1] Performance does
not penalize for rejects, which means even if the work is rejected or it s a rework, it will be
included in the planned and actual hours accordingly. It is calculated as:
Performance

Ideal Cycle Time

Operating Time /Total Pieces

(4)

Ideal Cycle Time is the minimum cycle time that your process can be expected to achieve in
optimal circumstances. It is sometimes called Design Cycle Time, Theoretical Cycle Time
Nameplate Capacity.
Performance is capped at 100%, to ensure that if an error is made in specifying the Ideal
Cycle Time or Ideal Run Rate, the effect on OEE will be limited. 100% Performance means
the process has been consistently running at its theoretical maximum speed.
4.3 Quality
The Quality portion of the OEE metric represents the Good Units produced as a percentage of
the total units produced [1]. The Quality metric is a pure measurement of process yield that is
designed to exclude the effects of Availability and Performance. Quality is the ratio of Fully
Productive Time to Net Operating Time.
Quality

Fully Productive Time

Net Operating Time

(5)
100% Quality means there have no reject or rework pieces.
The three effectiveness factors offer a second way to quantity the OEE.
OEE = Availability x Performance x Quality

(6)

Therefore OEE is the product of its effectiveness factors; Availability, Performance and
Quality. The individual value of the three effectiveness factors lies between 0 and 1. The
study of each of these effectiveness factors will improve the Overall Equipment
Effectiveness.
During analysis, the analyst can concentrate each category of losses separately. As shown in
Figure 2, Availability takes into account Downtime losses, Performance takes into account
12

speed losses and quality factor takes into account Quality loss. The main aim of OEE
measurement is to reduce these losses and by analysis and improving the factors, the losses
can be reduced or eliminated and OEE can be improvement. The use of effectiveness factors
helps with prioritizing the size, but does not indicate the financial consequences that can
differ per factor. Overall Equipment Effectiveness calculation and Losses are shown in
Figure 3.

Figure 2. OEE Factors and its losses

13

WORLD CLASS OEE

World class OEE is a standard which is used to compare the OEE of the firm. The percentage
of World Class OEE is given in Table 2.

OEE Factors

WORLD CLASS

Availability

90%

Performance

95%

Quality

99%

OEE

85%

These values of OEE factors are generally accepted but the values are different for different
industries. For Manufacturing, the value of World Class OEE is 85% but for Paper Industry
and Cement Industry, the value is 95% and 80% respectively. The aim of the firm is to
achieve this value of OEE by continuous improvement.

14

CHAPTER-5
OEE CALCULATION METHODS & SIMPLE PROBLEM

OEE is a percentage of an equipment which shows its efficiency or effectiveness. Different

input data is needed for calculating OEE. The aim of OEE measurement and analysis is to
reduce the equipment losses to zero and has been recognized as a necessity for many
organizations.
There are mainly 3 methods for finding OEE.
5.1 Direct Method
5.2 OEE Factors Method
5.3 Software Method
For all these methods, the input data is same. The difference is the approach to the problem.
basically Software Method also uses OEE Factors Method.
5.1 Direct Method
Direct Method uses the basic formula for finding OEE.
OEE = Fully Productive Time
Planned Production Time (9)
It involves finding the Planned Production Time and Fully Productive Time from the given
input data. Planned Production Time can be found out by subtracting Planned Shutdown from
Plant Operating Time. Plant Operating Time: Calendar time 24 hours/day, 7 days/week, 365
days/year, 60 minutes/hour, 60 seconds/minute.
Planned Shutdown includes lunch breaks and tea breaks, shift change, planned maintenance
etc. Fully Production time can be found out by subtracting Downtime loss, Speed loss and
Quality loss from Planned Production time. Downtime loss should be given in the input data.
Speed loss can be calculated from ideal production rate and actual production rate. Quality
loss can be calculated from no. of defective products. All of these are losses.
This method is a little complex and is not used practically. The main disadvantage of this
technique is that analysis from the results is very limited. Because the output is the OEE

15

percentage alone. In other two techniques, the result has more information which aids in
further analysis.
5.2 OEE Factors Method
This method is used as a standard method for calculating Overall Equipment Effectiveness. It
is simple and uses minimum input data. This method uses the three effectiveness factors to
quantify the OEE.
OEE = Availability x Performance x Quality
Therefore by using this method, three individual effectiveness values are calculated which
can be used for further analysis. Overall Effectiveness is the product of these effectiveness
factors.
5.3 Software Method
This is an automated method. This involves the use of computers in calculating OEE. The
basic approach is same as the OEE Factors Method but Software Method is more accurate
and more flexible. All modern firms use this method. Software method can be done with the
same input data which is required for other two techniques. There are two types of OEE
Softwares:
5.3.1 Spreadsheets
Spreadsheet makes calculating OEE easier but unfortunately, it wont help with collecting the
data. Manual collection and processing of data for OEE calculation is time consuming and
ensures that it is always out of date.
5.3.2 System Softwares
System software collects data in real-time directly from the equipment. It saves the time
needed to manually collect the data leaving staff available to do more productive work. The
data is highly accurate compared to manually collected data and it is available

immediately.

The analyst can analyze OEE continuously and display it on the shop-floor so the staff can
see exactly how they are performing. OEE IMPACT, VISUAL OEE, OEE TOOLKIT,
16

PROVIDEAM are examples for System Software. These softwares not only calculate OEE,
but also analyze and report on key production information; machine setup times, product
analysis, product tracking, wastage, rework, maintenance times etc. They produce reports in
the form of graphs, charts etc. some screenshots of System Softwares is given in Figure 3.

17

Figure 3. Screenshots of OEE System Softwares

18

SAMPLE PROBLEM
Some data about an equipment is given. Calculate Overall Equipment Effectiveness
using all three methods.
Shift Length = 8 hours
Tea breaks = 10 minutes x 2
Meals break = 1 hour
Downtime = 10% of shift (48 hours)
Idle Run rate = 5 pieces/minute (Cycle time = 0.2min/pieces)
Total pieces produced = 1600
Rejected pieces = 52
Assure the equipment works only under the supervision of its operator
Direct Method
According to Direct Method,
OEE = Fully Productive Time / Planned Production Time
Planned Production Time = Plant Operating Time Planned Shutdown
Plant Operating Time = 8 hours x 60 = 480 minutes.
Planned Production Time = 480-80 = 400 minutes.
Fully Productive Time = Planned Production Time (Downtime+Speed+Quality losses)
Downtime loss = 10% of shift length = 480 x 0.10 = 480 minutes
Speed loss = (Ideal Production- Actual Production) x Cycle time
Ideal Production = Ideal run rate x Operating Time
Operating Time = Planned Production Downtime loss = 400-48 = 352 minutes.
Ideal Production = (5 pieces/min) x 352 minutes = 1760 pieces.
Speed loss = (1760 1600) x 0.2 minutes = 160 x 0.2 = 32 minutes
Quality loss = No. of rejected items x Cycle time = 52 x 0.2 minutes = 10.4 minutes
Fully Productive Time = 400 (48+32+10.4) = 309.6 minutes
OEE = 309.6/400 = 0.774
Overall Equipment Effectiveness = 74.4%

19

OEE Factors Method

According to this method,
OEE = Availability x Performance x Quality
Availability = Operating Time / Planned Production Time
Operating Time = 352 (Calculated earlier)
Planned Production Time = 400 (Calculated earlier)
Availability = 352/400 = 0.88
Performance = (Total pieces / Operating Time ) / Ideal Run Rate =(1600/352)/5 = 0.9091
Quality = Good Pieces / Total Pieces = (1600-52) / 1600 = 0.9675
OEE = 0.88 x 0.9091 x 0.9675 = 0.774
Overall Equipment Effectiveness = 77.4%
Software Method
A sample spreadsheet is used for calculating OEE. The input data is entered

into the

required fields of the worksheet. The spreadsheet calculates OEE factors simultaneously
while entering data. The three factors Availability, Performance, Quality are calculated and
OEE is also calculated. These values are also compared with World Class OEE so that the
analyst can know the present condition of the equipment. The screen shot of the Excel
Calculator is given in Figure 4.

20

Figure 4. Screenshot of Excel Calculator

21

CHAPTER-6
OBJECTIVES OF OEE

OEE data (information) is used to identify and categorize major losses or reasons for

poor performance.
OEE provides the basis for root cause analysis.
OEE percentage is used to track and trend the improvement, or decline, in equipment

effectiveness over a period of time.

OEE percentage can point to hidden or untrapped capacity in a manufacturing process
and lead to a balance flow.

CAUTIONS FOR USING OEE

The calculated OEE is not included for use as a corporate or plant level measure.

OEE percentage is a rough measure of selected equipment effectiveness only.

Calculated OEE is not valid for comparing or benchmarking different assets,
equipment or processes. OEE is a relative indicator of a

specific single asset

effectiveness compared to itself over a period of time. However, OEE can be used to

compare like equipment in like situations producing like products or output.

There appears to be no valid specifications of World-Class OEE. In manufacturing

industry, 85% is World-class OEE at the same time, in process industry, it is 90%.
In Total Productive Maintenance, 85% OEE is considered to be World Class

manufacturing.
OEE percentage calculations are not statistically valid. A calculated OEE percentage
assumes that all equipment related losses are equally important and that any
improvement in OEE is a positive improvement for the business. This is generally not
the case. For example, the calculation of OEE of same equipment at different
intervals are given below.

Availability rate :

80%

Availability rate :

95%

Performance rate :

99%

Performance rate :

98%

22

OEE = 80% x 99% x 95% = 75% OEE = 95% x 98% x 89% = 83%

In the second case, OEE increased by 8% but at the same time the quality reduced by 6%.
This will have a negative impact on the business.

23

CHAPTER-7
MODIFIED OVERALL EQUIPMENT EFFECTIVENESS

In the Six Big Losses, Setup & Adjustments and Small time losses, both will create a loss of
less than 10 minutes. But both are given under different categories. So by combining these
two losses into one category, Stop Time Losses can be defined. The advantage is that it will be
more helpful during analysis to take initiative to reduce these small losses. So by modifying
the Six Big Losses as shown in Figure 5, a new category called Stop Time Losses are created.

Figure 5. Modified classification of Six Big Losses

By removing this Stop Time Losses from operating time, a new category of time called
Running Time is created. Based on this Running Time and Stop Time Losses, a new factor for
OEE, ie Usability is derived. Components of Plant Operating Time including Running Time
are shown in Figure 6. The inclusion of the Usability factor leads to more detailed
categorization of equipment losses leading to specific identification of equipment losses in
terms of Availability and Usability.
As shown in figure 7, the Usability factor takes into account Stop Time Losses. Now the
advantage is that, four factors are available for analysis. So a better
compared to the former. But this

analysis can be done

Modified OEE is still in proposal stage. No firms have

implemented this and no software is using this for standard calculations and analysis .The
modified classification of Six Big Losses is shown in Figure 5.
24

PLANT OPERATING TIME

PLAN SHUTDOWN
PLANNED PRODUCTION TIME
STOP TIME
LOSS

OPERATING TIME
DOWN TIME
NET OPERATING TIME
RUNNING TIME

LOSS

QUALITY
LOSS

FULLY
PRODUCTIVE TIME

Figure 6. Components of Plant Operating Time including Running Time

25

Figure 7. Modified OEE factors and its losses

7.1 Availability
There is no difference in calculating Availability. The only difference is that when calculating
Operating time, only breakdown losses are subtracted.
Availability

OperatingTime
P lanned Production Time

7.2 Usability
Usability is calculated by dividing Running Time by Operating Time.
Usability

Running Time
Operating Time

Running time is calculated by subtracting Setup & Adjustments and Small Stops losses from
Operating time.

26

7.3 Performance
Performance takes into account Reduced Speed losses only. It is the ratio between Net
Operating Time and Running Time.
Performance

Total Pieces/Operating Time

Idle Run Rate

7.4 Quality
Quality is calculated by subtracting the output during Running time and rejects (including
reworks) and then dividing it by the output.
Quality

OutputsRejects
Outputs

Therefore Modified Overall Equipment Effectiveness is the product of 4 factors:

Modified OEE = Availability x Usability x Performance x Quality

27

SAMPLE PROBLEM USING MODIFIED OEE

Use the previous problem itself for calculating Modified OEE. The Downtime loss of 48
minutes is divided into 20minutes of warm-up time and 28 minutes of equipment
breakdown (tooling failure). Rest is same.
Availability = Operating Time / Planned Production Time
Planned Production Time = 400minutes (Calculated earlier)
Operating Time = Planned Production Time Breakdown = 400 28 = 372 minutes.
Availability = 372/400 = 0.93
Usability = Running Time / Operating Time
Running Time = Operating Time Warm-up Time = 372-20 = 352 minutes
Usability = 352/372 = 0.9462
Performance = (Total Pieces / Operating Time ) / Ideal Run Rate = (1600/352) / 5 = 0.9091
Quality = Good Pieces / Total Pieces = (1600-52) / 1600 = 0.9675
Modified OEE = 0.93 x 0.9462 x 0.9091 x 0.9675 = 0.774
Modified Overall Equipment Effectiveness = 77.4%

28

CHAPTER-8
CONCLUSION

The definition and use of Overall Equipment Effectiveness over the years has been widely
debated. Many practitioners have found that OEE has several uses and definitions which have
led to considerable confusion when comparing machine-to-machine, plant-to-plant or
companyto- company. Unfortunately, OEE was not designed to make comparisons from
machine-tomachine, plant -to- plant, or company -to- company, but it has evolved to these
common levels of misuse. OEE is not a statistically valid metric, but it has been used as
such for years. OEE does not diagnose a specific reason why a machine is not running as
efficiently as possible, but it helps to categorize the areas for initiating the equipment
improvement. Modified Overall Equipment Effectiveness helps to analyze short time losses
and long time losses separately. Also it adds one more factor in calculation, Usability. It helps
in more specific analysis of losses and for initiatives to reduce these losses. But Modified
OEE is still in development stage.

29

REFERENCES

[1] Anil S. Badiger, A proposal: evaluation of OEE and impact of six big losses , Int. J.
Process
Management and Benchmarking, Vol.2, No. 3, 2008, pp 234-248.
[2] Ravikumar M. M., Improving Equipment Effectiveness, Int. Business Management,
Vol. 3,
No.2, 2008, pp 91-96.
[3] Francis Wauters, White Paper on Improving Plant Performance: OEE, ABB Inc, June
2002. www.abb.com
[4] The Fast Guide to OEE, Vorne Industries, 2008. www.vorne.com
[5] Robert M. Williamson, Whitepaper on OEE Implementation, Strategic Work Systems
Inc,
2004. www.swspitcrew.com
[6] http://www.bestmanagementarticles.com
[7] http://www.maintenanceworld.com
[8] http://www.managementparadise.com
[9] http://www.oee.com
[10] http://www.oeetoolkit.com
[11] http://www.scribd.com

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