WHAT IS WCM??

World Class Manufacturing (WCM) is a structured and integrated production system that
involves all manufacturing processes in the site and entire organization from the leadership
to the people on the shop floor. WCM is usually represented as a temple with 10 technical
and 10 managerial pillars that have to be managed properly in order to elevate the site to a
world class standard.

One great tool that is used in WCM is calculation of OEE. we can apply OEE in biscuit plant
and machines. It reduces the losses and improves the plant/machines. One good tool form
which you can analyze the plant/lines/packaging machines is OEE Overall Equipment
Effectiveness.

WHAT IS Overall Equipment Effectiveness (OEE)??

Overall Equipment Effectiveness (OEE) measures the operational performance of the
production line taking into account Manufacturing Performance losses and Process Driven
Losses.

The standard method of calculating OEE considers the actual Good Volume at the end of
Line, as it was confirmed at the end of the Production Order, along with the required Loading
Time:

Overall Equipment Effectiveness (OEE) =Value Operating Time/Loading Time

WHAT ARE Manufacturing Performance losses:

This is when a Line unexpectedly stops while it is intended to be in production under a

launched Production Order. These losses are mostly the responsibility of manufacturing, but
there can be exceptions.

WHAT ARE Process Driven losses:

These occur when a Line is intentionally stopped to complete certain activities on a machine
or Line. While these activities are being carried out, the Line is not able to produce. These
losses have a shared responsibility (e.g. manufacturing, planning and engineering are all
functions which may share the responsibility).="margin:>

Previous OEE Calculations:

Previously we were calculating OEE with Availability*Performance*Quality. Currently there
are added some more losses which cater OEE calculations.

Current OEE Loss Structure:

Currently there are 21 losses as follows each loss is important.

1. EQUIPMENT BREAKDOWN

2. PROCESS FAILURE TIME

3. SHORTAGE OF OPERATORS

4. MATERIAL AVAILABILITY AT LINE-SIDE LOSS

5. CUTTING BLADE CHANGE

6. MINOR STOPPAGE

7. SPEED LOSS

8. QUALITY DEFECT TIME LOSS

9. MEASUREMENT & ADJUSTMENT

10. CLEANING & SANITATION

11. CHANGEOVER/ PRODUCT CHANGE

12. PREPARATORY AND CLOSE OUT TIME

13. MAINTENANCE TIME

14. MEAL & TEA BREAK

15. BANK HOLIDAYS

16. SHIFT PATTERN

17. NO PLAN / NO PRODUCTION ORDER

18. PLANNED STOPPAGE TIME

19. SHORTAGE OF UTILITY (FORCE MAJEURE)

20. EQUIPMENT PROCESS TRIAL & SCHEDULED MODIFICATION TIME

21. EXTERNAL / LEGAL HOLIDAYS