Remerciez-le!

Remerciez @Admin pour avoir partagé cet document gratuitement, de la manière la plus simple, en partageant sur les réseaux sociaux.

A Guide to OEE A Guide to OEE Overall Equipment Effectiveness A Guide to OEE 2

A Guide to OEE A Guide to OEE Overall Equipment Effectiveness A Guide to OEE 2 A Guide to OEE METTLER TOLEDO GARVENS Understanding OEE Overall Equipment Effectiveness (OEE) is an important tool in the pharmaceutical, packaging and food processing industries. In fact, in any capital intensive business OEE improvement is a critical methodology to drive improved efficiency, higher quality and reduced cost. This white paper is intended to serve as a guide for professionals in the pharmaceutical, life sciences and other regulated manufacturing industries who want to understand what Overall Equipment Effectiveness (OEE) can deliver for their business. OEE WAS FIRST USED BY SEIICHI NAKAJIMA, THE FATHER OF TOTAL PRODUCTIVE MAINTENANCE, IN DESCRIBING ONE OF THE FUNDAMENTAL MEASURES TO TRACK PRODUCTION PERFORMANCE. OEE tracks the value-added productivity of equipment. It is a measure of the number of good (shippable) units produced compared to the quantity which should be produced based on the scheduled time and the specified equipment rate. On average, plants waste up to 40% of their capacity through stops, speed losses, interruptions and defects. Despite investments in manufacturing planning and control systems most plants have a poor overall per- formance rate. Plant managers often don't know the true performance of the factory and may be unsure of how to improve it. Implementing OEE measurement tools and techniques provides a much clearer understanding of where improvements can be made. There are many ways to improve OEE performance. Some of these improvements may require substantial financial invest- ments, while others can be achieved at minimal cost. With accurate OEE measurement it is possible to pick the projects with the quickest returns. Accurate OEE measurement makes it possible to identify the correct approach and select the appropriate improvement tools and techniques. WHY MEASURING DOWNTIME IS NOT ENOUGH ! While many companies focus on downtime losses as a measure of equipment performance, an OEE approach will quickly make it apparent that there are also other forms of losses on most manu- facturing lines. Downtime measurement alone ignores the losses due to reduced speed and minor stoppages, as well as the sensitivities of the equipment to different product types. Some products can be more difficult to make and have more breakdowns and qual- ity problems. OEE captures all the losses and ensures that no performance improvement opportunities are ignored. 15 STEPS TO A SUCCESSFUL OEE PROGRAM 1. Identify the Project Team. 2. Communicate the program objectives. 3. Establish the current OEE level. 4. Validate existing data. 5. Carry out Activity Analyses and identify bottlenecks. 6. Evaluate work methods and staffing. 7. Analyse maintenance planning and execution. 8. Compare existing performance to industry ‘best practices’. 9. Identify and quantify the OEE opportunities. 10. Define the target OEE performance. 11. Identify the actions and resources. 12. Develop an Implementation Plan with specific mile- stones. 13. Communicate the plan and set-up project boards. 14. Set up a regular measurement and review process. 15. Identify the mechanisms which will sustain the improvements. “Accurate OEE measure- ment makes it possible to identify the correct approach and select the appropriate improvement tools and techniques.” 3 A Guide to OEE METTLER TOLEDO GARVENS UNDER CURRENT ECONOMIC CONDITIONS, SEVERE GLOBAL COMPETITION AND POSTPONEMENT OF NEW EQUIPMENT PURCHASES ARE CAUSING BUSINESS EXECUTIVES TO BE SENSITIVE ABOUT ALL ASPECTS OF MANUFACTURING OPERATIONAL COSTS. IN THIS ENVIRONMENT, IT PAYS TO CONSIDER BOTH CREATIVE AND PROVEN METHODS THAT MANUFACTURERS CAN USE TO BRING THEIR PRODUCT TO MARKET AT MINI- MUM COST. "OVERALL EQUIPMENT EFFECTIVENESS" (OEE) IS A METHOD THAT MEETS THIS OBJECTIVE. BENEFITS An OEE solution can enable manufacturers to achieve world-class status. More specifically, it can provide ben- efits in three key areas: 1. Equipment: Reduced equipment down- time and maintenance costs, and better management of the equipment life cycle. 2. Personnel: Labour efficiencies and in- creased productivity by improving visi- bility into operations and empowering operators. 3. Process: Increased productivity by identifying bottlenecks. 4. Quality: Increased rate of quality and reduced scrap. SCOPE The need for OEE is indicated by the Industry Week 2001 census of Key Performance Metrics for manufacturing. The survey shows that the top 4% of world-class man- ufacturers benefit from a low 2% (median value) of unscheduled machine downtime. This means that the remaining 96% have an opportunity to improve per- formance by reducing unscheduled downtime. Down- time reductions can be readily achieved by using OEE to gain visibility into machine status and to perform root-cause analysis of problems. Fundamentally, OEE is a performance metric compiled from data on Machine Availability, Performance Efficiency and Rate of Quality that is collected either manually or automatically. These three data points are calculated as follows: OEE also captures reasons for downtime (due to machine condi- tions, material status or quality issues) and can encompass the individual machine level, a line or cell level, or the entire plant. At the plant level, OEE metrics can be cor- related with other plant metrics to provide Key Performance Indicators (KPI’s). With enterprise level tech- nologies managers can monitor OEE plant metrics and drill down to find root causes of problems, getting minute-by-minute updates to enable real-time process improvement. A Guide to OEE 4 A Guide to OEE METTLER TOLEDO GARVENS VALUE PROPOSITION Implementing an adequate OEE system brings immedi- ate financial benefits to manufacturing operations. Some of these benefits are listed below. Reduced down- time costs. 1. Reduced repair costs. 2. Increased labour efficiencies. 3. Reduced quality costs. 4. Increased personnel productivity. 5. Increased production capability. REDUCED DOWNTIME COSTS When a critical machine is inoper- able, it brings downstream opera- tions to a standstill. This can nega- tively affect delivery commitments to the customer, which in turn impacts cash flow and revenue. For example, in a typical semiconductor fab (based on year 2000 data), it is estimated that each hour of down- time for a critical unit of process equipment can translate into EUR 100,000 of lost revenue. Conversely, reducing downtime by 1% on the 50 most critical tools in a typical fab can provide revenue opportunities and cost savings nearing EUR 100,000,000 annually. REDUCED REPAIR COSTS OEE enables predictive maintenance that can dramati- cally reduce repair costs. As the historical database of downtime reasons grows, the maintenance department can discern trends to predict an impending failure. Also, by interfacing the OEE system to a CMMS (Computerized Maintenance Management System) system, the main- tenance department can take proactive steps to do pre- dictive maintenance. For example, the maintenance department can order the necessary part in advance and get better rates. It can allocate repair personnel from an existing pool of resources instead of hiring someone on an emergency basis. This can result in huge savings compared to repairing a machine after the breakdown has happened. INCREASED LABOUR EFFICIENCIES Due to current economic conditions, most manufactur- ing companies have downsized considerably. Conse- quently, manufacturers are eager to optimise the pro- ductivity of their existing work force. An OEE system helps, because it not only captures downtime reasons, but also shows capacity loss data and cycle times. With this information, management can better judge the most appropri- ate allocation of staff to opti- mise the line balance and the utilisation of resources. REDUCED QUALITY COSTS As indicated in the introductory section, Rate of Quality is a per- centage of good parts pro- duced versus the total parts produced. Thus, an OEE sys- tem must capture the quantity of total parts produced, the number of scraps and defects and the reason for defects. Because this infor- mation is captured at a specific machine or line level, this capability actually captures quality in the context of the part produced. By tracking context-rich quality data using OEE, production managers can identify root causes and eliminate further costs associated with rework and scrap. Improving the focus on quality at every stage of production also reduces warranty costs. In the previously cited Industry Week survey, world- class manufacturers benefit from first pass yields of 97% (median value), while scrap and rework are 2% (median value) and warranty cost is 1%. “With Enterprise-level technologies Managers can monitor OEE plant metrics and drill down to find the root causes of problems, getting minute-by-minute updates to enable realtime process improvement” 5 A Guide to OEE METTLER TOLEDO GARVENS INCREASED PERSONNEL PRODUCTIVITY An OEE system enables the shop floor to go paperless. Typically, facility operators and supervisors spend an enormous amount of clerical time recording, analysing and reporting downtime reasons and root causes on paper, then further explaining these reports to manage- ment. An OEE system captures and reports downtime and efficiency automatically. This saves time lost in non-value added reporting activities and allows person- nel to focus on more valuable tasks. With OEE, everyone from the plant floor to the boardroom is more informed, more often, more easily. INCREASED PRODUCTION CAPABILITY The net effect of reduced machine downtime, higher pro- ductivity of operators and reduced defects is the ability to achieve higher production levels with the same amount of resources. INDUSTRY APPLICATIONS Three scenarios uploads/Industriel/ oee-guide.pdf