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OEE and Automation

OEE and Automation combine to improve output. Learn more about how Overall Equipment Effectiveness OEE can help a company improve output and reduce costs.  Overall Equipment Effectiveness (OEE) has been around for nearly 50 years.  It is now gaining in popularity due to improvements in automation software. Read more on how Pepsi Bottling Venture used Overall Equipment Effectiveness to improve their output and reduce costs. http://www.automationworld.com/oee/combining-oee-and-automation-improved-performance

OEE is Not TPM

OEE is Not TPM (and Other Misunderstandings) Overall Equipment Effectiveness (OEE) is the measure most closely associated with TPM, but OEE is not equivalent to TPM. At its heart, TPM is not about complex metrics; it’s about developing the capabilities of people. Everyone is involved in pursuing the dual goals of zero breakdowns and zero defects. Production, maintenance, and engineering form an efficient partnership, and operators share “ownership” in equipment. The new attitudes and behaviours result in a cultural shift that improves morale, drives continuous improvement, targets total asset reliability, and supports lean initiatives. TPM is fundamental to achieving lean flow, because flow can’t happen without reliable equipment and processes. In turn, a good understanding of OEE fosters an effective TPM effort. Because OEE packs a lot of information into one number, it’s powerful. But that can also make it difficult to calculate and confusing to interpret. People commonly get into trouble when they try to: Use OEE primarily as a high-level KPI (key performance indicator) View OEE as an external measure that has meaning to customers Multiply OEE across several machines in a department or plant Calculate OEE on every piece of equipment Gauge themselves against a “world-class” OEE …Read More

How OEE Works

For more information we recommend reading: http://www.industryweek.com/lean-six-sigma/design-out-waste-and-build-lean The Overall Equipment Effectiveness (OEE) calculation rolls the top 6 key manufacturing operating indices into one number that represents the effective operating rate for a piece of equipment or synchronized line. The percent of time the equipment or line is operating effectively, or its valuable operating time. That translates to the percentage of product produced compared to what could have been produced in the scheduled time. The 6 Big Losses Availability (downtime) 1. Equipment failure (breakdowns) 2. Setup and Adjustment Performance (speed) 3. Idling and minor stoppages 4. Reduced speed of operation quality (defects) 5. Process defects (scrap, repairs) utilizing RED X problem solving techniques 6. Reduced yield (from startup to stable production)