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![Page 1: OEE](https://reader033.fdocuments.net/reader033/viewer/2022061116/5466b75faf7959483f8b4b65/html5/thumbnails/1.jpg)
Overall Equipment EffectivenessOverall Equipment Effectiveness
& Capacity Training & Capacity Training
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O.E.E. definition Items which influence O.E.E. Applying O.E.E. - 3 Case Studies O.E.E. ‘Quiz’ Capacity Calculations S/D Group Current System for O.E.E. and
capacity calculation
Class FormatClass Format
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Class PurposeClass Purpose
Become familiar with O.E.E. Understand Automotive Industry’s approach to
capacity
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What Is Overall Equipment What Is Overall Equipment Effectiveness?Effectiveness?
Overall equipment effectiveness is a measure of the how well lines or equipment are utilized in relation to their full potential.
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What factors influence Overall What factors influence Overall Equipment Effectiveness?Equipment Effectiveness?
Overall equipment effectiveness is the product of 3 individual rates :
Operating rate Performance rate Quality rate
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Loading Time Refers to the net available time. Is the total time available for operation minus
necessary downtime ( breaks and paid lunches)
Equipment
Loading Time
6 Big Losses
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
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Big Loss #1 Delays of 5-10 minutes or more which result from
associate errors, electrical failure or mechanical breakdown.
Loading Time
6 Big LossesEquipment
1. Frequent Breakdowns (Recorded Downtime)
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
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Big Loss #2 Losses during setup and adjustment resulting from
downtime during changeover.
Loading Time
6 Big LossesEquipment
1. Frequent Breakdowns (Recorded Downtime)
2. Set-up and Adjustment
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
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Operating Time Refers to the time during which the
equipment is actually in operation.
Dow
ntim
eLo
sses
OperatingTime
Loading Time
6 Big LossesEquipment
1. Frequent Breakdowns (Recorded Downtime)
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
2. Set-up and Adjustment
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Operating Rate The ratio of the Operating Time to the Loading Time
OEE Formulas
Loading Time - Downtime
Loading Time
Dow
ntim
eLo
sses
OperatingTime
2. Setup and Adjustment
Loading Time
6 Big LossesEquipment
1. Frequent Breakdowns (Recorded Downtime)
OPERATING RATE
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
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Big Loss #3 Equipment delays of short duration (Short stoppages). Usually less than 5-10 minutes. Other unrecorded downtime.
3. Idling and Minor Losses (Unrecorded Downtime)
OEE Formulas
Loading Time - Downtime
Loading Time
Dow
ntim
eLo
sses
OperatingTime
2. Setup and Adjustment
Loading Time
6 Big LossesEquipment
1. Frequent Breakdowns (Recorded Downtime)
OPERATING RATE
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
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Big Loss #4 Losses due to the difference between expected cycle
time and actual cycle time.
3. Idling and Minor Losses (Unrecorded Downtime)
OEE Formulas
Loading Time - Downtime
Loading Time
Dow
ntim
eLo
sses
OperatingTime
2. Setup and Adjustment
Loading Time
6 Big LossesEquipment
1. Frequent Breakdowns (Recorded Downtime)
OPERATING RATE
4. Drop in Cycle Time
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
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Net Operating Time Refers to the time the equipment is operating at a
stable or constant speed.
NetOperating
Time
Spe
edLo
sses
3. Idling and Minor Losses (Unrecorded Downtime)
OEE Formulas
Loading Time - Downtime
Loading Time
Dow
ntim
eLo
sses
OperatingTime
2. Setup and Adjustment
Loading Time
6 Big LossesEquipment
1. Frequent Breakdowns (Recorded Downtime)
OPERATING RATE
4. Drop in Cycle Time
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
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Performance Rate Ratio of Net Operating Time to Operating Time. Compares time it should have taken vs. the time it did take to
produce the products.
Ideal Cycle Time x Output
Operating Time
NetOperating
Time
Spe
edLo
sses
3. Idling and Minor Losses (Unrecorded Downtime)
OEE Formulas
Loading Time - Downtime
Loading Time
Dow
ntim
eLo
sses
OperatingTime
2. Setup and Adjustment
Loading Time
6 Big LossesEquipment
1. Frequent Breakdowns (Recorded Downtime)
OPERATING RATE
4. Drop in Cycle Time
PERFORMANCE RATE
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
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Big Loss #5 Losses generated from rejected parts
Ideal Cycle Time x Output
Operating Time
NetOperating
Time
Spe
edLo
sses
3. Idling and Minor Losses (Unrecorded Downtime)
OEE Formulas
Loading Time - Downtime
Loading Time
Dow
ntim
eLo
sses
OperatingTime
2. Setup and Adjustment
Loading Time
6 Big LossesEquipment
1. Frequent Breakdowns (Recorded Downtime)
OPERATING RATE
4. Drop in Cycle Time
PERFORMANCE RATE
5. In-Process Scrap
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
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Big Loss #6 Losses from initial start-up to process stabilization
Ideal Cycle Time x Output
Operating Time
NetOperating
Time
Spe
edLo
sses
3. Idling and Minor Losses (Unrecorded Downtime)
OEE Formulas
Loading Time - Downtime
Loading Time
Dow
ntim
eLo
sses
OperatingTime
2. Setup and Adjustment
Loading Time
6 Big LossesEquipment
1. Frequent Breakdowns (Recorded Downtime)
OPERATING RATE
4. Drop in Cycle Time
PERFORMANCE RATE
6. Start-up Scrap
5. In-process scrap
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
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Qua
lity
loss
es
ValuableOper.Time
Valuable Oper. Time Time during which acceptable product is manufactured
Ideal Cycle Time x Output
Operating Time
NetOperating
Time
Spe
edLo
sses
3. Idling and Minor Losses (Unrecorded Downtime)
OEE Formulas
Loading Time - Downtime
Loading TimeD
own
time
Loss
esOperating
Time2. Setup and Adjustment
Loading Time
6 Big LossesEquipment
1. Frequent Breakdowns (Recorded Downtime)
OPERATING RATE
4. Drop in Cycle Time
PERFORMANCE RATE
6. Start-up Scrap
5. In-process scrap
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
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Qua
lity
loss
es
ValuableOperatingTime
Quality Rate Ratio of the number of good products to total produced
Ideal Cycle Time x Output
Operating Time
NetOperating
Time
Spe
edLo
sses
3. Idling and Minor Losses (Unrecorded Downtime)
OEE Formulas
Loading Time - Downtime
Loading TimeD
own
time
Loss
esOperating
Time2. Setup and Adjustment
Loading Time
6 Big LossesEquipment
1. Frequent Breakdowns (Recorded Downtime)
OPERATING RATE
4. Drop in Cycle Time
PERFORMANCE RATE
6. Start-up Scrap
5. In-process scrapTotal Produced - Scrap
Total Produced
QUALITY RATE
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
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Qua
lity
loss
es
ValuableOperatingTime
O.E.E. = Availability X Performance X Quality
Ideal Cycle Time x Output
Operating Time
NetOperating
Time
Spe
edLo
sses
3. Idling and Minor Losses (Unrecorded Downtime)
OEE Formulas
Loading Time - Downtime
Loading TimeD
own
time
Loss
esOperating
Time2. Setup and Adjustment
Loading Time
6 Big LossesEquipment
1. Frequent Breakdowns (Recorded Downtime)
OPERATING RATE
4. Drop in Cycle Time
PERFORMANCE RATE
6. Start-up Scrap
5. In-process scrapTotal Produced - Scrap
Total Produced
QUALITY RATE
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
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O.E.E. - GoalsO.E.E. - Goals
O.E.E. = Availability X Performance X Quality
World Class O.E.E.
= 90% X 95% X 99% = 85%
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O.E.E. Case Study 1
1 2 3
ITEM SCHEDULE MINUTES TYPEStart 7:00Meeting 7:00 - 7:05 5 Planned DowntimeWork 7:05 - 9:00 115Break 1 9:00 - 9:10 10 Break timeWork 9:10 - 11:00 110Lunch 11:00 - 11:30 30 Unpaid lunchWork 11:30 - 1:30 120Break 2 1:30 - 1:40 10 Break timeWork 1:40 - 3:20 100Clean-up 3:20 - 3:30 10 Planned DowntimeEnd 3:30
TOTAL 510
The assembly line above has dedicated equipment andfixturing for making identical parts. It works one 8 hr shift
each day 5 days per week according to this schedule:
A time study was completed for the lineand the following times were observed
and determined to be standard process times for each station:
OPERATION1 2 3
TIME (sec) 68 sec 70 sec 74 sec
Calculate O.E.E. for this line based on the following actual production data from the previous month:
•TOTAL PROD. FOR MONTH (good + scrap) : 6300 pcs•TOTAL DAYS WORKED: 21 days•TOTAL SCRAP 168 pcs•TOTAL DOWNTIME 819 min
~ Planned = 15 min/day meeting + cleanup = 315~Unplanned=504 min total (breakdowns, etc.)
•Background for Case Study 1: Dedicated Assembly Line Example
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O.E.E. Case Study 1•Calculation of O.E.E.
DAILY WORK TIME = 7:00-3:30 MINUS .5 HR LUNCH = 8 HOURS OR 480 MINUTES
PLANNED BREAK = TWO 10 MINUTE BREAKS = 20 MIN
WORKSHEET CALCULATION
PLANNED DOWNTIME = (5 MINUTE MEETING + 10 MINUTE CLEANUP) = 15 MIN
UNPLANNED DOWNTIME = (504 TOTAL MONTH / 21 WORKDAYS )= 24 MIN / DAY AVG
WORKSHEET CALCULATION
WORKSHEET CALCULATION
OUTPUT / DAY (GOOD + SCRAP) = (6300 PCS PRODUCED/21 DAYS) =300 PCS / DAY
AVG DAILY SCRAP = (168 PCS SCRAPPED / 21 DAYS)=8 PCS / DAY
STANDARD / IDEAL CYCLE TIME = 74 SEC
WORKSHEET CALCULATION
WORKSHEET CALCULATION
WORKSHEET CALCULATION
WORKSHEET CALCULATION
CAPACITY O.E.E. CALCULATIONS
ASSEMBLY
A DAILY WORK TIME (MIN.) 480
B PLANNED BREAK TIME (MIN.) 20
C LOADING TIME (MIN.) 460
D PLANNED DOWNTIME (MIN.) 15
E UNPLANNED DOWNTIME (MIN.) 24.00
F TOTAL DOWNTIME (MIN.) 39.00
G ACTUAL OPERATING TIME (MIN.) 421.00
H OUTPUT (DAY) ACTUAL PRODUCTION 300.00
J SCRAP 8.00
K STANDARD/IDEAL CYCLE TIME (SEC.) 74
L OPERATING RATE 91.52%
M PERFORMANCE RATE 87.89%
N QUALITY RATE 97.33%
P CAPACITY OVERALL EQUIP. EFFECTIVNESS 78.29%
A-B
D+E
C-F
G/C
(HxK)/(Gx60)
(H-J)/H
LxMxNx100
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0
50
100
150
200
250
300
350
400
450
50039 MIN
DOWNTIME
ACTUALOPER.TIME =
421 MIN
STD.TIME TO
MAKE 300
PIECES74”/PC =
370 MIN
STDTIME TO
MAKE 292
GOODPIECES:
360 MIN
51 MINLOST TIME
OPERATINGRATE
421MIN 460 MIN
91.52%
PERFORMANCERATE
370MIN 421 MIN
87.89%
QUALITYRATE
292 PCS 300 PCS
97.33%
10 MINSCRAPTIME
MINUTES 480’ WORK TIME
20’ BREAKS
AVAIL.OPER.TIME
(LOADTIME)=
460 MIN
OVERALL EQUIPMENT
EFFECTIVENES = X X
= X X
X X
O.E.E. Case Study 1: O.E.E. Graph
78.3%=
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0
50
100
150
200
250
300
350
400
450
500 39 MINDOWNTIME
ACTUALOPER.TIME =
421 MIN
STD.TIME TO MAKE
300 PIECES74”/PC =
370 MIN
STDTIME TO MAKE
292 GOOD
PIECES:
360 MIN
51 MINLOST TIME
OPERATINGRATE
421MIN 460 MIN
91.52%
PERFORMANCERATE
370MIN 421 MIN
87.89%
QUALITYRATE
292 PCS 300 PCS
97.33%
10 MINSCRAPTIME
MINUTES 480’ WORK TIME 20’
BREAKS
AVAIL.OPER.TIME
(LOADTIME)=
460 MIN
OVERALL EQUIPMENT
EFFECTIVENES = X X
= X X
AVAIL.OPER.TIME
(LOADTIME)=
460 MIN
STDTIME TO
MAKE 292
GOODPIECES:360 MIN
OR: 360 MIN 460 MIN
= 78.3%
X X
O.E.E. Case Study 1: O.E.E. Graph
78.3%=
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ITEM SCHEDULE MINUTES TYPEStart 6:00Meeting 6:00 - 6:05 5 Planned DowntimeRun 6:05 - 8:00 115Break 1 8:00 - 8:10 10 Break timeRun 8:10 - 10:00 110Lunch 10:00 - 10:20 20 Break (Paid lunch)Run 10:20 - 12:30 130Break 2 12:30 - 12:40 10 Break timeRun 12:40 - 1:45 65Clean-up 1:45 - 2:00 15 Planned DowntimeEnd 2:00
TOTAL 480
The paint line above is a single line painting 10 different parts. Paint racks are spaced
3 feet apart. Line speed is 5.5 ft/min. Last month the paint line ran as follows:
* Same schedule format for 2nd and 3rd shift
Production Total ScrapPart Good Scrap Pcs/Rack Racks RacksA 7800 410 10 821 41B 16147 329 4 4119 82C 16593 513 6 2851 86D 17343 723 6 3011 121E 17434 632 6 3011 105F 44120 1224 8 5668 153G 2824 212 4 759 53H 5754 178 4 1483 44I 2473 103 4 644 26J 92266 3844 14 6865 275
222754 8168 29232 986
Calculate O.E.E. for this line based on last month’s productiondata shown below:
Production Data
- For common / shared equipment such as this paint line, a combined standard cycle time for the group of parts must be determined:
StandardCycle Time
= (3ft/rack)/(5.5ft/min) = .545 min/rack = 32.7 sec/rack
- Total days worked = 21 days- Total Downtime = 4767 min Planned = (5’meeting + 15’ cleanup)X3shiftX21days=1260’/month Unplanned = 3507 recorded for the month ( Avg =167’/day)
O.E.E. Case Study 2•Background for Case Study 2: Paint Line Example
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O.E.E. Case Study 2•Calculation of O.E.E.
DAILY WORK TIME = 3 SHIFTS X 8 HOURS = 24 HOURS = 1440 MINUTES
PLANNED BREAK = (TWO 10 MIN BREAKS + 20 MIN LUNCH) X 3 SHIFT = 120 MIN
WORKSHEET CALCULATION
PLANNED DOWNTIME = (5 MIN MTG + 15 MIN CLEANUP)=20 MIN X 3 SHIFT=60 MIN
UNPLANNED DOWNTIME = AVG 167 MIN / DAY (FROM PRODUCTION REPORT)
WORKSHEET CALCULATION
WORKSHEET CALCULATION
OUTPUT/DAY (GOOD+SCRAP RACKS)=(29232 RACKS/21DAYS)=1392 RACKS/DAY
AVG DAILY SCRAP RACKS=(8168 RACKS SCRAPPED / 21 DAYS)=47 RACKS / DAY
COMBINED STANDARD C.T.= 32.7 SEC/RACK (CALC. ON BACKGROUND SHEET)
WORKSHEET CALCULATION
WORKSHEET CALCULATION
WORKSHEET CALCULATION
WORKSHEET CALCULATION
CAPACITY O.E.E. CALCULATIONS
PAINT
A DAILY WORK TIME (MIN.) 1440
B PLANNED BREAK TIME (MIN.) 120
C LOADING TIME (MIN.) 1320
D PLANNED DOWNTIME (MIN.) 60
E UNPLANNED DOWNTIME (MIN.) 167.00
F TOTAL DOWNTIME (MIN.) 227.00
G ACTUAL OPERATING TIME (MIN.) 1093.00
H OUTPUT (DAY) ACTUAL PRODUCTION (RACKS) 1392.00
J SCRAP (RACKS) 47.00
K STANDARD/IDEAL CYCLE TIME (SEC / RACK) 32.7
L OPERATING RATE 82.80%
M PERFORMANCE RATE 69.41%
N QUALITY RATE 96.62%
P CAPACITY OVERALL EQUIP. EFFECTIVNESS 55.53%
A-B
D+E
C-F
G/C
(HxK)/(Gx60)
(H-J)/H
LxMxNx100
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OVERALL EQUIPMENT EFFECTIVENESS = 82.8% X 69.41% X 96.92% = 55.5 %- OR -
(STD TIME TO PAINT 1345 GOOD RACKS)/(LOADING TIME)=(733 MIN/1320 MIN)=55.5%
0
200
400
600
800
1000
1200
1400
1600
TOTALCOMBINEDDOWNTIME= 227 MIN
120’ BREAKS
1320’LOADING
TIME
334 MINLOST TIME 26 MIN
STD TIMEFOR 47SCRAPRACKS
OPERATINGRATE
1093 MIN 1320 MIN
= 82.8%PERFORMANCE
RATE 759 MIN 1093 MIN
= 69.41%QUALITY
RATE 1345 RACKS 1392 RACKS
= 96.62%
O.E.E. Case Study 2: O.E.E. Graph
STANDARDTIME TO
MAKE 1345 GOOD
RACKS =733 MIN
STANDARDTIME TO
PAINT 1392 RACKS759 MIN
ACTUALOPER.TIME
1093 MIN
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O.E.E. Case Study 3•Background for Case Study 3: Shared Equipment Example
• PRODUCTION AREA OF ANALYSIS = (2) 750 TON PLASTIC INJECTION MOLDING PRESSES
• LAST MONTH’S PRODUCTION SCHEDULE = 3 SHIFTS, 7 DAYS PER WEEK (STANDARD WORKWEEK)
• OPERATORS ARE RELIEVED FOR BREAKS / LUNCHES (BREAKTIME = 0)
• TOTAL # OF TOOLS WHICH RUN IN EITHER OF THE PRESSES = (9)
• PRODUCTION DATA FROM LAST MONTH IS SHOWN BELOW:
Mold Standard Month Total Pieces Scrap Total StandardPart Number Cavity Cycle (sec) Good + Scrap Pieces Hours*
1 H315 2 40 8520 303 47.32 H282A 2 40 79154 3211 439.73 B165 1 39 377 39 4.14 F398 2 30 8848 362 36.95 84C 1 40 4755 190 52.86 621A 2 30 9212 322 38.47 F407 1 90 3503 112 87.68 F363 1 40 809 33 9.09 F364 2 35 74116 2668 360.3
189294 7240 1076.1
StandardCycle Time
= (Total Standard Hours / Total Pieces)
= ( 1076.1 hrs X 3600 sec/hr) / 189294 pieces = 20.5 sec/pc
- Total days worked = 30 days- Total Planned Downtime = 6240 minutes / 30 days = avg 208 min/day- Total Unplanned Downtime = 9060 minutes / 30 days = avg 302 min/day- For common / shared equipment such as these molding presses with a family of tools, a combined standard cycle time must be determined:
* TOTAL STD HOURS =
((C/A) X B) / 3600
A B C D E
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O.E.E. Case Study 3
•Calculation of O.E.E.
DAILY WORK TIME = 2 presses X 3 shifts X 8 hours X 60 min = 2880 minutes
PLANNED BREAK = 0 (All breaks and lunches are relief method)
WORKSHEET CALCULATION
PLANNED DOWNTIME = 6240 min month total / 30 days = avg 208 min /day
UNPLANNED DOWNTIME = 9060 min month total / 30 days = avg 302 min / day
WORKSHEET CALCULATION
WORKSHEET CALCULATION
OUTPUT/DAY (GOOD+SCRAP)=(189294 pcs / 30 days) = avg 6310 pcs / day
AVG DAILY SCRAP = 7240 pcs / 30 days = avg 241 pcs / day
COMBINED STANDARD C.T.= 20.5 SEC/PC (See calculation on background sheet)
WORKSHEET CALCULATION
WORKSHEET CALCULATION
WORKSHEET CALCULATION
WORKSHEET CALCULATION
CAPACITY O.E.E. CALCULATIONS
MOLDING
A DAILY WORK TIME (MIN.) 2880
B PLANNED BREAK TIME (MIN.) 0
C LOADING TIME (MIN.) 2880
D PLANNED DOWNTIME (MIN.) 208
E UNPLANNED DOWNTIME (MIN.) 302
F TOTAL DOWNTIME (MIN.) 510
G ACTUAL OPERATING TIME (MIN.) 2370
H OUTPUT (DAY) ACTUAL PRODUCTION 6310
J SCRAP 241
K STANDARD/IDEAL CYCLE TIME (SEC) 20.5
L OPERATING RATE 82.29%
M PERFORMANCE RATE 90.97%
N QUALITY RATE 96.18%
P CAPACITY OVERALL EQUIP. EFFECTIVNESS 72.00%
A-B
D+E
C-F
G/C
(HxK)/(Gx60)
(H-J)/H
LxMxNx100
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0
500
1000
1500
2000
2500
3000
3500
OVERALL EQUIPMENT EFFECTIVENESS = 82.3% X 91.0% X 96.2% = 72.0 %- OR -
(STD TIME TO MOLD 6069 GOOD PIECES)/(LOADING TIME)=(2074 MIN/2880 MIN)=72.0%
2880’ LOADING TIME (Relief Style Breaks)
214 MINLOST TIME
82 MINSTD TIMEFOR 241SCRAPPARTS
OPERATINGRATE
2370 MIN 2880 MIN
= 82.29%PERFORMANCE
RATE 2156 MIN 2370 MIN
= 90.97%QUALITY
RATE 6069 PCS 6310 PCS
= 96.18%
STANDARDTIME TO
MOLD 6069 GOOD
PIECES2074 MIN
STANDARDTIME TO
MOLD 6310 PIECES
2156 MIN
ACTUALOPER.TIME
2370 MIN
TOTALCOMBINEDDOWNTIME= 510 MIN
O.E.E. Case Study 3: O.E.E. Graph
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O.E.E. Class Example 1
A DAILY WORK TIME (MIN)
B PLANNED BREAK TIME (MIN/DAY)
C LOADING TIME (MIN/DAY) (A-B)
D PLANNED DOWNTIME (MIN/DAY)
E UNPLANNED DOWNTIME (MIN/DAY)
F TOTAL DOWNTIME (MIN/DAY) (D+E)
G ACTUAL OPERATING TIME (MIN/DAY) (C-F)
H AVG. OUTPUT/DAY (PCS)
J SCRAP (PCS)
K EXPECTED / IDEAL CYCLE TIME (SEC/PC)
L OPERATING RATE (G/C)
M PERFORMANCE RATE (HxK)/(Gx60)
N QUALITY RATE (H-J)/H
P OVERALL EQUIP. EFFECTIVENESS LxMxNx100
Calculations:
Background:• Process: Weld Cell w/ dedicated fixturing• Shifts: 2 ( 8 hours each )• Lunch: Unpaid - Outside of 8 hours (do not include)• Breaks: 2 per shift ( 10 minutes each )• Cycle Time: 27 seconds per piece
• Last Month Total Output: 34221 pcs• Scrap: 934 out of 34221 were scrapped• Days Worked Last Month: 22• Planned Downtime = 10 min / shift ( 5’mtg + 5’ cleanup)• Unplanned Downtime Total for Last Month: 1232 min
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O.E.E. Class Example 1: Answer
A DAILY WORK TIME (MIN)
B PLANNED BREAK TIME (MIN/DAY)
C LOADING TIME (MIN/DAY) (A-B)
D PLANNED DOWNTIME (MIN/DAY)
E UNPLANNED DOWNTIME (MIN/DAY)
F TOTAL DOWNTIME (MIN/DAY) (D+E)
G ACTUAL OPERATING TIME (MIN/DAY) (C-F)
H AVG. OUTPUT/DAY (PCS)
J SCRAP (PCS)
K EXPECTED / IDEAL CYCLE TIME (SEC/PC)
L OPERATING RATE (G/C)
M PERFORMANCE RATE (HxK)/(Gx60)
N QUALITY RATE (H-J)/H
P OVERALL EQUIP. EFFECTIVENESS LxMxNx100
• Process: Weld Cell w/ dedicated fixturing• Shifts: 2 ( 8 hours each )• Lunch: Unpaid - Outside of 8 hours (do not include)• Breaks: 2 per shift ( 10 minutes each )• Cycle Time: 27 seconds per piece
Calculations:
2 sh x 8 hr x 60 min = 960 min960
2 x 10 min ea x 2 shift = 40 min40
920
• Last Month Total Output: 34221 pcs• Scrap: 934 out of 34221 were scrapped• Days Worked Last Month: 22• Planned Downtime = 10 min / shift ( 5’mtg + 5’ cleanup)• Unplanned Downtime Total for Last Month: 1232 min
2 sh x 10 min per shift = 20 min20
1232 month / 22 days = 56 min56
76
844
Background:
34221 pcs / 22 days = 1556 pcs / day1556
934 pcs / 22 days = 43 pcs / day43
27
.92
.83
.97
74%
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S/D Approach to Capacity
• Expressed as a Percentage of Available Time• Based on actual performance ( Previous Month O.E.E.)• Basic Capacity Formula:
(Standard Hours Required by Demand)O.E.E.
( )Actual Standard Hours Available to Produce
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CAPACITY ANALYSISSUPPLIER: EXAMPLE SUPPLIERLINE/EQUIP. TYPE: COMMON/FLEXIBLE ISSUED BY: FRANCIS
EXCLUSIVE/DEDICATED ISSUE DATE: 10/29/98DESCRIPTION:
0
PROCESS/OPERATION: WELD CELL WELD CELL
MONTH: NOV MONTH: MONTH: JANCYCLE DEMAND HOURS DEMAND HOURS DEMAND HOURS
PART NUMBER PART NAME TIME (PCS.) REQ. (PCS.) REQ. (PCS.) REQ.
12345-xxx-a000 WELDED BRACKET 27 27785 208.4 0.0 41000.0 307.5
OTHER CUSTOMERS:
1. GROSS HRS REQUIRED: SUM OF HOURS REQ'D FOR EACH MONTH. 208 3082. OVERALL EQUIPMENT EFFECTIVENESS (LINE P OF C.I.C. FORM: ATTACH). 74% 74%3. NET HOURS REQUIRED = ( 1 / 2 ) 282 4164. STANDARD MONTHLY HOURS AVAILABLE
(# of mach. or lines x shifts / day x (hrs. shift - breaks) x w orkdays / month)
MONTH MACH/LINE SHIFTS/DAY HRS-BRKS DAYS/MON
NOV 1 X 2 X 7.6 X 19 288.8 X X X
JAN 1 X 2 X 7.6 X 20 3045. ACTUAL CAPACITY = ( 3 / 4 ) X 100 98% 137%6. TARGET CAPACITY 100%7. O.E.E. REQUIRED TO MEET TARGET CAPACITY: 72% 101%