TPM Loss Analysis
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Transcript of TPM Loss Analysis
Suni Vatnhamar 2016 1
TPMLOSS -
ANALYSIS
2
Total Productive Maintenance
Loss analysis: a method to improve machine utilization
A presentation arranged by Suni Vatnhamar 2016(MBA – B.SC. Technical Engineering)
3
CONTENT
Suni Vatnhamar 2016
• Active use of the KPI’s – Policy Deployment
• Loss analysis
• OEE in detail
• KPI and loss driven improvement process
Suni Vatnhamar 2016 4
CONTENT• Active use of the KPI’s – Policy Deployment
• Loss analysis
• OEE in detail
• KPI and loss driven improvement process
THE COCKPIT
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The vision and strategy is the way ahead The KPI’s (Key Performance Indicator) are the
instruments to take the right actions to bring us towards the vision
Strategy and visionOEE Reject rate
Delivery precition
EVA
OPERATIONAL SHOP FLOOR TARGETS
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Targets for all departments and organisational levels
”What you do not measure – you can not improve” The closer you are to the problem, the more often you need to
follow up Working towards a target is motivating and builds team spirit
SHIFT DAYWEEK KPI’s for me need to be
Measureable Directly influenced by my
performance Directly linked to the site strategy
and KPI’s
KPI DEPLOYMENT
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Vision/Strategy
Target
Target
TargetOperator/shop floor teams
Shift leader
Production manager
KPIGeneral Manager(Plant manager)
• Maximum 3 KPI’s on shop floor level
• KPI’s per level based on “red” KPI’s and loss analysis
POLICY DEPLOYMENTAction PlanAction Plan
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3 years
1 year
Month
Week
Day
Shift
Hour
Act – Create standards to sustain result
Strategy
Budget targets
Operational targets
Plan – ”Red” numbers. Improvement plan
Check – Did it work? What was the result?
Do – Analysis of why and carry out actions
Action plan
DAILY ACTION PLAN
VISUAL CONTROL
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Red: Below target
”Traffic light”
Yellow: Above last year, but below target
Green: Above target
Equipment status
• Visualize the status of the operation
Digital, real time process status visualisation
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TEAM BOARD- ACTIVE USE OF SHOP FLOOR TARGETS -
Measure Analyse Plan/DoTeam KPI Board
Why ”red” figures?
Team
Team picture
Team name
Team logo
Team roles:- Leader:….
Target statusM Tu W Th F
Rejects
DE
N
100 200 50 70 150
Process problems (min)
DE
N
150 20 60 200 100
100 50 50 70 150
40 20 50 70 25
100 20 15
100 200 50 30 150
30 70
Actionlist
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CONTENT• Active use of the KPI’s – Policy Deployment
• Loss analysis
• OEE in detail
• KPI and loss driven improvement process
Suni Vatnhamar 2016 12
• Machines and equipment do represent the main elements bringing margins to the unit• Machines and equipment do also represent a significant part of needed investments / use of cash• Investments in machines and equipment will be an ongoing process to:
- Secure needed capacity to cover customer orders- Secure required capability to meet customer requirements- Secure needed performance to secure completeness in the
market
Therefore: Implement a best possible process to secure utilization of cash represented in machinery and equipment by:
- Reducing stoppage time,- loss not creating margins- Reducing production of non conforming articles,- not creating
margins, only waste - Continuous improvement of performance by reducing cycle, to
reduce need of machine hours to cover customer orders- Continuous improvement of performance by reducing cycle,
to improve machine hour contribution: GP / hour
Why high focus on production performance measurement?
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OEE – What does it tell me? OEE = Overall Equipment Effectiveness OEE is giving machine output compared to maximum
possible output in the same time periode
Number of approved products produced x Min theoretical cycle timeOEE = ----------------------------------------------------------------------------------------------------
Utilised machine time
Lost production
Machine output
TimeActual output
Maximum possible output
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A Utilized timeNo order, trials/testing
B Net production time
Stoppage time: Breakdowns
no people, no material, planned maintenance, start/stop
C Possible theoretical production at optimal cycle Availability (OEEa): B/A
D Actual production
Performance Loss:
Performance (OEEp):D/C
E Actual production Quality (OEEq): F/E
F Approved production
Quality Loss: Rejects
OEE = B/A x D/C x F/E
set up and change over
Cycle loss, minor
stoppages, adjustments
Rework
OEE - detailTotal yearly time = 365 days x 24 h
Installed capacity = maximum available time within agreed shift solution Weekends, holidays
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Stoppage time categoriesCategory Description
Set up/change over From last article from machine representing ended order to first article from machine representing the new order approved for packing, including both tool change and color/material change. Waiting for resources included
Machine cause Stoppage time represented by machine failures (machine and integrated robot), waiting for resources included
Tool cause Stoppage time represented by tool failures, waiting for resources included
Equipment cause Stoppage time represented by additional equipment installed in machine cells, waiting for resources included
Process problems Stoppage time represented by process problems giving stoppage time due to non conforming production / high frequency of non conforming production. Waiting for resources included
Planned maintenance Stoppage time represented by planned maintenance activities. Planned maintenance outside the installed capacity (in weekends and holidays) and total overhaul of machine is not accounted for
No material Stoppage time represented by shortage of ingoing materials / packaging materials
No operator Stoppage time represented by shortage of operators. If there is no customer need,- machine status should be reported in category no order
Start up/shut down Stoppage time due to shut down for and start up of machine for weekend, holiday etc (start up after all other stoppage categories,- lost time categories, are included in “basic” stoppage time reported)
Other Other reasons for stoppage time,- not defined above
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A machine have a minimum possible cycle time for product A of 20 seconds. The following information is given for a production shift. Measure the OEE for the shift.
Product Start Stop Number good produced
A 07 15 1000
OEE – example 1
How many hours possible production is lost?
Solution:Maximum output for 8 hour production = 3 / min * 60 min * 8 hours = 1440 OEE = Number produced / maks output = 1000 / 1440 = 69%
8 h
Solution:Lost time = 8 hours x (100 % - 69 %) = 2,5 hours
5,5h
2,5h
OEE = 69 %
Suni Vatnhamar 2016 17
A machine has for product A en minimum cycle time of 20 seconds and for product B a minimum cycle time of 30 seconds. The following information is given for a production shift. Measure the OEE for the shift.
Product Start Stop Number produced
A 07 12 600
B 12 15 180
OEE – example 2
Solution:Maximum output of product A = 3 / min x 60 min x 5 hours = 900OEE product A = 600 / 900 = 67 %Maximum output of product B = 2 / min x 60 min x 3 hours = 360OEE product B = 180 / 360 = 50 %
OEE total 8 hours = 67 % x 5/8 + 50 % x 3/8 = 60,6 %
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OEE availability (OEEa) = Utilised time – Stoppage time Utilised time
Stoppage time categories (see next page for further definitions)• Machine cause, equipment cause, tool cause, process problems
(breakdown)• Set up/change over• Planned maintenance• No material• No personnel• Start up/shut down
NB: Planned maintenance outside installed capacity time is not accounted for (overhaul etc)
NB2: Trials and testing is not affecting OEE availabilityNB3: All waiting time is included in the given stoppage time categories
(waiting for resources, waiting to start up after breakdown etc)
OEE Availability
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OEE performance = Actual production in net production timePossible theoretical production at optimal cycle
Possible theoretical output at optimal cycle
Single unit production= Standard setting cycle time in MRP for specific item/machine combination • Standard values in the MRP-system should be the same as expressed in the “process books”
(process data carriers) representing best possible performance at approved capability (Cpk)- Actual values should be controlled against standard values at every start up, and documented
NB: OEEp should never hit 100%! When OEEp for a specific item/machine combination is >100% for a certain time period, an adjustment of the standard setting cycle time in MRP should be made.
Performance Loss:• Cycle time loss = (standard cycle time/actual cycle time) x net production time• Minor stoppage (machine stops < 5 minutes and non recordable stoppages)• Adjustments (machine still running, but reduced output)
OEE Performance
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OEE quality = No. of approved products produced in net production time
Total no. of produced units
Quality Loss:• Rejected products during net production time time• Including rejected products during minor adjustments (within net production time)• Products rejected after production (reworked)
OEE Quality
OEEq (quality) is expressing lost time in net production due to production of non conforming articles
Note:- OEEq: Calculation should be based on rejected articles inside net production time- Internal reject rate: total rejected articles (start up included) -> defined as KPI, see coming slide- Internal reject rate should normally be reported on a level > (100 – OEEq)
Suni Vatnhamar 2016 21
A machine is producing product A with a minimum possible cycle time of 30 seconds for a 2 cavity machine. The following information is reported for one days production:
Day - report• Utilised time = 24 hours• Total produced = 4250• Total rejected = 250• Actual cycle time = 32 seconds• 30 min stoppage for no material• 30 min stoppage for no operator• 1 hour stoppage for machine cause• 1,5 hour stoppage for tool cause• 30 min stoppage for start up of machine
Loss analysis – Example 3
Measure If time:• OEE availability (%) Total lost time and lost time for • OEE performance (%) availability, performance and• OEE quality (%) quality• OEE (%)
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Example 3 - SolutionSolution:Total stoppage time = 30 min + 30 min + 1 hour + 1,5 hour + 30 min = 4 hoursOEE a = (Utilised time – Stoppage time)/Utilised time = (24 – 4)/24 = 83,3 %Net production time = 24 – 4 = 20 hours
Possible theoretical production per hour = 2 * 2 / min * 60 min = 240OEE p = Actual production in net production time/possible theoretical production at optimal cycle= 4250/(240x20) = 88,5 %
OEE q = No of approved products produced in net production time / total no of produced units= 4000/4250 = 94,1 %
OEE = 83,3% x 88,5% x 94,1% = 69,4 %
Lost time:Total lossed time = 24 * (100 – 69,4) = 7,3 hoursAvailability = 4 hoursQuality = 250 units / 4 units per min = 62,5 minPerformance = 7,3 – 4 – 1,04 = 2,3 hours
Suni Vatnhamar 2016 23
CONTENT• Active use of the KPI’s – Policy Deployment
• Loss analysis
• OEE in detail
• KPI and loss driven improvement process
Suni Vatnhamar 2016 24
Why are the KPI’s red? To improve the KPI’s we need to know details about the causes of low
performance For production, the causes will be connected to the 4M’s
Man Machine
Methods Materials
AttitudeSkills
Relations
Detoriation
MaintenanceDesign
Standards
Strategy Resources
ProjectsStorage
Quality
Specification
Transportation
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Machine performance related losses
Availability loss• Machine cause• Tool cause• Equipment cause• Process problems• Change over/Set up• Start up/shut down• No operator• No material• Planned maintenance• Other (cleaning)
Performance loss• Cycle time loss • Minor stoppage and adjustments
Quality loss• Rejects
Red
uces
OE
E
• Spoilage• Giveaway (overweight)• Maintenance/spare parts• Consumables• Energy
Potential cost
Real Cost
OEEa and loss categories
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OEEp and loss categories
Performance Loss categories:• Cycle time loss = (standard cycle time/actual cycle
time) x net production time• Minor stoppage (machine stops < 5 minutes and
non recordable stoppages)• Adjustments (machine still running, but reduced
output)
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OEEq and reject loss categories
Internal rejects = Rejects during net production + rejects during start up after set – up/change over
Note: Rejected parts repaired is also included into the reject rate
Set – up/change over
Net production time
Quality defects = 100% - OEEq
Quality defects = Internal rejects
Start up after c/o
Products approved for packing
Suni Vatnhamar 2016 28
Suni Vatnhamar 2016 29
A machine is producing product A with a minimum possible cycle time of 30 seconds for a 2 cavity machine. The following information is reported for one days production:
Day - report• Utilised time = 24 hours• Total produced = 4250• Total rejected = 250• Actual cycle time = 32 seconds• 30 min stoppage for no material• 30 min stoppage for no operator• 1 hour stoppage for machine cause• 1,5 hour stoppage for tool cause• 30 min stoppage for start up of machine
Loss analysis – Example 3 cont.
Measure• All losses in % available time
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Example 3 – Loss AnalysisSolution
Availability loss % of available timeMachine cause 4,2 %
Tool cause 6,3 %
No material 2,1 %
No operator 2,1 %
Start up 2,1 %
Quality loss 4,3 % (1,04 h)
Cycle time loss 5,2% (60/32 = 1,7 units/min -> Loss of 2x(2-1,7) = 0,25 units lost per min. Total units lost = 0,25x60minx20h = 300 units lost = 75 min = 5,2 %)
Minor stoppage & Adjustments 4,3 % (4800 – 4250 = 550 units lost to performance -> 550 – 300 = 250 units lost to minor stoppage and adjustements)
SUM 30,6%
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Pareto analysis
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AGENDA• Active use of the KPI’s – Policy Deployment
• Loss analysis
• OEE in detail
• KPI and loss driven improvement process
33Suni Vatnhamar 2016
Corporate Strategy: Losses approach
OEE
Inte
rnal
R
ejec
tsKPI’s
Plan Do
CheckAct
5S, SMED, VSM, TWI, etc. Lean Management Layout changes Effective maintenance program Focused Improvement projects …..
- Management Audits- Visualisation
- Standards
SOP
….
Maint. schedule• Line Management daily follow up
Corporate Vision and Strategy
JAN FEB MAR APR MAY J UN JUL AUG SEP OCT NOV DECTarget 51.6 51.6 51.6 51.6 53.2 55.1 56.6 58.6 59.7 60.8 61.8 62.8Actual 52.3 51.58 52.41 53.66Target 51.6 51.6 51.6 51.6 53.2 55.1 56.6 58.6 59.7 60.8 61.8 62.8Actual 52.1 52.1 52.1 52.1 Target 14.6 16 16.9 16.5 17 17.3 17 17.2 17.4 17.2 17.4 18Actual 16.2 16.8 16 15.6Target 25.6 25.4 25.1 24.9 24.7 24.5 24.2 24 23.8 23.6 23.3 23.1Actual 26.4 25.3 26.8 23.7Target 98.5 98.5 98.5 98.5 98.5 98.5 98.5 98.5 98.5 98.5 98.5 98.5Actual 97.65 90.6 95.4 87.7
SHE Measures
OTIF
OPE Plant (13 week average)
Cost vs Budget
FACTORY KPI SCORECARD
Key Performance Indicators
OEE Plant (13 week average)
MONTHS
OEE%
0
10
20
30
40
50
60
70
1 4 7 10 13Week No
OPE%
0
0.5
1
1.5
2
2.5
1 4 7 10 13Week No
Cost v Budget
02468
101214161820
1 4 7 10 13Week No
SHE
0
5
10
15
20
25
30
1 3 5 7 9 11 13 15Week No
OTIF
0
20
40
60
80
100
120
1 4 7 10 13Week No
KPI’s Losses
Site Year Plan
Local site Vision and Strategy
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DECTarget 51.6 51.6 51.6 51.6 53.2 55.1 56.6 58.6 59.7 60.8 61.8 62.8Actual 52.3 51.58 52.41 53.66Target 51.6 51.6 51.6 51.6 53.2 55.1 56.6 58.6 59.7 60.8 61.8 62.8Actual 52.1 52.1 52.1 52.1 Target 14.6 16 16.9 16.5 17 17.3 17 17.2 17.4 17.2 17.4 18Actual 16.2 16.8 16 15.6Target 25.6 25.4 25.1 24.9 24.7 24.5 24.2 24 23.8 23.6 23.3 23.1Actual 26.4 25.3 26.8 23.7Target 98.5 98.5 98.5 98.5 98.5 98.5 98.5 98.5 98.5 98.5 98.5 98.5Actual 97.65 90.6 95.4 87.7
SHE Measures
OTIF
OPE Plant (13 week average)
Cost vs Budget
FACTORY KPI SCORECARD
Key Performance Indicators
OEE Plant (13 week average)
MONTHS
OEE%
0
10
20
30
40
50
60
70
1 4 7 10 13Week No
OPE%
0
0.5
1
1.5
2
2.5
1 4 7 10 13Week No
Cost v Budget
02468
101214161820
1 4 7 10 13Week No
SHE
0
5
10
15
20
25
30
1 3 5 7 9 11 13 15Week No
OTIF
0
20
40
60
80
100
120
1 4 7 10 13Week No
KPI’s
Suni Vatnhamar 2016 34
KPI and Loss driven process
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DECTarget 51.6 51.6 51.6 51.6 53.2 55.1 56.6 58.6 59.7 60.8 61.8 62.8Actual 52.3 51.58 52.41 53.66Target 51.6 51.6 51.6 51.6 53.2 55.1 56.6 58.6 59.7 60.8 61.8 62.8Actual 52.1 52.1 52.1 52.1 Target 14.6 16 16.9 16.5 17 17.3 17 17.2 17.4 17.2 17.4 18Actual 16.2 16.8 16 15.6Target 25.6 25.4 25.1 24.9 24.7 24.5 24.2 24 23.8 23.6 23.3 23.1Actual 26.4 25.3 26.8 23.7Target 98.5 98.5 98.5 98.5 98.5 98.5 98.5 98.5 98.5 98.5 98.5 98.5Actual 97.65 90.6 95.4 87.7
SHE Measures
OTIF
OPE Plant (13 week average)
Cost vs Budget
FACTORY KPI SCORECARD
Key Performance Indicators
OEE Plant (13 week average)
MONTHS
OEE%
0
10
20
30
40
50
60
70
1 4 7 10 13Week No
OPE%
0
0.5
1
1.5
2
2.5
1 4 7 10 13Week No
Cost v Budget
02468
101214161820
1 4 7 10 13Week No
SHE
0
5
10
15
20
25
30
1 3 5 7 9 11 13 15Week No
OTIF
0
20
40
60
80
100
120
1 4 7 10 13Week No
KPI’s Losses
Site Year Plan
Focus on “red” KPI’s
Prioritisation
Suni Vatnhamar 2016 35
Prioritisation matrix
1.priority 2.priority
3.priority 4.priority
Difficulty (resource need and complexity)
HighLittle
Littl
eH
igh
Expe
cted
effe
ct
Suni Vatnhamar 2016 36
Loss driven KPI deployment
OEEIncrease of 7%
BreakdownsDown 3 OEE%
Change overDown 2 OEE%
No materialDown 2 OEE%
Maintenance Tool setters Logistics
Use the losses to set KPI’s at all levels in the organisation, including support functions
Suni Vatnhamar 2016 37
PBS tools from Loss analysis
Loss
Effective maint.
Autonomous maint
Focused Impr.
When you know the losses and understand the problems behind, you can use good leadership and the right tools to remove the losses
Which tool to use is dependent on the actual loss
Waste
5S
SMEDPull
Zero defects
One Piece Flow
Standardised work
Standardisation
Suni Vatnhamar 2016 38
THANKS !