Название: Overall Equipment Effectiveness
Автор: Robert Hansen C.
Издательство: Ingram
Жанр: Здоровье
isbn: 9780831191153
isbn:
4.The selected bottleneck area should incorporate all necessary changes for high OEE (Elevate).
5.When this area is successful, the next prioritized key asset should implement the new methods, insuring that the greatest benefits are achieved quickly (Go Back).
Many companies have achieved tremendous improvement by launching such a strategy, including Reynolds Metals Company, as outlined in the June 1998 issue of Reliability magazine8. Reynolds Metals embraced a new process it called “Total Productive Manufacturing.” This process refocused its manufacturing at the plant level, from “Mission/Vision” all the way to best practices on the shop floor. Measuring its own progress was a vital part of the process of change. The backbone of these measures was OEE improvement.
*The word ‘factory’ can be replaced by ‘refinery’ throughout this book.
References:
1. Nakajima, Seiichi. Introduction to TPM: Total Productive Maintenance. Cambridge, Massachusetts: Productivity Press, 1988.
2. Allen, F. “How Do You Make Paper Clips?.” American Heritage of Invention & Technology, Volume 14/number 1, (1998): page 6.
3. Pray, Tom. “Decide II Simulation: A Full-enterprise Business Simulation.Tom Pray,” Rochester Institute of Technology, New York (1999).
4. Shingo, Shigeo. A Revolution in Manufacturing: The SMED System, Cambridge, Massachusetts: Productivity Press, 1985.
5. Moubray, John. Reliability-centered Maintenance. 2nd Edition, New York, New York: Industrial Press, 1997.
6. Cox III, J., Spencer, M. The Constraints Management Handbook. Boca Raton, Florida: The St. Lucie Press, 1998.
7. Goldratt, Eli. Critical Chain. Great Barrington, Massachusetts: The North River Press, 1997.
8. Holt, F., E. Myers, R. Underwood, and others. “Building and Sustaining Total Productive Manufacturing At Reynolds Metals Company.” Reliability Magazine Volume 5 Issue 2, (June 1998): pages 4-12.
LEARNING THE BASICS OF OEE METRICS
2.1 Definitions of OEE Categories
This chapter introduces definitions of OEE categories, a sample production report, summary results with OEE calculations, and a reconciliation of the various OEE results and losses. The categories that follow are suggested as a basic set for nearly every key manufacturing area. The purpose of the categories is to provide enough detail to focus priorities and reveal areas of major opportunity. All events must be categorized without using categories such as “miscellaneous” or “other.” At the same time, the categories should not be so detailed that they are overwhelmed by too much incremental information. Larger processes should accumulate information for each key step.
The categories should allow the company to identify its opportunities in a reasonable time frame. They should also form the baseline for detailed analysis. Using common categories enables a company to benchmark similar areas both internally and externally. To be successful at benchmarking, all events must be categorized; total reconciliation is then supported and credibility is maintained. More discussion on benchmarking can be found in section 8.10.
A sample product report of the important categories follows in section 2.3. This report, which covers a production period of 40 hours, looks at a full range of problems and includes a log sheet that categorizes the various events. A suggested report is attached along with the TPM (Nakajima) OEE formulas1 and three methods of computing OEE. Regardless of the approach used, the OEE and various Loss percentages should total 100 percent.
Key Definitions: