OVERALL EQUIPMENT
OVERALL
EQUIPMENT
EFFICIENCY
Principles, Applications, and Analysis
—Peter Drucker/William Thomson
“You can not improve what
you can not measure”
Table of contents
01
Understanding
OEE
History and Definition
02
OEE as a Business
Tool
Benefits of using OEE
03
OEE Calculation
OEE Components
04
OEE as a driver for
Improvement
Analysis, Improvement
Understanding
OEE
01
History of OEE
The concept of
OEE
-
Overall Equipment
Effectiveness was written
about by
Seiichi Nakajima
in 1989
History of OEE
History of OEE
Why was OEE needed in the
first place?
History of OEE
Situation A – 10 hr breakdown, after every 90 hrs
Total: 100 hrs
Situation B – 1 hr breakdown, every 9 hrs
Total: 100 hrs
What is OEE
•
OEE (Overall Equipment
OEE (Overall Equipment
Effectiveness) is both a
Effectiveness) is both a
process monitoring and
process monitoring and
process improvement tool
process improvement tool
•
A framework of measuring the
A framework of measuring the
efficiency of a process, line, or
efficiency of a process, line, or
machine
machine
What is OEE
•
A “best practices” way to continuously
A “best practices” way to continuously
improve the effectiveness of manufacturing
improve the effectiveness of manufacturing
processes
processes
What is OEE
•
Takes into account the most common losses,
Takes into account the most common losses,
and narrows them down into metrics that
and narrows them down into metrics that
provide excellent gauge for measuring where
provide excellent gauge for measuring where
you are – and how you can improve
you are – and how you can improve
What is OEE
•
Takes into account the most common
Takes into account the most common
losses, and narrows them down into
losses, and narrows them down into
metrics that provide excellent gauge for
metrics that provide excellent gauge for
measuring where you are – and how
measuring where you are – and how
you can improve
you can improve
OEE as a
Business
Tool
02
Why use OEE
•
It helps us to see and understand the current process and system
It helps us to see and understand the current process and system
status.
status.
•
It facilitates in making our improvement plans
It facilitates in making our improvement plans
•
It helps us measure our performance
It helps us measure our performance
Why use OEE
Why use OEE
Why use OEE
Why use OEE
Why use OEE
Why use OEE
Why use OEE
Why use OEE
OEE
Calculation
03
OEE COMPONENTS
Availability
Availability
accounts for when the process
accounts for when the process
is not running both
is not running both
Unplanned Stops
Unplanned Stops
and
and
Planned Stops
Planned Stops
.
.
OEE COMPONENTS
Performance
Performance
accounts for when the
accounts for when the
process is running slower than its
process is running slower than its
theoretical top speed.
theoretical top speed.
OEE COMPONENTS
Quality
Quality
accounts for manufactured parts
accounts for manufactured parts
that do not meet set quality standards
that do not meet set quality standards
OEE CALCULATION
OEE as a
driver for
improvement
04
OEE ANALYSIS
OEE ANALYSIS
OEE ANALYSIS
OEE ANALYSIS
OEE ANALYSIS
OEE IMPROVEMENT
OEE IMPROVEMENT
OEE IMPROVEMENT
OEE IMPROVEMENT
OEE IMPROVEMENT
OEE FINAL REMINDERS!
MARK ANTHONY CARO
mdcaro@up.edu.ph
Project Management
Engineering and Maintenance
TPM
Lean Manufacturing
Energy/Environment/Quality Management
Explore the principles, applications, and analysis of Overall Equipment Efficiency (OEE) as a key business tool for measuring and improving manufacturing processes. Learn about the history of OEE, its components, calculation methods, and how it drives continuous improvement in operational efficiency.
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Presentation Transcript
OVERALL EQUIPMENT EFFICIENCY Principles, Applications, and Analysis
You can not improve what you can not measure Peter Drucker/William Thomson
Table of contents 01 02 Understanding OEE OEE as a Business Tool History and Definition Benefits of using OEE 03 04 OEE as a driver for Improvement OEE Calculation OEE Components Analysis, Improvement
01 Understanding OEE
History of OEE The concept of OEE - Overall Equipment Effectiveness was written about by Seiichi Nakajima in 1989
History of OEE Fuji (Holland) Largest investment outside of Japan 3 factories Zero Defects, Zero Loss Arno Koch (US) OEE Toolkit OEE for Operators End of 1990s 1980s 1995 Present SEMATECH (US) Semiconductor Manufacturing Productivity OEE Guidebook OEE Benchmarking
History of OEE Why was OEE needed in the first place?
History of OEE Situation A 10 hr breakdown, after every 90 hrs RUNS 90 HRS STOPS 10 HRS Total: 100 hrs Situation B 1 hr breakdown, every 9 hrs Total: 100 hrs
What is OEE OEE (Overall Equipment Effectiveness) is both a process monitoring and process improvement tool A framework of measuring the efficiency of a process, line, or machine
What is OEE A best practices way to continuously improve the effectiveness of manufacturing processes
What is OEE Takes into account the most common losses, and narrows them down into metrics that provide excellent gauge for measuring where you are and how you can improve
What is OEE Takes into account the most common losses, and narrows them down into metrics that provide excellent gauge for measuring where you are and how you can improve
02 OEE as a Business Tool
Why use OEE It helps us to see and understand the current process and system status. It facilitates in making our improvement plans It helps us measure our performance
03 42% OEE Calculation 58%
OEE COMPONENTS Availability accounts for when the process is not running both Unplanned Stops and Planned Stops.
OEE COMPONENTS Performance accounts for when the process is running slower than its theoretical top speed.
OEE COMPONENTS Quality accounts for manufactured parts that do not meet set quality standards
04 OEE as a driver for improvement
MARK ANTHONY CARO mdcaro@up.edu.ph Project Management Engineering and Maintenance TPM Lean Manufacturing Energy/Environment/Quality Management
