PCF000-System general concepts training session

Whats FMS ? Factory Monitoring System A production supervision system using a set of data collection software and hardware installed directly on the shop-floor, allowing real-time statistical analysis of key performance indicators related to quantities produced and production losses.

Optical sensors capturing board assembly pass. Defining: Quantity, Rythim and stoppages of the line.

FMS Closed-Loop Production Management

Flash

Production Area
Route r Finui E N G I N E Labeling Equipments SOp

Route r

Production Improvements !
Photo Sensor Collect the Structure Board Collect Flash and Assembly / Finui Data by Routers Data by PDMS Data Base Photo Sensor

EnO-FA
Network

Network Buffer PDMS Data Base

FMS Gateway Server FMS Main Server

Revision meetings
Mo del
A B

When?
Each shift change Beginning of each shift Weekly Weekly Weekly Weekly

Durat ion
10 min. 10 min. 15 min. 30 min. 60 min. 60 min.

Who?
Ending shift KO and beginning shift KO. Supervisor, Key Operator and operators Supervisor, Key Operator and operators. Chief and supervisor Production Manager, all chiefs. Main Manager and Area Managers.

FMS reports

B+R C D E

FMS Key Performance Indicator (KPI) Concept

TOTAL TIME
24 HOURS X 365 DAYS

AVAILABLE TIME

NON WORKING TIME PLANNED STOPS UNPLANNED STOPS

OPERATIONAL TIME

RUNNING TIME

GROSS PRODUCTIVE TIME TIME LOST BY SPEED LOSS NET PRODUCTIVE TIME TIME LOST BY REWORKING PIECES TIME LOST BY PIECES SCRAPPED

Key Performance Indicators

AVAILABLE TIME

TIME LO T BY PIECE CRAPPE

Overall Equipment Effectiveness OEE = FTT x Performance x Availability Asset Effectiveness AE = OEE x TIME AVAILABLE TOTAL TIME
5

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NET PRO

CTIVE TIME

TIME LO T BY OR IN PIECE

TIME LO T BY LO

RO

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R NNIN

TIME

CTIVE TIME

NPLANNE TOP

OPERATIONAL TIME TEMPO OPERACIONAL

PLANNE TOP

PEE

     
O R AY

TOTAL TIME

NON TIME

OR IN

FTT = NET PRODUCTIVE TIME GROSS PRODUCTIVE TIME

PERFORMANCE = GROSS PRODUCTIVE TIME RUNNING TIME

AVAILABILITY = RUNNING TIME AVAILABLE TIME

Key Performance Indicators

INDICATORS FTT ( First Time True) FORMULAS NET PRODUCTIVE TIME / (GROSS PRODUCTIVE TIME) GROSS PRODUCTIVE TIME / RUNNING TIME RUNNING TIME / TIME AVAILABLE

K n o w n

PERFORMANCE AVAILABILITY OEE (Overall Equipment Effectiveness) AE (Asset Effectiveness) QUALITY EFFICIENCY UTILIZATION PRODUCTIVITY UNPLANNED STOPS PLANNED STOPS 6

FTT * Performance * Availability

OEE * Available Time/Total Time (TIME LOST BY SCRAPPING + TIME LOST BY REWORKING) (GROSS PRODUCTIVE TIME) NET PRODUCTIVE TIME / RUNNING TIME RUNNING TIME / OPERATIONAL TIME NET PRODUCTIVE TIME / OPERATIONAL TIME UNPLANNED STOPS / OPERATIONAL TIME PLANNED STOPS / AVAILABLE TIME

F M S

Key Performance Indicators

TOTAL TIME
24 HOURS X 365 DAYS

AVAILABLE TIME

NON WORKING TIME

OPERATIONAL TIME

PLANNED STOPS UNPLANNED STOPS

RUNNING TIME

GROSS PRODUCTIVE TIME TIME LOST BY SPEED LOSS NET PRODUCTIVE TIME TIME LOST BY REWORKING PIECES TIME LOST BY PIECES SCRAPPED

QUALITY =

(TIME LOST BY SCRAPPING + TIME LOST BY REWORKING)

GROSS PRODUCTIVE TIME

7

Key Performance Indicators

TOTAL TIME
24 HOURS X 365 DAYS

AVAILABLE TIME

NON WORKING TIME PLANNED STOPS UNPLANNED STOPS

OPERATIONAL TIME

RUNNING TIME

GROSS PRODUCTIVE TIME TIME LOST BY SPEED LOSS NET PRODUCTIVE TIME TIME LOST BY REWORKING PIECES TIME LOST BY PIECES SCRAPPED

EFFICIENCY =

NET PRODUCTIVE TIME RUNNING TIME

8

Key Performance Indicators

TOTAL TIME
24 HOURS X 365 DAYS

AVAILABLE TIME

NON WORKING TIME PLANNED STOPS UNPLANNED STOPS

OPERATIONAL TIME

RUNNING TIME

GROSS PRODUCTIVE TIME TIME LOST BY SPEED LOSS NET PRODUCTIVE TIME TIME LOST BY REWORKING PIECES TIME LOST BY PIECES SCRAPPED

USAGE =

RUNNING TIME OPERATIONAL TIME

9

Key Performance Indicators

TOTAL TIME
24 HOURS X 365 DAYS

AVAILABLE TIME

NON WORKING TIME PLANNED STOPS UNPLANNED STOPS

OPERATIONAL TIME

RUNNING TIME

GROSS PRODUCTIVE TIME TIME LOST BY SPEED LOSS NET PRODUCTIVE TIME TIME LOST BY REWORKING PIECES TIME LOST BY PIECES SCRAPPED

PRODUCTIVITY =

NET PRODUCTIVE TIME OPERATIONAL TIME

10

Key Performance Indicators

TOTAL TIME
24 HOURS X 365 DAYS

AVAILABLE TIME

NON WORKING TIME PLANNED STOPS UNPLANNED STOPS

OPERATIONAL TIME

RUNNING TIME

GROSS PRODUCTIVE TIME TIME LOST BY SPEED LOSS NET PRODUCTIVE TIME TIME LOST BY REWORKING PIECES TIME LOST BY PIECES SCRAPPED

UNPLANNED STOPS =

UNPLANNED STOPS OPERATIONAL TIME

11

Key Performance Indicators

TOTAL TIME
24 HOURS X 365 DAYS

AVAILABLE TIME

NON WORKING TIME PLANNED STOPS UNPLANNED STOPS

OPERATIONAL TIME

RUNNING TIME

GROSS PRODUCTIVE TIME TIME LOST BY SPEED LOSS NET PRODUCTIVE TIME TIME LOST BY REWORKING PIECES TIME LOST BY PIECES SCRAPPED

PLANNED STOPS =

PLANNED STOPS AVAILABLE TIME

12

Key Performance Indicators

TOTAL TIME
24 HOURS X 365 DAYS

AVAILABLE TIME

NON WORKING TIME PLANNED STOPS UNPLANNED STOPS

OPERATIONAL TIME

RUNNING TIME

GROSS PRODUCTIVE TIME TIME LOST BY SPEED LOSS NET PRODUCTIVE TIME TIME LOST BY REWORKING PIECES TIME LOST BY PIECES SCRAPPED

FTT =

NET PRODUCTIVE TIME GROSS PRODUCTIVE TIME

13

Key Performance Indicators

TOTAL TIME
24 HOURS X 365 DAYS

AVAILABLE TIME

NON WORKING TIME PLANNED STOPS UNPLANNED STOPS

OPERATIONAL TIME

RUNNING TIME

GROSS PRODUCTIVE TIME TIME LOST BY SPEED LOSS NET PRODUCTIVE TIME TIME LOST BY REWORKING PIECES TIME LOST BY PIECES SCRAPPED

PERFORMANCE =

GROSS PRODUCTIVE TIME RUNNING TIME

14

Key Performance Indicators

TOTAL TIME
24 HOURS X 365 DAYS

AVAILABLE TIME

NON WORKING TIME PLANNED STOPS UNPLANNED STOPS

OPERATIONAL TIME

RUNNING TIME

GROSS PRODUCTIVE TIME TIME LOST BY SPEED LOSS NET PRODUCTIVE TIME TIME LOST BY REWORKING PIECES TIME LOST BY PIECES SCRAPPED

AVAILABILITY =

RUNNING TIME AVAILABLE TIME

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Key Performance Indicators

D C T SQ T CT R R U C U C W
O O T A TO E E E E O ECE T E O T C A ECE E

AE = OEE x AE = ET

AVA A E T E TOTA T E O UCT VE T A ET AE = E ET E X AVA A AVA

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17

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Reports Consolidation Hierarchy

Plant
Chennai

Areas

Line BA

Line FA

Sectors

Sector A

Sector B

Sector C

Sector D

Groups

Group A

Group B

Group C

Group D

Group E

Group F .

Resources

R1

R2

R3

R4

R5

R6

R7

R8

R9

R10

18

Resource Visualization

Resources

19

Consolidation Hierarchy
Visualization by Management Level

Managers

Supervisors

Resources

20

Visualization by Management Level

Resources

21

Technical overview
22

FMS logical architecture

PCI-1750 DRIVER Optical sensors GATEWAY SCANNER ADAM6050 DRIVER PDMS/MPWS DRIVER
ORACLE PDMS

MS-SQL MPWS

FILE MANAGER DCM e-mail Server (smtp)

ALARM ENGINE
MS-SQL2k FMS

ADO Connection TCP/IP Connection

BROWSER

VIEW WEB

LICENSE MANAGER

DCOM and MSMQ Connection Electrical Connection

23

Architecture
Application server Database server File server

User workstations

Servers room

Administrative Nokia network

ADAM-6050

PCI-1750 PCI-1750 Gateway 1 Gateway 2

Toten Line - 01

Toten Line - 02

User workstations

Shop-floor Nokia network

Each line has its own shop-floor server; Each shop-floor server has one PCI-1750 I/O card and Electrical panel, allowing the connection of, at most, 16 sensors. 24

Some pictures

25

DATA COLLECTION SCREENS

26

Main shop-floor screens

     

  



27

Main shop-floor Flow

The Line Key operator defines the reason of the stoppage

Line output is running.

Line output stopped!!!

Line is Running

Line Stopped

UNKNOWN STOPS
1.4

WAITING TECHNICIAN

28

REPORT SCREENS
29

Option: Synoptic

30

Option: Indicators
Time Summary and KPIs

31

Option: Indicators
Productivity indicators

32

Option: Indicators
Trends

Consolidated Period of each column.

Choose the indicators that will be seem.

Will be shown the linear line trend

33

Option: Loss Analysis

Status Summary

Choose the quantity of records that want to see. (TOP )

34

Thank You !

Leandro Sekito de Freitas Leandro@ppi-multitask.com.br

35

Production Time diagram

Traditional OEE%
a. Total Time (365/6 x 24 h) Planning Factor (Pf)=b/a
OEE -elements

b.

Available Time (Lack of Available Time Demand)

Non-scheduled time

c.

Running Time

Down Time Losses

General Six Big Losses 1. Breakdowns 2. Setup and adjustments 3. Small stops

Availability Factor (A)=c/b Performance Factor (P)=d/c Quality Factor (Q)=e/d

OEE indicates - how effectively available time is utilized - how much of our available capacity we use in an efficient way AE (Asset Effectiveness) indicates - how well total time and lines theoretical maximum capacity can be utilized - how effectively assets/ investments are used

d. Gross Productive Time

Speed Losses

4. Reduced Speed 5. Start-up rejects 6. Production rejects Qualit y (Q)

e. Net Productive Time

Quality Losses

OEE = AE =

Availability Performance (A) X (P)X

Net Productive time Available time

Availability Performance X (A)X (P) 36

Net Productive time Qualit Planning Factor y X X (Pf) Total time (Q)

2008 Nokia V1-

Lack Production Time diagram of Demand is moved from Available Time area

Pure OEE%
a. Total Time (365/6 x 24 h)
Non-scheduled time (Holidays, Weekends) Non-Schedule Time (Lack of Demand)

to Non-Schedule Time area

b.

Available Time

Planning Factor (Pf)=b/a

c.

Running Time

Down Time Losses

General Six Big Losses 1. Breakdowns 2. Setup and adjustments 3. Small stops

OEE -elements Pure Availability Factor (A)=c/b Pure OEE indicates - how effectively available time is utilized - Lack of Demand is excluded from available time - how much of our available capacity we use in an efficient way AE (Asset Effectiveness) indicates - how well total time and lines theoretical maximum capacity can be utilized - how effectively assets/ investments are used

d. Gross Productive Time

Speed Losses

4. Reduced Speed 5. Start-up rejects 6. Production rejects Qualit y (Q)

Performance Factor (P)=d/c

e. Net Productive Time

Quality Losses

Quality Factor (Q)=e/d

Pure OEE = AE =

Pure Availability Performance (A) X (P)X Pure Availability Performance X (A)X (P) 37

Net Productive time Available time

Net Productive time Qualit Planning Factor y X X (Pf) Total time (Q)

2008 Nokia V1-