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OEE is comprised of three factors: Availability, Performance, and Quality. While calculating these factors is fairly straightforward, it is important to recognize that a standard definition for OEE does not exist. It is
important to understand the assumptions you are making to make sure that you understand the final OEE result.
OEE measures how effectively TIME is used to produce a quality product. We have established the following definitions of TIME to be used to calculate OEE:
Although we will provide examples of these calculations, the following formulas are used to calculate each of the OEE factors and overall OEE:
You will notice that a quick way to check your OEE result is to calculate the time required to make good parts divided by the Net Available Time:
An 8 hour shift is scheduled to produce three parts as shown in the schedule below. The shift has two 10 minute breaks and a 5 minute clean up period.
Production Schedule:
M/C: A Part #: A123, Cycle: 10 (seconds), Produced: 2240, SCRAP: 50, Unplanned Downtime: 32 minutes
M/C: B Part #: B456, Cycle: 45 (seconds), Produced: 450, SCRAP: 25, Unplanned Downtime: 18 minutes
M/C: C Part #: C789, Cycle: 70 (seconds), Produced: 229, SCRAP: 11, Unplanned Downtime: 22 minutes
Calculating OEE
Calculating OEE starts by calculating the Net Available Time, Net Operating Time, Ideal Operating Team, and Lost Operating Time as shown in the table below.
Now we can calculate the OEE for each process and for the shift. We will also calculate the weighted factors and overall equipment effectiveness.
Part Cycle Time Availability (NOT / NAT) Performance (IOT / NOT) Quality (VAT / IOT) OEE (A * P * Q) OEE (VAT / NAT)
Machine Department Customer
Number Seconds Process Weighted 1 Process Weighted 2 Process Weighted 3
Process Weighted 4
Process Weighted 4
A A123 Weld Paradigm 10 93.0% 33.7% 88.3% 31.6% 97.8% 37.3% 80.2% 29.1% 80.2% 29.1%
B B456 Assembly ACME 45 96.0% 34.8% 77.2% 28.5% 94.4% 32.6% 70.1% 25.4% 70.1% 25.4%
C C789 Assembly Paradigm 70 93.6% 25.7% 82.7% 22.6% 95.2% 26.0% 73.7% 20.3% 73.7% 20.3%
Totals 94.3% 94.3% 82.7% 82.7% 95.9% 95.9% 74.7% 74.7% 74.7% 74.7%
Note that the weighted OEE and factors are not simply arithmetic averages. We have calculated the averages for each of the factors as an extension of the example above to demonstrate this fact.
Using the data from the example above we can easily calculate the OEE for each department as shown in the table below:
Availability (NOT / NAT) Performance (IOT / NOT) Quality (VAT / IOT) OEE (A * P * Q) OEE (VAT / NAT)
Department
Process Weighted 1 Process Weighted 2 Process Weighted 3
Process Weighted 4
Process Weighted 4
OEE Calculated by
Department Weld 93.0% 33.7% 88.3% 31.6% 97.8% 37.3% 80.2% 29.1% 80.2% 29.1%
Assembly 95.0% 60.6% 79.6% 51.1% 94.8% 58.6% 71.6% 45.7% 71.6% 45.7%
Totals 94.3% 94.3% 82.7% 82.7% 95.9% 95.9% 74.7% 74.7% 74.7% 74.7%
The OEE calculations suggest that the Assembly process is not as effective as welding.
Using the same base line data is possible for us to calculate the OEE for each customer. When reviewing the data note how the "weighted" factors have changed. Also note that the overall OEE remains the same.
Availability (NOT / NAT) Performance (IOT / NOT) Quality (VAT / IOT) OEE (A * P * Q) OEE (VAT / NAT)
Customer
Process Weighted 1 Process Weighted 2 Process Weighted 3
Process Weighted 4
Process Weighted 4
OEE Calculated by
Customer ACME 96.0% 34.8% 77.2% 28.5% 94.4% 32.6% 70.1% 25.4% 70.1% 25.4%
Paradigm 93.3% 59.4% 85.9% 54.1% 96.7% 63.3% 77.4% 49.3% 77.4% 49.3%
Totals 94.3% 94.3% 82.7% 82.7% 95.9% 95.9% 74.7% 74.7% 74.7% 74.7%
The OEE calculations in this case suggest that the processes for Paradigm are more effective than ACME.
What if we want to know what to focus on for the assembly operation or what if the customer only cares about their processes?
To calculate the OEE for Paradigm alone, we use the same process as in the previous examples.
In the Customer example below, the weighted OEE and factors are based on ALL processes.
A A123 Weld Paradigm 10 93.0% 33.7% 88.3% 31.6% 97.8% 37.3% 80.2% 29.1% 80.2% 29.1%
C C789 Assembly Paradigm 70 93.6% 25.7% 82.7% 22.6% 95.2% 26.0% 73.7% 20.3% 73.7% 20.3%
Totals 93.3% 59.4% 85.9% 54.1% 96.7% 63.3% 77.4% 49.3% 77.4% 49.3%
It appears that the assembly process for Paradigm parts should be improved compared to the welding operation. Focus should be applied to assembly performance from an efficiency perspective.
If Paradigm is ONLY interested in how their processes are running, then the weighting of the OEE and factors should be calculated for their process as shown in the table below.
Note that the only change is the Weighted OEE. Comparing this table to the above weighted calculations, you can see how Paradigms processes contribute to the overall OEE for the shift.
Part Availability (NOT / NAT) Performance (IOT / NOT) Quality (VAT / IOT) OEE (A * P * Q) OEE (VAT / NAT)
Machine Customer
Number Process Weighted 1 Process Weighted 2 Process Weighted 3
Process Weighted 4
Process Weighted 4
A A123 Weld Paradigm 10 93.0% 52.9% 88.3% 50.0% 97.8% 57.0% 80.2% 45.6% 80.2% 45.6%
C C789 Assembly Paradigm 70 93.6% 40.4% 82.7% 35.8% 95.2% 39.7% 73.7% 31.8% 73.7% 31.8%
Totals 93.3% 93.3% 85.9% 85.9% 96.7% 96.7% 77.4% 77.4% 77.4% 77.4%
To calculate the OEE for the Assembly department, again, we use the same process as in the previous examples.
Note that we have kept the weighted factors relative to the TOTALS for ALL parts in the first OEE summary table.
Part Availability (NOT / NAT) Performance (IOT / NOT) Quality (VAT / IOT) OEE (A * P * Q) OEE (VAT / NAT)
Machine Assembly Department
Number Process Weighted 1 Process Weighted 2 Process Weighted 3
Process Weighted 4
Process Weighted 4
B B456 Assembly ACME 45 96.0% 34.8% 77.2% 28.5% 94.4% 32.6% 70.1% 25.4% 70.1% 25.4%
C C789 Assembly Paradigm 70 93.6% 25.7% 82.7% 22.6% 95.2% 26.0% 73.7% 20.3% 73.7% 20.3%
Totals 95.0% 60.6% 79.6% 51.1% 94.8% 58.6% 71.6% 45.7% 71.6% 45.7%
Part Availability (NOT / NAT) Performance (IOT / NOT) Quality (VAT / IOT) OEE (A * P * Q) OEE (VAT / NAT)
Machine Assembly Department
Number Process Weighted 1 Process Weighted 2 Process Weighted 3
Process Weighted 4
Process Weighted 4
B B456 Assembly ACME 45 96.0% 54.6% 77.2% 44.4% 94.4% 52.7% 70.1% 39.8% 70.1% 39.8%
C C789 Assembly Paradigm 70 93.6% 40.4% 82.7% 35.2% 95.2% 42.1% 73.7% 31.8% 73.7% 31.8%
Totals 95.0% 95.0% 79.6% 79.6% 94.8% 94.8% 71.6% 71.6% 71.6% 71.6%
How do we determine which operation to work on? Based on the Assembly department above, it appears that Process B needs improvement in both performance and quality to improve the overall OEE.
While there may be no "right" answer, we affirm that the opportunity to pursue is the one that will have the greatest impact to the bottom line.
Refer to the "OEE Documentation" Tab for a more detailed presentation using actual cost data.
Availability:
Availability will have a direct and indirect impact on both Labour and Burden. It could be argued that if a machine is down for an extended period of time, the direct labour could be redeployed to run another
machine or work center. While this makes for a good business case, it also implies that the direct labour will be redeployed to run parts that weren't required to begin with. This isn't exactly Lean Thinking. Also,
depending on the length of time that the machine is down, overtime costs may be incurred to make up for lost production.
The point is that when a machine goes down, there is a price to be paid. The real question is, "How much?"
Performance:
Performance has a direct impact on the Labour and to some degree the burden costs of the operation. Again, this will depend on the net effect of the performance loss. If the loss is significant enough to drive your
plant into working overtime, then there will be increased labour and burden costs.
Quality:
Quality impacts all three costs being considered. Material, Labour, and Burden are all lost when a part is scrapped. In addition to these process costs, there are the administrative and other handling costs
associated with the scrapped materials. Even if the material is reworked, typically the only cost recovered is material. Reworking product also introduces new administrative and handling costs associated with the
rework process. New burden costs not normally incurred in the original process are also introduced when repairing product.
Sorting, Repair, or any other type of containment activitiy will result in NON-VALUE ADDED Costs. These costs should be part of the consideration when determining process improvements.
Part Cycle Time Availability (NOT / NAT) Performance (IOT / NOT) Quality (VAT / IOT) OEE (A * P * Q)
Machine Department Customer Material Labour
Number Seconds Process Weighted 1 Process Weighted 2 Process Weighted 3
Process Weighted 4
A A123 Weld Paradigm 10 93.0% 33.7% 88.3% 31.6% 97.8% 37.3% 80.2% 29.1%
B B456 Assembly ACME 45 96.0% 34.8% 77.2% 28.5% 94.4% 32.6% 70.1% 25.4%
C C789 Assembly Paradigm 70 93.6% 25.7% 82.7% 22.6% 95.2% 26.0% 73.7% 20.3%
Totals 94.3% 94.3% 82.7% 82.7% 95.9% 95.9% 74.7% 74.7%
Overall Equipment Effectiveness (O.E.E.)
OEE is to be tracked for each major cell for every shift of production.
OEE http://www.leanexecution.wordpress.com
Overall Equipment Effectiveness is the measure of Productive Time / Planned Production Time Vergence Business Associates - Manufacturing Consultants
In other words, it is the measure of VALUE ADDED Time / Planned Production Time Redge Semplonius - President & CEO
Toronto, Ontario, Canada
Overall OEE = Total Time To Make a Quallity Part @ Standard Lean Execution Advanced Strategy Team
Total Planned Production Time Providing Solutions in Real Time for Real Results
Focus For Success
Definitions: Lean Manufacturing, Six Sigma, Quality Systems (TS-16949, ISO9001)
Performance
- Cycle Time (Standard Labor)
- Stampings - Actual Strokes per Minute
- Assembly - Button to Button Cycle Time - NO Efficiency Factors Added
- Standard Labor
- Headcount of personnel required to staff each operation with no sort, rework, or containment
- Acceptable = Rework included in Standard Process only or Customer mandated Product Launch
Availability
Total Available Time
- Gross Available Time = Actual SCHEDULED Time, Maximum 1 Shift 480 minutes
- Net Available Time = Total Available Time - Planned Downtime 435 minutes
- Unplanned Downtime
- Changeover (Dies / Tools)
- Breakdown
- Tip Changes
- Coil Changes
- Material Handling
- Any Other Unscheduled Events
Quality (FTT)
- Parts Scrapped
- Weld Destruct
- Coil Ends
- Rework on the Line
- Containment
Calculating OEE
Note: Quantities of parts are a measure of TIME. Quantity X Cycle Time = Time Required to Produce Parts
This provides a measure of how well the assets are being utilized in the plant or facility.
Productive Time ONLY occurs when a quality part is produced at rate. (Time to make parts that can be sold or used in subsequent processes).
From the example below, the overall weighted OEE = (Total Time to Produce A Quality Part @ Standard) / (Total Planned Production Time)
Although alternative methods are presented to calculate the weighted values for the OEE factors, all resolve back to the same fundamental formulas.
OEE Measures how effectively the time for a piece of equipment or process is utilized. Be cognizant of processes that yield more than 1 part per machine cycle.
Although Quality (FTT) appears to measure quality based on Quantity of parts, this is directly correlated to the TIME required to produce the parts.
- EXAMPLE: (Working Model) Data input fields are indicated by the TAN Background
Part Standard Cycle Time Total Parts Scrap Total Good Scheduled Production Time Planned Down Time
(Seconds) (Maximum 1 Shift = 480 minutes) (Minutes)
A 75 290 10 280 480 40
B 75 150 0 150 240 15
C 15 1250 0 1250 480 40
D1 7.5 1000 1000 0 240 15
E 1
52 500 500 0 480 40
Total 3190 1510 1680
1. Parts D & E are ON CONTAINMENT = All Parts Scrapped
- AVAILABILITY Refer to Notes for Unplanned Downtime event details. Actual Operating Time = Net Available Time - Unplanned Down Time
AVAILABILITY
(Time Available to Produce Parts) Availability %
OEE Documentation
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Refer to Notes for Unplanned Downtime event details. Actual Operating Time = Net Available Time - Unplanned Down Time
Part Net Available Time Unplanned Actual Operating Time Availability - (1&2) Availability Weighted
Down Time % %
Total Available Time - Planned Down (Net Operating Time Actual)
Time (Minutes) (Minutes) Actual Operating Time Availability % * Planned Time
(Planned Production Time) Planned Time Total Planned Time
(Minutes)
Gross Operating Time = (Standard Cycle Time / 60) X Total Parts Made
Performance
(Time to Produce ALL Parts @ Standard) Performance %
Part Actual Cycle Time Gross Operating Time Performance (1) Performance (2) Performance Weighted
@ Standard % (%) %
Actual Operating Time * 60
Total Parts Produced (Time to Produce Total Parts Gross Operating Time Standard Cycle Time Performance % * Actual Operating Time
@ Standard Cycle) Actual Operating Time Actual Cycle Time Total Actual Operating Time
(Seconds)
(Minutes)
Quality
Time to Produce Quality Parts @ Standard Quality %
Part Net Operating Time Quality (1) Quality (2) Quality Weighted Quality Weighted
@ Standard % (%) % %
(Time to Produce Quality Parts Net Operating Time Good Parts Planned Operating Time * A% * P% Gross Operating Time @ Standard
@ Standard Cycle) Gross Operating Time Total Parts Total Planned Operating Time * TA% * TP% Total Gross Operating Time @ Standard
(Minutes)
Part OEE %
A OEE (1) OEE (2) Weighted OEE
% %
OEE % * Planned Time
A*P*Q A*P*Q Total Planned Time
General:
Understanding OEE and it's related factors, is key to managing "process" changes.
While OEE determines how efficiently time is being used by a particular machine or across the entire plant - it doesn't measure the TOTAL cost of inefficiencies!
Labour Variance:
When deciding which process to address first, consider the total direct labour required to run it.
Two processes running at the same overall OEE may have considerable cost implications (differences).
Material Variance:
When deciding which process to address first, consider the cost of material required to make the parts.
Two process running at the same overall OEE and Quality may have significant differences with respect to cost impact.
Salvage / Recovery revenue should also be considered in the overall part assessment.
OEE Documentation
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Learn to appreciate the difference in value of materials. Example: Gold and Silver.
Burden Variance:
VOLUME:
The effect of volume should be clear as the cost differences will vary accordingly.
EXAMPLE of Cost Implications: NOTE That the OEE is the SAME for both processes.
Scrap material may be sold and as a result could return revenue to offset the overall cost impact.
Variances
Process Salvage
Labour Material Total
A $24.18 $0.11 $24.28 $0.02
B $6.04 $64.29 $70.33 $9.64
A-B $18.13 $(64.18) $(46.05) $(9.63)
EFFECT of Volume
In this example, it is clear that while the labour cost for process A presents a cause for concern and should be addressed before looking at Process B, the material cost variance presents a much greater opportunity for process B.
Putting it all together, based on Volume, the real process to focus on is Process A.
- Definition:
Measures how well assets in the plant are being utilized in an area or total plant. This is typically based on a 24 hour day, 7 days / week, 365 day base line.
For a shift the TEEP will be based on a full 8 hour day (480 minutes).
Total Net Available Time * OEE Total Net Value Added Time
TEEP OR
Total Available Asset Time Total Available Asset Time
It is possible for OEE to show continued improvement, however, equipment utilization is affected by volume and product mix based on customer demand.
The weighted OEE does not provide an indicator of how effectively the equipment is being utilized. Consider 1 High performance job running in 1 of 2 machines versus 2 Lower performance jobs running in 2 of 2 machines.
Extreme caution should be exercised when comparing the OEE between two shifts, production areas, or plants based on overall performance unless they present the same "product / process" mix. In the example below, Shift A has a higher weighted OEE
when compared to Shift B although there is real no difference between them. When considering the TEEP, Shift B actually outperforms shift A by a large margin because more asset capacity was used to make parts. When comparing line item processes,
both ran equally well.
SHIFT A
Part / Process OEE % Available Asset Time Net Available Time Weighted OEE TEEP (Asset Utilization %) Weighted TEEP
OEE Documentation
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Net Available Time * OEE Net Available Time * OEE Net Available Time * OEE
TOTAL Net Available Time Available Asset Time TOTAL Available Asset Time
Shift B
Part / Process OEE % Available Asset Time Net Available Time Weighted OEE TEEP (Asset Utilization %) Weighted TEEP
Net Available Time * OEE Net Available Time * OEE Net Available Time * OEE
TOTAL Net Available Time Available Asset Time TOTAL Available Asset Time
- TEEP Summary
Improved OEE performance will yield a lower TEEP as more capacity is made available. The objective then becomes filling this available capacity.
OEE Documentation
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G138:
Refer to Notes for Unplanned Downtime event details.
H138:
Actual Operating Time = Net Available Time - Unplanned Down Time
H145:
Total Actual Operating Time
Total Net Available Time
G156:
Gross Operating Time = (Standard Cycle Time / 60) X Total Parts Made
G163:
Total Operating Time to Produce Total Parts @ Standard
Total Actual Operating Time
F172:
(Cycle Time @ Standard / 60) X Good Parts Made
F179:
Total Time to Produce Quality Parts @ Standard
Total Time to Produce Total Parts @ Standard
E195:
Net Operating Time @ Standard
Total Net Available Time
Notes
Confidential Page 9
02/23/2011 / 09:13:12
© Vergence Business Associates - Manufacturing Consultants
Toronto, Ontario, Canada - 14-Jun-09
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