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Pertemuan - 7

Overall Equipment Effectiveness

(OEE)

SUHARDIANTO ST, MT
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Measurements

If you cannot measure it, you cannot manage it.

Overall Equipment Effectiveness, or “OEE,” is a well

known concept in maintenance and is a way of
measuring
the effectiveness of a machine.

It is the backbone of many techniques employed in

asset management programs.
OEE, what is it? 3

• a best “practices” way to monitor and improve the effectiveness of the

manufacturing processes (i.e. machines, manufacturing cells, assembly
lines)
• simple and practical tools because it takes the most common and important
sources of manufacturing productivity loss, place them into three primary
categories and distills them into metrics that provide an excellent gauge for
measuring where you are and how you can improve
• frequently used as a key metric in TPM and Lean Manufacturing programs
and gives a consistent way to measure the effectiveness of TPM and other
initiatives by providing an overall framework for measuring production
efficiency.
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Advantages of OEE
• correctly reduces complex production problem
• easy to follow steps in handling data and information
• methodically improve the processing using basic measurement
• can not be manipulated
• immediately indicates the current status of a manufacturing process
• becomes a multifaceted tool allowing to understand the effect of the various
issues in the manufacturing process and how they affect the entire process
• allows the company to have separate business function by applying/using
a single, easy to understand formula

OEE is the most effective benchmarking tool in making

sound management decision
OEE consists of 5

• Availability Ratio — The share of the actual production time and the planned
production time. All planned stops and breakdowns will reduce the availability
ratio, including set-up times, preventive maintenance, breakdowns and lack
of operators.
The only time that you may choose to deduct from the availability ratio is lack
of orders.
• Performance Ratio — Loss of production due to under-utilization of the
machinery. In other words, losses are incurred when the equipment is not run
with full speed. Short, unregistered, stops may affect the performance ratio
as well.
• Quality Ratio — The amount of the production that has to be discharged
or scrapped
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OEE = actual output/theoretical maximum output

(OEE 100%)

OEE = availability ratio x performance ratio x quality ratio

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OEE is the way to measure how effectively machine / equipment hours are used
(Value Adding)
OEE is loss due to:
Total time Depending on definition TPM
e.g. 480 min. (1 shift) different losses

Planned - breaks, planned

Available time maintenance, training
Downtime
- breakdowns, repairs
- changeover
Running time Downtime
- adjustment
- start up

- machine speed
Performance
Productive time - short stoppages
Losses - lower yield

- scrap
Effective time Quality Losses - reject
- rework
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Total time
e.g. 480 min. (1 shift)

Available time Planned - breaks, planned

maintenance, training
Downtime
420 min.
- breakdowns, repairs

Running time Downtime

- changeover
- adjustment
340 min. - start up

- long cycle time

Productive time Performance
- minor stoppages
270 min. Losses - reduced yield

- scrap
Effective time Quality Losses - rework
- rejects
250 min.

Total losses = 170 min / shift

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Available time - Downtime
Availability
OEE (in %) =
(Running Efficiency) = Available time

420 min - 80 min

=
420 min
factor 81%

Running time -
Productive Performance=
Performance loss

X 340 min
Running time

340 min – 70
Quality ==
min
factor 79.4%

270 min

Productive time -
Quality loss time

X
Productive time

270 min - 20 min

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Data collection is the very important basis to increase OEE

Collect data for all downtime Data analysis and Make improvements
and losses on the machine visible measure visible and implement

Analysis
35
Repairs 30
Autonomous Mainten.
25
20
Change over, Adjustm. 15 Preventive Maintenance
10
5
Tool change Changeover reduction
Repair Changeover Tool change Scrap Minor Stopp.

Minor stoppages 33 26 16 7 3
Standardize tooling
Scrap, rework
OEE Trend Improved machine
Target 2003 reliability

Standardisation

Kaizen
J F M A M J J A S O N D
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Machine Information Departement Information Company Information
OEE trend machine 01 OEE trend Machine 01
Target 2003
Target 2003
Data
J F M A M J J A S O N D
OEE J FMAMJ J ASOND

OEE trend Machine 02 Produktivity

J FMA M J J A SOND
Target 2003 J FMAMJ J ASOND J FMAMJ J ASOND

J FMAMJ J ASOND
30 other
35 Analysis J F M A M J J A S O N D
20 OEE trend Machine 03 J
25 Target 2003
10 FMAMJ J
15 ASOND

5 J FMAMJ J ASOND Repairs ChgeoverTool chg. Scrap Min.Stop.

J F M A M J J A S O N D
33 26 16 7 3

shows developement, trends

shows the current situation shows the machine and links beween targets and of the
machine or plant in the area achievements
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company Effects of OEE improvement activities Date Department
.

OEE
in %
target

effect of improvement project

2003 2004
t

Measures
introduction training

removal of defects

elimination of defects

standards / check
lists

improvement projects
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16 Kinds of loss

8 availability losses 5 productivity

– not part of OEE -
losses 3 production/ cost losses

Machine failure Management losses

Set up & adjustments Motion

Loss of energy

Tool changes Line organization

Die, Jig and tool losses

Start-up losses Logistics

Yield losses

Minor stoppages Adjustments

Speed Losses

Defects and Rework

Shutdown
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Penimbangan Tandan Buah Segar Penyortiran Tandan Buah Segar Sterilisasi Tandan Buah Segar

Digester
Thresser

Crude Palm Oil Processing

Screw Press
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Hasil Analisis Loses
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Documentation: one of the most weaknesses
Preventive Maintenance Problems

Lack of
PM Data not Poor schedule Wrong equipment
Management
Being recorded Compliance selected
support

Low PM
Indicators

Lack of EPA, Insufficient Not changing Lack of

OSHA, ISO Details on Or updating Maintenance
Regulations PMs PMs Skills
 Predictive Maintenance Problems 26

Organization is Insufficient Insuffiicient Insufficient

too reactive Staffing for PdM Training on PdM Equipment
tools Failure data

Low PdM
Indicators

Lack of Not changing Lack of

Poor foundation
Organization Or updating Focus to
For PdM
“Buy-in” PMs program
 Total Productive Maintenance Problems 27

Lack of an Initiated as
Lack of changing Trying to Copy
Equipment OEE part of
R&R System another company
focus downsizing

Low TPM
Indicators

Lack of Lack of Insufficient

Work culture not
Management Maintenance Workforce
evolved properly
knowledge Basics training