![]() Examples include both Slow Cycles, and Small Stops. Performance takes into account Performance Loss, which includes all factors that cause production to operate at less than the maximum possible speed when running. Examples include Unplanned Stops (such as breakdowns and other down events) and Planned Stops (such as changeovers). OEE consists of three underlying components, each of which maps to one of the TPM goals set out at the beginning of this topic, and each of which takes into account a different type of productivity loss.Īvailability takes into account Availability Loss, which includes all events that stop planned production for an appreciable length of time (typically several minutes or longer). An OEE score of 40% is not uncommon for manufacturers without TPM and/or lean programs.An OEE score of 60% is fairly typical for discrete manufacturers.An OEE score of 85% is world class for discrete manufacturers.An OEE score of 100% is perfect production.It was developed to support TPM initiatives by accurately tracking progress towards achieving “perfect production”. OEE (Overall Equipment Effectiveness) is a metric that identifies the percentage of planned production time that is truly productive. OEE and the Six Big Losses Introduction to OEE Supports production through improved administrative operations (e.g., order processing, procurement, and scheduling).Extends TPM benefits beyond the plant floor by addressing waste in administrative functions.Specifically targets the goal of an accident-free workplace.Īpply TPM techniques to administrative functions.Eliminates potential health and safety risks, resulting in a safer workplace.Maintain a safe and healthy working environment. Managers are trained on TPM principles as well as on employee coaching and development.Maintenance personnel learn techniques for proactive and preventative maintenance.Operators develop skills to routinely maintain equipment and identify emerging problems.Applies to operators, maintenance personnel and managers. Maintenance is simpler and more robust due to practical review and employee involvement prior to installation.įill in knowledge gaps necessary to achieve TPM goals.New equipment reaches planned performance levels much faster due to fewer startup issues.Combines the collective talents of a company to create an engine for continuous improvement.ĭirects practical knowledge and understanding of manufacturing equipment gained through TPM towards improving the design of new equipment.Recurring problems are identified and resolved by cross-functional teams.Have small groups of employees work together proactively to achieve regular, incremental improvements in equipment operation. Reduces cost by catching defects early (it is expensive and unreliable to find defects through inspection).Specifically targets quality issues with improvement projects focused on removing root sources of defects.Apply Root Cause Analysis to eliminate recurring sources of quality defects. Reduces inventory through better control of wear-prone and failure-prone parts.ĭesign error detection and prevention into production processes.Enables most maintenance to be planned for times when equipment is not scheduled for production.Significantly reduces instances of unplanned stop time.Schedules maintenance tasks based on predicted and/or measured failure rates. Frees maintenance personnel for higher-level tasks.Identifies emergent issues before they become failures.Ensures equipment is well-cleaned and lubricated.Increases operators’ knowledge of their equipment.Gives operators greater “ownership” of their equipment.Places responsibility for routine maintenance, such as cleaning, lubricating, and inspection, in the hands of operators. The eight pillars of TPM are mostly focused on proactive and preventative techniques for improving equipment reliability. For example, in a clean and well-organized work environment, tools and parts are much easier to find, and it is much easier to spot emerging issues such as fluid leaks, material spills, metal shavings from unexpected wear, hairline cracks in mechanisms, etc. It should be reasonably intuitive how 5S creates a foundation for well-running equipment. ![]() Sustain: ensure the standards are regularly applied.Standardize: create standards for performing the above three activities.Straighten: organize the remaining items.Sort: eliminate anything that is not truly needed in the work area.The goal of 5S is to create a work environment that is clean and well-organized. The traditional TPM model consists of a 5S foundation (Sort, Set in Order, Shine, Standardize, and Sustain) and eight supporting pillars.
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