OEE经典培训（伟创力） .ppt

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1、,Design.Build.Ship.Service.,Editor:EnglishTrainers:Owen ChenDept:IEDate:2008.5.13,OEE Training Basic,Table of Contents,Introduction to Flextronics OEE Methodology What is Overall Equipment Effectiveness(OEE)Why it is important to monitor OEE Six big losses How to calculate OEE Exercises Manual OEE R

2、eporting,OEE a Deeper Understanding,In the perfect factory,equipment would operate 100 percent of the time at 100 percent of the designed capacity with an output that is 100 percent good.In real life,however,there are many planned and unplanned obstacles that prevent the equipment from operating con

3、tinuously.The inability of equipment to reach full productive potential comes fromthe time losses generated by downtime,speed anddefect causes.These three major category of losses are the foundation for understanding the effectiveness of the use of ourequipment.OEE(Overall Equipment Effectiveness)is

4、 a metric used for monitoring and improvingthe efficiency of our manufacturing processes by measuring lost time and lost production.The aim of OEE is to help in the identification,classificationand systematic elimination of common sources for productivity losses.OEE measures the losses from line dow

5、ntime that affect equipment Availability,speed losses which affect Performance against designed speed,and defect losses which are the result of quality problems.Fully productive time is obtained aftersubtracting the time consumed bythese lossesfrom the original scheduled production time.Calculating

6、the overall equipment effectiveness(OEE)rate is a crucial element of any serious commitment to reduce equipment-and process-related wastes which increase cost but add no value.,OEE=Availability x Performance x Quality,By definition,OEE is the product of Availability,Performance and Quality percentag

7、es.During a regular workday,we plan for some periods where no production activity may take place such as lunches,breaks,meetings,maintenance orother events.When theseplanned events affect equipment use,they are subtracted from the total time the factory is open forbusiness resulting in planned produ

8、ction time.As the day continues,the equipment gets a affected by unplanned events that prevent them from being fully productive.These unplanned events are categorized into Availability,Performance and Defect losses,and each is defined by time loss events with specific classifications.The Six Big Los

9、ses determine the category in which every event will be assigned;this helps production personnel to identify and systematically eliminate their causes.,Set-Up and Adjustment,Idling andMinor Stoppage,Reduced Speed,Quality:Defects in Process&Rework,Reduced Yield,EquipmentFailures,Easy to measure,Low i

10、mpact on profit,Highimpacton profits,Labor Materials/spares Outside servicesMaintenance overhead,Equipment Production Losses(Six Big Losses),The Six Big Losses,Availability,The OEE metric focusesmeasurement and improvement opportunities within the time that a factory is open for business.This means

11、that Availability is based on the hours that the business has estimated it needs to be opened to meet the required customer demand.Therefore,the effectiveness of the equipment use refers only tothe time within scheduled demand.Another metrics called MU will be introduced later whichfocuses ontotal m

12、achine capacity(24 hours 7 days)against effective useAvailability requires thatproduction personnel makes a decision on how long to wait before calling a production stop event a downtime.In an ideal situation,we would want torecord causes ofdowntimeevery TAKTtime,since every TAKT a unit is lost.Howe

13、ver,in most cases,TAKT time is in seconds and recording formal information every few seconds is not practical.This makes clear the need to involve the stakeholders and decide on how many units lost should be the trigger to declare a stop event a recordable downtime event.If the TAKT for a particular

14、 product is 60 seconds,then deciding to record downtime anytime a process stops 5 minutes or more means at least5 units lost.This also means that we would have formal data reflecting downtime events only overthe 5 minute mark,andall the events recordedwould affectAvailability.Equipment Failures-Sudd

15、en and unexpected equipment or tool failures,or breakdowns,are an obvious cause of loss,since an equipment failure means that the machine is not producing any output.Setup and Adjustments-Most machine changeovers require some period of shutdown so that internal toolsor product parts can be exchanged

16、.The time between the end of production of the last good part and the end of production of the next good part is downtime.This downtime loss often includes substantial time spent making adjustments until the machine gives acceptable quality on the new part.The Availability category also includes dow

17、ntime due to material shortages or other non-quality related events that cause the line to stop producing.While it should be obvious that during material shortagesthe equipment isavailable to produce,the resulting idle time due to lack of materials forces poor utilization of the equipment resource.B

18、y including material shortages as part of downtime,the OEE metric makes visible the need to resolve any materials related obstacles.,Performance,Once the losses due to downtime have been experienced,the remaining time should be fully productive.This means that products should be produced at specific

19、 speeds as determined by agreed theoretical output rates.However,there are other obstacles that affect the performance rates,and they show up in many forms that require great operator involvement to overcome.In the Availability example,data was collected only over the 5 minute mark,which means that

20、there will not be formal data collected below 5 minutes.This makes clear the need to look at performance as an operator based improvement opportunity.They are closest to the process and can greatly help in identifying causes for poor performance.Idling and Minor Stoppages-When a machine is not runni

21、ng smoothly and at a stable speed,it will lose speed and obstruct a smooth flow.The idling and stoppages in this case are caused not by technical failures,but by small problems such as parts that block sensors or get caught in chutes.Although the operator can easily correct such problems when they o

22、ccur,the frequent halts can dramatically reduce the effectiveness of the equipment.Reduced Speed-Reduced speed operation refers to the difference between the actual operating speed and the equipments designed speed(also referred to as nameplate capacity).There is often a gap between what people beli

23、eve is the maximum speed and the actual designed maximum speed.The goal is to eliminate the gap between the actual speed and the designed speed.Significant losses from reduced speed operation are often neglected or underestimated.,Quality Losses,A defect loss means that the equipment is producing pr

24、oducts that do not fully meet the specified quality characteristics.These defective products consumetime from equipment resources but are not available to the customer and will consume additional resources torework them.Scrap and Rework-Loss occurs when products do not meet quality specifications,ev

25、en if they can be reworked to correct the problem.The goal should be zero defects to make the product right the first time and every time.Startup Losses-Startup losses are yield losses that occur when production is not immediately stable at equipment startup,so the first products do not meet specifi

26、cations.This is a latent loss,often accepted as inevitable,and it can be surprisingly large.,Overall Equipment Effectiveness Elements,The three main categories of equipment-related losses-downtime,speed loss,and defect or quality loss-are also the main ingredients for determining the overall equipme

27、nt effectiveness.Overall equipment effectiveness is calculated by combiningthe three factors that reflect these losses:the availability rate,the performance rate,and the quality rate:Availability Ratex Performance Ratex Quality Rate.The body of this document will provide the details behind every ele

28、ment.The goal of measuring OEE is to improve the effectiveness of our equipment.Since equipment effectiveness affects shop floor employees more than any other group,it isimportantthat they areinvolved in tracking OEE and in planning and implementing equipment improvements to reduce lost effectivenes

29、s.It is recommended thatoperators are involved in the data collection process.Collecting this data willteach the operator about the equipment,focus the operators attention on the lossesandgrow a feeling of ownership of the equipment The shift leader or line manager is often the one who will receive

30、the daily operating data from the operator and process it to develop information about the OEE.Working hands on with the data willgive the leader/manager basic facts and figures on the equipment,helphim or hergive appropriate feedback to the operators and others involved in equipment improvementand

31、alsoallow the leader to keep management informed about equipment status and improvement results.,What is OEE?,Overall Equipment Effectiveness(OEE)is a core metric used to determine equipment availability,equipment performance and process quality.,Quality Maintenance,Achieving and sustaining quality

32、by maintaining equipment and processes,New assets meet production needs and minimize Life Cycle Costs(LCC),Early EquipmentDesign andStart upManagement,Attack SixBig Losses,SGA Team focuses on continuous reduction of production losses based on facts&dataSupported by:AIWsKaizenOEE,PlannedMaintenance,M

33、oving from reactive to proactive maintenance,AutonomousMaintenance,Asset focused Small group activities assumes ownership for the efficiency of their asset(s),One Plan,One Team,TPM,Safety Health and Environmental,Training and Education,Where does it fit?,Why Measure?,Identify losses on a specific as

34、set.Provide feedback to stakeholders involved in improvement activities,and accurately reflect the results of the improvement effort.Track facts&data to ensure root cause solutions to problems.Demonstrate improvement visually.Optimize productive capacity based upon facts&data.Use improvement resourc

35、es to maximize the benefit to production capacity.Enhance ability to convincingly translate improvements into the language of management($).,*What gets measured gets fixed.,*If you dont know what your losses are,You cant fix them,Why Measure?,Planned Production Time,Actual Production Time,Downtimelo

36、sses,A1,P2,P1,Q2,Q1,A1/A2 x P1/P2 x Q1/Q2,Theoretical Output(during actual operating time),Production Output,Speed Loss Minor Stops,Production Output,Quality Output,ScrapRework,Total Hours Available(24/7)Flextronics Standard,AvailabilityRate,QualityRate,PerformanceRate,OEE=,How to calculate OEE(in a

37、 nutshell),Plant Operating Time(Open for business),Closed for Business,PlannedDowntime,A2,Downtime and OEE,Level 1 and 2 Downtime Categories,Note:These Standardized DT Codes are to be incorporated into FlexFlow with OEE Module,Level 3 and 4 Downtime Categories,G Operator related,The Availability for

38、mula takes into consideration the Unscheduled Downtime Losses,and is calculated as:,Availability=Operating Time/Planned Production Time,OEE Availability Formula,The Performance formula takes into consideration the Unscheduled Downtime Losses,and is calculated as:,Performance=Actual Components Placed

39、/(Line Target CPH x Operating Time),Where:,Actual Components Placed=#Board Type“A”x(#components on Type“A”)+#Board Type“B”x(#components on Type“B”).n,MPS=,Business Segment,70%of Manufacturers Catalog Speed,Line Target CPH=sum of the MPSs for all placement equipment in the line.,Actual Components Pla

40、ced=Total chips and ICs placed during the period.Or.,MPS=Maximum Production Speed for each machine model(ONLY Basing on ChipPlacement Machines&Heads).,Mobile,Consumer Digital,All Others,66%of Manufacturers Catalog Speed,60%of Manufacturers Catalog Speed,OEE Performance Formula,MPS=,Business Segment,

41、70%of Manufacturers Catalog Speed,Mobile,Consumer Digital,All Others,66%of Manufacturers Catalog Speed,60%of Manufacturers Catalog Speed,Steps to Determine MPS Target:Per Line Configuration,ONLY select ChipPlacement Machines&ChipPlacement HeadsDetermine ChipPlacement Machine/Head Catalog Speed by eq

42、uipment vendor/model refer to MPS table,Sample Line Target(MPS)Calculation,Sample MPS,Separate file provided for the MPS of all placement machines,The Quality formula takes into consideration the Quality Losses,and is calculated as:,Quality=Actual Good Boards at ICT/Total Boards Produced or.,if no I

43、CT is in the process use the last test applicable to the product.,Note:Based on site process configuration,OEE Quality Formula,Flextronics OEE Strategy,The purpose of investing resources in measuring OEE is to improve equipment utilization and performance in order to reduce SMT capex expenditures.Th

44、e most expensive machines in the SMT line are the component placers.Therefore the component placers are the focal point of the SMT line.What does this mean?Maximum effort must be made to keep the placement machines running.The balancing of all components must be optimized across placement machines.T

45、he equipment and processes before and after the placement machines must be optimized to keep the placement machines running.,The Focal Point,OEE is essentially the ratio of Fully Productive Time to Planned Production Time.In practice,OEE is calculated as the product of its 3 contributing factors,OEE

46、=Availability x Performance x Quality,This type of calculation makes OEE a severe test.For example,when all 3 factors are at 90%,OEE would be 72.9%.The following table shows generally accepted World Class goals for each factor,Worldwide studies show that the average OEE rate in manufacturing plants

47、is 60%,World Class OEE,Example OEE Calculation,OEE and Machine Utilization(MU),ImplementingOEEmeans striving toward a vision of the ideal manufacturing situation,a vision that encompasseszero breakdowns,zero abnormalities andzero defects.The path to this ideal situation is a process of continuous im

48、provement that requires the total commitment of everyone in the company,from operators to top management.The measure of whether an improvement process is succeeding often rests on the ultimate result of the process:the money it makes or loses.This seems rational,since making money is the ultimate go

49、al of industry.The financial bottom line,however,provides little or no strategic or tactical information about what is actually going on within the process;thus it gives little help in focusing on the things we actually need to do to improve the process.While OEE provides a good measure for how well

50、 a process or factory is utilizing the equipment within scheduled demand,it does not provide a sense for how much of the total equipment capacity it is consuming.At Flextronics,total equipment capacity is defined as 7 days/24 hours,and this clearly indicates that thebusiness goal is not to simply ut