Written by the folks at Parsec, it begins with some fundamental observations about how too many plants are spinning their wheels to collect OEE data only to find the info they gather is not compressed into a strategy to incite change or create value. No longer is it enough to capture data on equipment effectiveness, it goes on to say, this information must be used to drive change throughout the production environment. The white paper then reviews the three most common issues encountered by senior leadership in driving business value with OEE and offers several suggestions.
• Issue #1: Automate data collection—Manufacturing processes are typically automated. Ironically, the process of taking information taken out of the machines is frequently not automated. But production information is far more valuable when it is accurate and provided automatically in real time. Precise data speaks for itself, yet many plants receive incorrect OEE information because they gather statistics from a team member rather than automatically from the machine itself.
• Issue #2: Applying the metric to business process improvement--The strategy around OEE must tie directly to value, or it will fail. Therefore, the next step is to drive process improvement and—as with many initiatives—that requires top-down support. The aim is to add value by leveraging OEE to improve business practices. Consider assigning direct responsibility to an Issue Champion who can perform regular production reviews and advance plant performance. Creating a leader and following this path establishes a common focus to identify losses and establish priorities. It also establishes actionable changes that can be applied to the areas that are experiencing issues.
• Issue #3: Displaying the correct information visually with urgency—Real-time OEE displayed prominently on the plant floor keeps everyone motivated and engaged. Empowering teams to see measurable, impactful data is a quick way to put OEE front and center and display progress toward lean and TPM (Total Productive Maintenance) goals. Consider big screen monitors on the factory floor, as well as dashboards that support lean and TPM.
