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OEE -It is an indicator used to know where are we & where to go in terms of productivity
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A new operator might not be able to follow too many precaution or instructions easily on the shop floor. According to a survey, human mind can absorb 80% of data just by seeing it.
Visual communication reduces whole lot of complexity in understanding. Highly visual instructions with photographs and graphics will generally minimize production errors. A visually appealing display improves the communication level.
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These visual are an effective way of communication to larger target audience in the shop floor. It can be easily understood by any individual in the plant without reading manuals.
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Overall Equipment Effectiveness (OEE) measures the efficiency of machines during their loading time. OEE figures are determined by combining the availability and performance of equipment with the quality of parts made. Availability is affected by planned and unplanned downtime. Performance considers the actual speed of the machine compared to the ideal cycle time. Quality yield looks at the total quantity of good parts produced compared to the total processed. An OEE calculation takes the product of these three factors - availability, performance, and quality yield - to determine the overall equipment effectiveness percentage.Kaizen
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Straightly easy to learn and apply
Good way to focus a brainstorming session
Effective learning method to the whole team.
Focuses discussion on the target issue
Encourages system thinking via visual connections
Puts further assessments and corrective actions in order
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There are miscellaneous ways to develop a fishbone diagram and conduct it.
One way is to put the categories of possible causes on the bones of the fish, each line representing one category, such as:
Man (personnel)
Machine
Methods
Materials
Measurements
Mother Nature (environment)
Who Should Take Fishbone Diagram Course ?
Audience,
Tonex Training offers 2-days course and designed for all the individuals who want to learn and apply simple problem analysis tools. This hands-on seminar is ideal for the people like,
Senior executives, strategic leaders
Managers, quality managers
Product managers, manufacturing managers
R&D managers.
Learning Opportunities :
Learn about,
Concept of fishbone diagram
Learn when to use a cause & effect diagram
Creating effective fishbone diagram.
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Various approaches for fishbone diagram building.
Course Topics :
Fishbone Diagram Training topics can be adjusted as per your custom requirements,
Fundamentals of Fishbone diagram.
Fishbone Diagram Procedure
TONEX Fishbone Diagram Hands-On Workshop
Want To Learn More ?
Visit tonex.com for Fishbone Diagram Training, Ishikawa Training courses and workshop detail.
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This event guide can be used together with the Kaizen training presentation.
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Introduction
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- 10 rules of Kaizen
- What is the purpose of Kaizen?
- Value
- Types of waste
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- Benefts of Kaizen and Kaizen events
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* What the three different types of story walls are and which one is more suitable to certain circumstances
* Different ways to visualise your product backlog
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* How symbols and tokens can be used to give more information
* What else can you use other than story walls to visualise information
* How to ingrain Visual Management into both the team and management structures of your organisation
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2. They resemble a fish skeleton and are used to structure a team's brainstorming to generate possible causes for quality issues or other problems in products, processes, or services.
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The diagram is named after Dr. Kaoru Ishikawa, University of Tokyo in 1943, who first developed and used fishbone diagram. Thats why, Fishbone diagram got another name as Ishikawa.
How is Fishbone Diagram Used ?
The great benefit of the fishbone diagram is its broad application. It can be applied to identify the causes of almost any problems like mechanical failures of a product, or designing to psychological issues.
Advantages of Fishbone Diagram:
Advantages of Fishbone method are,
Straightly easy to learn and apply
Good way to focus a brainstorming session
Effective learning method to the whole team.
Focuses discussion on the target issue
Encourages system thinking via visual connections
Puts further assessments and corrective actions in order
How to Develop Fishbone Diagram?
There are miscellaneous ways to develop a fishbone diagram and conduct it.
One way is to put the categories of possible causes on the bones of the fish, each line representing one category, such as:
Man (personnel)
Machine
Methods
Materials
Measurements
Mother Nature (environment)
Who Should Take Fishbone Diagram Course ?
Audience,
Tonex Training offers 2-days course and designed for all the individuals who want to learn and apply simple problem analysis tools. This hands-on seminar is ideal for the people like,
Senior executives, strategic leaders
Managers, quality managers
Product managers, manufacturing managers
R&D managers.
Learning Opportunities :
Learn about,
Concept of fishbone diagram
Learn when to use a cause & effect diagram
Creating effective fishbone diagram.
Fishbone diagram benefits in root cause analysis
Various approaches for fishbone diagram building.
Course Topics :
Fishbone Diagram Training topics can be adjusted as per your custom requirements,
Fundamentals of Fishbone diagram.
Fishbone Diagram Procedure
TONEX Fishbone Diagram Hands-On Workshop
Want To Learn More ?
Visit tonex.com for Fishbone Diagram Training, Ishikawa Training courses and workshop detail.
Fishbone Diagram, Ishikawa Diagram Training, Learn Fishbone in 3 Easy Steps
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The document discusses loss analysis and total productive maintenance to improve machine utilization. It provides details on calculating overall equipment effectiveness (OEE) including availability, performance, and quality. Examples are given to measure OEE and analyze sources of loss by categorizing stoppage times and defects. The goal is to use key performance indicators and loss analysis to identify improvement areas and drive process enhancements.Kaizen Event Guide
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This 際際滷share presentation is a partial preview of the full business document. To view and download the full document, please go here:
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This presentation guide provides a step-by-step guidance to the planning, preparation and conducting a Kaizen Event. It includes post-event follow up activites as well as templates for Kaizen charter and presentation to management and other stakeholders.
This event guide can be used together with the Kaizen training presentation.
Number of slides: 98
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Introduction
- What is Kaizen?
- 10 rules of Kaizen
- What is the purpose of Kaizen?
- Value
- Types of waste
- What is a Kaizen event?
- Benefts of Kaizen and Kaizen events
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油
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Using task boards or story walls is a key Agile practice, but are you making the most of it? Visual Management is more than just putting cards on a wall, it is a growing style of management that focuses on managing work only by what you can see rather than reports or paper being shuffled around. Visual Management allows you to understand the constraints in the system, mitigate risks before they become issues, report on progress from the micro to the macro. Visual Management can also be used to demonstrate to customers and clients where the work they care about is at. This presentation is all about taking the management of your work to the next stage of transparency.
Discover:
How to identify when your story wall isn't telling you everything and how to adjust it
* What the three different types of story walls are and which one is more suitable to certain circumstances
* Different ways to visualise your product backlog
Why queue columns and limiting work in progress is so important regardless of whether you are using Scrum or Kanban
* How symbols and tokens can be used to give more information
* What else can you use other than story walls to visualise information
* How to ingrain Visual Management into both the team and management structures of your organisation
* Visualising Your Quality, Testing and Team
* What is systemic flow mapping and why is it importantToyota Production System
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油
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油
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油
This document provides forms and checklists to support Kaizen and quality improvement programs. It includes an overview of Kaizen and its benefits in driving improvements to create a leaner business. Various Kaizen tools and methods are described such as 5S, value stream mapping, PDCA cycles and A3 problem solving. Checklists and forms are presented to guide activities like setting targets, observing processes, identifying issues, planning and tracking improvements through Kaizen workshops and events. The goal is to establish standard work and continuously measure and improve performance.Fisbone Diagrams Assgnmnt1
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油
1. Fishbone diagrams (also called Ishikawa or cause-and-effect diagrams) are a visual tool for identifying potential causes of problems or effects.
2. They resemble a fish skeleton and are used to structure a team's brainstorming to generate possible causes for quality issues or other problems in products, processes, or services.
3. The creation of fishbone diagrams involves identifying the main problem or effect, major causes, secondary causes, and relationships between causes to understand root causes and facilitate problem-solving.Kaizen Victor Pan
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油
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https://goleansixsigma.com/lean-six-sigma-step-by-step/Control charts
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油
This document discusses statistical process control and control charts. It defines the goals of control charts as collecting and visually presenting data to see when trends or out-of-control points occur. Process control charts graph sample data over time and show the process average and upper and lower control limits. Attribute control charts indicate whether points are in or out of tolerance, while variables charts measure attributes like length, weight or temperature over time. Examples are provided to illustrate p-charts, R-charts and X-bar charts using hotel luggage delivery time data.Value Stream Mapping Process
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油
The document provides an overview of value stream mapping (VSM) process. It discusses defining the current state and future state maps which involve mapping the material and information flows, identifying value-added and non-value added activities, calculating metrics like cycle time and takt time, and developing an implementation plan to eliminate waste and create flow. The future state aims to optimize processes, improve flow, implement pull systems, and achieve continuous improvement through periodic reviews.Viewers also liked (9)
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OEE Climbing Training Checklist 2015Colter Christensen
油
1. The document outlines an OEE climbing training checklist with the goals of establishing a common language, safety standards, and efficient practices for rock climbing instruction.
2. The curriculum covers climbing gear like ropes, webbing, slings, and knots for tying them, as well as anchor types, belaying, site management, client care, medical protocols, and ensuring the transference of learning.
3. Proper gear inspection, documentation, cleaning and reflection on lessons are emphasized to implement consistent guidelines that increase instructor and client safety during rock climbing activities.How I Improve and Manage a Production Area
How I Improve and Manage a Production AreaStephen Sikorski
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The document provides steps for quickly improving a new department:
1. Create a current state process map to understand the flow.
2. Identify bottlenecks limiting capacity. Address bottlenecks first by implementing OEE and SMED to reduce changeover times.
3. Create department metrics to measure waste like non-value added time, workload variation, and inventory levels. Implement processes like DMAIC or PDCA to continuously improve.Creating Sustainable Performance Improvement: Interphex 2013
Creating Sustainable Performance Improvement: Interphex 2013Adrian Pask
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In this session we look at some of the ways in which sustainable operations improvement can be embedded in a production environment. We'll talk about some of the common pitfalls that cause programs to falter, and explore a simple model for structuring successful sustained improvement.
At the completion of both sessions you will understand a simple tool for assessing the quality and effectiveness of your processes, and be ready to apply it next week.
Understand the key components to sustainability
Create a set of processes for linking vision to daily life
Understand how to apply the tool in your site, next weekMarcelo Costa - Pharma Talk 2013 Berlin
Marcelo Costa - Pharma Talk 2013 BerlinMarcelo Costa
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The document discusses the synergy between process engineering and operational excellence in boosting cost savings and productivity results. It describes how a local continuous improvement program was integrated into an established process engineering area to support increasing productivity in a pharmaceutical packaging area. Key drivers for the integration included increasing plant capacity, reducing costs, and improving flexibility. Through approaches like total productive maintenance, focused improvement projects to reduce losses, and optimizing overall equipment effectiveness, throughput time, and packaging processes, the plant was able to increase OEE by 23%, productivity by 24%, and achieve over $200,000 in annual cost savings through initiatives like materials reduction and optimization.Process and operational excellence synergies
Process and operational excellence synergiesMarcelo Costa
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The document discusses a case study of integrating continuous improvement practices into the process engineering department of a pharmaceutical packaging plant. It describes how the plant deployed continuous improvement methods like overall equipment effectiveness (OEE) and a process improvement cycle to increase productivity, reduce throughput times, and achieve cost savings. The goal was to boost plant capacity and efficiency through eliminating losses, optimizing packaging processes, and implementing capital projects.Maintenance organization roles for enabling Operational Excellence
Maintenance organization roles for enabling Operational ExcellenceMarcelo Costa
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This document discusses the roles of maintenance in enabling operational excellence at pharmaceutical companies. It outlines how adopting a total productive maintenance (TPM) approach and focusing on planned maintenance, autonomous maintenance, and focused improvement can help reduce downtime and costs. Some key achievements discussed include implementing OEE metrics, developing energy management programs, and improving maintenance key performance indicators over time through the TPM approach. Challenges that can arise include lack of data accuracy, weak root cause analysis practices, and ensuring maintenance remains focused on business results and continuous improvement.Final
FinalArimac Pvt Ltd
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The document discusses Ceylon Biscuits Limited (CBL), a leading Sri Lankan conglomerate that manufactures biscuits, confectionery, and cereals. It focuses on CBL's new Karapincha Herbal Biscuit product. The biscuit targets older consumers with conditions like high blood pressure and diabetes by containing herbal ingredients. However, its specialist nature means it has a narrow target market. The recommendations are to broaden the market by changing the biscuit's taste, color, and shape using ayurvedic agents and appealing more to children. It also suggests lower-cost sachet packaging, advertising with ayurvedic doctors, and attending trade shows.STP & Marketing Mix of 50/50 Biscuit CBL
STP & Marketing Mix of 50/50 Biscuit CBLIrfan Tanwari
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The presentation discusses CBL, a Pakistani biscuit company. It introduces CBL's vision to become Pakistan's preferred biscuit company and its mission to ensure every second biscuit consumed is made by CBL. It then outlines CBL's product portfolio, with its 50 50 biscuit being a unique product that offers a blend of sweet and salty. The presentation covers CBL's segmentation, targeting, positioning and marketing mix strategies for the 50 50 biscuit, and concludes that the product is nearing a declining stage with recommendations to increase promotion and focus on children to boost sales.Overall equipment effectiveness oee sinhala 2
- 1. Overall Equipment Effectiveness OEE(犇.犇 .犇) Nalin Udugampola Production Manager CBL Foods international(pvt)ltd
- 2. OEE 犇園犒犒犇巌蹡犇 犇犒犇死犇材蹢犇準犇材 犇朽興犇犒蹡材犇犒蹢犇 犇伍犇園犇伍凶 犒犒 犒犇死犇萎怯犇 犇犇 犇犒犇園犇伍凶 犇犇 犒犒犇犒 犒犇犒蹡犒犇 犒犒犇犒犒犒 犇犇死犒犇犇材犒. 犇園犒犒犇巌蹡犇 犇犒犇死犇材蹢犇準犇 犇材怯犒犇犒犇 犒犒犇犒犇 犒犇 犇犒犇死犇材蹡犒蹡死犇犒犒犇 犒犒 犇材怯犒犇犒犇 犒犒犇犒犇 犇劇蹢犒犇犒 犇犇死怯 犇犇犒蹡死矯 Founder: Seiichi Nakajima 1960 . 犇朽興犇犒蹡材犇犒蹢犇 犇犇犒犒犒犇伍凶 犇謹興犇巌蹡 犇巌犇死彊犒蹡 犒犒蹡萎 犒犇犒犇園 犇犒犇園犇 犇園犇死犇園蹡材 犇犒犇園犇 犇材犇園 犇犇 犇犒犇園犇 犇 犇 犇 Where are we now & how to improve
- 3. 犇犇巌凶 犇犇犒 犒犒蹢犒 犇犇準犒犇犇材犒 犇準橋犒 犇犒犇 犒犒 犒犒犇 犇材強犇園蹡材犇 犇犒犇萎蹡園矯 犇園犒犒犇巌蹡犇 犇犇о矯犒犇犒 犒犇犒犒 犇巌犒犒犇材犇園 犇材矯犒犇伍犇犇 犇犇 犒犒犇犒犒犇. 犒犒犇犒犒犇犒 犇犒犇о犒 犇伍境犒犇犒犇死犇. 犇犒犇園犇 犒犇死犇萎怯犇 犇犒犇死犇. 犇犇犇犒犇犒 犇犒犇材犇犒 犒犇 犇巌胸犒犒犇死矯犇犒 犇園犇死犇伍蹡園矯 犒犇 犇犇犇犒犇材犒犇園 犇材境犒犇死 犒犒犇 犇犒犇死犇伍凶 犒犒犇犒犒犒 犇巌胸犒犒犇死矯犇犒 犇園犇死犇伍蹡園矯 犇犒犇死犇.. .犇犇犒 犇巌犇死犒犒犇 犒犒犇犒 犇準蹡 犇材犒犒犇犇材怯犒犇 犒犒犇犒 犇巌犇死境犒犇準蹡
- 4. 9 Losses-犇朽興犇犒蹡材犇犒蹢犇 犇犇犒犒犇 犇犒犒犒犇犒. 1. Start up loss : Time taken to produce the first product from the time that machine is activated. 2. Set up & adjustment loss: idling time erupted to the obtain the required specification of the relevant product 3. Brake down time: Idling time caused by the failure of a machine/Machines
- 5. 9 Losses -犇朽興犇犒蹡材犇犒蹢犇 犇犇犒犒犇 犇犒犒犒犇犒. 4. Change over loss: Time loss happened due to the stopping of production for the change over. 5. Labour/Material shortage: It is the shortage of out put to the production target, expressed as a time value. 6. Minor stoppages: It is the sum of total time that stop the production for less than 5 minutes 7. Cleaning time : It is the time that the production cant be planned due to the cleaning requirement of the process.
- 6. 9 losses -犇朽興犇犒蹡材犇犒蹢犇 犇犇犒犒犇 犇犒犒犒犇犒. 8. Speed loss: It is the shortage of out put compared to the machine capacity, expressed as a time value. 9. Defect & rework loss: It is the total amount of nonconforming out put, expressed as a time value.
- 7. 9 Losses-grouped into 3 AVAILABILITY 1. Start up loss 2. Set up & adjustment loss 3. Change over loss 4. Breakdown loss 5. Cleaning loss 6. Material s & labour shortage 7. Minor stoppages PERFORMANCE 8.Speed loss QUALITY 9. Defect & rework loss
- 8. 9 Losses
- 9. PLANNED TIME OPERATING TIME IDLE TIME SPEED LOSS NET OPERATING TIME IDLE TIME SPEED LOSS DEFECT & REWORK VALUE ADDED OPERATING TIME IDLE TIME LOSS
- 10. OEE % = Availability % *Performance %*Quality % How to calculate OEE
- 11. How to calculate-Availability Availability % = (Operating time /planned time)*100 Operating time = Planned time Idle time Idle time Start up loss Labor & material shortage Set up & adjustment loss Minor stoppages Change over time Cleaning time Break down time
- 12. How to calculate Performance & Quality Performance % =( actual rate/ Rated capacity)*100 Actual rate = Total out put/operating time Quality % = (Good out put/Total out put)*100 Good out put = Total out put Defect & rework
- 13. Example Planned time = 12hours Capacity =100kg/hr Total Out put = 900kg Defect & rework = 10kg Brake down =0.5 hours Start up time = 0.5 hrs Change over time = .5hrs Set up adjustment time = 0 Minor stoppages = 0.5hrs Cleaning time = 0 Material/labour shortage= 0 Availability% = Actual rate = Performance %= Good out put = Quality % = OEE= ((12-2)/12)*100= 83.3% 900kg/10hrs=90kg/hr (90/100)*100=90% 900-10=890kg (890/900)*100=98.8% 83.3%*90%*98.8%=74.16%
- 14. Next step OEE 3 Factors (Availability/Performance/Quality) 9Losses How to reduce losses Improve OEE
- 15. Summary & questions What is OEE Benefit of OEE How to calculate OEE 9 losses Next step
- 16. THANK YOU !