Q: My boss wants me to calculate and present a graphical OEE representation per week or month. So we need to calculate an average OEE over multiple shifts. I present this as I do with the daily data. I calculate the monthly OEE by taking the average of the daily OEE’s.
Is it alright to present a monthly OEE of the machines by calculating the average of several daily OEE’s in a month?
Q: My boss wants me to calculate and present a graphical OEE representation on a monthly basis. I present this as I do with the daily data. I calculate the monthly OEE by taking the average of the daily OEE’s.
Is it alright to present a monthly OEE of the machines by calculating the average of the daily OEE’s in a month?
Q: What is the availability (or OEE) of a shift when the shift is not completed yet?
Q: Our machine can run mixed output, so several different products, each shift. Till now we just recorded the time the machine was running and the output we had. Our software now requires that we register activities and quantities to account for every minute in a shift. But we are not tracking the number of minutes it ran each product.
Q4: I do agree that what gets measured gets improved. Software does a good job collecting data and giving it back in reports. What is lacking is trend data. What should good OEE software report?
Arno Koch • The first OEE software I developed (the ‘OEE Toolkit’) was designed to report the right information that you need to get real focussed improvement. It reports always based on the three issues as told above (plus more if you do it clever, and good software should do so…). The quality of OEE software is determined by the quality of its analyses and its ability to influence the behavior of its users. Unfortunately most software is designed from an IT point of view, rather than from a ‘improvers’ point of view.
Q5: Hmm, but our main measure of productivity is pieces per person hour and labor dollars per piece.
Arno Koch • So you measure the result of your productivity. Let me ask you a question: Do you know how much potential productivity you lost? And can you pinpoint where precise you lost it? And what to solve first?
Q6: To this we attempt to not speed up production but rather to reduce labor. Unless the capacity is needed – then we recalculate takt time.
Arno Koch • If you look through Muda Glasses, there is only one ideal takt time! Not running so means having a loss….
Q7: To this end we kaizen cells, attack scrap and rework, and stabilize machinery. We currently track and trend all of these areas and have been since 1989. And yes we do believe that all this leads to driving down costs.
Profit = Selling Price – Costs
Arno Koch • I would modify your algorithm a little:
Profit = Volume x ( Selling Price – Costs)
How to raise volume? Deliver your customer:
• Highest quality
• Lowest cost
• Highest delivery…
Again: Can you be sure you attack the right loss, where is the major LOSS (=cost quality delivery) to fix?
Hey, I am glad to have linked up with you (it’s a small world these days).
Nice chatting to you Bob!
I hope I could tickle your mind to ‘learn to see’ (Jones…et al.)
Q: It is theoretically possible to have high OEE and very low schedule adherence, as OEE has no component to measure ‘are we making the correct product today?’.
Q: I have to compare different OEE Softwares. There is a wide range of suppliers. The software should be very simple. The data collection should be manual, maybe with a bar-code scanner. A significant data evaluation is important. Could you recommend some suppliers?