Overall Equipment Effectiveness Jim Welsh LSSBB Clinical Process
Overall Equipment Effectiveness Jim Welsh, LSSBB Clinical Process Engineer © Distant Horizon 2015
LEAN Improvement Approach � LEAN is a structured approach by an organization to systematically improve: SAFETY � QUALITY � DELIVERY � COST � � These are the basic components of customer defined VALUE: Provide or produce only what the customer wants, when the customer wants it, only in the quantity requested by doing only those things required to transform raw material or provide a service. OEE 4/1/2015 2 © Distant Horizon 2015
LEAN Improvement Approach � The LEAN approach to process improvement focuses on three value inhibiting activities: � � 3 Eliminate WASTE Control VARIATION Reduce COMPLEXITY (Overburden) Following four basic rules: 1. All work should be highly specified as to content, sequence, timing, and outcome. 2. Every customer to supplier relationship should be direct and there must be an unambiguous yes or no way to send requests and receive responses 3. The pathway for every product or service must be simple and direct. 4. Any improvement must be made in accordance with the scientific method (PDCA), under the guidance of a teacher, at the lowest possible level of the organization. OEE 4/1/2015 © Distant Horizon 2015
Providing What the Customer Wants Think our business of it this way: � Demand: � Hours of Operation – 9: 00 AM to 5: 00 PM (8 Hours) � Current Patient Demand – 25 patients / day � Must complete imaging process in 19. 2 minutes � Capacity: � Hours of Operation – 9: 00 AM to 5: 00 PM � Procedure Cycle Time – 40 minutes � Can accommodate – 12 patients / day 4 OEE 4/1/2015 © Distant Horizon 2015
Your Solution? � Buy More Equipment? � Turn Away Patients? � Increase Capacity? 5 OEE 4/1/2015 © Distant Horizon 2015
Equipment Utilization � What Makes Up the 40 Minute Procedure Cycle Time? � Loading and Unloading the Patient � Machine Changeover from Patient to Patient � Actual Procedure Time � Utilization Calculation: TOTAL PROCEDURE TIME TOTAL AVAILABLE SHIFT TIME 6 OEE 4/1/2015 © Distant Horizon 2015
From Utilization to OEE • Many companies measure equipment utilization with ‘hidden factors’ built in – for example, 90% utilization really means ‘ 90% of the 70% that we traditionally expect’ • OEE sets a tougher standard, forces you to account for every minute of the day • A true OEE of 65% is often a bigger accomplishment than 90% utilization under a traditional measure 7 OEE 4/1/2015 © Distant Horizon 2015
What is OEE? Overall Equipment Effectiveness (OEE) • An global standard measurement for equipment effectiveness • A tool that reveals true equipment capacity • An total accounting of time for one piece of equipment Overall Equipment Effectiveness (OEE) is a measure to evaluate the productiveness of a machine or a process area. The OEE data is used to analyze equipment performance, accounting for losses due to availability, performance, and quality 8 OEE 4/1/2015 © Distant Horizon 2015
OEE BENEFITS Patient • Improving OEE will allow a more reliable results and less appointment wait time. Company OEE has an impact on the patient, company and technician / physician • Understanding OEE provides a true view of capacity • • availability Improving OEE frees up capacity to be utilized more effectively Improved OEE is usually associated with improved quality and experience Technician / Physician • Informs the operator of current machine/process • 9 conditions Enables them to identify major losses, reduce lost time and maintain a more productive machine OEE 4/1/2015 © Distant Horizon 2015
OEE – six machine “losses” Availability Performance Quality 10 Downtime (Breakdowns) Setup and Adjustments How much time per shift was the machine actually running? Minor Stoppages Speed and Rate How well did the machine perform (compared to the rated speed) when it was actually running? How many products were good the first time? Defects and Rework Pre-procedure Preparations OEE 4/1/2015 © Distant Horizon 2015
OEE CALCULATION EXAMPLE Calculating OEE: Availability = Performance = Quality = OEE = 11 Running time Net operating time Actual output Target output Good output Actual output = 360 minutes 480 minutes = = 648 lbs 1080 lbs 518 lbs 648 lbs = 0. 75 (x 100 = 75%) = 0. 60 (x 100 = 60%) = 0. 8 0. 75 x 0. 6 x 0. 8 x 100 = OEE (x 100 = 80%) 36% 4/1/2015 © Distant Horizon 2015
Prime Causes of Production Losses Any production process seldom operates at optimum speed. A myriad of reasons or Negative Performance Impacts, mostly in combination, cause losses in productivity and therefore loss of money. These often include: � Process Saturation � � Equipment Failure � � Machines break down, wear out, are not used properly and so on. All ends up in lost production time. Patient changes � � There is no place for more output from the machine. During the change over from one patient to another the machine settings must be changed, breakdown may occur and speed must be reduced. Short Stops � 12 For example, a bottle falls down in a bottling machine and the operator picks it up. These short but frequent events can be the reason for major time loss. OEE 4/1/2015 © Distant Horizon 2015
Prime Causes of Production Losses � Operator Inefficiency � � External reasons � � For one reason or another, the speed of the machine is not optimum. Quality � � Some images are more difficult to capture. There are more breakdowns and quality problems. Speed Losses � � Sometimes, the lab runs out of orders and the machines have to shut down. Or there can be a failure in the electrical power network far away from the point of service Image Type � � The operators like to have it nice and easy. They run with lower speed in order to guarantee smooth operation. Although the machine is running, the images are not good enough. These are the most expensive kinds of losses. Missing Material � 13 Patients or material is not avaialble. OEE 4/1/2015 © Distant Horizon 2015
Improving OEE What does OEE mean for me? Everybody can contribute to improving OEE; raising OEE is a mutual effort of • Operators and Machine Attendants have to work together as a team and be proactive in order to be able to take quick countermeasures when a problem occurs • Technicians and Supervisors have to support the team as they try to make improvements that will allow the line to run in the most efficient manner 14 OEE 4/1/2015 © Distant Horizon 2015
ANALYSIS OF THE 6 BIG LOSSES – AVAILABILITY Time losses for breakdowns and changeovers need to be understood to improve the availability rate Breakdowns: Examples The machine stops for more than 3 minutes because something is broken or needs to be fixed Changeovers: The machine stops because material or setups need to be changed between patients 15 • Positioning of patient is not possible due to table breakdown or faulty automation • Machine is shut off because of failures Examples • Fixtures and/or material types need to be changed because of different procedure (product change) • Equipment fixtures/tools need to be changed (tool change) • Periodic tests must be performed for process quality or capability OEE 4/1/2015 © Distant Horizon 2015
ANALYSIS OF THE 6 BIG LOSSES – PERFORMANCE Time losses for idling and minor stoppages as well as speed losses need to be understood to improve the performance rate Process Initiated Stops: The machine has either no patients to process or it stops for short periods of time, often less than a minute Examples: • Downstream equipment is idle because product supply from previous process is insufficient • Operators pause to “tweak” equipment (e. g. , display adjustments) Examples: Reduced speed: The actual line speed is slower than the optimum speed 16 • Actual index time for an automated line is longer than the ideal index time of 60 seconds (e. g. , produced 30 images in an hour when we should have been able to make 60 images in that period of time) OEE 4/1/2015 © Distant Horizon 2015
ANALYSIS OF THE 6 BIG LOSSES – QUALITY Time losses for unreadable, re-runs and start-up need to be understood to improve the quality rate unreadable and rework (re-runs): All images that either fail totally or don’t pass inspection the first time Examples: • Products that are caught at the source and either reworked or inedible • Products that leave the process and return later for additional rework Examples: Start-up losses: All images that are rejected during start-up periods due to poor quality 17 • For processes that experience frequent starts/stops, significant losses can occur due to equipment ramp-up time (e. g. , tools/fixtures need to warm up or require adjustments). During this period, excessive amounts of production time/units can be lost OEE 4/1/2015 © Distant Horizon 2015
IMPROVING OEE – GENERATE IMPROVEMENT IDEAS OEE Factor Availability Rate Improvement focus for team Performance Rate Quality Rate Improvement focus for team 18 EXAMPLE Main losses on machine Improvement activities • Product changeover • Glue needle change • Glue shots • Understand follow standardized sequence of activities for changeovers and positioning • Transportation practices • Keep lost time for transportation to a minimum, especially in the lab • Equipment breakdown • Operator Care • Delays in re-positioning • Future improvements in repositioning guides • Running machine at slower speed than required due to new people • Training of new operators prior to on line assignment alone • Poor Contrast / Brightness • Structured feedback to front end. • Re-runs due to inappropriate standards or inspection – rework! • Training of inspectors and implementation of standards OEE 4/1/2015 © Distant Horizon 2015
Key Take Away OEE is a measurement of what was produced against what could have been produced. The gap identifies all losses for analysis. • Calculating OEE by multiplying the availability, performance and quality yields the same value as dividing valuable production time into the available time. • Identifying the discrete losses in the Big 6 “buckets” will lead to improvement ideas to increase OEE: Breakdowns Changeovers Production stops Reduced speed Unreadable and rework Pre-procedure losses • 19 OEE 4/1/2015 © Distant Horizon 2015
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