679:
impacted by variability in equipment wear rates and working methods. The second stage of OEE improvement (optimisation) can be carried out to remove chronic losses. Combining OEE and TPM Focused improvement tactics creates a leading indicator that can be used to guide performance management priorities. As the TPM process delivers these gains through small cross functional improvement teams, the process of OEE improvement raises front line team engagement/problem ownership, collaboration and skill levels. It is this combination of OEE as a KPI, TPM Focused improvement tactics and front line team engagement that locks in the gains and delivers the TPM goal of year on year improvement in OEE.
179:
602:
691:, but can break down in several circumstances. For example, it may be far more costly to run a facility at certain times. Performance and quality may not be independent of each other or of availability and loading. Experience may develop over time. Since the performance of shop floor managers is at least sometimes compared to the OEE, these numbers are often not reliable, and there are numerous ways to fudge these numbers.
77:
36:
671:). Specifically, the goal of TPM as set out by Seiichi Nakajima is "The continuous improvement of OEE by engaging all those that impact on it in small group activities". To achieve this, the TPM toolbox sets out a Focused improvement tactic to reduce each of the six types of OEE loss. For example, the
678:
Combining OEE with
Focused improvement converts OEE from a lagging to a leading indicator. The first Focused improvement stage of OEE improvement is to achieve a stable OEE. One which varies at around 5% from the mean for a representative production sample. Once an asset efficiency is stable and not
463:
The
Loading portion of the TEEP Metric represents the percentage of time that an operation is scheduled to operate compared to the total Calendar Time that is available. The Loading Metric is a pure measurement of Schedule efficiency and is designed to exclude the effects how well that operation may
415:
Each of the three components of the OEE points to an aspect of the process that can be targeted for improvement. OEE may be applied to any individual Work Center, or rolled up to
Department or Plant levels. This tool also allows for drilling down for very specific analysis, such as a particular Part
306:
way of thinking regarding labor efficiency. The generic form of OEE allows comparison between manufacturing units in differing industries. It is not however an absolute measure and is best used to identify scope for process performance improvement, and how to get the improvement. OEE measurement is
491:
The
Availability portion of the OEE Metric represents the percentage of scheduled time that the operation is available to operate. The Availability Metric is a pure measurement of Uptime that is designed to exclude the effects of Quality and Performance. The losses due to wasted availability are
561:
The
Quality portion of the OEE Metric represents the Good Units produced as a percentage of the Total Units Started. The Quality Metric is a pure measurement of Process Yield that is designed to exclude the effects of Availability and Performance. The losses due to defects and rework are called
280:
Measuring OEE is a manufacturing best practice. By measuring OEE and the underlying losses, important insights can be gained on how to systematically improve the manufacturing process. OEE is an effective metric for identifying losses, bench-marking progress, and improving the productivity of
710:
than performance or availability. OEE also to some extent assumes a closed system and a potentially static one. If one can bring in additional resources (or lease out unused resources to other projects or business units) then it may be more appropriate for example to use an expected
264:
operation is utilized (facilities, time and material) compared to its full potential, during the periods when it is scheduled to run. It identifies the percentage of manufacturing time that is truly productive. An OEE of 100% means that only good parts are produced (100%
370:
The calculations of OEE are not particularly complicated, but care must be taken as to standards that are used as the basis. Additionally, these calculations are valid at the work center or part number level but become more complicated if rolling up to aggregate levels.
290:
is a closely related measure which quantifies OEE against calendar hours rather than only against scheduled operating hours. A TEEP of 100% means that the operations have run with an OEE of 100% 24 hours a day and 365 days a year (100%
416:
Number, Shift, or any of several other parameters. It is unlikely that any manufacturing process can run at 100% OEE. Many manufacturers benchmark their industry to set a challenging target; 85% is not uncommon.
702:
among its subcomponents. For example, 20% * 80% = 16%, whereas 50% * 50% = 25%. When there are asymmetric costs associated with one or more of the components, then the model may become less appropriate.
430:
Alternatively, and often easier, OEE is calculated by dividing the minimum time needed to produce the parts under optimal conditions by the actual time needed to produce the parts. For example:
502:
A given Work Center is scheduled to run for an 8-hour (480-minute) shift with a 30-minute scheduled break and during the break the lines stop, and unscheduled downtime is 60 minutes.
437:
Fastest possible cycle time is 1.5 seconds, hence only 21,600 seconds would have been needed to produce the 14,400 parts. The remaining 7,200 seconds or 2 hours were lost.
94:
49:
675:
tactic to systematically reduce breakdown risk sets out how to improve asset condition and standardise working methods to reduce human error and accelerated wear.
547:
The Work Center produces 242 Total Units during the shift. Note: The basis is Total Units, not Good Units. The
Performance metric does not penalize for Quality.
656:
The reason for identifying the losses in these categories is so that specific countermeasures can be applied to reduce the loss and improve the overall OEE.
315:
efforts to provide an indicator of success. OEE can be illustrated by a brief discussion of the six metrics that comprise the system (the "Six Big Losses").
281:
manufacturing equipment (i.e., eliminating waste). The best way for reliable OEE monitoring is to automatically collect all data directly from the machines.
609:
To be able to better determine the sources of the greatest loss and to target the areas that should be improved to increase performances, these categories (
706:
Consider a system where the cost of error is exceptionally high. In such a condition, higher quality may be far more important in a proper evaluation of
449:
Whereas OEE measures efficiency based on scheduled hours, TEEP measures efficiency against calendar hours, i.e.: 24 hours per day, 365 days per year.
440:
The OEE is now the 21,600 seconds divided by 28,800 seconds (same as minimal 1.5 seconds per part divided by 2 actual seconds per part), or 75%.
141:
802:
783:
764:
113:
55:
940:
120:
745:
816:
240:
222:
200:
160:
63:
810:
127:
98:
109:
1074:
911:
839:
668:
1069:
834:
308:
860:
193:
187:
134:
699:
87:
538:
A given Work Center is scheduled to run for an 8-hour (480-minute) shift with a 30-minute scheduled break.
356:
To calculate the Total
Effective Equipment Performance(TEEP), the OEE is multiplied by a fourth component:
204:
508:
Operating Time = 480 Minutes – 30 Minutes
Schedule Loss – 60 Minutes Unscheduled Downtime = 390 Minutes
723:
333:
percentage of scheduled time that the operation is available to operate. Often referred to as Uptime.
672:
601:
348:
Good Units produced as a percentage of the Total Units
Started. It is commonly referred to as the
822:
343:
312:
303:
434:
Total Time: 8-hour shift or 28,800 seconds, producing 14,400 parts, or one part every 2 seconds.
947:
798:
779:
760:
741:
712:
349:
323:
The OEE of a manufacturing unit are calculated as the product of three separate components:
299:
610:
695:
1063:
972:
261:
996:
544:
The
Standard Rate for the part being produced is 40 Units/Hour or 1.5 Minutes/Unit
526:
361:
328:
613:) have been subdivided further into what is known as the 'Six Big Losses' to OEE.
823:
Overall Equipment Effectiveness (OEE) – What is OEE & How is OEE calculated?
76:
541:
Operating Time = 450 Min Scheduled – 60 Min Unscheduled Downtime = 390 Minutes
886:
707:
915:
688:
578:
Calculation: Quality = (Units produced - defective units) / (Units produced)
477:
A given Work Center is scheduled to run 5 Days per Week, 24 Hours per Day.
366:
percentage of total calendar time that is actually scheduled for operation.
1021:
574:
while units being scrapped can affect both operation time and unit count.
339:
speed at which the Work Center runs as a percentage of its designed speed.
420:
OEE is calculated with the formula (Availability)*(Performance)*(Quality)
1042:
550:
Time to Produce Parts = 242 Units * 1.5 Minutes/Unit = 363 Minutes
426:(Availability= 86.6%)*(Performance=93%)*(Quality=91.3%)= (OEE=73.6%)
17:
600:
452:
TEEP, therefore, reports the 'bottom line' utilization of assets.
480:
For a given week, the Total Calendar Time is 7 Days at 24 Hours.
811:
OEE and derived indicators TEEP, PEE, OAE, OPE, OFE, OTE and CTE
719:
570:. Reworked units which have been corrected are only measured as
553:
Performance (Productivity) = 363 Minutes / 390 Minutes = 93.1%
172:
70:
29:
505:
The scheduled time = 480 minutes - 30 minutes = 450 minutes.
483:
Loading = (5 days x 24 hours) / (7 days x 24 hours) = 71.4%
718:
Variability in flow can also introduce important costs and
512:
Calculation: Availability = operating time / scheduled time
861:"OEE, TEEP e IROG! Importantes Métricas Para a Indústria"
27:
Measure of how well a manufacturing operation is utilized
529:) = (Parts Produced * Ideal Cycle Time) / Operating time
997:"Calculate OEE - Simple Calculator & OEE Formulas"
865:
CONAENGE-Congresso Online de Eng. Mecânica e Automação
590:(242 units produced - 21 defective units) = 221 units
468:
Calculation: Loading = Scheduled Time / Calendar Time
593:221 good units / 242 total units produced = 91.32%
101:. Unsourced material may be challenged and removed.
795:OEE for Operators: Overall Equipment Effectiveness
667:Continuous improvement in OEE is the goal of TPM (
738:Introduction to Tpm: Total Productive Maintenance
516:Availability = 390 minutes / 450 minutes = 86.6%
8:
1043:"Top Three Methods on how to Fudge Your OEE"
793:Productivity Press Development Team (1999),
376:9 Major Downtime Losses Affect Availability
64:Learn how and when to remove these messages
587:242 Units are produced. 21 are defective.
941:"OEE Overview - with Calculation Methods"
241:Learn how and when to remove this message
223:Learn how and when to remove this message
161:Learn how and when to remove this message
618:
186:This article includes a list of general
851:
726:and measures of change may be helpful.
605:Example of OEE and Six Loss calculation
817:Everything You Need to Know About OEE
757:Overall Equipment Effectiveness (OEE)
611:Availability, Performance and Quality
445:Total effective equipment performance
285:Total effective equipment performance
7:
991:
989:
935:
933:
99:adding citations to reliable sources
859:Guimarães, Nilo (16 August 2019).
616:These are categorized as follows:
273:), and without interruption (100%
192:it lacks sufficient corresponding
25:
722:that may merit further modeling.
110:"Overall equipment effectiveness"
45:This article has multiple issues.
788:. (English). (Dutch)., (German).
177:
75:
34:
423:Using the examples given below:
411:Overall equipment effectiveness
254:Overall equipment effectiveness
86:needs additional citations for
53:or discuss these issues on the
397:Operations team member missing
269:), at the maximum speed (100%
1:
1022:"OEE Primer: Calculating OEE"
319:Calculations for OEE and TEEP
260:) is a measure of how well a
973:"Understanding Availability"
840:Total productive maintenance
669:Total Productive Maintenance
663:Total Productive Maintenance
520:Performance and productivity
391:Quality issues from material
835:Overall labor effectiveness
776:OEE for the Production Team
298:The term OEE was coined by
1091:
736:Nakajima, Seiichi (1988).
525:Calculation: Performance (
311:(KPI) in conjunction with
867:(in Brazilian Portuguese)
755:Hansen, Robert C (2005).
309:key performance indicator
819:, Manufacturing Tomorrow
813:, MES Center Association
694:OEE has properties of a
307:also commonly used as a
698:. As such it punishes
207:more precise citations.
797:, Productivity Press,
606:
604:
455:TEEP = Loading * OEE
302:. It is based on the
953:on 27 September 2013
918:on 23 September 2016
759:. Industrial Press.
724:Sensitivity analysis
650:Rejects on Start up
572:unscheduled downtime
95:improve this article
1075:Production planning
1001:Mingo Smart Factory
912:"Understanding OEE"
774:Koch, Arno (2007).
740:. Productivity Pr.
687:OEE is useful as a
673:Focused improvement
639:Production Rejects
494:availability losses
406:Other-Miscellaneous
1070:Lean manufacturing
607:
388:Machine adjustment
313:lean manufacturing
304:Harrington Emerson
804:978-1-56327-221-9
785:978-90-78210-08-5
766:978-0-8311-3237-8
713:net present value
654:
653:
251:
250:
243:
233:
232:
225:
171:
170:
163:
145:
68:
16:(Redirected from
1082:
1054:
1053:
1051:
1049:
1039:
1033:
1032:
1030:
1028:
1018:
1012:
1011:
1009:
1007:
993:
984:
983:
981:
979:
969:
963:
962:
960:
958:
952:
946:. Archived from
945:
937:
928:
927:
925:
923:
914:. Archived from
908:
902:
901:
899:
897:
883:
877:
876:
874:
872:
856:
807:
789:
770:
751:
633:Planned Downtime
619:
597:"Six Big Losses"
394:Material missing
350:first pass yield
300:Seiichi Nakajima
246:
239:
228:
221:
217:
214:
208:
203:this article by
194:inline citations
181:
180:
173:
166:
159:
155:
152:
146:
144:
103:
79:
71:
60:
38:
37:
30:
21:
1090:
1089:
1085:
1084:
1083:
1081:
1080:
1079:
1060:
1059:
1058:
1057:
1047:
1045:
1041:
1040:
1036:
1026:
1024:
1020:
1019:
1015:
1005:
1003:
995:
994:
987:
977:
975:
971:
970:
966:
956:
954:
950:
943:
939:
938:
931:
921:
919:
910:
909:
905:
895:
893:
887:"Origin of OEE"
885:
884:
880:
870:
868:
858:
857:
853:
848:
831:
805:
792:
786:
773:
767:
754:
748:
735:
732:
730:Further reading
685:
665:
659:
599:
559:
522:
489:
461:
447:
413:
378:
374:
321:
247:
236:
235:
234:
229:
218:
212:
209:
199:Please help to
198:
182:
178:
167:
156:
150:
147:
104:
102:
92:
80:
39:
35:
28:
23:
22:
15:
12:
11:
5:
1088:
1086:
1078:
1077:
1072:
1062:
1061:
1056:
1055:
1034:
1013:
985:
964:
929:
903:
891:OEE Foundation
878:
850:
849:
847:
844:
843:
842:
837:
830:
827:
826:
825:
820:
814:
808:
803:
790:
784:
771:
765:
752:
747:978-0915299232
746:
731:
728:
696:geometric mean
684:
681:
664:
661:
652:
651:
648:
645:
641:
640:
637:
634:
630:
629:
626:
623:
598:
595:
564:quality losses
558:
555:
521:
518:
488:
485:
460:
457:
446:
443:
442:
441:
438:
435:
428:
427:
424:
421:
412:
409:
408:
407:
404:
401:
398:
395:
392:
389:
386:
383:
382:Machine broken
368:
367:
354:
353:
340:
334:
320:
317:
249:
248:
231:
230:
185:
183:
176:
169:
168:
83:
81:
74:
69:
43:
42:
40:
33:
26:
24:
14:
13:
10:
9:
6:
4:
3:
2:
1087:
1076:
1073:
1071:
1068:
1067:
1065:
1044:
1038:
1035:
1023:
1017:
1014:
1002:
998:
992:
990:
986:
974:
968:
965:
949:
942:
936:
934:
930:
917:
913:
907:
904:
892:
888:
882:
879:
866:
862:
855:
852:
845:
841:
838:
836:
833:
832:
828:
824:
821:
818:
815:
812:
809:
806:
800:
796:
791:
787:
781:
777:
772:
768:
762:
758:
753:
749:
743:
739:
734:
733:
729:
727:
725:
721:
716:
714:
709:
704:
701:
697:
692:
690:
682:
680:
676:
674:
670:
662:
660:
657:
649:
646:
643:
642:
638:
635:
632:
631:
627:
624:
621:
620:
617:
614:
612:
603:
596:
594:
591:
588:
585:
584:
580:
579:
575:
573:
569:
568:quality stops
565:
556:
554:
551:
548:
545:
542:
539:
536:
535:
531:
530:
528:
519:
517:
514:
513:
509:
506:
503:
501:
497:
495:
486:
484:
481:
478:
475:
474:
470:
469:
465:
458:
456:
453:
450:
444:
439:
436:
433:
432:
431:
425:
422:
419:
418:
417:
410:
405:
402:
399:
396:
393:
390:
387:
384:
381:
380:
379:
377:
372:
365:
363:
359:
358:
357:
351:
347:
345:
341:
338:
335:
332:
330:
326:
325:
324:
318:
316:
314:
310:
305:
301:
296:
294:
289:
286:
282:
278:
276:
272:
268:
263:
262:manufacturing
259:
255:
245:
242:
227:
224:
216:
206:
202:
196:
195:
189:
184:
175:
174:
165:
162:
154:
143:
140:
136:
133:
129:
126:
122:
119:
115:
112: –
111:
107:
106:Find sources:
100:
96:
90:
89:
84:This article
82:
78:
73:
72:
67:
65:
58:
57:
52:
51:
46:
41:
32:
31:
19:
1046:. Retrieved
1037:
1025:. Retrieved
1016:
1004:. Retrieved
1000:
976:. Retrieved
967:
957:23 September
955:. Retrieved
948:the original
920:. Retrieved
916:the original
906:
894:. Retrieved
890:
881:
869:. Retrieved
864:
854:
794:
778:. Makigami.
775:
756:
737:
717:
705:
693:
686:
677:
666:
658:
655:
622:Availability
615:
608:
592:
589:
586:
582:
581:
577:
576:
571:
567:
563:
560:
552:
549:
546:
543:
540:
537:
533:
532:
527:Productivity
524:
523:
515:
511:
510:
507:
504:
499:
498:
493:
490:
487:Availability
482:
479:
476:
472:
471:
467:
466:
462:
454:
451:
448:
429:
414:
403:Startup loss
375:
373:
369:
360:
355:
342:
337:Performance:
336:
329:Availability
327:
322:
297:
292:
287:
284:
283:
279:
275:availability
274:
270:
266:
257:
253:
252:
237:
219:
210:
191:
157:
148:
138:
131:
124:
117:
105:
93:Please help
88:verification
85:
61:
54:
48:
47:Please help
44:
700:variability
636:Minor Stops
625:Performance
400:Tool change
271:performance
205:introducing
1064:Categories
1006:15 October
846:References
715:analysis.
708:efficiency
647:Speed Loss
644:Breakdowns
385:Setup time
188:references
121:newspapers
50:improve it
1048:5 January
978:9 October
689:heuristic
683:Heuristic
464:perform.
56:talk page
829:See also
628:Quality
583:Example:
534:Example:
500:Example:
473:Example:
213:May 2013
151:May 2013
896:15 July
557:Quality
492:called
459:Loading
362:Loading
344:Quality
293:loading
267:quality
201:improve
135:scholar
1027:9 July
922:7 July
871:30 May
801:
782:
763:
744:
352:(FPY).
288:(TEEP)
190:, but
137:
130:
123:
116:
108:
951:(PDF)
944:(PDF)
720:risks
142:JSTOR
128:books
1050:2014
1029:2013
1008:2016
980:2014
959:2013
924:2015
898:2015
873:2021
799:ISBN
780:ISBN
761:ISBN
742:ISBN
566:and
114:news
295:).
277:).
258:OEE
97:by
18:OEE
1066::
999:.
988:^
932:^
889:.
863:.
496:.
59:.
1052:.
1031:.
1010:.
982:.
961:.
926:.
900:.
875:.
769:.
750:.
364::
346::
331::
256:(
244:)
238:(
226:)
220:(
215:)
211:(
197:.
164:)
158:(
153:)
149:(
139:·
132:·
125:·
118:·
91:.
66:)
62:(
20:)
Text is available under the Creative Commons Attribution-ShareAlike License. Additional terms may apply.
