Documentos de Académico
Documentos de Profesional
Documentos de Cultura
Detailed description
El cálculo de OEE puede variar mucho de días a semanas. En un sistema de gestión del rendimiento, use OEE como un KPI
semanal/mensual a nivel de gestión Cuando faltan datos, puede tomar mucho tiempo estimar una caída de agua OEE.
Revisión Histórica
OEE Mide la relación entre la producción Cuanto mayor sea la medida OEE,
buena real y la producción posible más producto bueno por turno
produce una máquina o línea, lo
que da como resultado costos más
OEE muestra la imagen general de dónde bajos por unidad producida y
se pierde tiempo productivo; categoriza ayuda a que las operaciones sean
las pérdidas de tiempos con el fin de más competitivas
realizar mejoras focalizadas.
When to use?
• OEE debe ser usado como soporte de los objetivos comerciales, cuando existe una
nacesidad clara, por ejemplo:
– Bottleneck (Cuello de botella), Máquina que es limitante de capacidad en el flujo
productivo para cumplir con la necesidades del cliente.
– Equipo de alto costo: Dónde se debe incrementar la utilización.
– Competitividad, cuando el foco debe de ser en función del costo variable
reduciendo sobretiempos y/o mejorando la productividad.
– Sistema de gestion del Performance para revisar el actual nivel de performance
Marca Description
Width
Width efficiency capacity loss Actual width vs max machine width
Width
Width capacity
Ratio of the actual used width to the max
efficiency loss
machine nominal width
12,0
17%
12,0
2,0
0.5 8,5
1.0 33%
2,5
5,0
1.0 0 4,0
1.0
Total Non Tiempo Gasolina Cena Llanta Tiempo Semáf Tráfico Startup Tiempo Extraviarse Effective
time working de viaje Baja dentro oros loss de time
time del carro manejo
Total time
Non working time
Available time
Planned prev maint > 1shift
OEE 2 AFEMEA OEE
Occupation Time
Set-up
Production DownTime
Break-down
OEE 1 – AF Lima
Trials
Run Time
Micro-stoppage
Speed loss
Effective Runtime
Waste
Effective Time
Width utilization
Effective Time & width
Bottleneck
• Mantenimiento preventivos
planeados
F2: Mantenimiento preventivo
Total Non Available Planned Occupation F4: Mantenimiento correctivo
Time working Time preventive Time programado
Time maintenanc
e > 1shift D7: Limpieza de máquina - TPM
The equipment is idle because teams are • Calculate the total cost of a Planned Preventive
doing periodical maintenance Maintenance to create a cost awareness,
▪ Periodic checks need to be done to • Limit the stoppage duration by improving the
ensure proper machine operating scheduling of all requested tasks
conditions
▪ Worn parts need to be replaced to avoid • Have one person responsible for the Total
stoppage time and related cost
major breakdowns going forward
• Develop Predictive Maintenance
Pitfalls
▪ Some managers consider the Planned Prev.
Maint. cost as being the hours spent by the
maintenance team (internal or external) and the
cost of the replaced parts.
▪ The real cost of a Planned Preventive
Maintenance is the cost of non producing during
the full stoppage of the machine. The stoppage
time includes the time needed for the
maintenance tasks, the time needed by the
production people (e.g. cleaning) and any idle
time from last good material to new set-up.
Pitfalls
Sometimes losses due to Set-Up are not totally
recorded:
▪ All Set-Up time, including change-over time
between different product families, must be
recorded in Set-Up
▪ If some cleaning tasks are required to set a new
order, this time should be included in Set-Up not in
Production downtime for cleaning.
Definition
For ta Counter measures
Pitfalls
Some plants are booking time to reprocess a
defective material as Production DownTime. The
time to reprocess a defective material should be
booked with a specific order and a adequate hours
booking (set-up/run/Breakdown ..). A system must in
place to track these specific orders for tracability and
efficiency improvement.
Time lost due to machine breakdown. • Implement Performance Board at machine level
Breakdown time should be recorded from the to highlight deviation
minute the machine is stopped until the machine is
given back to production. • Use a Pareto to classify the Breakdown
▪ Small maintenance work during set up time are not
recorded on condition that this maintenance work • Have unambiguous and distinct Breakdown
does not disturb the set up activities reason codes in the CMMS (computerized
▪ this does not include maintenance time in the
Maintenance Management System) and/or in
periods that the machine is not manned
the MES shop-floor system to fine-tune the
▪ After a breakdown, some cleaning or set-up
activities maybe needed. These activities should be Pareto
booked under Production Downtime even-though
they are a consequence of the breakdown. This • RCPS (Root Cause Problem Solving)
split allows a good overview of the maintenance
efficiency through MTTR calculation (Mean Time To • Review the Preventive Maintenance plan
Repair)
• Develop Autonomous Maintenance
Pitfalls
If Breakdowns are very long, production people sometimes
consider a part of them as Non working Time. As a rule,
• All breakdowns hours should be booked as breakdown on
the machine until the machine is either back to production
or ready for new incoming orders
Definition
For ta Countermeasures
All time related to the processing of trial • For long trial, calculate the total cost to create a
orders cost awareness,
▪ trials are identified by separate order series • Limit the stoppage duration by improving the
▪ trials are tests of new raw material or new scheduling of all requested tasks
process
▪ can be paid or non-paid by the customer • Have one person responsible for the Total
▪ different departments can initiate trials stoppage time and related cost
Pitfalls
• Some managers consider the Trial cost as being
the hours spent by the process team (internal or
external) and the cost of the raw materials.
• The real cost of a Trial is the cost of non producing
during the use of the machine. The use time
includes the time needed for the process tasks, the
time needed by the production people (e.g.
cleaning) and any idle time from last good material
to new set-up.
Perfor-
mance %
The performance ratio
measures time percent
lost for
• Micro Stop
B10: Bobinas en el árbol
• Reduced speed (RS)
Running
time
Micro
stops
Reduced
speed
Effective
running (
𝑅𝑆= 1 −
𝑉 𝑂𝐸𝐸)
𝑉 𝑟𝑒𝑎𝑙
∗ 𝐻𝑟𝑠( 𝐴 1)
time
Definition Countermeasures
No se debe tener en cuenta ninguna limitación de velocidad debida al proceso (p. ej., capacidad de
laminación, capacidad de secado, alcance del LEL...), debido a la combinación de productos o a
una modificación de ingeniería (p. ej., sistema de frenado...).
La velocidad más rápida a la que el equipo podría funcionar con buena calidad debe reflejarse en las Condiciones de
funcionamiento estándar (SOC) de la máquina.
El SOC debe ser desafiado regularmente para alcanzar la velocidad mecánica máxima de manera regular.
Cuando hay una diferencia entre la Cuando no hay diferencia entre la velocidad
velocidad real de la máquina y las real de la máquina y las condiciones de
Condiciones de operación estándar operación estándar publicadas en la
publicadas en la máquina, máquina,
• Calcular la pérdida de OEE versus “la • Calcular la pérdida de OEE versus “la
velocidad más rápida a la que el equipo velocidad mecánica máxima.
podría funcionar con buena calidad”
(SOC) • Configure los proyectos para aprovechar
la velocidad para alcanzar la velocidad
• Establecer la revisión de desempeño mecánica máxima
con el equipo en base a esta referencia
de velocidad
Availability losses are limited to the one All availability losses are taken into
that the team can influence OEE1 account OEE2
Performance ratio :
Performance ratio :
Performance ratio is calculated with “
the fastest speed that the equipment Performance ratio is calculated with
could possibly run with good quality” “the max mechanical speed of the
machine”
These speeds are validated and
displayed in the Standard Operating
Conditions on the machine – the team
can influence them at machine level
Definition Countermeasures
2,5
1,5
Pitfalls 1
Definition Countermeasures
• In theory, the waste losses should be limited to • RCPS (Root Cause Problem Solving)
Run Waste. Set-up Waste are produced during
Set-Up Hours and are already previously counted
as a loss in OEE. To ease the data collection, Set-
Up & Run Waste can be aggregated.
Definition Countermeasures
Pitfalls
Definition Countermeasures
Pitfalls
https://app.powerbi.com/links/
fB31o9roFC?ctid=fe9c207f-da30-4226-
82b5-
bff6ef031c8c&pbi_source=linkShare
3
1
2
Ratios Referencia
del rango de fechas
seleccionado
Trials • Para una muestra larga, calcule el costo total para crear una conciencia de costos
• Limite la duración de la parada mejorando la programación de todas las tareas solicitadas
• Tener una persona responsable del tiempo total de parada y el costo relacionado
Reduce Speed • Implementar Performance Board a nivel de máquina para resaltar la desviación
• Reduzca la brecha a la velocidad estándar a través de RCPS (Resolución de problemas de causa raíz)
• Compruebe físicamente con un cronómetro la velocidad real de la máquina. Puede ser superior a la
velocidad estándar dada por la producción
Deffect Losses • Establecer estándares de Scrap que reflejen el programa de producción
• Use un Pareto para clasificar la causa del Scrap
Tenga códigos de motivo de desperdicio inequívocos y distintos en el sistema de piso de producción MES para
afinar el Pareto
• RCPS (resolución de problemas de causa raíz)