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Overall Equipment EffectivenessOverall Equipment Effectiveness
& Capacity Training & Capacity Training
O.E.E. definition Items which influence O.E.E. Applying O.E.E. - 3 Case Studies O.E.E. ‘Quiz’ Capacity Calculations S/D Group Current System for O.E.E. and
capacity calculation
Class FormatClass Format
Class PurposeClass Purpose
Become familiar with O.E.E. Understand Automotive Industry’s approach to
capacity
What Is Overall Equipment What Is Overall Equipment Effectiveness?Effectiveness?
Overall equipment effectiveness is a measure of the how well lines or equipment are utilized in relation to their full potential.
What factors influence Overall What factors influence Overall Equipment Effectiveness?Equipment Effectiveness?
Overall equipment effectiveness is the product of 3 individual rates :
Operating rate Performance rate Quality rate
Loading Time Refers to the net available time. Is the total time available for operation minus
necessary downtime ( breaks and paid lunches)
Equipment
Loading Time
6 Big Losses
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
Big Loss #1 Delays of 5-10 minutes or more which result from
associate errors, electrical failure or mechanical breakdown.
Loading Time
6 Big LossesEquipment
1. Frequent Breakdowns (Recorded Downtime)
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
Big Loss #2 Losses during setup and adjustment resulting from
downtime during changeover.
Loading Time
6 Big LossesEquipment
1. Frequent Breakdowns (Recorded Downtime)
2. Set-up and Adjustment
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
Operating Time Refers to the time during which the
equipment is actually in operation.
Dow
ntim
eLo
sses
OperatingTime
Loading Time
6 Big LossesEquipment
1. Frequent Breakdowns (Recorded Downtime)
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
2. Set-up and Adjustment
Operating Rate The ratio of the Operating Time to the Loading Time
OEE Formulas
Loading Time - Downtime
Loading Time
Dow
ntim
eLo
sses
OperatingTime
2. Setup and Adjustment
Loading Time
6 Big LossesEquipment
1. Frequent Breakdowns (Recorded Downtime)
OPERATING RATE
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
Big Loss #3 Equipment delays of short duration (Short stoppages). Usually less than 5-10 minutes. Other unrecorded downtime.
3. Idling and Minor Losses (Unrecorded Downtime)
OEE Formulas
Loading Time - Downtime
Loading Time
Dow
ntim
eLo
sses
OperatingTime
2. Setup and Adjustment
Loading Time
6 Big LossesEquipment
1. Frequent Breakdowns (Recorded Downtime)
OPERATING RATE
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
Big Loss #4 Losses due to the difference between expected cycle
time and actual cycle time.
3. Idling and Minor Losses (Unrecorded Downtime)
OEE Formulas
Loading Time - Downtime
Loading Time
Dow
ntim
eLo
sses
OperatingTime
2. Setup and Adjustment
Loading Time
6 Big LossesEquipment
1. Frequent Breakdowns (Recorded Downtime)
OPERATING RATE
4. Drop in Cycle Time
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
Net Operating Time Refers to the time the equipment is operating at a
stable or constant speed.
NetOperating
Time
Spe
edLo
sses
3. Idling and Minor Losses (Unrecorded Downtime)
OEE Formulas
Loading Time - Downtime
Loading Time
Dow
ntim
eLo
sses
OperatingTime
2. Setup and Adjustment
Loading Time
6 Big LossesEquipment
1. Frequent Breakdowns (Recorded Downtime)
OPERATING RATE
4. Drop in Cycle Time
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
Performance Rate Ratio of Net Operating Time to Operating Time. Compares time it should have taken vs. the time it did take to
produce the products.
Ideal Cycle Time x Output
Operating Time
NetOperating
Time
Spe
edLo
sses
3. Idling and Minor Losses (Unrecorded Downtime)
OEE Formulas
Loading Time - Downtime
Loading Time
Dow
ntim
eLo
sses
OperatingTime
2. Setup and Adjustment
Loading Time
6 Big LossesEquipment
1. Frequent Breakdowns (Recorded Downtime)
OPERATING RATE
4. Drop in Cycle Time
PERFORMANCE RATE
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
Big Loss #5 Losses generated from rejected parts
Ideal Cycle Time x Output
Operating Time
NetOperating
Time
Spe
edLo
sses
3. Idling and Minor Losses (Unrecorded Downtime)
OEE Formulas
Loading Time - Downtime
Loading Time
Dow
ntim
eLo
sses
OperatingTime
2. Setup and Adjustment
Loading Time
6 Big LossesEquipment
1. Frequent Breakdowns (Recorded Downtime)
OPERATING RATE
4. Drop in Cycle Time
PERFORMANCE RATE
5. In-Process Scrap
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
Big Loss #6 Losses from initial start-up to process stabilization
Ideal Cycle Time x Output
Operating Time
NetOperating
Time
Spe
edLo
sses
3. Idling and Minor Losses (Unrecorded Downtime)
OEE Formulas
Loading Time - Downtime
Loading Time
Dow
ntim
eLo
sses
OperatingTime
2. Setup and Adjustment
Loading Time
6 Big LossesEquipment
1. Frequent Breakdowns (Recorded Downtime)
OPERATING RATE
4. Drop in Cycle Time
PERFORMANCE RATE
6. Start-up Scrap
5. In-process scrap
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
Qua
lity
loss
es
ValuableOper.Time
Valuable Oper. Time Time during which acceptable product is manufactured
Ideal Cycle Time x Output
Operating Time
NetOperating
Time
Spe
edLo
sses
3. Idling and Minor Losses (Unrecorded Downtime)
OEE Formulas
Loading Time - Downtime
Loading TimeD
own
time
Loss
esOperating
Time2. Setup and Adjustment
Loading Time
6 Big LossesEquipment
1. Frequent Breakdowns (Recorded Downtime)
OPERATING RATE
4. Drop in Cycle Time
PERFORMANCE RATE
6. Start-up Scrap
5. In-process scrap
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
Qua
lity
loss
es
ValuableOperatingTime
Quality Rate Ratio of the number of good products to total produced
Ideal Cycle Time x Output
Operating Time
NetOperating
Time
Spe
edLo
sses
3. Idling and Minor Losses (Unrecorded Downtime)
OEE Formulas
Loading Time - Downtime
Loading TimeD
own
time
Loss
esOperating
Time2. Setup and Adjustment
Loading Time
6 Big LossesEquipment
1. Frequent Breakdowns (Recorded Downtime)
OPERATING RATE
4. Drop in Cycle Time
PERFORMANCE RATE
6. Start-up Scrap
5. In-process scrapTotal Produced - Scrap
Total Produced
QUALITY RATE
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
Qua
lity
loss
es
ValuableOperatingTime
O.E.E. = Availability X Performance X Quality
Ideal Cycle Time x Output
Operating Time
NetOperating
Time
Spe
edLo
sses
3. Idling and Minor Losses (Unrecorded Downtime)
OEE Formulas
Loading Time - Downtime
Loading TimeD
own
time
Loss
esOperating
Time2. Setup and Adjustment
Loading Time
6 Big LossesEquipment
1. Frequent Breakdowns (Recorded Downtime)
OPERATING RATE
4. Drop in Cycle Time
PERFORMANCE RATE
6. Start-up Scrap
5. In-process scrapTotal Produced - Scrap
Total Produced
QUALITY RATE
O.E.E. in Relationship to the 6 Big LossesO.E.E. in Relationship to the 6 Big Losses
O.E.E. - GoalsO.E.E. - Goals
O.E.E. = Availability X Performance X Quality
World Class O.E.E.
= 90% X 95% X 99% = 85%
O.E.E. Case Study 1
1 2 3
ITEM SCHEDULE MINUTES TYPEStart 7:00Meeting 7:00 - 7:05 5 Planned DowntimeWork 7:05 - 9:00 115Break 1 9:00 - 9:10 10 Break timeWork 9:10 - 11:00 110Lunch 11:00 - 11:30 30 Unpaid lunchWork 11:30 - 1:30 120Break 2 1:30 - 1:40 10 Break timeWork 1:40 - 3:20 100Clean-up 3:20 - 3:30 10 Planned DowntimeEnd 3:30
TOTAL 510
The assembly line above has dedicated equipment andfixturing for making identical parts. It works one 8 hr shift
each day 5 days per week according to this schedule:
A time study was completed for the lineand the following times were observed
and determined to be standard process times for each station:
OPERATION1 2 3
TIME (sec) 68 sec 70 sec 74 sec
Calculate O.E.E. for this line based on the following actual production data from the previous month:
•TOTAL PROD. FOR MONTH (good + scrap) : 6300 pcs•TOTAL DAYS WORKED: 21 days•TOTAL SCRAP 168 pcs•TOTAL DOWNTIME 819 min
~ Planned = 15 min/day meeting + cleanup = 315~Unplanned=504 min total (breakdowns, etc.)
•Background for Case Study 1: Dedicated Assembly Line Example
O.E.E. Case Study 1•Calculation of O.E.E.
DAILY WORK TIME = 7:00-3:30 MINUS .5 HR LUNCH = 8 HOURS OR 480 MINUTES
PLANNED BREAK = TWO 10 MINUTE BREAKS = 20 MIN
WORKSHEET CALCULATION
PLANNED DOWNTIME = (5 MINUTE MEETING + 10 MINUTE CLEANUP) = 15 MIN
UNPLANNED DOWNTIME = (504 TOTAL MONTH / 21 WORKDAYS )= 24 MIN / DAY AVG
WORKSHEET CALCULATION
WORKSHEET CALCULATION
OUTPUT / DAY (GOOD + SCRAP) = (6300 PCS PRODUCED/21 DAYS) =300 PCS / DAY
AVG DAILY SCRAP = (168 PCS SCRAPPED / 21 DAYS)=8 PCS / DAY
STANDARD / IDEAL CYCLE TIME = 74 SEC
WORKSHEET CALCULATION
WORKSHEET CALCULATION
WORKSHEET CALCULATION
WORKSHEET CALCULATION
CAPACITY O.E.E. CALCULATIONS
ASSEMBLY
A DAILY WORK TIME (MIN.) 480
B PLANNED BREAK TIME (MIN.) 20
C LOADING TIME (MIN.) 460
D PLANNED DOWNTIME (MIN.) 15
E UNPLANNED DOWNTIME (MIN.) 24.00
F TOTAL DOWNTIME (MIN.) 39.00
G ACTUAL OPERATING TIME (MIN.) 421.00
H OUTPUT (DAY) ACTUAL PRODUCTION 300.00
J SCRAP 8.00
K STANDARD/IDEAL CYCLE TIME (SEC.) 74
L OPERATING RATE 91.52%
M PERFORMANCE RATE 87.89%
N QUALITY RATE 97.33%
P CAPACITY OVERALL EQUIP. EFFECTIVNESS 78.29%
A-B
D+E
C-F
G/C
(HxK)/(Gx60)
(H-J)/H
LxMxNx100
0
50
100
150
200
250
300
350
400
450
50039 MIN
DOWNTIME
ACTUALOPER.TIME =
421 MIN
STD.TIME TO
MAKE 300
PIECES74”/PC =
370 MIN
STDTIME TO
MAKE 292
GOODPIECES:
360 MIN
51 MINLOST TIME
OPERATINGRATE
421MIN 460 MIN
91.52%
PERFORMANCERATE
370MIN 421 MIN
87.89%
QUALITYRATE
292 PCS 300 PCS
97.33%
10 MINSCRAPTIME
MINUTES 480’ WORK TIME
20’ BREAKS
AVAIL.OPER.TIME
(LOADTIME)=
460 MIN
OVERALL EQUIPMENT
EFFECTIVENES = X X
= X X
X X
O.E.E. Case Study 1: O.E.E. Graph
78.3%=
0
50
100
150
200
250
300
350
400
450
500 39 MINDOWNTIME
ACTUALOPER.TIME =
421 MIN
STD.TIME TO MAKE
300 PIECES74”/PC =
370 MIN
STDTIME TO MAKE
292 GOOD
PIECES:
360 MIN
51 MINLOST TIME
OPERATINGRATE
421MIN 460 MIN
91.52%
PERFORMANCERATE
370MIN 421 MIN
87.89%
QUALITYRATE
292 PCS 300 PCS
97.33%
10 MINSCRAPTIME
MINUTES 480’ WORK TIME 20’
BREAKS
AVAIL.OPER.TIME
(LOADTIME)=
460 MIN
OVERALL EQUIPMENT
EFFECTIVENES = X X
= X X
AVAIL.OPER.TIME
(LOADTIME)=
460 MIN
STDTIME TO
MAKE 292
GOODPIECES:360 MIN
OR: 360 MIN 460 MIN
= 78.3%
X X
O.E.E. Case Study 1: O.E.E. Graph
78.3%=
ITEM SCHEDULE MINUTES TYPEStart 6:00Meeting 6:00 - 6:05 5 Planned DowntimeRun 6:05 - 8:00 115Break 1 8:00 - 8:10 10 Break timeRun 8:10 - 10:00 110Lunch 10:00 - 10:20 20 Break (Paid lunch)Run 10:20 - 12:30 130Break 2 12:30 - 12:40 10 Break timeRun 12:40 - 1:45 65Clean-up 1:45 - 2:00 15 Planned DowntimeEnd 2:00
TOTAL 480
The paint line above is a single line painting 10 different parts. Paint racks are spaced
3 feet apart. Line speed is 5.5 ft/min. Last month the paint line ran as follows:
* Same schedule format for 2nd and 3rd shift
Production Total ScrapPart Good Scrap Pcs/Rack Racks RacksA 7800 410 10 821 41B 16147 329 4 4119 82C 16593 513 6 2851 86D 17343 723 6 3011 121E 17434 632 6 3011 105F 44120 1224 8 5668 153G 2824 212 4 759 53H 5754 178 4 1483 44I 2473 103 4 644 26J 92266 3844 14 6865 275
222754 8168 29232 986
Calculate O.E.E. for this line based on last month’s productiondata shown below:
Production Data
- For common / shared equipment such as this paint line, a combined standard cycle time for the group of parts must be determined:
StandardCycle Time
= (3ft/rack)/(5.5ft/min) = .545 min/rack = 32.7 sec/rack
- Total days worked = 21 days- Total Downtime = 4767 min Planned = (5’meeting + 15’ cleanup)X3shiftX21days=1260’/month Unplanned = 3507 recorded for the month ( Avg =167’/day)
O.E.E. Case Study 2•Background for Case Study 2: Paint Line Example
O.E.E. Case Study 2•Calculation of O.E.E.
DAILY WORK TIME = 3 SHIFTS X 8 HOURS = 24 HOURS = 1440 MINUTES
PLANNED BREAK = (TWO 10 MIN BREAKS + 20 MIN LUNCH) X 3 SHIFT = 120 MIN
WORKSHEET CALCULATION
PLANNED DOWNTIME = (5 MIN MTG + 15 MIN CLEANUP)=20 MIN X 3 SHIFT=60 MIN
UNPLANNED DOWNTIME = AVG 167 MIN / DAY (FROM PRODUCTION REPORT)
WORKSHEET CALCULATION
WORKSHEET CALCULATION
OUTPUT/DAY (GOOD+SCRAP RACKS)=(29232 RACKS/21DAYS)=1392 RACKS/DAY
AVG DAILY SCRAP RACKS=(8168 RACKS SCRAPPED / 21 DAYS)=47 RACKS / DAY
COMBINED STANDARD C.T.= 32.7 SEC/RACK (CALC. ON BACKGROUND SHEET)
WORKSHEET CALCULATION
WORKSHEET CALCULATION
WORKSHEET CALCULATION
WORKSHEET CALCULATION
CAPACITY O.E.E. CALCULATIONS
PAINT
A DAILY WORK TIME (MIN.) 1440
B PLANNED BREAK TIME (MIN.) 120
C LOADING TIME (MIN.) 1320
D PLANNED DOWNTIME (MIN.) 60
E UNPLANNED DOWNTIME (MIN.) 167.00
F TOTAL DOWNTIME (MIN.) 227.00
G ACTUAL OPERATING TIME (MIN.) 1093.00
H OUTPUT (DAY) ACTUAL PRODUCTION (RACKS) 1392.00
J SCRAP (RACKS) 47.00
K STANDARD/IDEAL CYCLE TIME (SEC / RACK) 32.7
L OPERATING RATE 82.80%
M PERFORMANCE RATE 69.41%
N QUALITY RATE 96.62%
P CAPACITY OVERALL EQUIP. EFFECTIVNESS 55.53%
A-B
D+E
C-F
G/C
(HxK)/(Gx60)
(H-J)/H
LxMxNx100
OVERALL EQUIPMENT EFFECTIVENESS = 82.8% X 69.41% X 96.92% = 55.5 %- OR -
(STD TIME TO PAINT 1345 GOOD RACKS)/(LOADING TIME)=(733 MIN/1320 MIN)=55.5%
0
200
400
600
800
1000
1200
1400
1600
TOTALCOMBINEDDOWNTIME= 227 MIN
120’ BREAKS
1320’LOADING
TIME
334 MINLOST TIME 26 MIN
STD TIMEFOR 47SCRAPRACKS
OPERATINGRATE
1093 MIN 1320 MIN
= 82.8%PERFORMANCE
RATE 759 MIN 1093 MIN
= 69.41%QUALITY
RATE 1345 RACKS 1392 RACKS
= 96.62%
O.E.E. Case Study 2: O.E.E. Graph
STANDARDTIME TO
MAKE 1345 GOOD
RACKS =733 MIN
STANDARDTIME TO
PAINT 1392 RACKS759 MIN
ACTUALOPER.TIME
1093 MIN
O.E.E. Case Study 3•Background for Case Study 3: Shared Equipment Example
• PRODUCTION AREA OF ANALYSIS = (2) 750 TON PLASTIC INJECTION MOLDING PRESSES
• LAST MONTH’S PRODUCTION SCHEDULE = 3 SHIFTS, 7 DAYS PER WEEK (STANDARD WORKWEEK)
• OPERATORS ARE RELIEVED FOR BREAKS / LUNCHES (BREAKTIME = 0)
• TOTAL # OF TOOLS WHICH RUN IN EITHER OF THE PRESSES = (9)
• PRODUCTION DATA FROM LAST MONTH IS SHOWN BELOW:
Mold Standard Month Total Pieces Scrap Total StandardPart Number Cavity Cycle (sec) Good + Scrap Pieces Hours*
1 H315 2 40 8520 303 47.32 H282A 2 40 79154 3211 439.73 B165 1 39 377 39 4.14 F398 2 30 8848 362 36.95 84C 1 40 4755 190 52.86 621A 2 30 9212 322 38.47 F407 1 90 3503 112 87.68 F363 1 40 809 33 9.09 F364 2 35 74116 2668 360.3
189294 7240 1076.1
StandardCycle Time
= (Total Standard Hours / Total Pieces)
= ( 1076.1 hrs X 3600 sec/hr) / 189294 pieces = 20.5 sec/pc
- Total days worked = 30 days- Total Planned Downtime = 6240 minutes / 30 days = avg 208 min/day- Total Unplanned Downtime = 9060 minutes / 30 days = avg 302 min/day- For common / shared equipment such as these molding presses with a family of tools, a combined standard cycle time must be determined:
* TOTAL STD HOURS =
((C/A) X B) / 3600
A B C D E
O.E.E. Case Study 3
•Calculation of O.E.E.
DAILY WORK TIME = 2 presses X 3 shifts X 8 hours X 60 min = 2880 minutes
PLANNED BREAK = 0 (All breaks and lunches are relief method)
WORKSHEET CALCULATION
PLANNED DOWNTIME = 6240 min month total / 30 days = avg 208 min /day
UNPLANNED DOWNTIME = 9060 min month total / 30 days = avg 302 min / day
WORKSHEET CALCULATION
WORKSHEET CALCULATION
OUTPUT/DAY (GOOD+SCRAP)=(189294 pcs / 30 days) = avg 6310 pcs / day
AVG DAILY SCRAP = 7240 pcs / 30 days = avg 241 pcs / day
COMBINED STANDARD C.T.= 20.5 SEC/PC (See calculation on background sheet)
WORKSHEET CALCULATION
WORKSHEET CALCULATION
WORKSHEET CALCULATION
WORKSHEET CALCULATION
CAPACITY O.E.E. CALCULATIONS
MOLDING
A DAILY WORK TIME (MIN.) 2880
B PLANNED BREAK TIME (MIN.) 0
C LOADING TIME (MIN.) 2880
D PLANNED DOWNTIME (MIN.) 208
E UNPLANNED DOWNTIME (MIN.) 302
F TOTAL DOWNTIME (MIN.) 510
G ACTUAL OPERATING TIME (MIN.) 2370
H OUTPUT (DAY) ACTUAL PRODUCTION 6310
J SCRAP 241
K STANDARD/IDEAL CYCLE TIME (SEC) 20.5
L OPERATING RATE 82.29%
M PERFORMANCE RATE 90.97%
N QUALITY RATE 96.18%
P CAPACITY OVERALL EQUIP. EFFECTIVNESS 72.00%
A-B
D+E
C-F
G/C
(HxK)/(Gx60)
(H-J)/H
LxMxNx100
0
500
1000
1500
2000
2500
3000
3500
OVERALL EQUIPMENT EFFECTIVENESS = 82.3% X 91.0% X 96.2% = 72.0 %- OR -
(STD TIME TO MOLD 6069 GOOD PIECES)/(LOADING TIME)=(2074 MIN/2880 MIN)=72.0%
2880’ LOADING TIME (Relief Style Breaks)
214 MINLOST TIME
82 MINSTD TIMEFOR 241SCRAPPARTS
OPERATINGRATE
2370 MIN 2880 MIN
= 82.29%PERFORMANCE
RATE 2156 MIN 2370 MIN
= 90.97%QUALITY
RATE 6069 PCS 6310 PCS
= 96.18%
STANDARDTIME TO
MOLD 6069 GOOD
PIECES2074 MIN
STANDARDTIME TO
MOLD 6310 PIECES
2156 MIN
ACTUALOPER.TIME
2370 MIN
TOTALCOMBINEDDOWNTIME= 510 MIN
O.E.E. Case Study 3: O.E.E. Graph
O.E.E. Class Example 1
A DAILY WORK TIME (MIN)
B PLANNED BREAK TIME (MIN/DAY)
C LOADING TIME (MIN/DAY) (A-B)
D PLANNED DOWNTIME (MIN/DAY)
E UNPLANNED DOWNTIME (MIN/DAY)
F TOTAL DOWNTIME (MIN/DAY) (D+E)
G ACTUAL OPERATING TIME (MIN/DAY) (C-F)
H AVG. OUTPUT/DAY (PCS)
J SCRAP (PCS)
K EXPECTED / IDEAL CYCLE TIME (SEC/PC)
L OPERATING RATE (G/C)
M PERFORMANCE RATE (HxK)/(Gx60)
N QUALITY RATE (H-J)/H
P OVERALL EQUIP. EFFECTIVENESS LxMxNx100
Calculations:
Background:• Process: Weld Cell w/ dedicated fixturing• Shifts: 2 ( 8 hours each )• Lunch: Unpaid - Outside of 8 hours (do not include)• Breaks: 2 per shift ( 10 minutes each )• Cycle Time: 27 seconds per piece
• Last Month Total Output: 34221 pcs• Scrap: 934 out of 34221 were scrapped• Days Worked Last Month: 22• Planned Downtime = 10 min / shift ( 5’mtg + 5’ cleanup)• Unplanned Downtime Total for Last Month: 1232 min
O.E.E. Class Example 1: Answer
A DAILY WORK TIME (MIN)
B PLANNED BREAK TIME (MIN/DAY)
C LOADING TIME (MIN/DAY) (A-B)
D PLANNED DOWNTIME (MIN/DAY)
E UNPLANNED DOWNTIME (MIN/DAY)
F TOTAL DOWNTIME (MIN/DAY) (D+E)
G ACTUAL OPERATING TIME (MIN/DAY) (C-F)
H AVG. OUTPUT/DAY (PCS)
J SCRAP (PCS)
K EXPECTED / IDEAL CYCLE TIME (SEC/PC)
L OPERATING RATE (G/C)
M PERFORMANCE RATE (HxK)/(Gx60)
N QUALITY RATE (H-J)/H
P OVERALL EQUIP. EFFECTIVENESS LxMxNx100
• Process: Weld Cell w/ dedicated fixturing• Shifts: 2 ( 8 hours each )• Lunch: Unpaid - Outside of 8 hours (do not include)• Breaks: 2 per shift ( 10 minutes each )• Cycle Time: 27 seconds per piece
Calculations:
2 sh x 8 hr x 60 min = 960 min960
2 x 10 min ea x 2 shift = 40 min40
920
• Last Month Total Output: 34221 pcs• Scrap: 934 out of 34221 were scrapped• Days Worked Last Month: 22• Planned Downtime = 10 min / shift ( 5’mtg + 5’ cleanup)• Unplanned Downtime Total for Last Month: 1232 min
2 sh x 10 min per shift = 20 min20
1232 month / 22 days = 56 min56
76
844
Background:
34221 pcs / 22 days = 1556 pcs / day1556
934 pcs / 22 days = 43 pcs / day43
27
.92
.83
.97
74%
S/D Approach to Capacity
• Expressed as a Percentage of Available Time• Based on actual performance ( Previous Month O.E.E.)• Basic Capacity Formula:
(Standard Hours Required by Demand)O.E.E.
( )Actual Standard Hours Available to Produce
CAPACITY ANALYSISSUPPLIER: EXAMPLE SUPPLIERLINE/EQUIP. TYPE: COMMON/FLEXIBLE ISSUED BY: FRANCIS
EXCLUSIVE/DEDICATED ISSUE DATE: 10/29/98DESCRIPTION:
0
PROCESS/OPERATION: WELD CELL WELD CELL
MONTH: NOV MONTH: MONTH: JANCYCLE DEMAND HOURS DEMAND HOURS DEMAND HOURS
PART NUMBER PART NAME TIME (PCS.) REQ. (PCS.) REQ. (PCS.) REQ.
12345-xxx-a000 WELDED BRACKET 27 27785 208.4 0.0 41000.0 307.5
OTHER CUSTOMERS:
1. GROSS HRS REQUIRED: SUM OF HOURS REQ'D FOR EACH MONTH. 208 3082. OVERALL EQUIPMENT EFFECTIVENESS (LINE P OF C.I.C. FORM: ATTACH). 74% 74%3. NET HOURS REQUIRED = ( 1 / 2 ) 282 4164. STANDARD MONTHLY HOURS AVAILABLE
(# of mach. or lines x shifts / day x (hrs. shift - breaks) x w orkdays / month)
MONTH MACH/LINE SHIFTS/DAY HRS-BRKS DAYS/MON
NOV 1 X 2 X 7.6 X 19 288.8 X X X
JAN 1 X 2 X 7.6 X 20 3045. ACTUAL CAPACITY = ( 3 / 4 ) X 100 98% 137%6. TARGET CAPACITY 100%7. O.E.E. REQUIRED TO MEET TARGET CAPACITY: 72% 101%