The document discusses the use of Overall Equipment Effectiveness (OEE) to enhance production by identifying and reducing losses related to availability, performance, and quality. It emphasizes the importance of accurate data, focused management processes, and actionable countermeasures to drive sustainable improvement. The proposed approach includes training teams on data interpretation, engaging them in quick actions, and initiating targeted improvement projects based on identified losses.

1. Using OEE to Improve Production
Adrian Pask
Vorne Industries

2. Straw poll
• Everyone raise a hand in the air
• Put your hand down if you
DON’T know about OEE
• Put your hand down if you
DON’T measure OEE in your
plant

3. Catch up on OEE
• OEE – highly documented measure
for identifying loss
• OEE Pocket Guides
• How can you use OEE to improve
production?

4. What is OEE about?
• It’s not about the score !!
• It’s about the losses:
– Availability
– Performance 85%
– Quality
• Improving OEE = taking action to reduce loss at each
level of your business

5. Using Data
• The value of Information is in how it’s used
• Many sites track OEE, cases, downtime,
output, productivity, yield, etc etc
• If you don’t use the data to make decisions
and to take action – what is it worth?

6. OEE and sustainable improvement
• Why do most factories audit for Quality,
Safety, and Housekeeping?
• Why do very few factories audit how
effectively teams improve Output (of which
OEE is a measure)?

7. Audit your OEE improvement process
• What would be the impact to your business if
you created standard work for improving
output based on OEE?
• All of your managers and sites would work to
improve output the same way.

8. Process for improving OEE
• IF you Act you get Results
I = Information
F = Focus
A = Effective Actions
I x F x A = Results Originally developed by our UK Partner, OptimumFX.

9. What do we want?
A standard business process based on:
•Information:
– A foundation of accurate, automated performance data that identifies
all losses to OEE
•Focus:
– Robust management review meetings that prioritize losses and
identify countermeasures at every level in the organization
•Actions:
– Apply countermeasures that directly affect these losses

10. Breaking the vision down
What OEE How do we Focus to set How do we take Action
Information is priorities: for:
needed by:
-Operators -What time period -Quick fixes
-Supervisors -How frequently -Long term fixes
-Managers -What questions -Using right lean tools?
-Directors -What is the process? -Evaluate effectiveness
-Start/Stop projects
To identify losses in To identify priorities and To close out losses as
a meaningful time assign resources for action? they occur and prevent re-
period? occurrence?

11. In real life
• As an Operator:
– I use OEE in real time to run my machine to standard – alarms if running slow or off target
– I look for my top loss every hour to identify a quick fix
• As a Supervisor
– I use OEE every 4 hours and at every shift handover
– I look for improvements my team can make during the next 4 hours, training needs, and tasks
for my engineering support team
• As a Manager
– I use OEE in every morning meeting and shift change
– I look for improvement projects and training opportunities across my teams
• As a Director
– I use OEE every month in a strategic review
– I look to start/stop improvement initiatives and to identify CAPEX investment needs

12. Use simple audits to check progress
Information Focus Actions

13. Why do I want to do this?
• Manage and measure the inputs and the
results are guaranteed
• Your inputs = Information , Focus, Actions
• Your output = Sustainable OEE (RESULTS)

14. What does this mean?
• Let go of the need to measure and compare OEE score
• Measure and compare scores for:
– The quality of your information
– The effectiveness of your focus process
– The effectiveness of your actions
• An improved OEE will be an output of an effective
improvement process

15. Improving production with OEE
How do we use OEE to improve production?
1.Accurately identify losses using Information
2.Create processes for people to Focus on the losses
and identify priorities
3.Systematically complete effective Actions to based
on the losses

16. In three easy steps
• Step 1:
– Get good quality automated accurate information
– Train teams on what their data means for them
• Step 2:
– Engage line teams to drive quick shift-level actions based on the information
– Build the information into existing daily and weekly reviews
– Review and score all daily reviews for effectiveness
• Step 3:
– Trigger targeted improvement projects based on your top losses (e.g. SMED)
– Use Loss data to create a strategic improvement plan