This document discusses how to increase production time by 20% through focusing on improving overall equipment effectiveness (OEE). It emphasizes that sustainable process improvement requires having good information, focus, and effective actions. The information used should accurately track losses like availability, performance, and quality. Focus involves regularly reviewing data at different intervals and prioritizing the biggest losses. Effective actions are those that are appropriate for each management level and directly address losses through techniques like root cause analysis. A successful process audits the information, focus, and actions used and continually works to improve them.

1. Adrian Pask
April 24th
2013
Email: Adrian.pask@vorne.com
Tel: +1-630-875-3600
OEE Master Class
How to Increase Production
Time by 20%

2. Quick Intro
• Adrian Pask
– Confession (i’m more of a food and drink packaging guy)
– Coca-Cola Enterprises Europe, Diageo, British Sugar
– USA for two years; every type of company imaginable!
– I believe in: Great data. People. Process.
• Vorne Industries, Itasca, IL
– Manufacture bolt-on OEE systems, over 10,000 installations
across 36 countries
– Company behind www.oee.com and www.leanproduction.com
– Booth 2277

3. Quick Results Are Simple
• Track, publish, and discuss your losses
• Hawthorne Effect guarantees a quick
improvement...until you move to another
project
• But how do we establish sustainable
process?

4. The Secret To Excellence….
…doing simple things exceptionally
well

5. Questions About OEE?
• Been around for over 30 years so there are often many
questions.
• Website at www.oee.com
– FAQ page has over 30 of our most common questions
answered
– The Implementing OEE page has a step by step guide to
help you get started
– OEE Pocket Books; post to your site (let me know!)

6. How Is This Done?
• The value of Information is in how it’s used
• Many sites track OEE, cases, downtime, output,
productivity, yield…
– The successful sites track LOSS
– The really successful sites track the PROCESS for eliminating
loss.
• Create simple habits for the use of data
• Develop process that checks and develops these habits

7. Process For Improving OEE
I x F x A = Results
I = Information
F = Focus
A = Effective Actions
Information x Focus x Actions = OEE
Developed by OptimumFX Ltd
Vorne Industries UK Partner

8. Results
• First define what you want to achieve
– Make the goal meaningful and timely
– The purpose of the goal is to set the frame for actions
• Frame the result so that people can track and affect it
– Increase OEE 10% VS Eliminate 2hr of downtime
– Reduce changeover time by 50%
• Win The Day
– Find a way to reinforce the goal every day
– Use “Best of the Best” for setting rolling targets
– Human psychology; pleasure and pain!

9. Results And The Magic “85%”
• “Is World Class OEE 85%?”
• Convenient, compelling, and completely
artificial benchmark
• Use a target that drives solid, incremental
improvement

10. Focus On Loss
• It’s not about the score !!
• It’s about the losses:
– Availability
– Performance
– Quality
• And more importantly:
– The process for identifying, prioritising, and taking
repeatable action on each loss
85%

11. How Good Is Your Information?
• Automated
• Accurate
• Measured at your constraint
• Identifying 6 big losses of OEE
• Reason codes for downtime
• Prioritize top losses with reason codes
• Multiple types of report outputs
• Real time; factory floor LED’s or whiteboards for operators
• Historic trending; on computers for managers

12. How Good Is Your Focus?
• Data reviewed tactically every 2,12,24 hours
• Data reviewed strategically every week, month, and quarter
• Meetings are 80% proactive
• Action orientated
• Appropriate for the people present
• Documented
• Sets clear priorities
• Reviews previous actions for effectiveness

13. Focus – 4h Short Interval Control
3. Implement Actions
Maximize Production
2. Look Forward
Identify Next Risks
Decide Next Actions
1. Look Back
Review Previous Losses
Assess Previous Actions
Last
SIC
Now
Next
SIC
Engage front line managers and operators to think ahead

14. How Good Are Your Actions?
• Actions are AGILE
• Appropriate to my level of management
• Demonstrate, Coach, Delegate, Support
• Reviewed for effective completion
• Directly affect losses
• Combine short term wins with long term ‘100yr fixes’ and process updates
• Work on Root Cause only at an appropriate level
• Cascaded across all teams
• Based on manufacturing best practice (e.g. Lean)

15. Balance Your Actions
Developed by OptimumFX Ltd
Vorne Industries UK Partner

16. Define…..Then Audit
Information Focus Actions

17. Track Your Process for OEE
Date Audit By I F A Agreed actions Date I F A
Plant 1
06/06/2011 JP 9 5 1
Train engineers on the system. Implement SIC.
05/08/2011 9 8 5
Plant 2
07/06/2011 JP 10 3 6
Train Managers, Supervisors, Use data in AMmeetings
06/08/2011 10 7 6
Plant 3
08/06/2011 AP 4 8 5
Correct downtime reason codes.
07/08/2011 8 8 6
Plant 4
12/06/2011 BS 1 4 1
Install XL systems. Align stop codes to standard
11/08/2011 6 5 7
Plant 5
13/06/2011 Site 6 10 2 Automated downtime capture with PLC. Implement
escalation process for major stops. Train a RCA expert
12/08/2011 8 10 5
Plant 6
14/06/2011 JP 7 6 4
Focus on action effectiveness
13/08/2011 8 7 6
Plant 7
08/06/2011 Site 4 4 1 Install remaining XL's. Implement training at all levels.
Use data in AMmeeting
07/08/2011 6 6 5
Plant 8
04/06/2011 JP 6 6 1 Finish automation of downtime codes. Implement RCA
process.
03/08/2011 8 7 4
Plant 9
01/06/2011 Site 9 1 10 Train all team members on system. Integrate into daily
and CI meetings
31/07/2011 9 5 10
Next AuditLast IFA Audit

18. In Real Life
• As an Operator:
– Real Time: I use downtime, speed tracking, target vs actual numbers to run to standard
– Hourly: I look for my top loss every hour to identify a quick fix
• As a Supervisor
– Every 4 hours: I use OEE losses for a Short Interval Control meeting
– Every Shift: I use OEE losses to hand fixing tasks to the next shift
• As a Manager
– Daily: I use OEE and the losses in every morning meeting and shift change to set targets
– Weekly: I measure how effectively my IFA process is driving OEE improvement
– I consistently audit, train, and coach my team to use data to prioritize the right type of
actions
– Monthly: I use my Top Losses to set an improvement area
• As a Director
– Monthly: I use my IFA score every month in a strategic review to identify training needs
– Quarterly: I look to start/stop improvement initiatives and to identify CAPEX investment
needs

19. In Summary
• What you focus on, improves
• I x F x A = Results
• Driving sustainable OEE is about creating
an outstanding process

20. Adrian Pask, Vorne Industries
Love to chat over lunch
Or come see me at booth 2277