For years, senior management has worked to close the gap between the shop floor, and nowhere is the rift any wider than in the leveraging of Overall Equipment Effectiveness (OEE).

Integration has promised a connection from the Shop Floor to the Top Floor – so where do we stand?

Today it is no longer enough to capture data on equipment effectiveness. This information must be used to drive change throughout the production environment.

That process can prove difficult, and consequently, many plants fall short as they try to harness value from their OEE calculations.

We will review the most common issues encountered by senior leadership in driving
business value with OEE and offer several suggestions that can help us leverage the strategy aspects of OEE.

 

Issue: Automate OEE Data Collection

Tomorrow may be too late to make changes. Production requires challenges to be caught and fixed as they come up, in real-time.

Manufacturing processes are typically automated. Ironically, the information we take out of the machines is frequently not.
What does this do to data collection?

It suggests that information on the availability, performance and quality of each machine is still difficult to grasp.

Scrambling to acquire that data is an ineffective use of time.
Production information is far more valuable when it is:
• Accurate
• Provided in real-time

Precise data speaks for itself in importance. Yet, many plants receive incorrect OEE information because they gather statistics from a team member, rather than the machine itself.

 

Issue: Applying The Metric To Business Process Improvement

Consider assigning direct responsibility to an Issue Champion who can perform regular production reviews and advance plant performance, establish priority, and create actionable change.

Truly the strategy around OEE must tie directly to value, or it will fail.
Therefore, the next step is to drive process improvement and – as with many initiatives – that requires topdown support.
Managers must be willing to get involved to ensure their objectives are met. These direct efforts shape the team and produce the focus required to improve business processes.

Once your goals and objectives have been shared, it is time to empower the team.

Business initiatives must translate into direct actions on the plant floor. To do this, see where your team stands today, benchmark your current performance, and assign a leader to cement commitment and optimize overall efficiency.

 

Issue: Displaying The Correct Information

How Can OEE Be Strategic? At the highest levels, where budgeting is involved, visualization becomes key to strategic decision making.

What is the Value of Visualization?

If you were to enter a sports bar in the middle of a football game, where would your attention be drawn?

Likely, it would land on a large TV screen, where the action is unfolding. As a center of the bar – that TV would demand to be seen.

This concept is also true in the plant, and helps illustrate the value of visualization. Real-time OEE displayed prominently on the plant floor keeps everyone motivated and engaged.

Empowering teams to see measurable, impactful data is a quick way to put OEE front and center and display progress toward lean and TPM (total productive maintenance) goals.

Here are a few ways to add visual elements to the factory floor:
• Big screen monitors
• Journaling in real-time
• Production progress bars
• Dashboards that support lean and TPM
Teams are made consistently aware of their targets by simply looking at the colorful cues that appear on the screen.

Green confirms everything is on track. Yellow indicates an area of concern. Red is a critical issue requiring immediate action.

Information is constantly accessible and actionable, by the right people, in real-time. The plant takes on the same excitement and comradery experienced just before a game kicks off.

Learn more about the issues above with more examples and learn how to resolve them in our free whitepaper.