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FLEXO Magazine : April 2014
April 27 -- BALTIMORE / USA April 30 -- BALTIMORE / USA May 21 -- BAD OEYNHAUSEN / GERMANY May 22 -- BAD OEYNHAUSEN / GERMANY June 11-14 -- BANGKOK / THAILAND June 25 -- JAKARTA / INDONESIA September 17-18 -- CHARLOTTE / USA September 18-21 -- ISTANBUL / TURKEY September 26-30 -- TAIPEI / TAIWAN October 13 -- JEDDAH / SAUDI ARABIA October 15 -- RIYADH / SAUDI ARABIA October 20-22 -- MINNEAPOLIS / USA November 14-17 -- SHANGHAI / CHINA Enjoy 100% print quality! www.eltromat.de/en/worldtour2014 Be part of the show: twin_check 2.0 WORLD TOUR 2014 increasing Productivity and Quality solutions iPQ_solutions More than 600 satisfied customers rely on our modularity: duction problems into [a] simple, intuitive presentation of information" that "helps you systematically improve your process with easy to obtain measurements." WHAT IS OEE? OEE works by analyzing the most common and important sources of manufac- turing productivity loss and sorting them into three categories. From there, each category is distilled into a series of metrics and measurements that allow a com- pany to gauge where it stands and where it can improve. It is particularly useful when applied to manufacturing processes, such as assembly lines, machines and manufacturing cells. FACTORS At its heart, OEE exists to maximize a company 's Fully Productive Time. That is what remains after subtracting various chunks that eat away at a plant's available time. Beginning with Plant Operating Time---the total amount of time a facility is open and available for use---the following units of time are subtracted: • Planned Shutdown This includes all the events that are excluded from any OEE or other efficiency analysis because they are not intended to be times of productivity. This would include lunch, breaks and scheduled maintenance. The remainder after this is Planned Production Time • Downtime Loss A major event that stops production would fall into this cate- gory. Something like an employee using the bathroom is too short term and inconsequential to be recorded, but any equipment failure, material shortages or changeover time would be counted. While some amount of changeover time is guaranteed, how large that amount of time is can be changed. The remain- der after this is Operating Time • Speed Loss Any time lost because processes are not running at top speed is considered speed loss. Misfeeds, operator inefficiency, machine wear and sub- standard materials are all examples. The remainder after this is Net Operating Time • Quality Loss If a plant is running and doing so at top speed, but the product being put out is not up to standards, or is unusable altogether, quality loss comes into play After subtracting all of these components, the remaining sliver is considered Fully Productive Time. OEE's goal is to maximize that amount of time. SIX BIG LOSSES Making one long list of every reason why your plant wasn't operating at 100 per- cent could become difficult, depressing and eventually another loss of productivity in and of itself. By grouping any time loss into one of the six categories that make up the Six Big Losses, it becomes easier to visualize where frequent productivity impediments occur. The six categories are: • Breakdowns Minimizing downtime caused by breakdowns is crucial, because it is impossible to address other OEE factors if machinery is not functioning. As important as minimizing breakdowns is properly documenting why break- downs occur; these issues can then be targeted. Examples include equipment or tooling failure and unplanned maintenance • Setup/Adjustments The time after finishing production of a given job's last quality approved item and before producing the next job's first quality ap- proved item is allocated to setup and adjustments. The time between jobs is often consumed by machinery adjustments, warm up and other tinkerings. It is important to track setup time and implement special measurements, such as a Single Minute Exchange of Dies program, to reduce time spent in this category. Some methods implemented in various companies include: A changeover cart, containing all supplies and tools needed for job transi- tioning Pinned or marked settings to remove the need for coarse adjustments Using prefabricated setup gauges www.flexography.org APRIL 2014 FLEXO 27