The analysis and targeted improvement of Overall Equipment Effectiveness (OEE) is a must for production companies that generate the focus of their added value through machines. You can find every level of OEE Management in companies from “non-existent” to “completely automated and digitized”. This audit list was developed to determine your own level of maturity.
Anyone who wants to determine the degree of maturity of their own organization in OEE Management can use the following audit questions as a guide. The audit sheet groups 13 requirements for a professional OEE management process into 3 categories. The more questions that can be answered unconditionally with “yes”, the more mature the OEE Management is in your own organization. Every “no” is a field of action.
Criteria that data collection must meet:
- There is a described OEE standard: Standards for OEE calculations are documented and applied to ensure consistency. For example, there is a standard for whether changeovers, planned maintenance and/or breaks are included in the planned production time.
- OEE Standard includes all loss categories: Losses are separated into availability losses, performance losses and quality losses. These are calculated separately and can therefore be analyzed.
- Basic information is correct: Information on production times and the loss reason catalog is regularly reviewed to ensure accuracy and relevance.
- Ideal cycle times are precise: Accurate (verified) ideal cycle times are available for all products, representing the maximum theoretical speed of the process (NOT “standard” speeds or “nameplate capacities” slower than maximum).
- Reasons and times of losses are recorded: The reasons for all losses are recorded with a structured catalogue. The criteria of simplicity (up to 10 reasons per level) and accuracy (automated recording of the duration) are observed.
- Bottleneck is monitored: Information about the bottleneck of the process is recorded. Focusing improvement efforts on the bottleneck ensures optimal use of resources and is the fastest route to improved productivity.
Criteria that the data analysis and presentation must meet:
- Real-time information availability: Real-time information enables employees to react proactively and ensures that they have easy access (e.g. via an Andon board, among others) to the necessary information to achieve their shift goals.
- Six big losses tracked: The six big losses (setups, breakdowns, slow cycles, small stops, start-up losses, and production losses) are all tracked to provide a comprehensive understanding of lost productivity.
- Biggest losses are reported: Detailed reports on the most important losses are available for common periods such as shifts and days. These reports highlight the most impactful areas for improvement and require the least amount of action to achieve substantive results.
- Automated analysis: Algorithms analyze the data in real time and promptly point out anomalies such as accumulations or trends.
Criteria that the management process must meet:
- Short-cycled meetings: As part of shop floor management, the numbers, losses and reasons for losses are discussed daily between equipment operators, supervisors and the improvement organization. Improvement activities are derived and followed-up in the implementation.
- SMART goals are communicated: SMART goals (specific, measurable, attractive, realistic, and time-specific) are effectively communicated to the shop floor and include goals for OEE, downtime, changeover time, and/or good parts. Subsequent target achievement is publicly valued.
- Training is formalized: A formal training program is in place to provide all employees with a thorough understanding of OEE and the losses involved. Employees can calculate and explain the OEE calculation independently. Operators and supervisors can articulate their influence and strategies for improving metrics in their respective areas.
For easier handling in day-to-day business, the audit catalog has been combined on one pdf page and is available for free download: