11 Dec OEE Waterfall Reports for Clear Performance Monitoring
Having the power to observe exactly how your production operations are performing is invaluable, especially when strict competition requires manufacturers to have their equipment working at maximum potential.
Production teams that describe the running of the lines as ‘ OK’ are unlikely to be digging deep enough to detect all the minor losses and stoppages that amount to hours of lost production time over the course of a day. Maintenance or continuous improvement teams need sophisticated reporting techniques to assess and resolve lost opportunity.
This is where the ‘Waterfall’ reporting technique comes into its own. Part of the Idhammar OEE System, the Waterfall Reporting Technique provides a clear and consistent way of modelling production performance from the total scheduled production time, so that areas of waste are easily identified. Take a look at the cascading Waterfall Graph above which illustrates how the process works.
The far left of the graph is the total time, so in this case the reporting period is 168 hours, or one week. The next bar depicts the time when there is no work scheduled, which is the time that the plant does not operate, i.e. over the weekend or some evenings, so 64 hours are scheduled ‘off’. Hence, the scheduled time is the desired level of time that the plant should be running so as to meet order requirements, which in this case is 104 hours.
The problems begin with OEE loss, represented here by the red bar. These are the total losses defined by OEE measurements, which is 72 hours in this case. This loss is comprised of three OEE elements:
Availability Losses (A) such as breakdowns, no staff or materials total 33 hours, and losses due to changeovers total 5 hours. Changeovers tend to be a great source of production loss, and so are separated as the yellow element.
Performance Losses (P) due to ramp up, minor stoppages, ramp down and speed losses, totalling 32 hours.
Quality Losses (Q) due to rejects (any items not fit for sale), creating 2 hours’ worth of lost production.
The final bar displays the time the company has actually spent on ‘value added time’, demonstrating that despite funding the use of assets, labour, materials and energy for 104 hours, only 32 have generated effective production. This value is significantly less than the scheduled time, thereby highlighting a need for improvements within each element of OEE. Individuals can be allocated targets for reducing losses within each of these elements, with frequent periodic reviews to assess progress.
It’s important to remember that when adopting OEE improvement tasks that it is not about fault; it is about resolution. Compile an improvement plan of action and record progress so that solutions are monitored and any plan lacking progress receives additional support.
The OEE Waterfall Report is one of many great reports within the Idhammar OEE System that can help you identify potential savings and improve your manufacturing performance. Even a 1% OEE improvement could have a considerably magnified effect on your organisation’s bottom line.
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