Indicator

Main measurements of the production management indicators:

It considers the calendar and cycle time, as well as the machine capacity (only for machines with Capacity Unit different from blank), that is, time x projected capacity of regular operation.

If a Capacity Unit is specified for the work center of the machine, the capacity indicated in the Machine is considered.

Examples:

Work Center - Oven – Capacity Unit - KG

Machine – Oven1 – Work Center Cap = 5,000

Time Available (Calendar x Cycle) = 5 hours

5 hours x 5,000 kg = Capacity 25,000 kg

Work Center - Oven – Capacity Unit not defined (blank)

Machine – Oven1 – Work Center Cap = 5,000

Time Available (Calendar x Cycle) = 5 hours

5 hours x 1 = Capacity 5 hours

When the Capacity Unit is not defined, all calculations are performed in hours.

Sum of all the daily capacities shown in the detail.

Project Capacity - (Scheduled Stops x Machine Capacity)

Where:

Scheduled Stops = Time of Scheduled Stops, for example: Preventive Maintenance. (Expected Stop Time)

Difference between Effective Capacity and Unscheduled Stops. In this case, we will have the actual capacity volume to be used for manufacturing.

Actual Volume = Project Capacity – (Total Stop Time x Capacity Factor)

Percentage of the ratio between Effective Capacity and Project Capacity.

Expected Availability = Effective Capacity / Project Capacity * 100

It represents the ratio between Actual Production and Project Capacity.

Actual Availability = Actual Production / Project Capacity * 100

It may be calculated either when the capacity unit is not informed:

Use = (Actual Production - Hours without Report) / Actual Production

Or when the capacity unit is informed:

Use = Sum (Processed Amount) / Actual Production

Where:

Processed Amount = Capac. Used in Operation / Operation Units * Split Expected Amount / Split Reported Amount

Represents the ratio between amounts scrapped and amounts reported.

Quality = ((Sum of Amounts Reported - Amounts Scrapped) / (Sum of Amounts Reported)) * 100

That is:

Quality = Approved Amount / Produced Amount

Actual quality rate. This is not about the quality rate when the product leaves the factory, but the quality of processes, not considering the rework from defective products.

It represents the ratio between the standard operating time and the sum of actual operating time. You can even consider the scrap factor to determine the effectiveness.

Effectiveness = Sum of Standard Operating Time / Sum of Operating Time * 100

If the parameter Setup Changes Effectiveness is selected, the setup time must be considered:

Effectiveness = (Sum of Standard Operating Time + Standard Setup Time) / (Sum of Operating Time + Setup Time) * 100

Considering the Scrap factor - Quality:

Effectiveness = Sum of Standard Operating Time / Sum of Operating Time * 100 * Quality

Sum of all setup standard times. For this indicator, you can define the parameter Setup Standard Time as By Operation or By Operation Split.

By Operation - only one standard setup time is considered per operation, regardless of the number of splits and setups (view - considering that this product is always manufactured in lots of 100 parts, if more than one setup is necessary, this should be considered an operating problem and should be addressed as such.)

By Operation Split - one standard setup time is considered for each operation split.

Sum of all standard operating times (labor time or machine time, according to the parameter selected in Processor Type).

Manual - Labor Time;

Single processing - Machine Time;

Batch processing - Machine Time;

Multiprocessing - Machine Time.

Sum of all setup times.

Sum of all operating times.

Sum of all operating times performed in regular hours of cycle operations.

Regular Hours = Operating Time + Setup Time

Sum of all operating times performed in extra hours of cycle operations.

Extra Hours = Extra Time

Total of available hours with no reports.

Hours with no Report = Project Capacity - (Regular Hours + Extra Hours + Stop Hours) + Setup Stop Time

Where:

Setup Stop Time = if Extra Time is defined as Available, then Stop Extra Time + Stop Working Time; if not, Stop Working Time This value is calculated only if the Machine has setup and the stop is setup type.

Total of stop hours (stop reports).

Stop Hours = if Extra Time is defined as Available, then Stop Extra Time + Stop Working Time; if not, Stop Working Time

Number of stop hours which were scheduled (reported stop which was scheduled).

Scheduled Stops - stops which are somewhat inevitable and/or scheduled.

Example

Preventive Maintenance

Number of unscheduled stop hours (Stop Report not related to Scheduled Stop).

Unscheduled Stops - unexpected events during the production process which decrease the actual availability.

Example

Inventory Shortage, Personnel Absence, Corrective Maintenance.

Percentage of unavailability due to stop events (stop report).

Downtime = Project Capacity - Actual Capacity / Project Capacity

The net effectiveness measures the performance at uptime, not considering the actual availability factor as the Overall Equipment Effectiveness does.

Effectiveness * Actual Quality / 100

The overall effectiveness measures the global performance of a process or system. It is one more contribution from the Japanese management. Initially developed to support the Total Productive Maintenance (TPM) philosophy, OEE has been gradually applied to overall situations, not limited to industrial processes. OEE is measured this way:

OEE = Effectiveness % * Availability % * Actual Quality %

TEEP stands for Total Effective Equipment Performance. This indicator is recommended exclusively to measure critical resources. All the possible production time is considered as resource available time (including scheduled stops); thus, this indicator provides the performance percentage in relation to the resource total time.

Effectiveness * Actual Quality * Use * Actual Availability / 1,000,000

Production pace, which is the capacity, in number of units to be produced per minute. Actual Capacity * 60 / Reported Amount