xmlns:fb='https://www.facebook.com/2008/fbml'> The Place Of OEE And CMMS In Lean.

The Place Of OEE And CMMS In Lean.

Lean Manufacturing was first implemented in the Japanese car giant, Toyota. Now lean fundamentals are employed in service industries in addition to manufacturing. The lean manufacturing process boosts value, minimizes waste and searches for ways of improving production. The objective is to decrease the amount of and wipe out waste, do away with work that does not increase value to the product and for which the client will not pay, and enhance quality and raise profits.

The power behind lean manufacturing advance is the client and what the customer is willing to fork out for a product or service. Competition from other businesses is stiff, especially in the current financial climate. These days, demand and competition determine sales price. The equation for calculating profit is profit = sales price - cost. costs becomes the main goal for augmenting profits. Working along these lines, firms setting up lean manufacturing may lessen costs by gradually getting rid of unwanted inventory, reduce the space needed for storing product or inventory, therefore reducing the cost of leasing a property, or eradicate unprofitable processes that non value add.

Lean manufacturing requires both directors and staff owning responsibility for an advance of continued improvement towards cutting wastage; it authorizes and requires lots of people to take decisions and act at all levels in an organization. Lean manufacturing will systematize the mechanisms for getting tasks done and after, improve on them. This normally necessitates keeping track of performance indicators . Employees are required to record when and why stoppages occur, the quantity of waste and where it takes place and quantities of product produced in set periods of time.
Lean Manufacturing Recognizes Seven Types of Waste in Businesses:
Defects - the production of flawed products requires staff to repair goods, raising the period of time required to produce it. This means that the time between the arrival of raw materials on site and the payment for the end product by the client is also increased; this reduces profit. Lean manufacturing attempts to lower the quantity of defects produced by isolating where in the whole process issues occur and quickly incorporating methods to prevent them occurring again. This leads to quicker correction times too.

Over production - manufacturing or providing more than the customer contracted for.
Inventory - where more raw materials are stocked than are required to satisfy customer demand for the goods or service. This means increased cost to the business because they require space and become out of date.

Motion - where staff or contractors move around the site expending too much time and effort. This is mostly caused by imperfect building layout, poor work practices or deficient process design.

Waiting time - where workers stay watching machines complete a process or where production is delayed thanks to delays in the arrival of a person, information, parts or machinery.

Transportation - where there is unnecessary movement of information, products or materials from one area to another. Amendments should focus on factory or office arrangement, management of processes and organization.

Over-processing - the over engineering of a product or service. This can be due to a variety of problems, such as inadequate intercommunications, not recognising the client's needs, mistakes in rework or unsatisfactorily functioning machinery.

Processing - Inadequately maintained tools often results in inefficiencies in in the production process. Correctly maintained equipment needs less labour to create defect free products. Adequate maintenance programs should reduce waste in this area.

The Role of Overall Equipment Effectiveness in Cutting Out Waste
Many organizations can begin a lean manufacturing process manually, but continually identifying the origins of wastage grows progressively complex the more lean a firm becomes. Securing data allied to equipment effectiveness and measuring real time unit production, down time, related costs and failure times can be challenging to do manually, for example if there are numerous stoppages during the day. This is for all practical purposes impossible to document manually and is where overall equipment effectiveness software is useful. It can grab data immediately and checks availability, quality and performance.

Small ameliorations in overall equipment effectiveness may result in large gains in profitability. R. Hansen declares that a ten percent improvement in overall equipment effectiveness results in a 50% improvement in return on assets in "OEE for Operators" 2001.

OEE software can therefore:

1. Build up profitability by detecting lost opportunities and waste and reducing the occurrence of both - this trims wastage from processing issues and rework
2. Increase productions efficiency by enabling the production of the same amount more quickly or larger amounts in the same time - this results in more profit and is due to decreasing over processing, over production and waiting.
3. Increase energy savings - due to the fact that less energy is wasted on ineffective production, costs are dramatically lowered
4. Sharpen management capability - if there are valuable performance conclusions on hand to aid decision making and risk control. An overall equipment effectiveness system often captures data more correctly than a human being. Managers are able to drill down into elements within a report graph to ascertain the details behind a fault, breakdown or process step. If an enterprize works across umpteen sites or worldwide, OEE software enables group wide investigation and reporting.
5. Help teamwork - as the figures are seized automatically, there is less finger pointing. The aim remains enhancement and staff are more likely to cultivate belief in each other.

When equipment defects have been ascertained, it becomes important to install maintenance schemes. Computerized maintenance management systems have transformed manufacturing efficiency levels. They automate many standard maintenance processes prescribed by lean manufacturing and enable a reduction in unplanned equipment downtime. OEE systems, joined to CMMS are highly valuable when it comes to permitting manufacturing companies to carry out lean manufacturing fundamentals and evolve into world class organizations.


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