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Written primarily for those responsible for the reliability of equipment and the production operation, this innovative book centers on developing and measuring true Overall Equipment Effectiveness (OEE). The author demonstrates that true OEE correlates with factory output, provides a methodology to link OEE with net profits that can be used by reliability managers to build solid business cases for improvement projects, and draws on his own experience by presenting successful improvement applications in every chapter. Additionally, it will also help practitioners better understand Total Productive Maintenance (TPM) and develop an effective foundation to support Reliability-Centered Maintenance (RCM).
- Develops a minimum set of definitions, a practice application, including three methods of computation, and reconciliation of OEE and various losses.
- Provides the platform and reasons for maintenance and production to work synergistically.
- Helps to identify the “hidden factory” that exists within the current system in order to begin leveraging its' potential into real bottom line results.
- Integrates the famous “Theory of Constraints” aspects into an easy to understand shutdown strategy example.
- Contains many practical examples throughout to illustrate techniques and methods in a way everyone can easily understand.
- Sales Rank: #832360 in Books
- Published on: 2011-01-11
- Original language: English
- Number of items: 1
- Dimensions: 9.00" h x .70" w x 6.00" l, 1.10 pounds
- Binding: Paperback
- 256 pages
Review
"The book becomes a must-have desk reference for maintenance managers, production foremen, reliability engineers, manufacturing executives, and plant leadership teams." -- Bob Baldwin, Certified Maintenance Reliability Professional and Editor of Maintenance Technology Magazine
About the Author
Hansen received his BSEE from the Missouri School of Mines and his PhD from the University of Illinois. Since 1971 he has been a consulting engineer for antennas and system-related problems.
Excerpt. � Reprinted by permission. All rights reserved.
Leadership for Teams
Effective factories usually have coordinated teams that work synergistically with a common purpose. The teams, which are from all areas of the factory, have win-win relationships with their interdependent areas and services.
According to a panel of five reliability consultants at the year 2000 annual conference of the Society of Maintenance Reliability Professionals (SMRP), successful initiatives and programs are primarily driven from the top down rather than from the bottom up. In fact when asked, the panel couldn’t relate a single successful experience with a bot-tom up initiative unless it was first communicated to and accepted by the area leadership.
My own experience supports the concept that successful pro-grams can be implemented at the level of the ‘Champion’ on down. This can be seen where successful programs develop in one work center without ever transferring to other factory areas. When the person who championed the program leaves or transfers, all too often the work center does not sustain the high performance. However, the champions are able to generate new initiatives in other areas once they establish a rapport with the new community.
Management support and area leadership significantly influences the success of initiatives. To sustain a level of excellence, the total community--management, the line organization, and support groups--has to be of one mind. High performance work groups bridge the ‘top down’ syndrome by acceptance of synergistic team leadership.
Nearly everyone comes to work with a desire to do a good job and to be part of a successful unit. Your job and the security of your business depend on strong productivity and top effectiveness. Frustration comes when priorities are not clear and reinforcement is awarded inconsistently. Thus, a single metric--measuring the community as a whole-- can be powerful in bringing everyone together.
Let’s look at an example. I once facilitated a workshop activity aimed at improving the changeover time between orders for a packaging operation. This area had four similar flow-lines working around the clock seven days a week. The area had four shifts with four crews per shift, or a total of sixteen crews. Because each flow-line had two to ten changeovers per day, reducing the changeover time for the work area would greatly improve effectiveness. A workshop for developing quick changeovers using a methodology called Single Minute Exchange of Die(SMED)4 was selected for this task. SMED or quick changeover is cov-ered in section 8.3 of this book.
The operations manager decided to have one crew be the pilot crew that would go through the workshop and develop a best practice methodology. This approach proved to be more complex than expected. The area worked with approximately 130 different products, using 35 different processes. Many crews worked with more of one combination than another. Therefore, a typical changeover really did not exist.
In the workshop, the pilot crew categorized changeovers. They initiated improvements that reduced the majority of their changeover times by 40 percent. At the end of the pilot period they presented the results to the product line superintendent. Although they were proud to receive the superintendent's congratulations, they were shocked when he directed them to teach their methods to the other crews. They had not anticipated this directive, and felt that their reward was more work, beyond the original scope of the workshop. As a pilot crew, they synergistically made improvements, however other crews did not readily accept ‘outside’ ideas and passively committed to new methods. Thus, the improvement methods took much longer to be accepted by the other crews.
What actions would have been better? Proactive leadership would have led to faster results. When the operations manager initiated the request for improvement, he should have confirmed the efforts were supported by the superintendent and then communicated this to all crews. The overall objective should have been outlined with the strategy of how a pilot crew would be selected from volunteers, that this crew would make recommendations for best practices, and that all crews were expected to adapt these methods into their changeovers. If the results of the improvement were visible to the crews, and a system was developed to reward the community when the average changeover improved, then the methods would have been implemented quickly. The superintendent should have invested three or four hours of proactive leadership, earning the support of all the crews. By clearly communicating the desired goal and the expectation that everyone will help implement improved work practices, proactive leadership would provide the community with a com-mon vision. This style of leadership and communication open the way for rapid implementation and sustain improved practices.
Proactive leadership is a vital part of developing work place improvements. It can start at any level of the organization. As objectives are selected, approval should be solicited from the area leadership team to clear the way for rapid success. This book should provide the tools to generate compelling programs for higher effectiveness.
Most helpful customer reviews
9 of 10 people found the following review helpful.
The Hidden Factory Unlocked
By mike moll
As a practitioner of Equipment Reliability and the person responsible for Equipment Operational Effectiveness, I found Mr. Hansens' views of OEE extremely accurate and useful. His interpretations and the posturing of OEE with factory output demonstrates the importance of reliability to the corporate bottom line. Many companies continuously ignore the importance of unlocking the hidden factory and don't realize the waste generated by ignoring OEE concepts. Mr. Hansen, in 274 pages, gives a complete and compact version that any corporate manager, by being proactive and a visionary, can utilize to change costs into profits. Reliability and OEE technologies appear to be fairly new to much of the industrial world. Mr. Hansen decribes in his book a cultural change, that if followed,will help produce a payback welcomed by any corporate institution. His writing is easy to understand by both new and old Reliability/OEE practitioners. He has written in an orderly fashion with each chapter building on, and complementing the previous. The book describes in a step by step fashion the concept of true OEE, which when practiced will unlock the hidden factory. As Mr. Hansen points out; "If you are not supporting Reliability, then you are supporting failures".
1 of 1 people found the following review helpful.
Right and clear
By Carlos Soto
It has been a surprise to find a book that goes right to the point of company's problem. What to measure?
This indicator, which born on TPM's methodology,is a valuable tool that let from top managers up to bottom line operators, to work with the same system's focus, with the same language, without complicated calculus throughout the areas.
It is easy to read and easy to comprehend. It should be present on every library's manager.
0 of 0 people found the following review helpful.
A bit on OEE and a lot on maintenance and reliablity
By RandomGravy
This book seems more like a collection of essays about OEE with a focus on maintenance and reliability. I had ordered it for the OEE information (I write software that calculates OEE) and was looking for greater detail to help in my work. I have found an overall lack of consistency on how to calculate OEE but I like the practicality of Hansen's approach.
There are diverse approaches to OEE that differ mainly in how to classify downtime and calculate ideal rates. Because of this diversity OEE has not been able to deliver on the promise of a generic measure to compare all factories. For some approaches all downtime is considered bad (unscheduled) except time for no demand. This means that changeovers, cleaning, preventive maintenance, etc all end up as negatives. Breaks may or may not be scheduled downtime depending on demand (breaks are a special case of slack time). Some use the maximum rate of a machine even if it would produce 100% bad product. Others like to "leave room" in their OEE so they can show improvement over time as they update procedures and equipment(!). All these approaches make 90%+ OEE impossible to achieve. Hansen's approach is fairly practical (at least as I read it) and 90%+ OEE is achievable by controlling unscheduled downtime, keeping production rates high, and maintaining high quality. I only wish his approach was more clearly explained with more detailed examples that would either confirm or contradict some of the other approaches.
I was not initially interested in the maintenance and reliability chapters but have read them and found them useful as well.
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