- A Company Wants To Compare Two Processes You Were Asked The Question If It Matters If The Machines Are Different Etc 1 (112.89 KiB) Viewed 22 times
- A Company Wants To Compare Two Processes You Were Asked The Question If It Matters If The Machines Are Different Etc 2 (73.4 KiB) Viewed 22 times
A company wants to compare two processes. You were asked the question, if it matters if the machines are different, etc. As the Process Improvement Specialist, you know that unless you are running identical products on identical equipment under identical conditions, comparing their OEE score is not really valid. Your first step was to view the operation of those two line's machines to investigate for yourself. You found that they were identical machines throughout the process under identical conditions; the lines ran parallel to each other in the facility. The only difference seems to be that each line is managed by a different team. You are responsible for determining the OEE of each line and offering advice on how to improve the process, using lean. Management is asking for specific' ideas, rather than CPI, TPM or PDCA, for example. Before making any recommendations, you have decided to look at each of the individual OEE factors to get a complete picture of the situation. Since you are very familiar with the OEE equation and you have some data from each line, the first thing that you decide to determine was maintainability. The minutes of maintenance time for the two lines, broken out by week over the prior 3 weeks, are presented below. What is the mean time to repair (MTTR) for each line? [1] Which of these lines performs better based on this data? [2] Line Week 1 Maintenance Time Week 1 Maintenance Time Week 1 Maintenance Time 1 45, 18, 30 32, 55, 20, 15, 12 22, 38, 19, 15 2 136, 98 166, 124,56 98, 107 Both processes require tooling changes that account for 80 minutes twice daily. There has been no SMED analysis done on these lines. As the Process Improvement Specialist, that is part of your assigned responsibilities, to improve the time required to change the dies. [3] The process used in both lines is shown below with the steps in chronological order with their name, internal or external designation, the time it takes to perform and who performs the task. The elapsed process time is 65 minutes due to simultaneous activities by the setup person and the operator. Please be sure to explain the tasks that you undertake as part of this operation.
Setup Worksheet Step # Step 1 Check in at operation, go to die storage Transfer new die N 3 Remove old die Internal Eternal Time (min) Time (min) Performed Internal External by E 5 Setup person E 8 Setup person 1 10 Setup person E 10 Setup person E 15 Operator 1 12 Setup person 1 20 Setup person 42 38 4 Return old die to storage Get new material Attach new die 5 6 7 Adjust machine Along with the machine availability issues are the speeds and stops on the production line. You find in your analysis that there are differences in the lines regarding performance. Two tables are shown below. The first gives the overview of how the workday is set up. The second gives production standards before any issues are taken into consideration. For downtime calculations, use the individual line's average time over the 3 weeks, making sure to calculate this per day, to use in the equations. Item Data Potential Production Time 8 hours = 480 minutes/5 days per week Breaks 2 x 15 min. = 30 min. Lunch 1x 30 min. = 30 min. Downtime Varied by line as shown above Setup time 2 x 80 min. = 160 min. - Item Hourly Standard Speed Loss output Scrap Data line 1 60 part per min. 13,001 198 Data line 2 60 part per min. 11,271 423 Calculate the Availability (4), Performance (5) and Quality [6] to be able to show the OEE of each of the lines [7] before and after your SMED process improvement, assuming the same production and defect levels. What would you recommend to improve the performance of the lines, focusing on whichever line you determine to be the most needy. [8]