What are the 6 Big Losses in OEE (Overall Equipment Effectiveness) | 6 Big Losses in Manufacturing ?
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One way to improve your?overall equipment effectiveness (OEE)?is to eliminate what’s known as the Six Big Losses. This model, which has its roots in?total productive maintenance (TPM), serves as an effective framework for improving your operations and achieving greater efficiency on the shop floor.
The Six Big Losses is the concept of categorizing productivity loss from an equipment . The Six Big Losses originate from the world of Total Productive Maintenance (TPM).
Let’s walk through them one by one.
1. Availability: Unplanned stops
Unplanned stops occur when equipment is not working due to breakdowns, maintenance activities, or failures that occur within time that’s scheduled for production.
2. Availability: Planned stops
Planned stops are the reverse: these include?scheduled?downtime for maintenance, changeovers, cleaning , and so on.
3. Performance: Small stops
A small stop refers to when equipment shuts down for a period lower than 10 minutes. They are often persistent and may occur multiple times a day.
4. Performance: Slow cycles
This loss occurs when a machine runs at a slower speed compared to its ideal cycle time. This could be due to inadequate CIL activities or maintenance.
5. Quality: Production rejects
This is a quality loss that takes the form of scrapped parts generated during the production process or parts that must be reworked.
6. Quality: Startup rejects
Lastly, startup loss results in scrapped or reworked parts. These losses occur after any equipment startup or after changeovers.
Technical & Engineering Department manager at MOTORSAZAN Co.
1 年great
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1 年The colours used to show the percentages should match the same colour coding, rather than just for a difficult to read and understand graphic. I feel that this slide offers zero value. I think that Unplanned Stops and Small Stops should be the same measure. Speed is something that should be measured as "Sellable Parts" produced against total parts produced. Scrap and Rework are both recorded as a loss but should be separated. In my view, Rework should always be measured as a Total Cost of Poor Quality along with the other KPIs. Okay, time for me to crawl beck under my rock ??
VP Operations
1 年GARBAGE
Owner at Lean Solutions
1 年It’s a nice slide, but using the targets against each of the losses, you would struggle to get OEE much greater than 70%.
DIRECTEUR des RESSOURCES HUMAINES en Management de transition disponible fin Mars 2025 sur un rayon 100 km autour de Lille jusqu'en Région Parisienne si les frais de vie & déplacement pris en charge en plus du TJM
1 年Lean Six Sigma Group thanks for sharing this post, best regards, Roger Dubus