Eficiencia Global Del Equipo

Understanding Overall Equipment Effectiveness (OEE),
How to measure and visualize Overall Equipment Effectiveness; the hidden capacity in our manufacturing equipment.

NOTE: Toyota uses OEE as a measure of overall effectiveness using operational availability time; poor quality produced; and actual to theoretical production in a set time frame. We currently capture this information now, butby combining it in a OEE and then a TEEP (defined later) we will have a much more detailed understanding of our hidden losses.
OEE is an essential tool to improve equipment effectiveness by creating operator- and organization awareness to the current, often accepted losses.

The overall performance of a single piece of equipment, or even an entire factory, will always be governed by thecumulative impact of the three OEE factors:


Percent of scheduled production that equipment is available for production. (Operational Availability Percent)


Percent of parts produced per time frame, of maximum rate OEM rated production speed at. If OEM specification not available, use best known production rate. (Actual parts produced in a time frame versus the planned production ratefor that timeframe)


Percent of good sellable parts out of total parts produced per time frame. (Good parts minus scrap/rework)














OEE Calculator
Availability Performance Quality OEE
90 X 90 X 90 = %





Example: 50% Availability (0.5) X 70% Performance Rate (0.7) X 20% Quality Reject Rate (results in 80% acceptable)= 30%OEE

A completeunderstanding of OEE is required to make sound decisions.
Companies have used a variety of approaches to help optimize their processes. A few have been successful. But optimizing the effectiveness of a complex operation is difficult because many separate entities are constantly in motion, in a parallel fashion, having interactive impact on key manufacturing parameters: raw materials, process control,quality, reliability, waste, throughput, delivery, and testing, among others.
To better understand how well a manufacturing area is performing and to identify what is limiting higher effectiveness, overall equipment effectiveness OEE as referenced in Introduction to TPM by Seiichi Nakajima, Productivity Press, Cambridge, MA brings the manufacturing aspects of efficiency, throughput rate, and qualityinto one common metric.
No single measure is able to capture the essence of how strong or healthy the manufacturing business is; however, OEE is one statistic that quickly measures how healthy that process is relative to the planned operating schedule, and begins to reveal the “hidden factory.”
All operations and supporting functions should understand their impact on manufacturing effectivenessand be focused on common improvement goals. Recognizing that successful manufacturing areas are data driven and are led by synergistic multi-task leadership teams is a start in moving to higher productivity for both the area and the plant.
The technical community is a key entity responsible for reliable equipment and processes. Often when they react to the crisis of the day, they find that theroot cause of the crisis has cross-functional sources. A proactive manager will be more valuable to his area by developing OEE metrics and displaying the equipment reliability portion of the metric. This can lead two ways—either the greatest opportunity is equipment reliability or other opportunities are greater and resources can be moved to properly support the highest need.
All manufacturingareas should be able to answer the following questions for each product produced:
• How much product meeting specifications was made?
• How much time was scheduled or allowed for production of that product?
• What is the ideal or expected cycle time or speed for units of that product? (For lack of ideal cycle time or speed, use the value generated by the best four days out of the past year.)...