Introduction to Cement Plant PT. tiga daun.ppt

Introduction to cement plant from pt.tiga daun indonesian

1. Bisnis dan Operasional
Pabrik Semen

2. BUSINESS
VALUE CREATION
( FIN / NON FIN )

3. SETIAP BISNIS HARUSLAH
MENGHASILKAN NILAI
(VALUE CREATION)
BUSINESS
-VISI
-MISI
-NILAI –NILAI
(PRINSIP DASAR
DALAM MENJALAN
KAN BISNIS)
-TUJUAN
VALUE CREATION
-ADDED VALUE
NILAI TAMBAH
CITRA
RUPIAH / USD

4. FEED
BACK
FEED
BACK
DEVELOPMENT GROWTH
OTHERS
T Q M
BENCH MARKING
COMPANY
PERFORMANCE
S D M
SISTEM
SDM
FASILITAS & TEKNOLOGI

5. LABA = PENDAPATAN -BIAYA
(PROFIT) = (REVENUE) -COST
ALTERNATIF UNTUK PENINGKATAN LABA :
1. PENDAPATAN MENINGKAT, BIAYA MENURUN
2. PENDAPATAN MENINGKAT, BIAYA TETAP
3. PENDAPATAN TETAP, BIAYA MENURUN
4. PENDAPATAN MENINGKAT, BIAYA JUGA MENINGKAT
TAPI PENINGKATAN PENDAPATAN > DARI PEN. BIAYA
5. PENDAPATAN MENURUN, BIAYA JUGA MENURUN
TAPI PENURUNAN BIAYA > DARI PEN. PENDAPATAN

6. PENDAPATAN = VOLUME X HARGA ( RP / UNIT )
BIAYA,
HARGA,
VOLUME,
TERGANTUNG DARIKEMAMPUAN MENGOPE
RASIKAN DANMEMELIHARA PABRIKUNTUK
MENGHASILKAN PRODUK BERKUALITAS
(LEBIHDIPENGARUHIFAKTORINTERNAL)
TERGANTUNG DARI KUALITAS PRODUK YANG
DIHASILKAN DAN CITRANYA DI PASAR SERTA
SITUASI PERSAINGAN YANG TERJADI
(DIPENGARUHI FAKTOR INTERNAL &EKSTERNAL )
BIAYASANGAT DIPENGARUHI OLEHFAKTOR
INTERNALPERUSAHAAN (BIAYABAHANBAKU,
ENERGY,PEMELIHARAAN, TENAGAKERJA,DLL)
KESIMPULAN
KESUKSESAN BISNISDALAMINDUSTRISEMENLEBIHBANYAKDIPENGARUHI
OLEHFAKTORINTERNAL
PENDAPATAN DIPENGARUHI OLEH VOLUME DAN HARGA JUAL

7. 1. UNSUR-UNSUR BISNIS
A. PRODUKSI (UNTUK YANG SIFATNYA INDUSTRI)
B. PEMASARAN/PENJUALAN
C. PROCUREMENT/PENGADAAN BARANG DAN JASA
D. PENGELOLAAN KEUANGAN
E. PENGELOLAAN SDM DAN UMUM
F. PENGELOLAAN LINGKUNGAN
PROSES BISNIS

8. 3. RANGKAIAN AKTIVITAS DI ATAS HARUS MENUJU SASARAN YANG SAMA, YAITU
PENINGKATAN LABA SECARA BERKESINAMBUNGAN. DITUANGKAN DLM RKAP
(BUDGET)
2. RANGKAIAN UNSUR -UNSUR PROSES BISNIS
PENDAPATAN
BIAYA
PRODUKSI
PROCUREMENT
PENJUALAN
SDM/UMUM
KEUANGAN
"LABA"
LINGKUNGAN

9. 1. MEMPRODUKSI SEMEN UNTUK DIJUAL SEHINGGA MENGHASILKAN LABA YANG
BERKESINAMBUNGAN
2. SEMEN AKAN BISA DIJUAL DENGAN MENGUNTUNGKAN JIKA TIGA FAKTOR
BERIKUT TERPENUHI, YAITU Q. C, D.
-KUALITAS MEMENUHI STANDARD, KONSISTEN DAN BERSAING (Q,
QUALITY).
-BIAYA BERSAING (C, COST).
-BARANG SELALU TERSEDIA
SETIAP DIBUTUHKAN KONSUMEN
(D, DELIVERY).
CEMENT BUSINESS

10. 3. AGAR DAPAT MEMPRODUKSI SEMEN YANG MEMENUHI SYARAT DIATAS
SECARA BERKESINAMBUNGAN, PERLU DITAMBAHKAN DUA FAKTOR LAGI,
YAITU :
SAFETY (S), MAKSUDNYA DALAM AKTIFITAS PRODUKSI, HARUS
DALAM BATAS AMAN, BAIK UNTUK PERSONIL MAUPUN
PERALATAN.
MORALE (M), MAKSUDNYA DALAM AKTIVITAS PRODUKSI,
KARYAWAN HARUS BEKERJA SAMA DENGAN SENANG HATI SERTA
HARUS MEMPERHATIKAN DAMPAK TERHADAP LINGKUNGAN
KERJANYA
CEMENT BUSINESS

11. Managing OperasionalINNOVATION & CREATIVITY
COMPETITIVENESS
PRODUCTIVITY
COST
IMPROVE QUALITY,
EFFICIENCY AND
UTILITY
INTERNAL
VALUE CREATION
( PROFIT )
EXTERNAL
COSTUMER
SATISFACTION
SALES
VOLUME
MARKET
SHARE
SERVICES
IMPROVEMENT
OPERATIONAL

12. 1.PERALATAN UTAMA DAN PERALATAN PENUNJANGNYA HARUS
DAPAT BEROPERASI DENGAN LANCAR DAN PRODUKTIF
SESUAI DENGAN YANG DIRENCANAKAN
OPERASIONAL PABRIK SEMEN YANG BAIK HARUSLAH
MAMPU MENJAMIN :
2. SETIAP PERALATAN UTAMA YANG TERPASANG / TERSEDIA
MINIMAL HARUS MAMPU MENGHASILKAN SESUAI DESIGN
PERALATANNYA
3. BIAYA OPERASIONAL YANG DIKELUARKAN UNTUK MENJAMIN
KELANCARAN DAN PRODUKTIFITASNYA HARUSLAH
KOMPETITIF

13. PEDOMAN UMUM LIMA
TAHAPAN PROSES PEMBUATAN
SEMEN
1. PENAMBANGAN (MINING )
2. PENGERINGAN DAN PENGGILINGAN
( DRYING & GRINDING )
3.PEMBAKARAN (FIRING)
4.PENGGILINGAN AKHIR(FINISHGRINDING )
5. PENGEPAKAN DAN PENGIRIMAN
( PACKING & DELIVERY )

14. 1. OPERASI PRODUKSI PABRIK SEMEN TERDIRI DARI RANGKAIAN PROSES, YAITU
:
CEMENT GRINDING
( FINISH GRINDING )
DELIVERY
MINING &
CRUSHING
RAW MATERIAL
RAW
MATERIAL
STORAGE
PROSES STORAGE
RAW MATERIAL
DRYING &
GRINDING
RAW MEAL
SILO
PYRO PROCESSING
( FIRING )
CLINKER
STORAGE/SILO
CEMENT
STORAGE/
SILO
CEMENT PACKING
SIFAT PRODUKSI PABRIK SEMEN

15. RANCANGAN (DESIGN)
PABRIK SEMEN
TAHAP 5TAHAP4TAHAP 3TAHAP 2TAHAP 1
DARI GAMBARAN DIATAS DAPAT DIJELASKAN SEBAGAI
BERIKUT :
1. KAPASITAS TAHAP 1 > LEBIH BESAR DARI KAPASITAS TAHAP 2
DAN KAPASITAS TAHAP 2 > DARI KAPASITAS TAHAP 3
2. KAPASITAS TAHAP 5 > LEBIH BESAR DARI KAPASITAS TAHAP 4
DAN KAPASITAS TAHAP 4 > DARI KAPASITAS TAHAP 3
3. KAPASITAS KRITIS PABRIK SEMEN TERLETAK PADA TAHAP 3
SECARA UMUM DITINJAU DARI KAPASITAS RANCANGANNYA DAPAT
DIGAMBAR SEBAGAI BERIKUT :

16. 1. SETIAP PROSES MERUPAKAN PROSES YANG CONTINUE DAN MELIBATKAN “RANGKAIAN”
PERALATAN ( KECUALI SEBAGIAN AKTIVITAS DALAM PROSES MINING & CRUSHING
LIMESTONE ).
MENGINGAT PROSESNYA YANG CONTINUE, MAKA JIKA SALAH SATU ALAT TIDAK BERFUNGSI,
PROSES PRODUKSI AKAN TERHENTI.
2.UNTUKSTART/STOPOPERASIPRODUKSI,HARUSMELALUIPROSEDUR TERTENTUDAN
MEMBUTUHKAN WAKTUTERTENTU.
KHUSUSUNTUKOPERASIPEMBAKARAN ATAUPYROPROCESSING,MEMBUTUHKAN WAKTU
STARTATAUSTOPYANGPALINGPANJANG,.OLEHKARENAITUOPERASIPEMBAKARAN (
FIRING)HARUSDIUSAHAKANNONSTOPSELAMAMUNGKIN.
MTBF(MAINTIMEBETWEENFAILURE)HARUSDIUSAHAKANSEPANJANGMUNGKIN.
3.MULAI DARI PROSES DRYING DAN GRINDING RAW MATERIAL (RAW MILL DEPARTEMENT)
SAMPAI DENGAN PROSES FINISH GRINDING (CEMENT MILL DEPARTEMENT), HARUS
BEROPERASI 24 JAM/HARI, SEHINGGA OPERATOR HARUS BEKERJA SECARA SHIFT ATAU
BERGANTIAN.

17. 5.ADA LIMA FAKTOR YANG MENENTUKAN DALAM PROSES PRODUKSI PABRIK SEMEN,
YAITU :
A. RAW MATERIAL (MATERIAL)
-KWANTITAS
-KWALITAS
B. PERALATAN (MACHINE)
C. PERSONIL/OPERATOR (MAN)
D. METHODE (METHOD)
E. UANG (MONEY)
KELIMA FAKTOR TERSEBUT HARUS TERSEDIA DAN BERFUNGSI SEBAGAIMANA MESTINYA
PADA WAKTU YANG BERSAMAAN AGAR PROSES PRODUKSI DAPAT BERJALAN DENGAN
BAIK UNTUK MENGHASILKAN PRODUK YANG BAIK (SESUAI TARGET) DAN
MENGHASILKAN LABA YANG BERKESINAMBUNGAN.

18. 6. AKTIFITAS DALAM PENGELOLAAN PROSES PRODUKSI :
a. PERENCANAAN, PELAKSANAAN DAN PENGENDALIAN
PENGADAAN RAW MATERIAL.
b. PERENCANAAN, PELAKSANAAN DAN PENGENDALIAN PROSES
PRODUKSI
c. PERENCANAAN, PELAKSANAAN DAN PENGENDALIAN AKTIVITAS
PEMELIHARAAN
d. PERENCANAAN DAN PEMBINAAN PERSONIL AGAR SELALU
BERSEMANGAT DAN DAPAT MELAKSANAKAN
METODE/PROSEDURE YANG TELAH DI TENTUKAN
e. PENGENDALIAN BIAYA DAN SUMBER DANA

19. PEMELIHARAAN PABRIK SEMEN YANG BAIK
HARUSLAH MAMPU MENJAMIN ;
1.PERALATAN UTAMA DANPERALATAN PENUNJANGNYA
HARUSTERPELIHARA DENGAN BAIKSEHINGGA MAMPU
BEROPERASI DENGAN LANCARDANPRODUKTIF SESUAI
YANGDIRENCANAKAN
2.KEGIATAN PEMELIHARAAN TIDAK MENYEBABKAN
KELANCARAN OPERASI TERGANGGU DAN SELURUH
PERALATANUTAMATIDAKPERNAHMENGALAMIGANGGUAN
DILUARRENCANA(BREAKDOWN MAINTENANCE)
3.BIAYAPEMELIHARAAN YANG DIKELUARKAN UNTUK
MENJAMIN KELANCARAN DAN PRODUKTIFITASNYA
HARUSLAHKOMPETITIF

20. 2.PENINGKATANLABASECARABERKESINAMBUNGAN (SUSTAINABLEPROFIT)
PENINGKATAN LABAHARUSLAH MENJADIUKURANUTAMA,KARENADENGAN
ADANYAPROFITINISELURUH PROGRAM KEGIATANUNTUKPENINGKATAN
KINERJADANPERTUMBUHAN PERUSAHAAN DAPATDILAKUKAN
3.PERSENTASE PENINGKATAN PENDAPATAN DALAMSETIAPPERIODEWAKTU
TERTENTU HARUS LEBIHTINGGIDIBANDINGKAN DENGAN PERSENTASE
PENINGKATANBIAYAYANGTERJADIUNTUKPERIODEYANGSAMA
PARAMETER TERSEBUT DIBUTUHKAN UNTUK MENJAMIN TERJADINYA
PENINGKATAN LABASECARABERKESINAMBUNGAN (PERBEDAAN MINIMALNYA
2%)
1.SEMANGATBEKERJAHARUSBERORIENTASI“HARIINIHARUSLEBIHBAIKDARI
HARIKEMARIN,DANHARIESOKHARUSLEBIHBAIKDARIHARIINI”(CONTINOUS
IMPROVEMENT )DENGANTERUSMELAKUKAN BENCHMARK (MEMBANDINGKAN
PRESTASIYANGDICAPAI)DENGANPIHAKLAINYANGLEBIHBAIKDENGAN
TUJUAN AGAR KINERJAKITASELALU LEBIHUNGGUL DIBANDINGKAN
KOMPETITOR
4.NETOVERALLEQUIPMENTEFFICIENCYMINIMAL85%,DANAVAILABILITYINDEX
MINIMAL90%
UKURAN/PARAMETER KESUKSESAN BISNIS
PABRIK SEMEN

21. TUJUAN BISNIS DAN OPERASIONAL PABRIK SEMEN ANTARA LAIN :
1.Sustainable Development.

22. 2. Kepemimpinan Biaya
Orientasi kepemimpinan biaya adalah :
Reduction of
Variable
cost
Reduction of
fixed
cost
Review of
Investments
Thermal Energy
Electrical Energy
Fuel Mix / AFR
Purchased materials
Clinker Substitution by
MIC
Wear Parts
Maintenance
Labor own + sub-cont
Third party services
Review of 2 years investment
plan
Prioritize Investment

23. 3. Maksimalisasi Kemampuan Produksi.
EQUIPMENT PRODUCTS
Net OEE
ClinkerFactor
Ukuran Kesuksesan Operasional di Pabrik Semen
1.Kesesuaian peralatan dan bahan (material) yang digunakan
2.Kepemimpinan dalam operasional pabrik
3.Mempunyai keunggulan teknologi
4.Memiliki karyawan yang kompeten dan profesional
5.Seluruh karyawan mempunyai semangat (gairah) untuk berprestasi

24. 2.PENINGKATANLABASECARABERKESINAMBUNGAN (SUSTAINABLEPROFIT)
PENINGKATAN LABAHARUSLAHMENJADIUKURANUTAMA,KARENADENGANADANYA
PROFITINISELURUH PROGRAM KEGIATANUNTUKPENINGKATAN KINERJADAN
PERTUMBUHAN PERUSAHAAN DAPATDILAKUKAN
3.PERSENTASE PENINGKATAN PENDAPATAN DALAMSETIAPPERIODEWAKTUTERTENTU
HARUSLEBIHTINGGIDIBANDINGKAN DENGAN PERSENTASE PENINGKATAN BIAYA
YANGTERJADIUNTUKPERIODEYANGSAMA
PARAMETER TERSEBUTDIBUTUHKAN UNTUKMENJAMINTERJADINYAPENINGKATAN
LABASECARABERKESINAMBUNGAN (PERBEDAANMINIMALNYA2%)
1.SEMANGAT BEKERJAHARUSBERORIENTASI“HARIINIHARUSLEBIHBAIKDARIHARI
KEMARIN,DANHARIESOKHARUSLEBIHBAIKDARIHARIINI”(CONTINOUS
IMPROVEMENT )DENGAN TERUSMELAKUKAN BENCHMARK (MEMBANDINGKAN
PRESTASIYANGDICAPAI)DENGANPIHAKLAINYANGLEBIHBAIKDENGANTUJUAN
AGARKINERJAKITASELALULEBIHUNGGULDIBANDINGKAN KOMPETITOR
4.NETOVERALLEQUIPMENTEFFICIENCYMINIMAL85%,DANAVAILABILITYINDEXMINIMAL
90%

25. TAHUN PENGHEMATAN DAN INOVASI
COST REDUCTION
IMPROVEMENT &
INNOVATION
EMPOWERMENT
6
Tindakan
Prioritas
1
Komitmen
3
Strategi
21
Tindakan
Prioritas
8
Tindakan
Prioritas
7
Tindakan
Prioritas

26. COST REDUCTION
Efisiensipenggunaanenergi
Efisiensibiayapemeliharaan
Efisiensibiayaperniagaan
Efisiensipengadaandan
persediaan
Efisiensipenggunaanbahan
bakudanpenolong
Efisiensibiayaumum
TARGET YANG HARUS DICAPAI
MIN MAX RATA

27. IMPROVEMENT &
INNOVATION
Peningkatanharioperasidanproduksi
rata-rata kiln
Peningkatanmutukiln feed, klinkerdan
semen
Peningkatanpenggunaanmaterial
ketigadalamsemen
Implementasimarketing inovasi
Peningkatanproduksidankestabilan
operasiBTG
Peningkatankemampuandistribusidan
optimalisasipacking plant
ImplementasiAFR
Pengendalianinvestasi(Capex)
TARGET YANG HARUS DICAPAI
MIN MAX RATA

28. EMPOWERMENT
Peningkatankualitasketeladanan
danprosesmanajemen
Peningkatandisiplindansemangat
kerja
PeningkatanpenerapanGCG
PelaksanaanpiketpabrikmulaiBOD
s/d EselonII
Pelaksanaanhouse keeping/ TPM
PeningkatankualitaskegiatanCSR
Penataanorganisasidanmekanisme
kerja
TARGET YANG HARUS DICAPAI
MIN MAX RATA

29. OEE concept and calculation technique

30. WHAT IS OEE
Overall Equipment Effectiveness (OEE) is a measureto
evaluate the productiveness of a machine or a
production line
The higher the OEE measure the more good product per
shift a machine or line produces–which results in
lower costs per unit produced and helps operations
to be more competitive
OEE analysis is a toolfor directing where improvement
efforts should be applied for maximum impact
OEE

31. OEE MEASURES BOTH AVAILABILITY AND RATE
Availability =
Available time (2 weeks x 24 hrs) -downtime
Available time
Rate =
Total net production
Operating time x BDP*
*Best Demonstrated Performance
OEE = Availability x Rate

32. ANOTHER WAY TO LOOK AT OEE
Availability ratio Performance ratio
OEEx =
OEE %
1 2
Maximum
theoretica
l
productio
n
(calendar
time x
BDP)
Production
loss to
downtime
Production
loss to idle
time
Potential
productio
n in
operating
time
(operatin
g time x
BDP)
Production
loss due to
speed loss,
small stops
Net
producti
on
Potential
productio
n volume
in uptime
(available
time x
BDP)
x
Not Taken into
account at Holcim
OEE compares how much you
produced with your theoretical
maximum production capacity

33. CALCULATION OF AVAILABILLITY RATIO
Availability ratio
The availability ratiomeasures time
percent spent ondowntime:
-Preventive/ Planned maintenance
-Breakdowns
Calendar time-downtime
Calendartime
Availability
%
1
 Maximum
theoretical
production
(calendar
time xBDP)
 Potential
production
volume in
uptime
(available time x
BDP)
 Production loss to
downtime

34. EXAMPLES OF AVAILABILITY LOSSES
By Holcim definition downtime influences OEE whereas idle time does not
 
Examples of downtime
Due to internal effects
-Preventive / planned maintenance shutdown
-Bearing failure of the kiln ID fan
-Fire that damaged electrical cable trays of the
kiln
-Improper control of process or equipment
Due to external events
-Natural disasters with impact on the condition
of equipment (e.g. flooding of the engine room)
-Shutdown of the kiln due to ruptured main plant
water supply line
-Lack of raw material, raw meal, grounded coal,
clinker (for cement mills)
-Lack of maintenance materials
Examples of idle time
Due to internal effects
-None (internal event does not translate into idle time)
Due to external events
-Lack of demand
-Logistical constraints, i.e. full silos
-Lack of power supply from external provider
-Off-peak power utilization
-Electrical power curtailment
-Gas / supply failure
-Natural disasters without impact on the condition of
equipment (e.g. earthquakes, before second wave)
-Raw mill is down due to kiln shutdowns, and no
activities / no maintenance that affect the condition of
the raw mill equipment are done. This is idle time for
the raw mill
-Strikes
-Production cost optimization (e.g. stop of the cement
mill during peak hours)

35. HOW TO SCORE OEE IN THE CHALLENGE?
Raw mill is down
due to kiln
shutdowns
Gas / supply
failure
Lack of raw
material, raw meal,
grounded coal,
clinker (for cement
mills)
Lack of
maintenance
materials
Case examples
Challenge
definition
Idle time
Idle time
Idle time
Idle time
Holcim definition
Idle time, if only no
activities /
maintenance done
Idle time, if only no
maintenance done
Downtime
Downtime
WHY DO WE USE THE “Challenge
definition” ?
1.To support “Right behavior”
Team should see the forced-idle period as
“opportunity” to do maintenance works as
much as possible
2.Fairness
Team who directly experiences the
problem gets the demerit point, but not the
indirectly affected teams
For the Challenge anything that is external is considered idle time to be fair

36. CALCULATION OF PERFORMANCE RATIO
Performanceratio
Performanc
e
%
2
 Potential
production in
operating time
(operating
time xBDP)
 Net production Production loss
due to speed loss,
small stops
The performance ratio measures
time percent lost for:
-Reduced speed
-Idling and minor stoppages
Net production
Operating time x BDP

37. EXAMPLES OF PERFORMANCE LOSSES
Minor stoppages
The line has either no products to
process or it stops for short
periods of time, often less than a
minute
Reduced speed
The actual line speed is slower
than the rated speed
Examples
•Downstream equipment is idle because product
supply from previous process is insufficient: finish
mill stopped for a short time due to a problem with
bucket elevator
•Operators pause to “tweak” equipment : finish mill
stopped for several minutes for calibration of weight
feeder
Examples
•Actual running speed of belt conveyer is lower than
the rated speed resulting in lower production

38. EXAMPLES OF BDP CALCULATION
To calculate BDP we first collect
performance data for every day over the
period of last 24 month
Distribution of production volume during 2 years
(t/d)
Calculation methodology
Different calculation methodology is than applied to different
equipment
Kiln
Identify highest historical
production rate within 24 month
Determine the 5 consecutive
days window that includes the
highest rate
Check that the lowest value
within this 5-day-window is not
below 95% of the highest value8.0378.0398.038
8.055
8.067

Nov 8

Nov 9

Nov 10

Nov 11

Nov 12
 Max-min =0.37%
 Example: Kiln NR-4, 2003
Mill & other equipment
Identify five highest historical production
rates
Check that the lowest value of these 5 values
is not below 95% of the highest value
Calculate arithmetical average of the 5 values0
1.000
2.000
3.000
4.000
5.000
6.000
7.000
8.000
9.000
Days
(total=
728)
Tons

39. WHY DO YOU NEED TO KNOW YOUR OEE
… to understand how good is current performance
of your equipment or production line
… to be able to set clear performance targets for
equipment / line operators
…to identify main performance problems and start
thinking about improvement actions
You need
to know
OEE to…

40. 198
2.944
70
84
2513
121 2260
13
62
136 OEE ENABLES TO UNDERSTAND AND PRIORITIZE ISSUES AND
IMPROVEMENT LEVERS
Source: TIS, team analysis
 Maximum
theoretical
production
 Planned
shut-
down
 Unplanned
stops
mechanical
 Unplanned
stops
electrical
 Unplanned
process
stop
 Idle caused
by mainte-
nance
 Potential
production
in operating
time
 Speed
loss
 Net
produc
t-ion
(OEE)
 Kiln unplanned stops
 2,330
 Ot
he
r
 Idl
e
 Kiln idle
 Potential
production
in uptime
 OEE=
 2,944 –(136+84+13+198)
 2,944
 X
 (not taken into
account at Holcim)
 X
 2,260
 2,330
 =
83%
Planned shut-down and
unplanned process stops
as main drivers of OEE
decrease

41. FURTHER TOPICS FOR OEE RELATED TRAINING
•Now we know
what OEE is and
how to calculate it
•Next question is :
How can we
improve the OEE?
Further potential training topics
•Understanding of basic maintenance
effectiveness measures (e.g. MTBF, MTTR,
reliability etc.) and improvement measures
(e.g. andon system, operator training,
maintenance staff training, 5S, standard work,
change management, visual control)
•Development of equipment strategy
•Improvement of preventive maintenance
Availability
improveme
nt
measures
Performanc
e
improveme
nt
measures
•Clean&Check
•Standardization
•Quick response tool-kit
•Root cause analysis of frequent small stops

43. 43
Summary
OEE is a measure to evaluate the productiveness of a
machine or production line
OEE accounts for losses due to availability, performance and
quality
OEE = Availability rate x Performance rate x Quality rate
There are six key losses
–Changeovers and preventive maintenance
–Breakdowns
–Slowdowns
–Idling and minor stops
–Scrap and start up losses
–Rework
OEE analysis is key to prioritise improvement actions
Although OEE can be estimated through observation, reliable
analysis must rely on accurate production data

44. OEE : CONCLUSION
HOW CAN WE
APPLY WHAT WE
HAVE LEARNED
TODAY?