Maximising Equipment Effectiveness » OptimumFX

Maximising Equipment Effectiveness

Stable new production line performance.

OptimumFXCase Studies › Maximising Equipment Effectiveness

One of the concerns after a new production line is commissioned and handed over to the factory is that the performance level drops. To prevent this from happening when the original equipment manufacturer (OEM) leaves the site, OptimumFX were asked to implement a process that would help sustain the level of performance once the line was handed over to the site.

The problem

The initial brainstorm session revealed a number processes that have to be in place to ensure a sustaining and improving level of performance of a production line. Some of these processes are the responsibility of the OEM to ensure they hand over a line fit for purpose and some are the responsibility of the site to ensure that they are capable of operating the production line effectively. The contractual obligations of the OEM were confirmed and available, however in the past the only criteria that was used to sign a line off was efficiency. Other areas such as quality, yield, changeovers times, energy, snags and line control were recorded and raised as concerns if their level of performance was not at required levels in isolation; however they were not effectively compared to the contractual agreed standards.

The responsibilities of the site to ensure that the line would perform at the required standards were assumed and in a number of cases there areas were not measured to understand the gaps. These included management routines, SOPs, asset care, spare parts, training, objectives and snags.

How we helped

The OptimumFX IFA governance tool was used to as a method to list out these processes so that they could be measured. The relevant processes were defined with a measurable end goal depending on what it was i.e. either a comparison against a contractual value or progress against defined standards.

This tool was then used to identify the current state of each of these areas to determine the gaps and actions required close the gap.

The actions identified were progressed by the site. Every audit revealed progress against the identified processes. If there wasn’t sufficient progress, this was identified during the process and actions were put in place to address the concerns. In the past this would have only been revealed when it caused an issue. This process made the site more proactive in ensuring that the relevant processes were in place to ensure a successful line handover and operation.

The results

As a result of successful implementation of this process, line performance was greatly improved. There was a reduction in performance variability and the line was achieving its target budgeted OEE more consistently over time.