Integrated Reliability Driving OEE through Operator Ownership
Overall Equipment Effectiveness (OEE) is becoming an increasingly important differentiator in this Volatile, Uncertain complex and ambiguous (VUCA) climate. It allows companies to increase network capacity whilst maximising the benefits of new equipment and process introduction as well as minimising the impact of new line implementation.
Integrated Reliability (IR) is a methodology aimed at improving the reliability and agility of the manufacturing process. This leads to higher output, lower manufacturing costs, efficient and well-managed product introduction, higher operational agility and reduced capital requirements. This approach uses the best-in-class techniques from existing methodologies adapted to the fast moving consumer goods sector, in conjunction with advanced data analytics to improve processes and optimize work flows.
Operators are given more accountability for their machines, which leads to greater ownership over their processes leading to fewer stoppages, higher levels of maintenance and improved output. Operators become increasingly knowledgeable about their machines and become more able to deal with simple troubleshooting tasks. They also become more vigilant, increasing their awareness of what leads to stoppages and adopting behaviours to mitigate these risks.
Using this methodology output is increased, OEE is improved, new lines are seamlessly introduced and capital requirements are cut. This improvement is achieved by introducing new ways of working for everybody involved in the manufacturing process from the operators to the plant manager. IR also encompasses techniques to help with implementation and ensure its success by providing a set of tools, behaviours and pathways that lead to a common language and factory rhythm resulting in increased reliability and agility of the manufacturing process. This allows organisations to use their reliability and agility as a strategic differentiator in their area of the fast moving consumer goods market.
The technique, rooted in Total Productive Maintenance (TPM), has been separated into three streams:
- Manufacturing Excellence
- Methods of Product/Process Development
- Vertical Start-up.
Manufacturing excellence is the centrepiece of IR. It uses the best Quality Circles available and combines the best in class techniques from methods such as Lean, Six Sigma, TPM, Toyota Production System as well as advanced data analytics to improve processes and optimize work flows to make a step change in line performance to improve OEE.
By using advanced data analysis focused on “run to target” and “uptime”, management are able to optimise line rate and separate predictable and unpredictable failures allowing them to put processes in place to tackle them. By driving operator ownership and collaboration with maintenance, operating and maintenance processes are improved resulting in improved overall performance and issue resolution.
Figure 1. OEE gains for focused line – Case study.
Figure 2. Methods of products/process development.
Figure 3. Vertical start-up.
Figure 4. Results from a previous IR implementation.
Methods of product/process development provides a series of tools and methodologies for evaluating the best approach to sourcing new products based on existing manufacturing technical capabilities and sourcing alternatives. This method enables organisations to fit customer demands and product design to existing manufacturing capabilities.
Vertical Start-up enables the introduction of a new product, process or piece of equipment without a negative impact on line performance allowing the line to reach target performance instantaneously. By employing a process of improvement and alignment prior to introduction through a process of alignment and material specification, new processes and products can be introduced to lines without the loss of OEE and profitability.
Sustainability of these methods is ensured by the implementation of training programmes using an existing suite of IR training materials, which can be tailored to a company’s needs.
EY initiates implementation by deploying an operator lead 12 week rapid deployment programme. This begins with the alignment of objectives across the shop floor and the creation of a case for change followed by the implementation of these techniques on to a “lead line”. Once embedded, these techniques are propagated throughout the rest of the plant and exported to other facilities.
In one case IR has led to market leading 85 % OEE, which compared to the sector average of 60 %, is extremely high. It has also resulted in more than $700 million in savings, $1 billion in cash and significant reductions in inventory over the past 5 years. It has also reduced the need for high levels of capital Investment flat or falling due to the speed at which new product introductions pay back and the reduced need to build new production lines. They can now differentiate themselves from the competition through their highly reliable manufacturing process and their ability to introduce new products without any loss in OEE.
