Page 416 - Intro Predictive Maintenance

World-Class Maintenance 407

Table 18–3 Adjusted to Physical Time Available, World-Class Is Not So Good

Overall Equipment Effectiveness
1. Gross Time Available 10,080 minutes
8 hours ¥ 60 minutes = 480 minutes ¥ 21 turns or shifts
2. Planned Downtime 3,130 minutes
For preventive maintenance, lunch, breaks, etc.
3. Net Available Run Time 6,950 minutes
Item 1 - Item 2
4. Downtime Losses 695 minutes
Breakdowns, setups, adjustments
5. Actual Operating Time 6,255 minutes
Item 3 - Item 4
6. Equipment Availability 62.1%
Item 5
¥100
Item 1
7. Total Output for Operating Time 54,516 units
Total produced in units, pieces, tons, etc.
8. Design Cycle Time 0.109 minutes/unit
9. Operational Efficiency 95%
Item 8 ¥ Item 7
¥100
Item 5
10. Rejects During Turn (Shift) 558 units
11. Rate of Product Quality 96.8%
Item 7 Item 10
-
¥100
Item 7
12. OEE 57.1%
Item 6 ¥ Item 9 ¥ Item 11

ficult things to struggle with on a day-to-day basis is convincing workers that (1) they
are empowered to do things that before they weren’t and, (2) management is serious
about change.

The problem of empowerment is one of getting the workers to test the water in order
to convince them that their ideas are important, that they are now decision makers in
the company, and that management is there to back them up. Management commit-
ment can be exhibited in the following ways:

• By being accessible, on the factory floor and in the office.
• By sending improvement teams to national conferences. This sends
the message that management is willing to invest in its people; pro-
duction workers seldom get the opportunity to attend conferences of any
kind.
• By staying involved, taking an active interest in what the improvement
teams are doing on the plant floor.