设备综合效率计算.doc

(完整版)设备综合效率计算MEASURING OVERALL EQUIPMENT EFFECTIVENESSOEE计算Overall Equipment Effectiveness shows “the amount or productive service that equipment provides”。 It quickly highlights where improvement can be pursued。 Analyzing the pieces that make up the OEE calculation will provide guidance on where to identify causes of loss or waste， and eliminate them. OEE显示了设备提供的数量或生产性服务.它能较快地突出需要改善的地方。分析OEE计算的各项,能为识别损失或浪费原因，并消除这些原因提供指导。OEE is a mathematical measure that combines Equipment Availability， Performance (Speed）, and Quality so that you can see the combined effect on equipment operation。 OEE是结合设备可用率，表现率(速度）和合格率的数学计算，可以看到设备运转的综合效应.OEE = Availability x Performance x Quality Rate设备综合效率=可用率X表现率X合格率In theory, equipment could operate at 100 OEE, but in real life this is virtually impossible. Initially you should not be surprised if equipment OEE is very low。 Over time as you track the measure and apply the improvement process to root causes of waste and loss， you will drive the number higher. Remember this measure is a strong indicator of bottom line performance， so even small sustainable gains will drive gains in productivity, cost, machine availability, and energy use.理论上，设备可以以100%的OEE运作，但实际生产中这是不可能的。刚开始，如果设备OEE很低，无需感到惊讶.随着你跟踪计算，改善浪费和损失的根本原因，就能提高数值。记住，这个计算是最低性能的指示,所以即使小幅度的持续增长，也能为产量，成本，机器可用率和能源使用带来改进。Calculating OEE 计算OEEAvailability 可用率Availability reflects the amount of time a piece of equipment is actually in operation versus the amount of time it was scheduled to be in operation.可用率反映了设备实际工作的时间占计划工作时间的比例Availability = Scheduled Operating Time Downtime = Actual Operating Time Scheduled Operating Time Scheduled Operating Time可用率= 计划工作时间 停机时间 = 实际工作时间 计划工作时间 计划工作时间Scheduled Operating Time is the amount of time the equipment should be in operation. It does not include periods of planned “employee downtime like meetings， breaks, and meals。 It does not include periods of time when the equipment is intentionally not staffed, because of a decision not to operate it (this includes idle time due to shortage of labor or attendance issues)。计划工作时间是设备应该运转的时间。不包括计划的人工停机,如会议,休息和用餐时间。也不包括设备没有配备,而决定不运作的时间（这包括由于人员或出勤问题导致的闲置时间)。Downtime is any period of unplanned downtime。 This includes breakdowns， minor stoppages， lack of material， and machine setups and adjustments (considered unplanned since the goal in Lean is zero setup and adjustment)。 If preventive maintenance （PM） occurs during a period or time when the equipment is scheduled to run and causes downtime, it is included as unplanned (one goal of PM programs is to utilize normal downtime periods for performance of PM)。停机时间是所有计划外停机的时间。包括故障，短暂停机，缺物料,机器安装调整(由于精益生产的目标是零安装调整,所以认为是计划外停机）。如果在设备计划运转的时间里进行PM并造成停机，这也被认为是计划外的（PM的一个目标是在正常停机时间内进行PM）。Subtracting the unplanned downtime from the Scheduled Operating Time gives you the Actual Operating Time， when the equipment was in operation and cycling to perform work.当设备运转时，计划工作时间减去计划外停机时间,得到实际工作时间。For example： 例如：Suppose during an eight hour shift （480 minutes) a winder was scheduled to be shut down for 55 minutes （20 minute lunch, 2 times 10 minute breaks， 5 minute department meeting, and a 30 minute preventive maintenance activity （the first 20 minutes performed during the planned lunch break downtime period)。 The Scheduled Operating Time would be:假设工作时间是8小时(480分钟），绕线机计划停机55分钟：20分钟午餐时间，2次10分钟的休息,5分钟部门会议，和30分钟的预防性维护活动（前20分钟在午餐时间进行）。由此可得，计划工作时间是: Gross Available Time （work period） 480 minutes Scheduled Downtime （shutdowns） 45 minutes （10 minute of PM will be Unplanned) Scheduled Operating Time 435 minutes可用时间（工作周期） 480 分钟 计划停机时间（停机） -45 分钟 （10分钟的PM是计划外的) 计划工作时间 435分钟Suppose during the 435 minutes of Scheduled Operating Time the equipment breaks down for 20 minutes. There is a 15 minute shutdown due to lack of material， a 20 minute changeover to a new part， and the equipment is not producing for 10 minutes while the operator troubleshoots a quality concern. The Actual Operating Time would be:假设在这435分钟的计划工作时间内，设备故障20分钟.由于缺少物料停机15分钟，20分钟换新零件，设备因操作工解决质量问题停机10分钟未生产。由此可得,实际工作时间是: Scheduled Operating Time 435 minutes Unplanned Downtime -75 minutes （note 10 minutes of PM not during lunch） Actual Operating Time 360 Minutes 计划工作时间 435 分钟 计划外停机时间 -75 分钟 (包括没有在午餐时间进行的10分钟PM活动） 实际工作时间 360 分钟Availability = 435 785 = 360 = .827 or 83 435 435可用率 = 435 785 = 360 = 0.827 或 83 435 435This indicates the equipment is actually operating only 83% of the time it should be operating。这表明设备实际上只工作了它本应该工作时间的83。Performance (Speed） 表现率（速度）Performance reflects the equipments actual output versus its designed, or ideal output capacity。表现率反映了设备实际产出占计划产出或理论产量的比例。Performance = Processed （Produced) Amount x Theoretical Cycle Time (Actual Operating Time)表现率= 加工（生产）数量 x 理论周期 （实际工作时间) Processed Amount is a comprehensive term to describe the actual output or throughput from a piece of equipment. Depending on the equipment and process this might be in expressed as pieces, pounds， feet， gallons， kilowatts, etc. (Includes all production, both good and unacceptable quality)加工数量是用来描述设备的产出或生产量的综合术语。取决于设备和工艺,可被表示成件，磅，英尺，加仑，千瓦等（包括所有产品，合格与不合格的）Actual Operating Time is determined in the Availability calculation and is (Scheduled Operating Time minus Unplanned Downtime).实际工作时间由可用率计算决定,计划工作时间减去计划外停机时间.Theoretical Cycle Time is the amount of time the equipment should require to make/process one unit of output at designed capacity (speed）. It is based on ideal equipment / process output for one unit of production。 Do not use output rates for this calculation that have any allowances built in for breaks， lunches， downtime, etc。 These events are considered/included in the OEE calculation within the Availability calculation. The traditional Personal, Fatigue， & Delay allowance in U。S Industrial Engineering standards should not apply。理论周期是设备在设定产能（速度）下生产/加工一件产品需要的时间.基于设备/工艺生产一件产品的理论输出。计算中不要使用产出率，里面算了休息，午餐，停机等时间.这些在OEE计算中被归到可用率中。按照美国的工业管理标准,不应该应用传统的个人，疲劳和拖延时间。For example： 例如：Suppose the equipment/process was designed to produce 30 pieces per hour。 The Theoretical Cycle Time would be 2。0 minutes per piece。 假设设备/工艺设计为每小时生产30件产品.理论周期是每一件2。0分钟。Above, the Actual Operating Time was found to be 360 minutes. Suppose at the end of the shift there was production of 154 pieces。 上文中，实际工作时间是360分钟。假设在班次结束时,共生产了154件产品。The Performance would be：由此可得，表现率是：Performance = （154) x (2.0) = 308 = .855 or 86 360 360表现率= （154) x （2.0） = 308 = 0.855 或 86 360 360This indicates the equipment is only operating at 86 of its designed rate of output during the time is was operating in production mode。这表明设备在生产时间中只运转了设计速度的86。Quality合格率The Quality rate is a comparison between the numbers of units produced with first time acceptable characteristics versus the total number of units processed (all of which should be good）. 合格率是生产的特性一次可接受的产品的数量占生产产品总数（应该是合格品的数量）的比例。Quality = Processed Amount Defect Amount = Acceptable Amount Processed Amount Processed Amount合格率= 生产总数 不良品数 = 合格品数 生产总数 生产总数Processed Amount was determined above in Performance (total actual unit output）加工数量由上文的表现率决定（所有的实际产出)Defect Amount includes scrap, rework， or any portion of the output that cant be shipped or moved forward in production as a first pass quality unit。不良品数包括报废,返工,或一次质量通过但生产中不能装运或流转的部分。For Example: 例如:Suppose of the 154 pieces produced， one was scrapped from the startup process and three more had to be reworked to remove a surface blemish. 假设生产了154件产品，启动过程中1件报废，3件需要返工去除表面缺陷。Quality = 154 4 = 150 = .974 or 97 154 154合格率= 154 4 = 150 = 0.974 或 97 154 154OEE Rating OEE比率Now that Availability， Performance (Speed）， and Quality Ratings have been calculated， the Overall Equipment Effectiveness Rating can be calculated. 现在可用率,表现率（速度）和合格率都已计算出来，设备综合效率也就能计算了。OEE = Availability x Performance x Quality = 。83 x .86 x 。97 = .69 or 69OEE = 可用率 x 表现率x 合格率 = 0.83 x 0。86 x 0。97 = 0。69 或 69You notice the OEE rating is lower than any of the three individual ratings. This shows the cumulative / compounding effect these three categories have on equipment effectiveness. 不难发现OEE比率比其三项的比率都低.这表明三项比率的累积/组合影响了设备效率。The initial OEE ratings may be surprisingly low for any particular piece of equipment， but regardless the goal is to provide good information for the improvement process to push it higher over time。 The true value of OEE is in helping the operating team to make systematic improvements. 一开始,任何设备的OEE可能出人意料地低，但不管怎样，目标是为完善过程提供信息，来使OEE越来越高.OEE的真正价值在于帮助团队系统化改善。