OEE MEASURING

PERFORMANCE

Ir. M. Munir Fahmi, MT

+62818629340
[email protected]
Katagori dasar pengukuran
performansi :
 Pengukuran performansi peralatan :
 Availability
 Reliability
 Overall Equipment Effectiveness
 Pengukuran performansi ongkos
Operation and maintenance, labor and material
cost
 Pengukuran performansi proses
 Ratio of planned and unplanned work
 Schedule
Maintenance sebagai proses bisnis
INPUTS
OUTPUTS
•Labor PROCESS •Availability
•Equipment
•Process Rate
•Material
•Quality
•Outside
MEASUREMENT OF PROCESS •Maintainability
services
EFFECTIVENESS •Equipment
•Technical
effectiveness
overhead •Work Order backlog : WO lead time
•Utilization
•Management •% of work is Preventive Maintenance
(driven) •Life-Cycle Cost
overhead
•Return of
•Facilities •% of work is Preventive Maintenance
(on schedule) investment
•Training
•% of work is Planned work ; number of
emergency WO
•% of work is Predictive Maintenance
(driven)
•% use condition-base monitoring
•MTBF, MTTR
Sasaran
 Maintenance Productivity, mengukur
keefektifan dari penggunaan sumber daya
 Maintenance Organization, mengukur
keefektifan aktivitas organisasi dan
perencanaan
 Maintenance Cost, mengukur perbandingan
total ongkos maintenance dengan ongkos
produksi
 Maintenance Quality, mengukur
performansi kualitas pekerjaan
Siklus Performance Improvement

Set Set Develop Plan

Mission Objective Strategy Tactics

Feedback Measure Execute

Perbedaan Tujuan dari setiap
Departement
Maximize throughput, Minimize all
Operasi/ downtime and Stores exist to service
Produksi operation

Minimize breakdowns, Maximize PM,

Maintenance Maximize stores inventory and access

Maximize stores space, Prevent non-

Material stores access, and
Maximize inventory control
Minimize inventory value, Minimize
Keuangan Carrying cost and
Maximize return of investment
Maximize specifications,
Engineering Maximize reliability
Custom design
Overall Maintenance Result

 Availability
 MTTF (Mean Time to Failure)
 Failure frequency or Breakdown
frequency
 MTTR = Mean Time to Repair
 Production Rate Index
 Total time  Down time
 Availability 
Total time

Down time meliputi seluruh jadwal dan non jadwal down

time, tetapi bukan waktu idle tidak ada permintaan.

Contoh:
Total time = 8.760 jam
Down time = 392 jam
8.760  392
Availability =  95,5 %
8.760
 Total time  Down time  Non utilized time
 MTTF 
Number of breakdowns

MTTF = Mean Time to Failure

Untuk mengetahui berapa lama mesin dapat dioperasikan
sampai tidak dapat digunakan lagi. Dengan mengukur rata-
rata kelebihan waktu yang digunakan dalam penjadwalan
produksi tanpa gangguan.

Contoh:
Total time = 8.760 jam; Down time = 392 jam;
Non utilized time = 600 jam; number of breakdowns = 12

8.760  392  600

MTTF =  647 jam
12
 Failure frequency
Number of break downs
or Breakdown 
frequency Total time  Down time  Non utilized time

untuk mengukur frekuensi kegagalan peralatan.

Contoh:
Total time = 8.760 jam; down time = 392 jam; non utilized time
= 600 jam; number of breakdowns = 12/tahun; production rate
= 10/jam, maka
12
Breakdown frequency =  0,0015 failure per hour
8.760  392  600
= probability of 0,15 % of failure within
the next hour

Probability of failure within the next production run of 2.500 units

= 0,15 % x 2.500/10 = 37,5 %
 Unscheduled down time
 MTTR 
Number of break downs
MTTR = Mean Time to Repair
Waktu total untuk memperbaiki masalah dan peralatan dapat
beroperasi lagi, meliputi waktu pemberitahuan, waktu
pemindahan, waktu diagnosa, waktu memperbaiki, waktu
tunggu (untuk suku cadang), waktu perakitan kembali, dan
waktu pengetesan. MTTR juga mengukur berapa lama operasi
akan keluar dari produksi, yang mengindikasikan efek pada
pemeliharaan pada laju produksi peralatan.

Contoh:
Unscheduled downtime = 232 jam; Scheduled outages = 160
Number of breakdowns = 12; Number of scheduled outages = 6
MTTR of unscheduled = 232/12 = 19,3 jam
MTTR of scheduled outages = 160/6 = 26,7 jam
MTTR of downtime = (232 + 160) / (12+6) = 21,8 jam
 Production rate (units/hou r)
 Production Rate 
Total time  Down time  Non utilized time
Index

Production Rate Index as impact of maintenance on

equipment effectiveness. To minimize the effect of these
variations, it is trended over time as an index and has no
value as an absolute number.
Contoh:
Production rate = 10 units/hour; Total time = 8.760 hours;
Downtime = 392 hours,
10
Production rate index =  0,001287
8.760  392  600
 Wrench time
 Manpower utilization 
Total time
Manpower utilization is usually called wrench time, because it
measures the time consumed by actual maintenance tasks as
a percentage of total maintenance time. The calculation
includes standby time, wait time, sick time, vacation time, and
time set aside for meetings, training, and so on.
Contoh:
32 staff, total time = 32 x 2088 = 66.816
Wrench time = 46.100
Manpower utilization = 46.100/66.916 = 69 %
Maintenance Productivity
Time taken
 Manpower efficiency 
Planned time
Manpower efficiency shows the extent to which the
maintenance jobs completed matched the time allotted during
the planning process. The manpower efficiency measure
becomes a comparison with this moving average. Many
planners reject this measure because they don’t want to plan a
new job until teardown and subsequent diagnosis have been
completed. They’ll apply only to preventive maintenance or
repeat jobs. Example: Time taken = wrench time = 46.100;
Planned/allowed time = 44.700
44.700
Manpower efficiency =  97 %
46.100
 Total Material cost charged to WO
 Material usage / WO =
Number of WO

Material usage / WO measures how effectively the materials

are being acquired and used. Again, this is a composite
indicator that you must further refine before taking direct
action. The measure shows the average materials consumption
per Work Order.
Example: Total materials consumed = $ 1,400,00; Total WOs
= 32,000, and
Material usage = $ 1,400,000/32,000 = $ 44 per Work Order
Maintenance Organization

 Planning and Scheduling Time planned and scheduled

index = Total time

 Breakdown Time = Time spent on breakdowns as

% total time

 Breakdown production loss = Cost of breakdowns as % of

total direct cost
Maintenance Organization

 Planning and Scheduling Time planned and

scheduled
index =
Total time
Example:
Time planned and scheduled = 26,000 hours
Total time = 32 employees x 2088 hours each = 66,816 hours

Planning and scheduling index = 26,000/66,816 = 0.389

Maintenance Organization

 Breakdown Time = Time spent on breakdowns as

% total time

Example:
Total time = 32 employees x 2088 hours each = 66,816 hours
Breakdown time = 2,200 hours

Breakdown time = 2,200/66,816 = 3,3 %

Maintenance Organization

 Breakdown production loss = Cost of breakdowns as % of

total direct cost

Example:
Cost of production lost time = $ 5140 per hour
Maintenance cost of breakdowns = $ 135 /hour
Total direct cost = $ 45 m
Breakdown time = 232 hours

Breakdown production loss = [232 x (5140 + 135)] / 45 m = 2.72%

 Efficiency of Maintenance Work
WO turnover = Number of task completed as percent of
work requests

Maintenance Costs (1)

 Direct maintenance cost/unit output
Total direct maintenance cost
=
Total production units

Cost of issues
 Inventory turnover =
Inventory value
 Direct maintenance cost/unit output
Total direct maintenance cost
=
Total production units

Example:
Direct maintenance costs last month = $ 285,000
Total units produced last month = 6,935 unit

DMC = 285,000/6,935 = $ 41/unit

 Cost of issues
 Inventory turnover =
Inventory value

Example:
Material issued last year = $ 1,400,000
Current inventory value = $ 1,800,000
last year’s inventory value = $ 2,000,000

Inventory turnover = 1,400,000 / 1,800,000 = 0.8 turns

Inventory value index = 1,800,000 / 2,000,000 = 0.9

Maintenance Costs (2)
 Maintenance improvement index

Total direct maintenance cost + Production losses previous month

= Total direct maintenance cost + Production losses last
month

Maintenance Quality
 Work Order accuracy

Number of Work Order completed

=1-
Number of WO errors identified
MENGUKUR
EFEKTIVITAS FASILITAS
THE SIX BIG LOSSES
1. Breakdown losses due to failures and repairs being carried
out. Availability
2. Set-up and adjustment losses which arise when changing from
one product to another or one batch to another.
3. Idling and minor stoppage losses which arise due to sticking,
faulty sensors, etc., and also waiting for material/parts to Performance
arrive or be loaded.
4. Speed losses where machinery is not operating at its optimum
cycle time due to some fault or accumulation of faults.
5. Scrap and re-work losses arising from process capability
problems, material problems, etc. Quality
6. Start-up losses which can occur when a process takes some
time or number of products to achieve ‘steady state’ or
capable production.
MENGUKUR
EFEKTIVITAS FASILITAS
THE SIX BIG LOSSES
1. Breakdown losses due to failures and repairs being carried
out. Availability
2. Set-up and adjustment losses which arise when changing from
one product to another or one batch to another.
3. Idling and minor stoppage losses which arise due to sticking,
faulty sensors, etc., and also waiting for material/parts to Performance
arrive or be loaded.
4. Speed losses where machinery is not operating at its optimum
cycle time due to some fault or accumulation of faults.
5. Scrap and re-work losses arising from process capability
problems, material problems, etc. Quality
6. Start-up losses which can occur when a process takes some
time or number of products to achieve ‘steady state’ or
capable production.
FACILITIES EFFECTIVENESS

Availability

Overall
Performance
Effectiveness
Quality
 loading time  breakdown and setup time
% availability  100%
loading time

Loading time  planned production time  breaks  planned maintenance time

quantity produced
% performance  100%, atau
(time run)  (capacity/given time)

time run  minor stoppages  reduced speed

% performance  100%
time run

amount produced  amount defects  amount re - processed

% quality  100%, atau
amount produced

time run  defect time  re - processing time

% quality  100%
time run

Overall Effectiveness  %availability  %performance  %quality

CONTOH 1 (high volume production)
The facilities : Drilling and Tapping Machine
Product : Electrical Terminal Blocks (ETB)
Working conditions : 2 shift/day @ 8 hr/shift @ 5 days/week
Planned throughput : 60 units/hr
Actual output : 3320 units/week
The list of losses encountered during the machining process:
(a) Replacing the circular saw blade: once per week at 30 minutes
(b) Cleaning the saw pivot arm: twice per week @ 45 minutes
(c) Cutting fluid is sprayed onto the bar feeder causing the bar to slip and
not feed properly with two consequences:
1. If a part feed occurs then the block is cut off too short: three times
per day @ 10 minutes to clear and 3 parts are lost.
2. If the bar does not feed then the machine stops, has to be cleared and
re-set: twice per week @ 45 minutes
CONTOH 1 …
(d) On the first drilling head the main bearings get dry (no lubricant) causing
the head to slow down and then seize up: once per 6 weeks, the
machine operates at half speed for one day prior to breaking down and to
repair and replace the head takes 18 hours.
(e) On the second tapping head the tap breaks and is undetected meaning that
parts have to be tapped by hand: once every day, 20 parts have to be re-
worked, 10 parts are scrapped and it takes 15 minutes to replace the tap.
(f) To setup the machine for a new block, the machine parts have to be
swapped and re-set and the stroke of the drills adjusted: four times per
week @ 2.5 hours.
(g) Sward builds up at the rare of the machine and has to be shoveled into a
barrow. The operator has to stop the machine whilst doing this: 3 times per
day @ 10 minutes.
(h) The operator has to wait for the compressed air pressure to build up at the
start of each shift. This takes 15 minutes each day.
CONTOH 1 …
Availability losses:
30 min x 1 (a) + 45 min x 2 (b) + 45 min x 2 (c.2)
+ 18 x 60/6 min (d, average) + 15 min x 5 (e)
+ 2.5 x 60 min x 4 (f) + 15 min x 5 (h)
= 1,140 minutes per week

Performance losses:
10 min x 15 (c.1) + 4 x 60/6 min (d, average)
+ 10 min x 15 (g)
= 340 minutes per week

Quality losses:
3 parts x 3 x 5 (c.1) + 20 parts x 5 (e)
+ 10 parts x 5 (e)
= 195 parts per week
CONTOH 2
Planned time to run : 8 hours (480 minutes)
Breaks and scheduled maintenance : 20 minutes
Loading time : 480 – 20 = 460 minutes
Down-time encountered : 20 minutes breakdown +
40 minutes changeover and adjustment
Maka:
loading time - down - time  460  20  40 
% availability     100%  87%
loading time  460 
Output : 400 components
Theoretical cycle time : 0.5 minutes/component
actual output 400
% performance   100  50%
potential output (400 / 0,5)
Number of reject components : 8 components
produced units - defects 400  8
% quality   100  98%
produced units 400
overall effectiveness (OE)  87%  0,5  0,98 100  42,6%
CONTOH 3
Planned time to run : 120 hours/week (7,200 minutes)
Breaks and scheduled maintenance : 0 minutes (continuous production)
Loading time : 7,200 – 0 = 7,200 minutes
Down-time encountered : 120 minutes breakdown +
460 minutes changeover and adjustment
Maka:
loading time  down - time  7200  120  460 
% availability    100%  92%
loading time  7200 
Output : 220,000 components
Theoretical cycle time : 2,250 components/hour
actual output 220000
% performance   100  88%
potential output (6620 / 60)  2250
Number of reject components : 2,050 components
produced units - defects 220000  2050
% quality   100  99%
produced units 220000
overall effectiveness (OE)  92%  0,88  0,99  100  80%
CONTOH 4
Theoretical output : 2,000 units/hour
Normal running hours : 120 hours/week; 46 weeks/year
Value added by the machinery : $ 0.02/units
Overall effectiveness of machinery : 63% average
Maka:
Theoretical earning capacity of the machinery:
$0.02 x 2000 x 120 x 46 = $220,800/year
Actual earning capacity of the machinery:
63% x $220,800/year = $119,104/year
The six big losses cost:
$220,800 – $119,104 = $81,696/year
Increased earning capacity per 1% improvement in OE:
($81,696) : 37 = $2,208 per 1%
Untuk sebuah pabrik dengan gambaran seperti di atas, jika ada 50 machinery
item dan masing-masing dapat diimprove hingga 10%, maka the increase in
earning capacity pabrik:
$2,200 x 10 x 50 = $1.1 juta (tanpa tambahan biaya fabrikasi)
CONTOH 5
Theoretical output : 70 units/hour
Normal running hours : 75 hours/week; 46 weeks/year
Value added by the machinery : $ 1.5/units
Overall effectiveness of machinery : 55% average
Maka:
Theoretical earning capacity of the machinery:
$1.5 x 70 x 75 x 46 = $362,250/year
Actual earning capacity of the machinery:
55% x $362,250/year = $119,238/year
The six big losses cost:
$362,250 – $119,238 = $163,012/year
Increased earning capacity per 1% improvement in OE:
($163,012) : 45 = $3,622 per 1%
Untuk sebuah pabrik dengan gambaran seperti di atas, jika ada 50 machinery
item dan masing-masing dapat diimprove hingga 10%, maka the increase in
earning capacity pabrik:
$3,622 x 10 x 50 = $1.8 juta (tanpa tambahan biaya fabrikasi)