2021
I developed basic principles of industrial engineering in July 2016. I formulated the detailed principles of industrial engineering in the beginning of 2017 and presented them in the IISE Annual Conference in May 2017.
The fourth principle of the 21 principles of industrial engineering is related to the elimination of the waste of machine's potential productivity.
4. Principles of machine utilization economy to be developed for all resources used in engineering systems.
4. Principles of machine utilization economy to be developed for all resources used in engineering systems.
I am trying to develop Principles of Machine Utilization Economy and Practices taking place in practice to increase machine utilization to decrease costs and increase profits.
The principles may be in three groups if we follow total productive maintenance framework.
Principles related to machine availability.
Principles related to proper machine operation
Principles related to attention to quality.
The principles have to help us to get the maximum output from the machine in unit time at lower machine cost per unit as well as at lower overall cost of the production facility.
Manufacturing System Losses Identified in TPM Literature
16 Major losses
1 Failure losses (Breakdown) Losses due to failures.
Types of failures include sporadic function-stopping failures, and function-reduction failures in which the function of the equipment drops below normal levels.
2 Set up and adjustment losses
Stoppage losses that accompany set-up changeovers
3 Cutting blade change losses
Stoppage losses caused by changing the cutting blade due to breakage, or caused by changing the cutting blade when the service life of the grinding stone, cutter or bite has been reached.
4 Start-up losses
When starting production, the losses that arise until equipment start-up, running-in and production processing conditions stabilize.
5 Minor stoppage and idling losses
Losses that occur when the equipment temporarily stops or idles due to sensor actuation or jamming of the work. The equipment will operate normally through simple measures (removal of the work and resetting).
6. Speed losses
Losses due to actual operating speed falling below the designed speed of the equipment.
7. Defect & rework loss
Losses due to defects & reworking
8. Shutdown (SD) losses
Losses that arise from planned equipment stoppages at the production planning level in order to perform periodic inspection and statutory inspection
9. Management planning losses: Waiting losses that are caused by management planning, such as waiting for materials, waiting for a dolly, waiting for tools, waiting for instructions etc.
10. Motion losses
Man-hour losses arising from differences in skills involved in etc.
11. Line organization losses - Line balancing loss
Idle time losses when waiting for multiple processes (earlier process to complete) or multiple platforms.
12 Distribution losses
Distribution man-hour losses due to transport of materials, products (processed products) and dollies by machine operators by keeping the machine idle.
13 Measurement and adjustment losses
Work losses from frequent measurement and adjustment in order to prevent the occurrence and outflow of quality defects.
14. Energy losses
Losses due to ineffective utilization of input energy (electric, gas, fuel oil, etc) in processing.
15. Die, jig and tool losses
Financial losses (expenses incurred in production, regarding renitriding, etc.) which occur with production or repairs of dies, jigs and tolls due to aging beyond services life or breakage.
16 Yield losses
Material losses due to differences in the weight of the input materials and the weight of the quality products
A. Seven major losses that impede overall equipment efficiency
1 Failure losses (Breakdown) Losses due to failures.
Types of failures include sporadic function-stopping failures, and function-reduction failures in which the function of the equipment drops below normal levels.
2 Set up and adjustment losses
Stoppage losses that accompany set-up changeovers
3 Cutting blade change losses
Stoppage losses caused by changing the cutting blade due to breakage, or caused by changing the cutting blade when the service life of the grinding stone, cutter or bite has been reached.
4 Start-up losses
When starting production, the losses that arise until equipment start-up, running-in and production processing conditions stabilize.
5 Minor stoppage and idling losses
Losses that occur when the equipment temporarily stops or idles due to sensor actuation or jamming of the work. The equipment will operate normally through simple measures (removal of the work and resetting).
6. Speed losses
Losses due to actual operating speed falling below the designed speed of the equipment.
7. Defect & rework loss
Losses due to defects & reworking
B. Losses that impede equipment loading time
8. Shutdown (SD) losses
Losses that arise from planned equipment stoppages at the production planning level in order to perform periodic inspection and statutory inspection
C. Five Major losses that impede workers efficiency
9. Management planning losses: Waiting losses that are caused by management planning, such as waiting for materials, waiting for a dolly, waiting for tools, waiting for instructions etc.
10. Motion losses
Man-hour losses arising from differences in skills involved in etc.
11. Line organization losses - Line balancing loss
Idle time losses when waiting for multiple processes (earlier process to complete) or multiple platforms.
12 Distribution losses
Distribution man-hour losses due to transport of materials, products (processed products) and dollies by machine operators by keeping the machine idle.
13 Measurement and adjustment losses
Work losses from frequent measurement and adjustment in order to prevent the occurrence and outflow of quality defects.
D Three major losses that impede efficient use of production subsidiary resources
14. Energy losses
Losses due to ineffective utilization of input energy (electric, gas, fuel oil, etc) in processing.
15. Die, jig and tool losses
Financial losses (expenses incurred in production, regarding renitriding, etc.) which occur with production or repairs of dies, jigs and tolls due to aging beyond services life or breakage.
16 Yield losses
Material losses due to differences in the weight of the input materials and the weight of the quality products
Improvement Techniques
Source: D matrix (matrix of causal losses and their improvement techniques)
H. Yamashina & T. Kubo (2002) Manufacturing cost deployment, International
Journal of Production Research, 40:16, 4077-4091, DOI: 10.1080/00207540210157178
Individual approaches/techniques
1. Breakdown analysis
2. Setup time reduction
3. Tool life improvement
4. Startup time reduction
5. PM analysis
6. Cycle time reduction
7. Cp, Cpk improvement
8. N.V.A.A.
9. Operation method
10. Layout improvement
10. Layout improvement
11. Inspection method
12. Yield improvement
13. Material saving method
14. Energy saving method
Systematic approaches
1. Operative maintenance
2. Preventive maintenance
3. Predictive maintenance
4. Quality maintenance
5. Quality assurance
6. Education and training
Improvement techniques for losses
1. Breakdown analysis
In the first step, maintenance by production operators can be implemented to prevent the forced deterioration of each facility component.
In the second step, individual approaches such as processing point analysis and so on are adopted to eliminate causes of the breakdown.
In the third step, preventive maintenance is implemented to do planned maintenance of facility components regularly.
Finally, predictive maintenance is implemented using various kinds of diagnostic technology in the forth step.
In addition to these steps, breakdown and repair rates are further reduced through improvement in skill of maintenance workers, etc.
There are several steps and approaches in each of the improvement of activities. Therefore, the most appropriate technique corresponding to the condition of each facility must be selected.
Improvement activities for losses associated with operators. Losses of man-hours are reduced through, for example, confirmations in operating methods, improvements in plant layouts (to reduce movement of operators), automation with the introduction of robots, etc.
Improvement activities for losses associated with material, etc. In reducing yield loss, for example, activities such as design changes increase the yield ratio. One example of improvement approaches in
indirect material loss is to reduce unit prices by decreasing the consumption of machining lubricant and other indirect materials.
In case of improvements about die and jig losses, cost reduction is possible by, for example, extending their lives through confirming their specifications.
Examples of improvement approaches in energy loss are to increase energy efficiency by reducing the down time of facilities, to decrease the unit price, etc.
More detailed descriptions of improvement techniques for the other losses are given in K. Okazaki (1996).
OEE Literature
OEE = Availability × Performance Efficiency × Quality
• Availability: - This monitors how long a machine is actually available to operate (i.e. available time
minus planned and unplanned downtime) measured against the total net available time, (i.e. available
time minus any planned downtime)
• Performance Efficiency: - This records the production rate or speed of the production process versus
the design or ideal rate.
• Quality: - A measure of the percentage of defects produced by the process.
Availability
Down Time Losses
1. Equipment Failures
2. Tooling Damage
3. Unplanned Maintenance
4. Process Warm Up
5. Machine Changeovers
6. Material Shortage
Performance
Speed & Time Losses
1. Product Misfeeds
2. Component Jams
3. Product Flow Stoppage
4. Level of Machine Operator Training
5. Equipment Age
6. Tooling Wear
Quality
Quality Losses
1. Tolerance Adjustments
2. Warm Up Process
3. Damage
4. Assembled Incorrectly
5. Rejects
6. Rework
Source: A Literature Review on Overall Equipment Effectiveness.
Praveen Singh sisodiya, Mushtaq Patel, Dr. Vivek Bansod
INTERNATIONAL JOURNAL OF RESEARCH IN
AERONAUTICAL AND MECHANICAL ENGINEERING
Vol.2 Issue.2, February 2014. Pgs: 29-34
Which are the principal contributions in OEE and what are the future trends?
Initially, OEE was used in production, in particular as part of TPM and it assisted in identifying the overall equipment performance in a manufacturing process . Some researchers began to analyze the productivity of manufacturing line systems or factories. Currently, OEE is used with continuous improvement methodologies, such as lean manufacturing to increase productivity by eliminating waste. It is also used as a KPI and data collection tool to measure the effectivity and process capability of new six sigma implementations. Following the methodology of continuous improvement, Braglia et al. (2019) developed a new metric based on OEE, known as overall task effectiveness. This new indicator supports lean and six sigma methodologies to identify, analyze and evaluate losses that occur during manual assembly activities.
Domingo et al. (2015) developed the overall environmental equipment effectiveness to identify and measure losses due to sustainability. Durán et al. (2018) designed the Sustainable Overall throughput effectiveness indicator to measure the operating performance and factory level sustainability.
In the mining industry [16] OEE was used to identify possible losses in the availability, performance and quality of equipment such as shovels and trucks. In recent years, the efficiency framework in the port terminal that considers manageable and unmanageable variables has been studied to create indicators based on OEE. Additionally, the OEE has been adapted to road transportation based on distance, load capacity, route time, stops and services. It has been used to evaluate the effectiveness of urban freight transportation as well as optimize availability, performance and quality metrics.
Source: Overall Equipment Effectiveness: Systematic Literature Review and Overview of Different Approaches
by Lisbeth del Carmen Ng Corrales, María Pilar Lambán ,Mario Enrique Hernandez Korner and Jesús Royo
Appl. Sci. 2020, 10(18), 6469; https://doi.org/10.3390/app10186469
https://www.mdpi.com/2076-3417/10/18/6469/htm
IIoT and Industry 4.0 Literature
On Industry 4.0 Machine Utilization and OEE Management
Published on November 15, 2021
https://www.linkedin.com/pulse/industry-40-machine-utilization-oee-management-hank-tsai/
https://www.linkedin.com/in/hank-tsai-effinno/
Case Studies
2017
By partnering with Capgemini, BHGE (Baker Hughes, a GE company) implemented an industrial internet solution that gathers data from all manufacturing devices and machines to provide operators and engineers with a new level of insight and the ability to adjust production at a moment’s notice
Benefits:
Enhanced visibility and insight
Real-time management of manufacturing processes provides nearly 50 users with real-time status updates, analysis of historical data, and visual metrics dashboards
Prevention of 26,000 hours of downtime in 2017 (across all BHGE’s plants in Italy).
Davide Marrani, Vice President Global Supply Chain TPS, BHGE
In Florence, where the main production line comprises 94 machines, we avoided 26,000 hours of downtime in 2017. A numerical control machine usually has 4.500 hours scheduled per year and the cost to buy a machine is roughly $1M. The Industrial Internet solution implemented therefore increased the shop’s capacity by as much as six new numerical control machines, so it would have cost us $6M to achieve the same result.
https://www.capgemini.com/client-story/digital-technology-manufactures-a-new-future-at-bhge-plants/
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Content Prepared in 2016
I prepared the content below in 2016. I developed basic principles of industrial engineering in July 2016. I formulated the detailed principles of industrial engineering in the beginning of 2017 and presented them in the IISE Annual Conference in May 2017.
The fourth principle of the 21 principles of industrial engineering is related to the elimination of the waste of machine's potential productivity.
4. Principles of machine utilization economy to be developed for all resources used in engineering systems.
19 November 2016
Industrial engineers have to improve the machine utilization economy. To do that we need principles of machine utilization economy, like principles of motion economy.
What principles can be proposed?
1. If it is a machine tool, we have to investigate cutting tools, coolants, cutting speeds, feeds, depth of cut and jig and fixtures to improve the utilization and productivity. Taylor himself did all these evaluations and suggested many improvements, which are still valid today.
2. For all machines, finding the load at which maximum efficiency is obtained is done. The load planning has to take into account the maximum efficiency load.
3. Six sigma provides a way to optimize the working of any machine. The factors that affect the working of the machine are to be identified, and the levels at which they can be operated are to be found. Then the combination of factors and levels at which the best output will come will be obtained and machine can be run at that combination or setting.
4. Calculate economic batches for various components to be made on the batch and use those batch quantities. JIT as an idea is welcome, but you can use it only when you implement SMED and drive down the setup time.
5. Look for opportunities to implement Pokayoke features on the machine so that defects are reduced to very low levels (zero defects).
6. Use the developments in maintenance management to have the most efficient and productive maintenance system.
Total Productivity Equipment Usage Management
Six major categories of inefficiencies and losses related to equipment - machines
affect the overall performance of the equipment namely:
1. Equipment failures/breakdown losses are the time losses and quantity losses caused by defective
products.
2. Set-up and adjustment losses are defined as time losses resulting from downtime and defective
products that occur when production of one item ends and the equipment is adjusted to meet the
requirements of another item.
3. Idling and minor stop losses occur when the production is interrupted by a temporary malfunction
or when a machine is idling.
4. Reduced speed losses refer to the difference between equipment design speed and actual operating speed.
5. Reduced yield losses occur during the early stages of production from machine start up to stabilization.
6. Quality defects and reworks are losses in quality caused by malfunctioning of production equipment.
Selection Principles on Manufacturing System for Part Family
Li Tang, Derek Yip-Hoi, , Wencai Wang, Yoram Koren
1 NSF Engineering Research Center for RMS, University of Michigan, Ann Arbor, U.S.A.
2 Mechanical Engineering Dept., University of British Columbia, Vancouver, Canada
4. Principles of machine utilization economy to be developed for all resources used in engineering systems.
19 November 2016
Industrial engineers have to improve the machine utilization economy. To do that we need principles of machine utilization economy, like principles of motion economy.
What principles can be proposed?
1. If it is a machine tool, we have to investigate cutting tools, coolants, cutting speeds, feeds, depth of cut and jig and fixtures to improve the utilization and productivity. Taylor himself did all these evaluations and suggested many improvements, which are still valid today.
2. For all machines, finding the load at which maximum efficiency is obtained is done. The load planning has to take into account the maximum efficiency load.
3. Six sigma provides a way to optimize the working of any machine. The factors that affect the working of the machine are to be identified, and the levels at which they can be operated are to be found. Then the combination of factors and levels at which the best output will come will be obtained and machine can be run at that combination or setting.
4. Calculate economic batches for various components to be made on the batch and use those batch quantities. JIT as an idea is welcome, but you can use it only when you implement SMED and drive down the setup time.
5. Look for opportunities to implement Pokayoke features on the machine so that defects are reduced to very low levels (zero defects).
6. Use the developments in maintenance management to have the most efficient and productive maintenance system.
Total Productivity Equipment Usage Management
Six major categories of inefficiencies and losses related to equipment - machines
affect the overall performance of the equipment namely:
1. Equipment failures/breakdown losses are the time losses and quantity losses caused by defective
products.
2. Set-up and adjustment losses are defined as time losses resulting from downtime and defective
products that occur when production of one item ends and the equipment is adjusted to meet the
requirements of another item.
3. Idling and minor stop losses occur when the production is interrupted by a temporary malfunction
or when a machine is idling.
4. Reduced speed losses refer to the difference between equipment design speed and actual operating speed.
5. Reduced yield losses occur during the early stages of production from machine start up to stabilization.
6. Quality defects and reworks are losses in quality caused by malfunctioning of production equipment.
Selection Principles on Manufacturing System for Part Family
Li Tang, Derek Yip-Hoi, , Wencai Wang, Yoram Koren
1 NSF Engineering Research Center for RMS, University of Michigan, Ann Arbor, U.S.A.
2 Mechanical Engineering Dept., University of British Columbia, Vancouver, Canada
Ud. 20.2.2022, 28.11.2021
Pub: November 2016
Principles of Industrial Engineering - https://www.youtube.com/watch?v=pU8CdWfZZdU Full paper in IISE 2017 Annual Conference proceedings
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