Transcript Document

Educational Session
Focus on the OEE Score
and Beyond
10th of March 2015
3:05pm – 4:30pm
Graham Grondalski
Process Engineer, Novo Nordisk Pharmaceutical Industries, Inc.
Email: [email protected]
Dr. Gilad Langer
Business Unit Director, Automation & MIS, NNE Pharmaplan
Email: [email protected]
Twitter @GILADL
Roland Esquivel
IT Consultant, NNE Pharmaplan
Email: [email protected]
Measuring manufacturing
performance
We need to measure
But what do we measure?
• How do we know that we are doing
ok – Performing?
• Manufacturing operations are
complex and dynamic
• How do we account for that
when evaluating performance
using metrics?
3
Performance Management
• A set of processes that help businesses discover efficient use of
their business units, financial, human and material resources.
- From Wikipedia
What is OEE?
•
Overall Equipment Effectiveness
– Effectiveness is a measure related to a goal.
“A company that has captured a 75% market share is
very effective.”
Availability
Performance
Quality
OEE
5
OEE is just one metric
Performance
Management
6
Data, Information, Knowledge, (Wisdom)
DIKW Hierarchy
Knowledge
Operation:
Sterilization
Intelligence
Next Step is Packaging, send alert to
pack system
Next Step:
Packaging
provide # items finished scorecard,
etc.
Information
Lot: 1001AB001
Status:
Open
Product:
12355 - Rev A
Data
1001AB-001
Open
12355 (A)
Sterilization
Pass-01
7
The 3 pillars of Information consumption for Manufacturing
Performance Management
Overview
Visibility
Actionable
Intelligence
• Provide a summarizing
yet comprehensive
view to pertinent
information that allows
users to gain
knowledge.
• Information should be
transparent,
interpretable, and
perceptible. It has to be
obvious to the user
both in format and in
structure.
• Provide necessary
information in a
appropriate manner to
enable users to operate
with the speed,
accuracy, and
timeliness
8
The Dashboard
9
The Dashboard Example
• Throughput
– What were the numeric values?
• Rework
• Was it trending down or up?
• Defects
• How bad was it? Closer to red or green?
• Yield
• What is the next thing that you would do?
10
The Data Is Dispersed!
11
11
The Dispersed Data Source Story
QMS
BMS
• Deviation
• NCRs
Historian
ERP
• Time Series
• CQA
• Cost
• Orders
MES
• DHR / eBR
• Variable Data
Intelligence
Platform
LIMS
• Sample Data
12
What the industry is saying…
13
What is EMI
• EMI – (Enterprise) Manufacturing Intelligence
– Software or solution that provides the ability to view in real
time specific predefined metrics (KPIs) based on existing
data/information.
– Pre-defined metrics
– Real time typically connected to automation layer
• “Garbage in – garbage out”, or if there is no data there is no
intelligence
– If data sources have to be maintained
– Data integrity may be an issue
• Typically used as point solutions, and add-ons to existing
systems
14
What is BI?
• Business Intelligence (BI) – Nothing new here!
• Historical and current view of business operations
– Mostly administrative
– Not real -time
• But with some important features
–
–
–
–
–
Reporting (basic function that EMI is weak in)
OLAP - Online Analytical Processing
Analytics (i.e. “Slicing and Dicing”)
Data aggregation / storage / data warehouses
Predictive analytics
15
What is MBI?
•
Manufacturing Business Intelligence - Bringing the best of both worlds…
BI
EMI
• Reporting
• Analytics and OLAP
• Data aggregation
• Advanced analysis
• Real- time data
• Connectivity to
automation
• Manufacturing KPIs
MBI
16
MBI - Goals & Challenges
• Main Goals
– Performance Management
– Consolidated access to aggregated information
– Actionable intelligence
– Role based information consumption is a must
• Unique Challenges
– Availability of granular complex information
– Real time / timeliness
– BI style multi dimensional analysis
– Source data is dispersed
• Different structures
• Time-series and transaction information
17
17
Five Layer Reference Framework for MBI
1 - Aggregation
Collect, Abstract, Accumulate, and Manage data
2 - Correlation
Manage aggregated information
Transform data into “actionable intelligence”
3 - Analysis
Analysis engine, Performance monitoring & management
Trending and simulation capabilities
4 - Visualization
Intuitive & role based UI
Includes drill down actionable information in real time
5 - Propagation
Manage information flow
18
This is how we do it….
Define Goals & Relevant Metrics
What metric really do
matter
Support of
performance
management
Locate Data Sources
What data sources are
available
Define Aggregation & Correlation Strategies
Pre-aggregation or not
How is the data or
information stored
(contexts)
How do we get to the
data
Real-time
requirements
Analyze information consumption
Patterns of how
metrics and
information are used
(analytics)
Define Information
Delivery
How do we deliver the
data to the users
Analytics requirements How do we provide
customization and
personalization
Governance & Information Management
19
Operation Information Management
Story
• Large Bio-Pharma
• Mature system landscape and ERP
Propagation
• Understanding the information
Visualization
consumer
• What can be provided vs. what is ideal?
Analysis
Correlation
Aggregation
20
“Science is facts; just as houses are made of
bricks, so is science made of facts; but a pile of
bricks is not a house and a collection of facts is
not necessarily science.”
- Henri Poincare
Focus on the OEE Score – and
beyond
Benefits and Value
Roland Esquivel
NNE Pharmaplan
Agenda
• OEE Background
• Benefits
• Value
OEE Background
History
• Various forms since first
reported in 1960s Japan
Total Productive
Maintenance TPM1.
• Assembly and fabrication
industries
• Followed Just In Time JIT
production
Today
• Universal to most industries
• Applied in pharmaceutical
production operations in
various forms
• Embedded in most
information systems from
Assets to Enterprise
1. Suzuki, T. (1994). Maximizing Production Effectiveness. In TPM in process industries (p. 22).
Portland, Or.: Productivity Press.
OEE
– Effectiveness is a measure related to a goal.
About placing a scope or framework around
Manufacturing Intelligence. A subset of MI.
Availability
Performance
Quality
Operating Time
Run Time
Good Parts
Total Time
Total Time
Total Parts
OEE
*External and internal debate over definitions exists
25
Benefits
An advantage or profit gain for the company
• Examples:
– Accurate product costing
– Support continuous improvement
– Loss prevention during production
Accurate Product Costing
• Standard Run Rates
– Often unrealistic
• Alignment between
Standard and Actual
reduces manufacturing
cost variance
– Lost opportunities
Support Continuous Improvement
Focused initiatives beyond day to day improvements
Activities
Results
• Lean manufacturing and six
sigma projects
• Root cause analysis
• Value engineering
• Eliminates waste and variation
in operations and product
• Understanding and prevention
of incidences
• Creating revenue or cost
savings
Example:
Exchangeable turret on
tablet press reduced OEE
Production Loss Prevention
• Real-Time actionable
feed back notifications
• By focus team attacking
major losses
• “Overall effectiveness is
raised by painstakingly
eliminating everything
that tends to lower it” 1
Unplanned
Down
Time
Planned
downtime
Performance
Production
Rejects
Minor
Stops
Availability
Speed Loss
Set Up
Rejects
Quality
1. Suzuki, T. (1994). Maximizing Production Effectiveness. In TPM in process industries (p. 22).
Portland, Or.: Productivity Press.
Value
The importance, worth, or usefulness of
something
• Examples:
– Organizational Engagement
– Asset Utilization is Optimized
– Enables Goal Setting
Organizational Engagement
What it does
 Ties organizations together
 Breadth & Depth
 A Manufacturing Team’s
measure
 Deepens knowledge
How it does it
Line of sight to true operational
performance. Data tells a story.
Multiple geographies.
Daily management systems
By establishing operation
definitions
e.g. Set up start and end on what
event?
Asset Utilization Optimized
• External - Supplier performance promise
delivered
• Internal - Performance to capital asset goals
achieved
• Legacy equipment replacement justification
• Simply increase capacity AsIs:
– Equipment
– Operations
Enable Goal Setting
Establish
Target Goals
• Programs and People
• Supports Plant scorecard
• Monitor and control goal
achievement
• Single site or enterprise
comparison
• Baseline capable
• Team goals
• Organizational Discipline
• Reliable and trust worthy
data and infrastructure
• Access to information
Summary
Manufacturing Intelligence enables
organizations to meet patient’s needs reliably
Case Study
Focus on the OEE Score – and
beyond
Graham Grondalski
Novo Nordisk
Agenda
•
•
•
•
POInT
Architecture
Dashboard
Video 4 min
Slide no 38
•
“OEE is an analytical tool. It provides the data needed to identify waste at the line or process,
and thereby the data needed for working with continuous improvements and prioritising
improvement projects. By using the OEE-tool in the right way it will be possible to choose the
right cLEAN®-tool(s) and to focus the effort to get as much benefit as possible from the
resources utilised.”
•
The OEE is simply an expression for efficiency of a line. It tells us how much value we create
on the line compared to the maximum potential of that line, when a given amount of
resources is utilised.
•
Efficiency and productivity are two different KPIs:
– Productivity measures output per employee.
– Efficiency measures how well the equipment is actually performing compared to the
theoretical maximum output of the equipment.
Products
Resources
Equipment
Waste
Slide no 39
Where to allocate losses
Closed shift
Validation
Training
Power cut
Board
meetings
Lunch
Holiday
Planning/
Logistics
Missing material
Planned
maintenance
Waiting for
GMP/Doc.
support
Speed loss
No orders
Section 1
Section 2
Change of
material
Breakdown
Non-production
activities
Cleaning
Breaks
Waiting for
technician to
solve
breakdown
Section 3
Scrap
Operating loss
Batch
change
over
Planned non
production activities
POInT GAMG training
No activity
at line
Slide no 40
OEE losses are split into four activity categories
No Activity
at line
Planned non
production
activities
Non-production
activities
Operating loss
Non-scheduled
time
Closed shifts, Holidays
Scheduled
unmanned time
No orders (demand met)
Breaks,
Meetings &
Training
Test &
Validation
Maintenance &
Cleaning
Lunch, breaks, board meetings
Validation
Maintenance, cleaning
Input delay
No order, missing material,
sickness, waiting for GMP/doc.
Support
Line restraints
Utilities (power cut)
Changeover incl.
setup
Batch change over
Equipment
downtime
Waiting for technician to solve
breakdown, breakdown,
change of material
Equipment
speed loss
Speed loss
Scrap
Scrap
POInT GAMG training
Slide no 41
OEE Client - Teams
Slide no 42
OEE Client – Operation modes
POInT GAMG training
Slide no 43
OEE Client - Calendar
POInT GAMG training
Slide no 44
OEE Client – Control picture
POInT GAMG training
Slide no 45
OEE Client – System data picture
POInT GAMG training
Slide no 46
OEE Client – Machine panel picture
POInT GAMG training
A packaging line can consist of the following sections (not all lines have all sections):
•
Material Handling Unit (MHU) and Labeling
•
Carrier Transport System
•
Cartoner
•
Case Packer (OEE Reference)
The line is considered one machine with respect to OEE due to the fact that the buffers between the sections are very small.
Where possible, the case packer is used as the OEE reference section, because it is the last section where items are processed
individually.
A common line downtime shall be collected too. If more sections are stopped at the same time, the causes shall be prioritized.
That defines these overall rules:
•
Downtime (cause and duration) is collected at all sections for analysis.
•
OEE is calculated for the whole line, not the individual sections.
•
A common downtime for the entire line is collected. It excludes internal starvation/blocking between sections.
•
Scrap is collected on the sections where it occurs.
Description of Infrastructure
The Figure below shows the expected configuration of the lines and the connection
to the OEE servers. It does not show any other IT system that may be connected to
the line – only OEE relevant hardware is shown.
Label 2
Label 1
Buffer
Cartoning
MHU 1
MHU 2
Weight Control
PLC
PLC
HMI
PLC
HMI
PLC
HMI
HMI
Print and vision
Site Ethernet
HMI
OEE
SCADA
Server
OEE
SCADA
Client(s)
PLC
OEE
Historian
Server
Palletizer
Fire Wall
PLC
Analysis
Server
PS-IT Net
Case packer
OEE Reference
Manual stopcauses in POInT
» Manual stops are only relevant when the line is producing!
1
Equipment
Stop is
due to
failure of
equipment
?
Stacker
Yes
Section?
No
2
Infeed conveyor
MHU
Stacker pusher
Labelling Machine
case extractor
Vision systems
Flex Picker
Closing station
Cartoner
Turning and labelling
Case Packer
Stop is due
to a
component
problem?
Infeed pusher
Transport System
Subsection?
Components
Naked pen does not meet specifications
Yes
Which
component
?
Transfer station
Problem with Naked Pen
Component not according to spec
Deformities, wrong product type, chips and cracks, etc..
Component does not meet specifications
Deformities on components, etc..
No
Other
Cleaning During Production
Delimitation
Line is closed down in order to clean, sweep and dusting
If quality issues impacts produced batches and the line needs to be stopped in
order to make the operators do delimitation so the batches can be released.
Marks/scratches on components, C&C, Operator has set up the line wrong , etc.
If the line is running with lower output and longer stops due to low manning
What is
the stop
cause?
Low Line Manning
If small stops becomes longer stops, because the operators are not able to “Reset
and Start” fast enough, due to low manning
Time spent for locating a spare part in the spare part stock
Locating spare parts
Waiting for Technician
Emptying Line
A gripper breaks – and the technicians are not able to find a similar to replace the
broken one
Line is stopped due to technical problems – and the operators are waiting for
technicians to come to the line and fix the problem
Arrival of the technicians at the line is delayed due to e.g. that technicians do not
answer the phone or choose to go to lunch together.
Not in use due to preparation for Batch Change Over. E.g. labeller has been
stopped as preparation for BCO
Operation modes in POInT Packaging
1
Production
Is the stop related to
issues on line?
Yes
Batch specific non production activities
No
2
Production
Note: Mode remains as production even during technical stoppages during the batch
No orders at line
Is the stop related to
BCO or support systems
Resources allocated
Yes
No components available
Which activity is
performed?
No
Waiting for IT
General Utilities
•
•
•
•
Downtime – all downtime during batch due to equipment
Re-introduction of items
Change of material
Cleaning during production
Example: • No orders at line due to unsuitable planning, e.g. due to unsuccessful
local logistics/planning
Example: • The machine/line is idle due to operators replaced at another line, e.g.
as a consequence of prioritising an urgent task e.g. off line inspection
Example: • No primary/secondary packaging materials or components available
(during and between orders)
Example: • Waiting for IT supporter, Pas-X, Scada, LMES
Example: • Electricity, Compressed Air or Vacuum shutdown
Non production activities
Planned corrective
maintenance
Modifications, small
improvements
3
Is the line manned?
Yes
Example: • All of following Preventive Maintenance services is being
performed: Challenge and 12 million.
Note: This mode should only be used when the maintenance is
planned!
Time the line is closed down for improvements and modifications
(upgrades), tests, etc. Includes back-up and all CR-activities
(validation).
Example: • If the line needs to be stopped in order to implement a
new idea.
Which activity is
performed?
Investigations
Example: • If the line needs to be stopped in order to investigate
quality issues like C&C, scratches on components or deformities.
Revalidation
Example: • Time the line is closed down for revalidation
Calibration
Example: Time spent on the line for calibration activities on the check
weigher.
Meetings
Example: • Line stopped for 30 minutes to communicate quarterly
results or engagement survey results
Waterfall of OEE data
Downtime (manual and automatic stops)
Scraps (ejected/ rejected product)
Downtime (Manual and Automatic stops)
Top Ten Downtime - FlexTouch Packaging L85
(Downtime per 100K Good Pens)
60
50
48
Time in Minutes
40
30
22.75
20
8.6 9.25
10
8.975
3.8
3.3
2.4
2.2
1.15
2
3
1.8
3.125
0.8 0.2
0
FlexPicker Robot
Case Closing/
Taping/ Transport
2310 Overhead
Conveyor
Code Reading
Insert 3 underside
1330 Labeler 1
Code Reading
Insert 2 underside
Case Extractor
Fault Message/ Station
Sum of Current Week
Sum of Four Week AVG
Average of Target
1360 Labeler 2
Scraps (ejected/ rejected product)
Top Ten Ejects - FlexTouch Packaging L85
(Ejects per 100K Good Pens)
40
36.6125
35
36.055
33.225
32.8
30.9
Number of Ejects
30
27.675
25
23.05
20.525
20
16.8
15.4
15
15.5
14.25
14
11.52
10.12
10
8.4
8.3
7.55
5.6
4.63
5
0
2330 Labeler 1 1330 Labeler 1
2390 Label
Presence
1360 Labeler 2 2360 Labeler 2
Sum of Current Week
Safety flap
rotation feeder
3
Eject Reason/ Station
Sum of Four Week AVG
VisioRead
Camera
Carton Layer
Vision
Average of Target
Carton code
back side
1390 Label
Presence
TLU1 - Downtime measured in Minutes per 100k
Good Pens
45
40
TLU2 - Downtime measured in Minutes per 100k
Good Pens
120
35
100
30
80
25
20
60
15
40
10
5
20
0
4 Week
Avg
3
2
5
6
7
Grand
Total
CTM - Downtime measured in Minutes per 100k Good
Pens
0
4 Week Avg
1
2
5
6
7
Grand Total
CPM - Downtime measured in Minutes per 100k Good
Pens
350
200
180
160
140
120
100
80
60
40
20
0
300
250
200
150
100
50
0
4 Week
Avg
3
2
5
6
7
Grand
Total
4 Week
Avg
3
2
5
6
7
Grand
Total
August: (Time is measured in minutes per 100K pens)
• 41 CTM - PLC Robot feeder 1 fault
• 32 CSPK - PLC remove products conveyor-stacker
• 22 CSPK - PLC Link-up stop checkweigher 2
• 16 TLU1 - Load Carrier Arrived - Request Timeout (MHU 1)
• 13 CTM - PLC Overload product loader
• 12 CTM - PLC Robot feeder 1 fault
September: (Time is measured in minutes per 100K pens)
• 43 CTM - PLC Robot feeder 1 fault
• 24 CTM - PLC Safety flap Rotationfeeder 1
• 11 CSPK - PLC fault infeed pusher not frontside
• 6 CTM - PLC Serial error Rotationfeeder 2
• 5 CTM - PLC Serial error inserter 2 code 1
October: (Time is measured in minutes per 100K pens)
• 55 CTM - PLC Robot feeder 1 fault
• 23 CSPK - Outfeed conveyor
• 13 CTM - PLC Robot feeder 1 fault
• 5 CTM - PLC fault infeed pusher not frontside
• 4 CTM - PLC Serial error inserter 2 code 1
• 4 TPS - 260 Return lane labeller 2
6 July 2015
58
Uhlmann (CTM): FlexPicker
• A3 initiated to determine solution for FlexPicker robot not picking pens
• Verified parallel alignment of FlexPicker robot to scroll conveyor
6 July 2015
59
Uhlmann (CTM): FlexPicker (continued)
• Performed engineering study and identified a more robost suction cup for the FlexPicker
robot (resistant against cracking, dropping pens..etc)
Actions:
• Updated 140331 (2M PM)
• Revised PM checklist to remove checking/cleaning
of suction cups and require replacement at each
PM.
• Added SAP#947529 for functional location of
FlexPicker robot
6 July 2015
60
Alarm Trending/ Dashboards
for Line 85
• Utilize POInT data to
pinpoint top downtime and
ejects
• Build process improvements
and A3’s using dashboard
data
• Trending the data proves
the modification of suction
cups improved performance
of this part of the
equipment overall.
6 July 2015
62
(Average of 20 ~ 30 batches per month)
6 July 2015
63
• POInT video
Questions?