Quality Progress - February 2018 - 40

F E AT U R E

LEAN

benchmark is 85%. Many organizations strive
to improve their OEE performance to reach
this target. One such organization-Shanghai Gaoqi Automotive Components Co. Ltd.
("Shanghai Gaoqi")-used analysis tools such as
Pareto charts, fishbone diagrams, single-minute
exchange of die (SMED) and man-machine analysis to systematically study its OEE performance.
A series of improvement measurements were
derived and the OEE level of Shanghai Gaoqi's target machine was enhanced from 71.4% to 85.5%.

Shanghai Gaoqi's OEE performance
Shanghai Gaoqi is a private organization that
produces injection molding parts and makes gear
shifter knob systems and dashboard panels for
original equipment manufacturers such as General Motors, Volkswagen, Nissan, Mazda, Great
Wall and SAIC.
FIGURE 1

Knob system production
process flow
Injection molding
process

Knob system
assembly process

Start

Start

Core adaptor
molding

Leather cutting

Ball adaptor
molding

Leather stitching

Packing

Leather gluing

Because more than 50% of Shanghai Gaoqi's profits come from its knob systems, the OEE improvement of the knob system's production was imperative.
The knob system is comprised of a metal connector, core adaptor, ball adaptor, and leather and other exterior trims. The completed product is mounted on
a vehicle's shifter. The critical process flow of knob system production is shown
in Figure 1.
Based on a field study, many operations in the system are conducted manually. Thus, only three steps-core adapter molding, ball adapter molding and
leather cutting-relate to OEE performance.
Furthermore, the cycle times of each step were measured, and it was determined that the cycle time of the ball adapter molding step was the longest
at 25.3 seconds, indicating this step was the bottleneck of the knob system
production process.
To get to the root of the problem, the machine dedicated to ball adaptor
injection molding-machine A012-was explored in detail. Figure 2 illustrates
machine A012's OEE levels and the corresponding availability, performance and
quality levels during the six months it was observed.

Influence factors of OEE

As explained earlier, availability, performance and quality determine OEE. Based
on those three factors, six OEE losses (Table 1) can be summarized to facilitate
the root cause analysis and enhancement of OEE.7 The six OEE losses were
analyzed systematically for machine A012.
Availability loss. Based on the operations records, a Pareto chart of machine
A012's downtime was created (Figure 3). The major losses of downtime were
heating and cooling, changeover, die maintenance, machine maintenance and
adjustment. To find the root causes of these losses, three Ishikawa diagrams
were created (Online Figures 1, 2 and 3, which can be found on this article's
webpage at qualityprogress.com).
Performance loss. The performance level of machine A012 ranged from 91%
to 96% during the six months it was observed (Figure 2). Based on interviews
and discussions with managers and operators at Shanghai Gaoqi, the feasible causes of the performance loss were summarized in an Ishikawa diagram
(Online Figure 4).
TA B L E   1

Connecting leather
to ball adaptor

Forming and
checking

6 OEE losses
Overall equipment
effectiveness (OEE)
Availability loss
Performance loss

Packing

Quality loss
Delivery
Customer

40 QP

February 2018 ❘ qualityprogress.com

OEE

Recommended
six big losses

Traditional six big losses

Unplanned stops

Equipment failure

Planned stops

Setup and adjustments

Small stops

Idling and minor stops

Slow cycles

Reduced speed

Production rejects

Process defects

Startup rejects

Reduced yield

Fully productive time

Valuable operating time

Source: www.oee.com/oee-six-big-losses.html


http://www.qualityprogress.com http://www.oee.com/oee-six-big-losses.html http://www.qualityprogress.com

Table of Contents for the Digital Edition of Quality Progress - February 2018

Seen and Heard
Expert Answers
Progress Report
Mr. Pareto Head
Career Coach
Office Efficiency
The Crown Jewels of Design
Open Lines
Less Is More
ASQ 2018 Six Sigma Resource Guide
Standard Issues
Six Sigma Solutions
Statistics Spotlight
Marketplace
Footnotes
Try This Today
Quality Progress - February 2018 - intro
Quality Progress - February 2018 - cover1
Quality Progress - February 2018 - cover2
Quality Progress - February 2018 - 1
Quality Progress - February 2018 - 2
Quality Progress - February 2018 - 3
Quality Progress - February 2018 - 4
Quality Progress - February 2018 - 5
Quality Progress - February 2018 - Seen and Heard
Quality Progress - February 2018 - 7
Quality Progress - February 2018 - Expert Answers
Quality Progress - February 2018 - 9
Quality Progress - February 2018 - Progress Report
Quality Progress - February 2018 - 11
Quality Progress - February 2018 - Mr. Pareto Head
Quality Progress - February 2018 - 13
Quality Progress - February 2018 - Career Coach
Quality Progress - February 2018 - 15
Quality Progress - February 2018 - Office Efficiency
Quality Progress - February 2018 - 17
Quality Progress - February 2018 - 18
Quality Progress - February 2018 - 19
Quality Progress - February 2018 - 20
Quality Progress - February 2018 - 21
Quality Progress - February 2018 - The Crown Jewels of Design
Quality Progress - February 2018 - 23
Quality Progress - February 2018 - 24
Quality Progress - February 2018 - 25
Quality Progress - February 2018 - 26
Quality Progress - February 2018 - 27
Quality Progress - February 2018 - 28
Quality Progress - February 2018 - 29
Quality Progress - February 2018 - Open Lines
Quality Progress - February 2018 - 31
Quality Progress - February 2018 - 32
Quality Progress - February 2018 - 33
Quality Progress - February 2018 - 34
Quality Progress - February 2018 - 35
Quality Progress - February 2018 - 36
Quality Progress - February 2018 - 37
Quality Progress - February 2018 - Less Is More
Quality Progress - February 2018 - 39
Quality Progress - February 2018 - 40
Quality Progress - February 2018 - 41
Quality Progress - February 2018 - 42
Quality Progress - February 2018 - 43
Quality Progress - February 2018 - ASQ 2018 Six Sigma Resource Guide
Quality Progress - February 2018 - 45
Quality Progress - February 2018 - Standard Issues
Quality Progress - February 2018 - 47
Quality Progress - February 2018 - 48
Quality Progress - February 2018 - 49
Quality Progress - February 2018 - Six Sigma Solutions
Quality Progress - February 2018 - 51
Quality Progress - February 2018 - 52
Quality Progress - February 2018 - Statistics Spotlight
Quality Progress - February 2018 - 54
Quality Progress - February 2018 - 55
Quality Progress - February 2018 - 56
Quality Progress - February 2018 - 57
Quality Progress - February 2018 - Marketplace
Quality Progress - February 2018 - 59
Quality Progress - February 2018 - Footnotes
Quality Progress - February 2018 - 61
Quality Progress - February 2018 - 62
Quality Progress - February 2018 - 63
Quality Progress - February 2018 - Try This Today
Quality Progress - February 2018 - cover3
Quality Progress - February 2018 - cover4
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