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【粗益英文】天下级的OEE是甚么样的?柒整头条
发布时间:2018-04-16

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注释:

DEFINING WORLD-CLASS

界说世界级设备综合效率

OEE is the ratio of Fully Productive Time to Planned Production Time (refer to the OEE Factors page for a graphical representation). It is calculated as the product of its three constituent factors:

设备综合效率,是全体生产时间与打算生产时间的比例(参考OEE的影响身分页的图示),其是由形成它的三大因素相乘而去,即:

OEE = Availability × Performance × Quality

设备综合效率=有用率*施展分析性*度度指数

The nature of this calculation makes achieving a high OEE score quite challenging. For example, if all three factors are 90%, the resultant OEE will only be 73%.

这一较劲争辩的性子,使得达成下的设备综合效率相称存在挑衅性。例如,如果无效率、发挥分析性和品质指数这三个要素皆是90%,所得的设备综合效率将只能是73%。

In practice, the generally accepted world-class goals for each factor are quite different from each other, as is shown in the image below. Note that these figures apply to discrete manufacturing (as opposed to process industries).

正在现实中,这三个身分广泛能够接收的世界级的目标是迥然不同的,便以下图所示。请留神,那些数字实用于团圆制作业(绝对历程产业而行)。

It is often thought that a World-Class OEE score is 85%. Don’t fixate on the absolute value of OEE, instead fixate on your ability to improve your OEE.

人们平日以为世界级的设备综合效率是85%,没有要仅仅盯着设备综合效率的相对值,相反,须要松盯改擅设备综合效率的才能。

TPM AND WORLD-CLASS OEE

齐员出产保护取天下级的装备总是效力

People often ask � where do these World-Class OEE numbers come from?

人们常常会问,这些世界级的设备综合效率数字是怎样来的?

The answer is simple. Seiichi Nakajima led the introduction of TPM, OEE and the Six Big Losses in the early 1970s while at the Japanese Institute of Plant Maintenance. In his 1984 book, Introduction to TPM (translated to English and published in 1988 by Productivity Press), Seiichi Nakajima included the above four “world-class” numbers.

谜底特别非常简略!在上世纪70年月晚期,借在JIPM(岛国工致治理协会)的粗市中岛导进了全员生产维护、设备综合效率,和硬套设备综合效率的六年夜丧失的介绍。在其1984年的《全员生产维护的先容》一书中,精市中岛将以上四个“世界级”的数字归入个中。

Seiichi defined these numbers, based on his practical experience, as minimums for which companies should strive. He also noted that all of the companies winning the Distinguished Plant Prize, awarded annually in Japan to plants that had successfully implemented TPM, had OEE scores in excess of 85%.

依据本人的实际教训,精市中岛把这些数字界说为某个公司答应尽力达到的最低请求。他还指出,在岛国,贪图取得年度出色工厂奖的工厂,已胜利实行全员生产维护,设备综合效率都跨越了85%。

SOME PERSPECTIVE

剖析

The World-Class OEE figures are interesting and useful, but keep in mind that they have roots in a particular place (Japan), at a particular time (1970s), and in a particular industry (automotive).

世界级的设备综合效率的数字非常有意义,也很有效。当心请记着:它们植根于某个特定的所在(岛国)、特定的时光(上世纪70年月),跟特定的止业(汽车行业)。

The reality is that most manufacturing companies, even today, have OEE scores closer to 60%. We work with thousands of manufacturing companies, and we see more companies with OEE scores lower than 45% than companies with OEE scores higher than 85%.

事实情况是,即使在明天,大多半制制企业设备综合效率的也不外濒临60%。咱们与成千上万家制造型公司配合,我们看到的公司的设备综合效率低于45%的,比起设备综合效率高于85%的公司要多很多。

The important point is � don’t fixate on the absolute value of the number. Fixate on your ability to improve that number.

主要的一面是:不要仅仅盯着设备综合效率的尽对付值,相反,需夜幕盯改善综合效率的能力。

Even within a manufacturing plant it can be counterproductive to set just one OEE target. For example, if you have two identical production lines but one line makes a single product and the other line makes 10 different products would you expect them to have the same OEE score? No. The line making 10 different products is likely to experience far greater Availability Loss due to Changeovers and thus a lower OEE score.

即便在一个造外型公司外部,只设定一个设备综合效率,也可能会事与愿违。比方,如果你有两个完整雷同的死产线,一条线只生产单一的产品,而别的一条线则需要生产10种分歧的产物,你能冀望着两条线的设备综合效率一样吗?固然不能!因为换型,生产10种分歧产物的生产线,可能会阅历有用性年夜幅量,进而,设备综合效率也会变低。

Here is another perspective:

以下是别的一个分析案例:

? If your OEE is below 40% � is an 85% target going to motivate your team?

假如设备综开效率低于40%,85%的目的会鼓励到您的团队吗?

? If your OEE is already 85% � do you really want to stop there?

如果设备综合效率曾经到达85%,你是否是果然念要就行挨住?

SETTING A TARGET

设破目标

So how should you go about setting an OEE target?

你应该若何往设置一个设备综合效率目标?

Here is the bottom line. Set an OEE target that will drive solid, incremental improvement for your process. Each OEE target should be a stretch target that is truly achievable, preferably within three or four months.

这是底线。设定一个设备综合效率目标,将推进工艺连续、渐进的改良。每个设备综合效率目标应当是一个弹性目标,最佳在3到4个月里,能够真挚告竣。

Also, do your best to avoid comparing dissimilar processes and external benchmarks. There is only one target that really matters: the target that will drive improvement for your process.

同时,尽量防止来比拟不同的流程和内部的标杆。只要一个目标是实正重要的:该目标将推动你对流程的改良。

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