A recent CMMS (computerized maintenance management software) blog discussed the challenge of realizing the elusive last 10% (assuming you are operating at 90%) of overall equipment efficiency (OEE), noting that the more advanced and sophisticated an operation, the less opportunity there is for improvement. In terms of maintenance processes, the standards and significance of manufacturing maintenance reliability will vary from industry to industry. A bottling plant will have its set of standards and an aircraft service provider will have another. But in either case, the effort to improve the OEE score between, say, 40% - 80%, will pale in comparison to what is required to move that indicator a mere 2% in the 90 – 100% range.
Should You Go the “Extra Mile”?
That depends on the process and what is being measured. On whether or not your plant is a bottling plant (moderately regulated) or an aircraft manufacturer (heavily regulated), for example, and the related cost-benefit. In either case, for companies operating at less than 90% OEE, and with tight margins, exerting that extra effort can be “make or break” for their business. In the CMMS blog, several examples were given which demonstrate that “the real money” can often be recovered by reaching for and achieving that elusive last 10% OEE (for facilities hovering at or around 90%). To sustain the last 10% OEE, will require that a facility virtually eliminate breakdowns and other quality issues, and for this, an effective maintenance program is essential.
Creating Synergy between Maintenance and Production
Tools like CMMS can help a facility’s maintenance management team take the first step to ensuring an effective maintenance program is in place. By using the CMMS’ analytic capabilities, both maintenance and production teams can see what is and isn’t working, and the patterns behind recurring equipment failures and inventory shortages or overages. This data can be used to generate maintenance requirements, establish improved maintenance standards, procedures and strategy, and support greater operational excellence, by showing the overlap between the two divisions.
By fostering greater collaboration between the two divisions, and building on OEE data captured and accessible via the CMMS, maintenance requirements can be more reflective of the total picture of OEE. Accurate and thorough analysis of key performance indicators (KPIs), which CMMS and/or enterprise asset management (EAM) software can provide, is critical to making sound maintenance management decisions.
For optimal synergy between maintenance and production teams and efficacy across all operations, having a CMMS which makes incidents and improvement targets visible to leadership of maintenance and production teams, allows both sides to better align their systems and strategies, which ultimately creates an environment conducive to achieving and sustaining 100% OEE. (Source: CMMS by eMaint Enterprises LLC)
As one maintenance insider aptly put it, “The last ten percent is the signal we look for, the way we communicate care and expertise and professionalism. If all you’re doing is the standard amount, all you’re going to get is the standard compensation. The hard part is the last ten percent, sure, or even the last one percent, but it’s the hard part because everyone is busy doing the easy part already.”
That last 10% has often been perceived as “optional” or “extra”, but according to insiders, in the current economy, where every possible vehicle to remain competitive must be pursued, achieving and sustaining 100% OEE is essentially analogous to maintaining one’s competitive advantage.