1. Under the guidance of:
Dr. Ramadhar Singh
AGM, Engine Division,Tata Motors Ltd.
PARTHA PRATIM
2. Fuel costs are rising and emission restrictions are getting tighter all over the
world. Automakers are required to comply, but at the same time do not
want to sacrifice performance or raise prices to put themselves at a
competitive disadvantage.
The research project work is a novel effort to demonstrate the functioning
of latest technologies concerned with modern automobile requirements.
The “Study and Improvement of OEE” project is to monitor the various
factors and parameters affecting the OEE of an assembly line and with
factors related to the performance and time of thee processes involved.
3. TATA Motors Limited is India’s largest automobile company, with
revenues of Rs. 54,000 crores in 2011-12. It is the leader in commercial
vehicles in each segment, and the second largest in the passenger
vehicles market with winning products in the compact, midsize car and
utility vehicle segments. The company is the world’s fifth largest medium
and heavy commercial vehicle manufacturer, and the world’s second
largest medium and heavy bus manufacturer.
The TELCO plant in Jamshedpur is operating under two business units as
Automobile Business Unit TATA Motors and Construction Equipment
Business Unit TELCON (now TATA Hitachi Construction)
The Automobile Business Unit consisting of three plants – Truck, Engine
and Axle is the major part of the works and is engaged in machining of
over 200 components and assemble of various aggregates.
4. TATA
Motors Ltd.
CVPU
Pune Lko JSR
HVAL TML
HRD ERC APPC PL-1 PL-2 PL-3 VD AM
HVTL TTL TCL
PCBU
Pune
CVPU: Commercial Vehicle Business Unit
PCBU: Public Carrier Business Unit
TML:Tata Motors Ltd
HVAL: Heavy Vehicle Axle Ltd
HVTL: Heavy Vehicle Transmission Ltd.
TTL:Tata Technologies Ltd.
TCL:Tata Construction Ltd.
ERC: Engg. and Research Centre
APPC: Auto Production Planning and Control
PL: Plant 1, 2, 3 (Vehicle Assembly Line,
Engine Division, Cab Manufacturing Unit)
VD:Vehicle Dispatch
AM: Auto Manufacturing
5. FOUNDRY: supplies high grade SG iron castings for auto components and
excavators; has a sophisticated Kunkel Wagner high pressure moulding line
FORGE: semi-automated forging line, state-of-art presses from Kurimito of Japan
HV AXLES LTD: market leader in medium and heavy commercial vehicle axles in
India
HV TRANSMISSIONS LTD: leading manufacturer of automotive transmissions,
components and engineering applications for a wide range of medium and heavy
commercial vehicles
TEST TRACK: High speed tracks are specialized tracks for testing endurance of
cars and commercial vehicles.
ENGINE DIVISION: Heart of Tata Motors; sub-divided into Machine Shop section,
Assembly section and Testing Section
6. Introduction to OEE – Overall Equipment Effectiveness
Many KPIs have been developed across industry. The measurement of the
effectiveness of manufacturing equipment, or the Mfg. equipment performance
needs to be quantified to determine if the plant is under-achieving. A quantifiable
indicator is Overall Equipment Effectiveness (OEE)
The OEE measure is unique as a KPI in that it provides a holistic view of asset
utilization. It drives an organization to examine all aspects of asset performance in
order to ensure we are obtaining the maximum benefit from a piece of equipment
that is already bought and paid for.
OEE is frequently used as a key metric in TPM and Lean Manufacturing programs by
providing an overall framework for measuring production efficiency.
7. What is OEE?
OEE = Availability x Performance x Quality
OEE is essentially the ratio of Fully Productive time to Planned Production Time.
OEE begins with Planned Production Time (Plant Operating Time – Planned
Shut Down) and scrutinizes efficiency and productivity losses that occur (Down
Time Losses, Speed Loss and Quality Loss)
Availability takes into account Down Time Loss
Performance takes into account Speed Loss
Quality takes into account Quality Loss
8. Calculating OEE
Availability = Operating Time / Planned Production Time
Performance = Ideal Cycle Time / (Operating Time / Total Pieces)
or, = (Total Pieces / Operating Time) / Ideal Run Rate
Quality = Good Pieces / Total Pieces
World Class OEE
The generally accepted world class goals for each factors are:
OEE Factor World Class
Availability 90.0%
Performance 95.0%
Quality 99.9%
Overall OEE 85.0%
9. Six Big Losses
The following six big losses are the common causes of efficiency loss in
manufacturing.
Six Big Loss Category OEE Loss CategoryEvent Examples
Breakdowns Down Time Loss Unplanned Maintenance; Equipment Failure
Setup and Adjustments Down Time Loss
Setup/Changeover; Material Shortages; Operator
Shortages
Small Stops Speed Loss
Obstructed Product Flow; Component Jams
Mis-feeds, Cleaning; Sensor/ Delivery Blocked
Reduced Speed Speed Loss Rough Running; Equipment Wear; Operator Inefficiency
Startup Rejects Quality Loss
Scrap; Rework; In-Process Damage
In-Process Expiration; Incorrect Assembly
Production Rejects Quality Loss
•Scrap; Rework; In-Process Damage
•In-Process Expiration; Incorrect Assembly
10. Addressing the Six Big Losses
Now that we know the Six Big Losses, we can focus on ways to monitor and
correct them. Categorizing data makes loss analysis much easier, and a key
goal should be fast and efficient data collection, with data put to use
throughout the day and in real-time.
Breakdowns >> Root Cause Analysis
Setup and Adjustments >> Use of assembling changeover carts and
prefabricated setup gauges
Small stops and Reduced speed >> Cycle Time Analysis with automated data
logging
Startup Rejects and Production Rejects >> Six Sigma
11. Select the Pilot area >> single machine
Where to measure OEE >> bottleneck
Automating OEE measurement
Capturing data for OEE >> Only three pieces of information are needed to calculate OEE: Good
Count, Ideal Cycle Time, and Planned Production Time:
• Capturing Good Count -- include parts that are defect-free the first time through the process.
• Determining Ideal Cycle Time -- theoretical minimum time to produce one piece or Nameplate
Capacity (the design capacity specified by the equipment builder or design engineer)
• Capturing Planned Production Time -- total time that the process is scheduled for production.
Capturing Detailed Loss Data
• Capturing Operating Time -- total time that the process is actually running.
• Capturing Total Count
Capturing Stop Reasons -- Reason codes explain why the process stopped (for both planned and
unplanned stops). They provide an objective view of what needs to be improved.
12. 1. What are the factors responsible for OEE calculation at the TML Engine
Division assembly line?
2. What are the parameters for the measurement of OEE of the assembly
line?
3. How much is the deviation of the TML Engine Division assembly line OEE
from the World and India standards of OEE?
4. What are the reasons for deviation of OEE from the industry standards
and the root cause analysis?
5. What are the alternative ways to increase OEE at the TML Engine Division
assembly line?
13. Sl.
No.
Machine No. Machine Type Pure
Cutting
Time
(minutes)
Idle Time
(minutes)
Floor to
Floor
Time
(minutes)
Ideal
Time
(mins)
Performance
Factor
1 M36-6009A Very Critical 5.459897 2.569363 8.02926 7.42 0.92412
2 M36-6009B Critical 5.323697 2.505269 7.828966 7.02 0.89667
3 M36-6076B Critical 2.999989 1.411760 4.411749 4 0.90667
4 NAGEL M/C Critical 3.585470 1.687280 5.27275 4.6 0.87241
5 M50-0452 Very Critical 3.144349 1.479694 4.624043 4.1 0.88667
6 M36-6019 Very Critical 3.911942 1.840914 5.752856 4.5 0.78222
7 Torque Plate Very Critical 2.883922 1.357140 4.241062 4 0.94316
8 M36-7903 Very Critical 6.972334 2.578809 9.551143 8.12 0.85016
9 M15-7903 Critical 4.806108 1.777602 6.58371 5.82 0.884
10 M50-0455 Critical 5.273383 1.950431 7.223814 6.08 0.841661
11 M15-6076A Critical 5.500844 2.034559 7.535403 6.066 0.805
14. Sl.
No.
Machine No. Machine
Type
Pure
Cutting
Time
(minutes)
Idle Time
(minutes)
Floor to
Floor
Time
(minutes)
Ideal
Time
(mins)
Performance
Factor
12 M15-6073 Very Critical 4.248285 1.571284 5.819569 4.82 0.82824
13 M50-0329 Critical 4.159474 1.538436 5.69791 5.07 0.8898
14 M15-6069 Very Critical 6.549834 2.422541 8.972375 8.12 0.905
15 M15-6070 Very Critical 5.694742 2.106275 7.801017 6.9 0.8845
16 M50-0453 Critical 2.188940 1.231279 3.420219 2.93 0.85667
17 M50-0456 Very Critical 2.657895 1.495066 4.152961 3.51 0.84518
18 M36-7937 Very Critical 3.981651 2.239679 6.22133 5.52 0.88727
19 M36-4031 Critical 2.423822 1.3634 3.787222 3.5 0.92416
20 M36-6260 (TAL) Very Critical 5.455737 3.068852 8.524589 7.8 0.915
21 M36-4050 Critical 4.230508 2.379661 6.610169 5.85 0.885
22 M36-4051 Critical 1.292025 0.726764 2.018789 1.79 0.88667
15. Desc of
Technical
Object
Breakdown
Hours
Nature of Breakdown Nature of Activity Text
M15-6069B 0.67 Side rail to be welded Welded ok
M15-6070A 2.67 Spindle not getting on Motor replaced ok
M15-6073 1.17 Cutting oil leakage Rectified ok
M15-7903 3 Coolant not coming Pump fitted ok
M36-4031 1.42 Spindle unit not going in reverse l/s adjusted ok
M36-4050 1.58 a/c bore facing not being done Dog rail mounted ok
M36-6009A 2.5 m/c getting tripped frequently Tool problem setting done
ok
M36-6009B 2.58 Clamping bar broken Clamping arm fitted
M36-6019 0.42 Spark from press button Press button wire short
rectified ok
M36-6076A 2.17 Pit pump problem Pipe cleaned ok
M36-6076B 1.42 Lift table DC valve to changed Valve replaced ok
16. Desc of
Technical
Object
Breakdown
Hours
Nature of Breakdown Nature of Activity Text
M36-6260 2.08 Air gun to be fitted Air gun fitted ok
M36-7903 1.92 M/c not working in auto cycle Slide position corrected ok
M50-0452 2 Side clamping not working Air pressure adjusted
M50-0453 8.5 Roller is not rotating Roller mode in position ok
M50-0454 5.83 After operation block not getting
down
CnC problem
M36-4050 2.17 Air pipe be fitted Air pipe fitted ok
M50-0456 26.5 Autocycle not working with job Adjusted job clamp l/s ok
22. Fitting Machines cause the most loss in OEE. They must be properly addressed.
The clamping and declamping systems were manual in several machines, must be made
automatic
There must be accessibility to the remotest point of the machine for repairing as and
when required
Any repairing must be done as a permanent solution and not on a temporary basis
There must be proper lubrication of machine parts
There must be proper flow of jobs throughout the time. Each worker must supply the job
to their customer at the right time.
Control panel must be completely closed so that the worker could not re-adjust the
setting of the machines.
23. OEE is one of the pillars of Total Productive Maintenance (TPM)
TPM and OEE, both are focused on increasing the dependability and robustness of
asset (machine) performance through problem solving and the involvement of
front line and support staff.
Improving OEE is a big step towards implementing TPM which constitutes of zero
breakdowns, zero abnormalities, zero defects and zero accidents
The improvement in the OEE number will take the use of other lean applications,
such as SMED (setup reduction), TPM (Total Productive Maintenance),
standardized operations and “kaizen events” targeting specific areas.
The OEE measure is central to the formulation and execution of a TPM
improvement strategy. Initial benchmarking of machine OEE performance often
reveals a potential for improvement that is far greater than existing measures
Texas Instruments reported increased production figures of up to 80% in some
areas through the application of improved OEE and TPM.
