V3Qtor AG/Manufacturing/Operations and production
OEE Intelligence Suite
Continuous calculation of Overall Equipment Effectiveness, losses attributed to reasons, shifts compared against each other, and improvement recommendations ranked by what they return.
LiveOEE with the reason for every loss
- Practice
- Operations Intelligence
- Sector
- Manufacturing, operations and production
- Systems involved
- Master Data Management Layer
- Why it matters
- World class is 85% OEE; typical plants run near 60%1.
What it changes in the P&L
Capacity. Ten OEE points on a constrained line are ten points of revenue without capital expenditure.
How the first weeks go
- Take the event logs you already haveERP, MES or the claims system write a timestamp on every step. We read them, nothing new is installed on the floor.
- Put a number on every queueProcess discovery shows where the work waits and what each hour of waiting costs. The bottleneck is usually not where people think.
- Change one thing and measure itWhat-if scenarios first, then one change in the real process, measured against the baseline. The second change starts when the first number is in.
What stays
OEE Intelligence Suite stays after the engagement. The weekly maintenance and production review runs from its numbers, and the records it produces file into the audit trail. Hand-over comes when the number has held for a quarter.
Talk to us about OEE Intelligence Suite.
Tell us where it would run and what it would have to change. We will come back with what we would look at first, what the first quarter produces, and what it would take.
Notes and sources
- 1OEE benchmark widely used in industry (Vorne, oee.com): 85% is considered world class for discrete manufacturers; a typical score is around 60%. Source