We are pleased to offer several free Excel spreadsheet templates that will make it easy for you to get started with Overall Equipment Effectiveness and show you how to calculate OEE correctly.

While we encourage the use of a database for larger OEE implementations, a spreadsheet based system will certainly serve its intended purpose for the short term. These files are more than just a simple OEE calculator. They are among the best of free OEE templates available anywhere.

Click HERE to access our FREE Downloads

We presume that you are at least comfortable working with Excel. The formulas presented in these spreadsheets are not necessarily complex, however, some of the content may appear to be somewhat daunting to the novice user. There is no hidden content – all formulas are displayed and there are no macros or VBA. We did not impose any security levels on the spreadsheet content, so any data in the cells can be changed, modified, or overwritten.

We recommend that you exercise due care when working with the spreadsheets for the first time and strongly suggest making a copy under a new name to preserve the original downloaded file.

**Free Excel Files / Templates**

The following files are currently being offered at no charge to our clients and visitors. Simply click on the links below to access the file of your choice.

- Single Machine – Multi Part OEE Template.xls
- Cost Weighted OEE Template.xls
- How to Calculate OEE – Tutorial.xls
- Multi Part – Multi Machine OEE Template.xls
- Multi Part – Quality Factor Machine A.xls

Note that these files are also available from our “Free Downloads” widget on the sidebar or click here to access all files available files for downloading.

**Customized Solutions**

We also offer custom spreadsheet solutions. If you are looking for a specific solution in Excel, we can help. Please forward your inquiries or project details to Support@VergenceAnalytics.com or LeanExecution@gmail.com. We look forward to working with you.

If you have any questions, concerns, or comments regarding the use of these files, please feel free to contact us. Send your e-mail inquiries to leanexecution@gmail.com or support@vergenceanalytics.com and we will respond at our earliest convenience. We appreciate your feedback. We respect your privacy – your contact information will not be published or provided to any outside agencies or persons of interest. Please see our Privacy Policy for more information.

Please respect our copyright (c) – All Rights Reserved.

**Vergence Analytics – Catalysts for Excellence**

Lean Execution Team – Toronto, Ontario, Canada

The OEE How to calculate tutorial is very informative and helpful. The problem I am having is with cycle times. What type of formula would you use for cycle times that are longer, like 3 to 6 pieces per hour? All of the templates I see are putting out several parts per minute.

Randy, thank you for your question. Although OEE is expressed as a percent, as your question correctly notes, the basis for calculating the components of OEE is “units of time”. While the formula for OEE itself does not change, variations do exist to accommodate different units of measure. In your case, I recommend measuring cycle times using “MINUTES per PART”. As such, 3 to 6 pieces per hour = 20 to 10 minutes per part. Minutes Per Part is also more meaningful in human terms especially when part cycles don’t equate to “whole” pieces per hour. For example, 19 minutes per part is more meaningful than 3.16 parts per hour. Since we typically measure Downtime in Minutes as well, this seems to be a practical basis for measurement of cycle time as well.

Since cycle time affects both performance and quality, the following formulas apply when using “Minutes per Part”:

Performance= Ideal Operating Time / Effective Operating Timewhere, Ideal Operating Time = (Total Parts Produced x Cycle Time Minutes Per Part)

and, Effective Operating Time = Scheduled Time – (Planned Down Time + Unplanned Down Time)

Quality= Value Added Time / Ideal Operating Timewhere, Value Added Time = (Good Parts Produced x Cycle Time Minutes Per Part)

and, Ideal Operating Time = (Total Parts Produced x Cycle time Minutes Per Part)

Let’s use an example to demonstrate how the formulas work:Part “X” was scheduled to run on 1st Shift from 7:00 AM to 3:30 PM.

Planned Downtime = Two 15 minute Breaks, One 30 minute Meal Break.

Cycle Time = 20 Minutes Per Part (3 Pieces Per Hour)

25 Minutes of UNPLANNED downtime were incurred during the shift.

A total of 18 parts were produced of which 1 was rejected.

Scheduled Operating Time = Total Time – Planned Down Time

= 510 minutes – (2 x 15 minute breaks) – 30 minute meal break

= 450 minutes

Effective Operating Time = Available Time – Unplanned Downtime

= 450 – 25

= 425

Availability = Effective Operating Time / Scheduled Operating Time

= 425 minutes / 450 minutes

= 94.44%

Performance = Ideal Operating Time / Effective Operating Time

= (Total Parts Produced x Cycle Time Minutes / Part) / Effective Operating Time

= (18 parts x 20 minutes / part) / 425 minutes

= 360 minutes / 425 minutes

= 84.71 %

Quality = Value Added Time / Ideal Operating Time

= (Good Parts Produced x Cycle Time Minutes Per Parts) / (Total Parts Produced x Cycle Time Parts Per Minute)

= ((18 – 1) x 20) / (18 x 20)

= 340 / 360

= 94.44 %

So, now we can calculate OEE = A x P x Q.

OEE = 94.44 x 84.7% x 94.44%

= 75.5%

Rather than multiply the percentages as we did above, let’s see what happens when we substitute the TIMES from our equations just before we calculated the percents:

OEE = (425 / 450) x (360 / 425) x (340 / 360)

When we look at the formula in this way, we can see that some numbers actually “cancel” each other. When we do this our OEE calculation reduces to (340) / (450) = 75.5% This is actually known as the Quick method or “back of the envelope” method of calculating OEE. The final “Quick” method reduces to the following formula:

OEE = Value Added Time / Scheduled Operating Time

Having said all this, the spreadsheets that we provide can be modified as you see fit to suit your application. The following units of measure are commonly used:

Seconds / Part

Parts / Second

Parts / Minute

Minutes / Part

Parts / Hour

Hours / Part

I trust this answers your question. Please advise if you require additional information or if you need assistance to setup a spreadsheet for your specific application.

Redge

Ooh shoot i just wrote a large comment and as soon as i hit reply it came up blank! Please inform me it worked correct? I dont want to submit it again if i do not have to! Either the blog glitched out or i’m an idiot, the second option doesnt surprise me lol. Thanks for a great blog!

It is arduous to find educated people on this topic, but you sound like you understand what you’re talking about! Thanks. Warm regards from all of us.

Awesome spreadsheets, thank you so much!

Hi,

I find this site so interesting.

I have some clarifications in terms of planned downtime. Per example above, it entails only on the breaktime, lunch.

Is TPM schedule, housekeeping will not be included in the computation? let say in daily basis?

Hi Manny, thank you for your question. Preventive maintenance is a planned event and typically requires the machine to be down. In other words, the equipment is not available to produce parts. Regarding housekeeping, that may depend on your process. What is the nature of the housekeeping? Why can’t areas be maintained in real time – while the process is running?

I have managed plants where 10 minutes was allocated for “housekeeping” at the end of each shift. I abandoned the practice, instead requiring that housekeeping was performed as needed. I also challenged the team to ask why they needed the time. I have typically found that “allocated” time for housekeeping is abused.

How you decide to allocate “time”, however, is really at your discretion. The purpose of OEE is to help us identify how much equipment time is lost and why. It seems to be human nature for people strive to find ways to “improve” OEE without making real improvements. They will claim downtime for events like housekeeping, although this may not necessarily be the case.

Redge.

How you will calculate the savings if OEE improves from 80% to 85%.

Your actual savings will depend on where the improvements to OEE occur. If Quality improves to achieve a 5% improvement, then savings in material, labour, and related costs will be reduced. If performance improves to achieve a 5% improvement, then a reduction in labour and related costs will be reduced. If the improvement solely occurs with Availability, then maintenance costs, overtime, or other related scheduling and maintenance costs will be reduced.

The cost weighted OEE spreadsheet available from the “download” menu demonstrates a cost based application of OEE. There is no direct correlation between OEE improvement as a general rule as each factor of the OEE formula influences different cost drivers.

I just want to mention I am just very new to blogs and absolutely liked your blog site. Most likely I’m planning to bookmark your blog post . You certainly have exceptional article content. Many thanks for sharing your web-site.

I’m doing some research for a university assignment and thought this infomation may be usefull. I will come back in the next couple of days and see what others have thought about the site. Cheers

How can OEE be applicable in a jobshop? A high mix very low volume environment? Where cycle time really changes everytime?

Hi Karl, the rules for OEE are the same regardless of volume. For high mix / low volume situations, set up / change over time is typically the greater concern.

Job sequence and process type (CNC, automation, or manual) will also influence whether OEE is even worth considering for your operation.

Our spreadsheets can accomodate any number of parts / jobs. The down loads are free and you are welcome to modify as you see fit.

Thank you for your question and best of luck with your application.

Great site !

Hi there! Do you use Twitter? I’d like to follow you if that would be ok. I’m undoubtedly enjoying your blog and look forward to new updates.

Hi Aaron, thank you for your kind words. Yes, you can follow us on Twitter:

VersalyticsThanks for helping out, excellent information.

Hello, I am so excited I found your website and many thanks for the great downloads. I don’t have time to read all the information on your site but I have book-marked it and also subscribed to your RSS feed. Please do keep up the excellent work.

Thank you for your kind words. We definitely appreciate your comments and your feedback.

This really answered my problem, thank you!

Thank you for your feedback, we do appreciate hearing from our visitors. Many people have successfully implemented OEE using the tools we offer here.

Good luck with your implementation strategy and I’m sure you’ll be rewarded through your lean journey.

I gave you a link back on one of my pages, I hope this is ok.

A link back is always appreciated.

Thank you.

Hi, great information here. What happens if we plan to run a line for 8 hours but then actally run it for 12? How is available time calculated?

Thank you for your question John.

For the purposes of calculating OEE, your plan changed. All calculations will simply be based on the extended shift.

In this instance, you may incur an additional break at the end of the 8 hour shift and another after 10 hours.

Thanks again for visiting, Redge

thank you for the data it will help a lot now we are facing over capacity due to high client demand,

Uzziel, thank you for your kind comment. I wish you the best of success.

i have to ask how to calculate Assembly manual Plant. how to calculate ideal run rate because everything depend on people skills ? just used peak production historical data or any suggestion ?

Hello Anna,

Thank you for recent comment / inquiry requesting more information regarding cycle time calculations for manual assembly. We are pleased to advise as follows:

1. If there is no established cycle time for your process, then using historical data is a good place to start. We recommend using an average rate that is likely more representative of your day to day operations.

Again it is worth noting that historical data is NOT necessarily the ideal rate. It would be interesting to see how much variance exists in the production rates from one hour or day to the next. Minimum rate versus average versus peak or maximum rate.

2. Although the assembly process is based on human effort, it is still possible to perform a time study on the process using a reasonable sample size depending on the complexity of your operation. If possible, recording a video of the operation is also highly recommended.

It is worth noting that people will have a natural tendency to make improvements while the time study is being performed. This is commonly referred to as the Hawthorne effect. We recommend establishing a base line first then make the improvements. (See note 3 below).

3. We recommend preparing a “value stream map” of the current state. At a minimum, prepare a flow diagram that describes the current process. Using a detailed work instruction is a good place to start for a task like this.

When improvements or changes are introduced to the process, you will have base line to serve as a reference and to validate the significance of the new method.

Thank you again for visiting our website and we wish you the best of successes on your implementation.

Great article and its worth to have this

We appreciate and thank you for your kind comment.

Thank you for sharing such an impressive file!

We appreciate your kind comment and thank you for visiting.

if I’m going to implement this idea (TEEP) in a service sector considering the response time and traveling time to the client is it applicable ?

It can be applicable, as long as the data is meaningful and will help to improve your operation. For example, one courier company determined that their trucks would always make right turns to avoid delays incurred when attempting to turn left.

TEEP is used to measure how effectively an asset’s time is being utilized.

thank you for your help it was so helpful

Hi ,

This is swaminathan from India . kindly clarify my doubt .The machine idle time due to non availability of material ( Load ) and Non availability of operator is to be accounted in category of OEE .

Also if the parts are rejected due to Substandard material in which category it is to be classified

OEE should account for non availability of material and non availability of the operator.

Parts rejected due to Substandard material should be captured by the Quality factor.

Thank you for visiting!

Hi, In an Injection Molding Process, We plan for 744 working hours in a month without stoppage. There are down times related to Planned [holiday, inventory counting day, Mold change, Preventive Maintenance] plus other Unplanned down times. The question is, our team is not including Mold Change + Preventive Maintenance in Availability, they are considering it as a Planned DT. I read your article related to this, it is a point of argument. In your experience, what is the general practice? Are they [Mold Change+ PM] included in Availability or Exempted, in Injection/Extrusion Process?

In our experience, general practice is to consider preventive maintenance as planned downtime. However, tool changes are not.

If tool changes are considered as planned downtime, where is the incentive to improve? How will the improvements be recognized?

Because many companies DO include tool changes as “unplanned” downtime, significant developments have occurred in Quick Tool Change technologies such as Single Minute Exchange of Dies (SMED) and Quick Die Change (QDC).

The purpose is not to simply find ways of achieving a higher OEE. The intent is to identify opportunities for real improvement and identify “lost capacity”.

TEEP is another calculation method based on availability of all equipment 24 hours a day, seven days a week. With this method, it doesn’t matter how you classify downtime as the only “hours earned” are generated when good parts are produced at rate.

In this last scenario, you will also find yourself challenging how much time is allocated for Preventive Maintenance and other “planned” downtime events.

Thank you for visiting!