The following topics will be featured in an upcoming post, we’ll try to squeeze them in before February 2009 rolls off the calendar. If you have a topic that you would like to see featured on our site, send an e-mail to LeanExecution@gmail.com.
Capacity Planning with OEE: By definition, it only makes sense to use OEE as an integral part of your capacity planning process. We will cover the details to do this effectively. Effective capacity planning naturally extends to improved resource management and effective production planning.
OEE, Value Streams, and COST: Although some managers may rise to the challenge and volunteer, many are either assigned or designated to be project champions. In many cases, unfortunately, the scope of the project is extremely limited or restricted and project managers simply become “metric managers”. Who is in charge of OEE? The answer is quite simple: EVERYONE. OEE is a multi-discipline metric and, like other sound lean strategies, requires seamless interaction among managers and departments.
OEE cannot and should not be managed as an independent metric. Having said that, don’t get caught in the trap of “stand alone” OEE reviews. While there may be a number of strategies for improving OEE, such as constrained capacity, we will present a model that explicitly ties operational costs to your processes. When OEE data is sensitised by cost data, a completely different strategy for improvement will emerge. If the ultimate goal is to improve your bottom line, then our Cost sensitisation model will bring the concept of OEE and your bottom line to a whole new level.
OEE and Lean Agility: Can OEE be a leading indicator of your ability to respond to change? Well we think so and happen to have a few ideas that will show you how and why.
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