Improving overall equipment efficiency using a Lean Six Sigma approach

Gibbons, Paul

doi:10.1504/ijssca.2006.010110

Cited by 27 publications

(20 citation statements)

References 27 publications

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“…Effectiveness could be defined as a process KPI that indicates the degree to which the process output conforms to the requirements (Muchiri & Pintelon, 2008). This is in agreement with the definition in the literature, which states that OEE measures the degree to which the equipment is doing what it is supposed to do (Williamson, 2006), based on the combined effects of availability, performance and quality (Gibbons, 2006). Therefore, OEE is a well-known hierarchy of partial rates for measuring manufacturing effectiveness (Dunn, 2014).…”

Section: Oee As a Key Performance Indicatormentioning

confidence: 56%

“…If equipment efficiency is not correctly measured and controlled, it will be difficult for companies to be competitive. Key performance indicators (KPI), such as the Overall Equipment Effectiveness (OEE) (Andersson & Bellgran, 2015), help control and improve this efficiency (Gibbons, 2006). Several manufacturing companies base their improvement activities on optimizing this productivity metric.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Improving effectiveness of parallel machine scheduling with earliness and tardiness costs: A case study

Muñoz-Villamizar¹,

Santos²,

Montoya‐Torres³

et al. 2019

10.5267/j.ijiec

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This paper assesses the effectiveness in scheduling independent jobs with earliness/tardiness costs and variable setup times applying the Overall Equipment Effectiveness (OEE). The OEE is a common metric for measuring the manufacturing productivity. We defined a mixed-integer linear programming formulation of the parallel machine scheduling problem with four different objective functions in order to compare different scheduling configurations. Real data, from a plastic container manufacturing company located in the Basque Country (Spain), were used to validate this approach. A sensitivity analysis was performed with different production capacities and earliness/tardiness costs in order to evaluate the trade-offs between economic performance (i.e., costs) and the partial rates of OEE (i.e., quality, performance and availability). The objective of this study is to propose a guideline to help management make decisions regarding the measurement and improvement of scheduling effectiveness through contemplating earliness, tardiness and variable setup times.

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Section: Oee As a Key Performance Indicatormentioning

confidence: 56%

Section: Introductionmentioning

confidence: 99%

Improving effectiveness of parallel machine scheduling with earliness and tardiness costs: A case study

Muñoz-Villamizar¹,

Santos²,

Montoya‐Torres³

et al. 2019

10.5267/j.ijiec

View full text Add to dashboard Cite

show abstract

“…The important control documentation is the bespoke reference material-such as drawings, technical standards, standard operating procedures and common language compendiums-used at some point during the lifecycle of the repetitive process. This standardised approach to processes reduces variation in the process and on its own can deliver quantifiable improvements to process outcomes (Gibbons 2006). This standardised approach to processes reduces variation in the process and on its own can deliver quantifiable improvements to process outcomes (Gibbons 2006).…”

Section: Check/ Measurementioning

confidence: 99%

“…Following a Kaizen (Imai 1986, 1997) improvement activity, data was collected for a further 6 week period and analysis demonstrated a significant improvement with the OEE rising from 34 to 62 % (see , Gibbons 2006). Following a Kaizen (Imai 1986, 1997) improvement activity, data was collected for a further 6 week period and analysis demonstrated a significant improvement with the OEE rising from 34 to 62 % (see , Gibbons 2006).…”

Section: Servicesmentioning

confidence: 99%

Understanding the Lean Enterprise

Chiarini¹,

Found²,

Rich³

2016

Measuring Operations Performance

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“…Although quality, performance and availability levels might be measured in some form, the data only represents the symptoms of underlying problems within the manufacturing process. As a result, manufacturers usually engage in process improvement where 'Lean' strategies such as Kanban, Kaizen, TPM and Six Sigma are implemented to improve organisational efficiency and overall equipment effectiveness (OEE), Gibbons [1]. Unfortunately this process improvement will often stop at the machine tool level due to the complexity of machine tool systems and a skills shortage throughout the industry.…”

Section: Introductionmentioning

confidence: 99%