Q: Do’s and don’ts for successful use of OEEblue
- Focus on the improvement potential: what are your biggest losses?
- Keep the operators up to date on the production data in OEEblue and on the actions for improvement that you will undertake. Make this
‘information round‘ part of the managers’ daily routine.
- Operate in multidisciplinary teams when improving: involve not only production, but also logistics and the technical department.
- Agree on a similar way of working among managers, focus on a small subset of indicators / losses.
- Don’t focus too much on the actual height of the OEE
- Don’t spend too much time on optimizing the configuration of OEEblue: focus on results that will help you identify the areas to improve!
Even an OEEblue that isn’t set up fully “optimal”, will give a good insight to where the biggest improvement potential lies.
I understand the do’s and don’ts, I know them and I apply them all. Yet, I still don’t get my people moving in the right direction: I have many undefined standstills, the shift meetings are all but inspiring, and most of all I have the feeling that there is still much room for improvement of my OEE figures.
This is a well-known phenomenon: people find it hard to change their behavior. Many books have been written on how to inspire people and on how to create the right dynamics in your organization, yet we don’t seem to be able to really tackle this issue. Informal structures and the existing culture are strong powers within your organization, not to be underestimated.
One thing that we from FullFact have learnt throughout the years, is that it is important to keep feeding the dynamics in your organization, and when necessary to force organizational changes. So: keep on investing in your companies’ improvement culture, be prepared to apply a totally different approach when necessary. And: don’t be afraid to experiment!