defined a pilot project case to focus
on line OEE improvement. They were looking for a pragmatic and hands-on
partner to realize this ambition. ‘’On
the floor’’ presence during the shift
operation was a key condition for the
choice of the partner and the success
of the project. The external support
team should be able to fit within the
operator environment since close
working relationships with them were
part of the approach. Listening and
cooperating with the shop floor and
local management was part of the pro-
active project way of working.
OEE improvement of up to 15%
Team work and focus on the main
drivers for the efficient operating of a several welding lines was the main objective for
the PDM team. Rettig wanted to
challenge their organization on a
significant OEE improvement of up to 15% for these lines. The sustainable OEE improvement
was achieved during 1 year resulting in a
significant cost reduction. This programme has been rolled out at three other plants in Europe.
The main themes were TPM related
through a SMED approach creating a
proven showcase. It also increased
awareness on first line maintenance,
identifying the major efficiency drivers.
And developing the appropriate actions
with the line operators and supporting
services such as the technical services.
Tackling root causes
The PDM project team developed the standards with local management to tackle
the specific OEE losses, identifying the
root causes and defining the appropriate
actions. Through daily focus on the
operational results and OEE variances,
the operators worked with the PDM
project team on the appropriate solutions
and required behavior changes.
Challenge: from 28 minutes to 8 seconds
After realizing the SMED showcase the management
challenged the operator team to reduce
an existing change-over from 28 minutes
to 4 minutes.
The operators were not convinced this
was possible but took up this challenge.
The final outcome of the SMED
showcase was a changeover completed
in 4 minutes and 8 seconds! The
motivation created by this achievement
led to the identification of the possibility
to further reduce the time down to 1
minute with some small investments. The
success of an applied SMED method
and increased operator motivation were
examples to other plant managers of the