From Capital Commitment to OEE – Analyze and Optimize Production
The starting point of any successful process analysis is the formulation of precise analysis questions. The more you know which factors are crucial for the effectiveness of your processes, the better you can identify true optimization potentials through methods such as Process Mining. This applies to areas such as order handling and customer-oriented processes, but also plays a central role in the optimization of production processes.
However, especially for process mining newcomers, the development of goal-oriented analysis questions can often be difficult. Which areas can be analyzed at all? What can a process mining tool discover? In this case, it is a good idea to examine the core areas of manufacturing individually.
Transform strategically. Implement smartly. Optimize sustainably.
With LANA Process Mining you have full control over your digitization strategy. You can find out how LANA makes your company faster, more efficient and smarter by talking to our experts.
OEE – Overall Equipment Effectiveness
The Overall Equipment Effectiveness (OEE) describes the end-to-end effectiveness in your production process along the dimensions of quality, performance and availability. The higher the OEE, the more high-quality products are manufactured, in less time and without interruptions. OEE thus represents one of the most important key parameters for the analysis of your production. The possible analysis questions are therefore quite diverse. Focus your analysis on Overall Equipment Effectiveness if you want to check the overall performance of your production chain and the interaction of quality and throughput times.
Possible analysis questions in OEE:
What are relevant impact factors for the Overall Equipment Effectiveness (OEE)?
What factors are the main causes for noticeably low OEE?
Are there bottlenecks in the process?
The longer the waiting times, idle times and throughput times in the production process, the higher the capital commitment. By analyzing this critical aspect, you will find targeted ways to make your processes more efficient. More fluid production sequences mean that investments in materials and labor can be converted more quickly into high-quality end products and, through sales, into direct capital. Focus your analysis on process times and cost allocation to minimize capital commitment.
Possible analysis questions in Capital Commitment:
Where do the highest idle times and throughput times occur?
How is the machine load and utilization distributed?
How is value and capital distributed among customer groups and product lines?
Individual production chains do not simply exist in a vacuum. The comparison between different products, regions and other factors gives you the opportunity to set benchmarks for optimized production. This means: Even if a single production does not seem to show any obvious process problems, the comparison with your internal benchmarks can still show clear optimization potential. Use root cause analyses to identify and optimize the relevant impact factors.
Possible analysis questions in Benchmarking:
Which series, factories, countries or products run best, which run worst in terms of lead time, first time right, quality, proportion of rework and complaint rate?
Which factors affect particularly good or poor performance?
The procurement, movement and documentation of parts and finished products is an essential element of production. No matter how well your assembly runs – when logistics problems arise, the overall process performance suffers, not to mention the capital commitment period. This applies both to internal processes and to cooperation with external suppliers.
Possible analysis questions in Logistics:
Is Just-in-time / Just-in-sequence production working as expected?
How many missing or faulty parts are documented in an average cycle?
How high is the service level of suppliers?