Module 05

Overall Equipment Effectiveness

 O.E.E. definition
 Factors that influence O.E.E.
 Applying O.E.E. - 3 Case Studies
 O.E.E. Problem
What Is Overall Equipment
Effectiveness?

 Overall equipment effectiveness is a

measure of the how well machines or
equipment are utilized in relation to their
full capability to produce.
What factors influence Overall
Equipment Effectiveness?

 Overall equipment effectiveness is the

product of 3 individual rates :
 Operating rate
 Performance rate
 Quality rate
 O.E.E. in Relationship to the 6 Big Losses
Equipment 6 Big Losses

Loading Time

Loading Time
 Refers to the net available time.
 Is the total time available for operation minus
necessary downtime ( breaks and paid lunches)
O.E.E. in Relationship to the 6 Big Losses
Equipment 6 Big Losses

Loading Time 1. Frequent Breakdowns

(Recorded Downtime)

Big Loss #1
 Delays of 5-10 minutes or more which result from
associated errors, electrical failure or mechanical
breakdown.
O.E.E. in Relationship to the 6 Big Losses
Equipment 6 Big Losses

Loading Time 1. Frequent Breakdowns

(Recorded Downtime)

2. Set-up and Adjustment

Big Loss #2
 Losses during setup and adjustment resulting from
downtime during changeover.
O.E.E. in Relationship to the 6 Big Losses
Equipment 6 Big Losses

Loading Time 1. Frequent Breakdowns

(Recorded Downtime)

Operating 2. Set-up and Adjustment

Downtime

Time
Losses

Operating Time
 Refers to the time during which the
equipment is actually in operation.
O.E.E. in Relationship to the 6 Big Losses
Equipment 6 Big Losses OEE Formulas

Loading Time 1. Frequent Breakdowns

OPERATING RATE
(Recorded Downtime)
Loading Time - Downtime
Loading Time
Operating 2. Setup and Adjustment
Downtime

Time
Losses

Operating Rate
 The ratio of the Operating Time to the Loading Time
O.E.E. in Relationship to the 6 Big Losses
Equipment 6 Big Losses OEE Formulas

Loading Time 1. Frequent Breakdowns

OPERATING RATE
(Recorded Downtime)
Loading Time - Downtime
Loading Time
Operating 2. Setup and Adjustment
Downtime

Time
Losses

3. Idling and Minor Losses

(Unrecorded Downtime)

Big Loss #3
 Equipment delays of short duration (Short stoppages).
 Usually less than 5-10 minutes.
 Other unrecorded downtime.
O.E.E. in Relationship to the 6 Big Losses
Equipment 6 Big Losses OEE Formulas

Loading Time 1. Frequent Breakdowns

OPERATING RATE
(Recorded Downtime)
Loading Time - Downtime
Loading Time
Operating 2. Setup and Adjustment
Downtime

Time
Losses

3. Idling and Minor Losses

(Unrecorded Downtime)

4. Drop in Cycle Time

Big Loss #4
 Losses due to the difference between expected cycle
time and actual cycle time.
O.E.E. in Relationship to the 6 Big Losses
Equipment 6 Big Losses OEE Formulas

Loading Time 1. Frequent Breakdowns OPERATING RATE

(Recorded Downtime)
Loading Time - Downtime
Loading Time
Operating Downtime 2. Setup and Adjustment
Time Losses

3. Idling and Minor Losses

Net (Unrecorded Downtime)
Losses

Operating
Speed

4. Drop in Cycle Time

Time

Net Operating Time

 Refers to the duration the equipment is operating
at a stable or constant speed.
 O.E.E. in Relationship to the 6 Big Losses
Equipment 6 Big Losses OEE Formulas

Loading Time 1. Frequent Breakdowns OPERATING RATE

(Recorded Downtime)
Loading Time - Downtime
Loading Time
Operating Downtime 2. Setup and Adjustment
Time Losses

3. Idling and Minor Losses

PERFORMANCE RATE
Net (Unrecorded Downtime) Ideal Cycle Time x Output
Losses

Operating
Speed

4. Drop in Cycle Time Operating Time

Time

Performance Rate
 Ratio of Net Operating Time to Operating Time.
 Compares time it should have taken versus the time it did
take to produce the products.
O.E.E. in Relationship to the 6 Big Losses
Equipment 6 Big Losses OEE Formulas

Loading Time 1. Frequent Breakdowns

OPERATING RATE
(Recorded Downtime)
Loading Time - Downtime
Loading Time
Operating Downtime 2. Setup and Adjustment
Time Losses

3. Idling and Minor Losses PERFORMANCE RATE

Net (Unrecorded Downtime) Ideal Cycle Time x Output
Losses

Operating
Speed

4. Drop in Cycle Time Operating Time

Time

5. In-Process Scrap
Big Loss #5
 Losses generated from rejected parts
O.E.E. in Relationship to the 6 Big Losses
Equipment 6 Big Losses OEE Formulas

Loading Time 1. Frequent Breakdowns

OPERATING RATE
(Recorded Downtime)
Loading Time - Downtime
Loading Time
Operating Downtime 2. Setup and Adjustment
Time Losses

3. Idling and Minor Losses PERFORMANCE RATE

Net (Unrecorded Downtime) Ideal Cycle Time x Output
Losses

Operating
Speed

4. Drop in Cycle Time Operating Time

Time

5. In-process scrap

Big Loss #6 6. Start-up Scrap

 Losses from initial start-up to process stabilization

O.E.E. in Relationship to the 6 Big Losses
Equipment 6 Big Losses OEE Formulas

Loading Time 1. Frequent Breakdowns

OPERATING RATE
(Recorded Downtime)
Loading Time - Downtime
Loading Time
Operating 2. Setup and Adjustment
Time Downtime
Losses PERFORMANCE RATE
3. Idling and Minor Losses
Net (Unrecorded Downtime) Ideal Cycle Time x Output
Losses

Operating
Speed

4. Drop in Cycle Time Operating Time

Time
Valuable
Oper.
Quality

5. In-process scrap
losses

Time

6. Start-up Scrap
Valuable Oper. Time
 Time during which acceptable product is manufactured
O.E.E. in Relationship to the 6 Big Losses
Equipment 6 Big Losses OEE Formulas

Loading Time 1. Frequent Breakdowns

OPERATING RATE
(Recorded Downtime)
Loading Time - Downtime
Loading Time
Operating Downtime
2. Setup and Adjustment
Time Losses
3. Idling and Minor Losses PERFORMANCE RATE
Net (Unrecorded Downtime) Ideal Cycle Time x Output
Losses

Operating
Speed

4. Drop in Cycle Time Operating Time

Time
Valuable QUALITY RATE
Operating
Quality

5. In-process scrap
losses

Total Produced - Scrap

Time
Total Produced
6. Start-up Scrap
Quality Rate
 Ratio of the number of good products to total produced
O.E.E. in Relationship to the 6 Big Losses
Equipment 6 Big Losses OEE Formulas

Loading Time 1. Frequent Breakdowns

OPERATING RATE
(Recorded Downtime)
Loading Time - Downtime
Loading Time
Operating Downtime
2. Setup and Adjustment
Time Losses
3. Idling and Minor Losses PERFORMANCE RATE
Net (Unrecorded Downtime) Ideal Cycle Time x Output
Losses

Operating
Speed

4. Drop in Cycle Time Operating Time

Time
Valuable QUALITY RATE
Operating
Quality

5. In-process scrap
losses

Total Produced - Scrap

Time
Total Produced
6. Start-up Scrap

O.E.E. = Availability X Performance X Quality

O.E.E. - Goals

O.E.E. = Availability X Performance X Quality

World
Class = 90% X 95% X 99% = 85%
O.E.E.
O.E.E. Case Study 1
Case Study 1: Dedicated Assembly Line Example

1 2 3

The assembly line above has dedicated equipment and A time study was completed for the line
fixturing for making identical parts. It works one 8 hr shift and the following times were observed
each day 5 days per week according to this schedule: and determined to be standard process
times for each station:
ITEM SCHEDULE MINUTES TYPE
Start 7:00 OPERATION
Meeting 7:00 - 7:05 5 Planned Downtime 1 2 3
Work 7:05 - 9:00 115 TIME (sec) 68 sec 70 sec 74 sec
Break 1 9:00 - 9:10 10 Break time
Work 9:10 - 11:00 110
Lunch 11:00 - 11:30 30 Unpaid lunch
Work 11:30 - 1:30 120 Calculate O.E.E. for this line based on the following
Break 2 1:30 - 1:40 10 Break time actual production data from the previous month:
Work 1:40 - 3:20 100 •TOTAL PROD. FOR MONTH (good + scrap) : 6300 pcs
Clean-up 3:20 - 3:30 10 Planned Downtime
End 3:30
•TOTAL DAYS WORKED: 21 days
TOTAL 510 •TOTAL SCRAP 168 pcs
•TOTAL DOWNTIME 819 min
~ Planned = 15 min/day meeting + cleanup = 315
~Unplanned=504 min total (breakdowns, etc.)
 O.E.E. Case Study 1
•Calculation of O.E.E.

CAPACITY O.E.E. CALCULATIONS

ASSEMBLY

A DAILY WORK TIME (MIN.) 480 DAILY WORK TIME = 7:00-3:30 MINUS .5 HR LUNCH = 8 HOURS OR 480 MINUTES

B PLANNED BREAK TIME (MIN.) 20 PLANNED BREAK = TWO 10 MINUTE BREAKS = 20 MIN

C LOADING TIME (MIN.) A-B 460 WORKSHEET CALCULATION

D PLANNED DOWNTIME (MIN.) 15 PLANNED DOWNTIME = (5 MINUTE MEETING + 10 MINUTE CLEANUP) = 15 MIN

E UNPLANNED DOWNTIME (MIN.) 24.00 UNPLANNED DOWNTIME = (504 TOTAL MONTH / 21 WORKDAYS )= 24 MIN / DAY AVG

F TOTAL DOWNTIME (MIN.) D+E 39.00 WORKSHEET CALCULATION

G ACTUAL OPERATING TIME (MIN.) C-F 421.00 WORKSHEET CALCULATION

H OUTPUT (DAY) ACTUAL PRODUCTION 300.00 OUTPUT / DAY (GOOD + SCRAP) = (6300 PCS PRODUCED/21 DAYS) =300 PCS / DAY

J SCRAP 8.00 AVG DAILY SCRAP = (168 PCS SCRAPPED / 21 DAYS)=8 PCS / DAY

K STANDARD/IDEAL CYCLE TIME (SEC.) 74 STANDARD / IDEAL CYCLE TIME = 74 SEC

L OPERATING RATE G/C 91.52% WORKSHEET CALCULATION

M PERFORMANCE RATE (HxK)/(Gx60) 87.89% WORKSHEET CALCULATION

N QUALITY RATE (H-J)/H 97.33% WORKSHEET CALCULATION

P CAPACITY OVERALL EQUIP. EFFECTIVNESS LxMxNx100 78.29% WORKSHEET CALCULATION

O.E.E. Case Study 1: O.E.E. Graph
MINUTES
480’ WORK
500 TIME 39 MIN
20’
DOWNTIME
450
BREAKS
51 MIN
LOST TIME
400 10 MIN
SCRAP
350 TIME

300 AVAIL.
OPER.
250 TIME
(LOAD
ACTUAL
OPER. STD.
TIME)= TIME =
200
TIME TO STD
MAKE TIME TO
460 MIN 421 MIN 300
150
MAKE
PIECES 292
74”/PC = GOOD
100 PIECES:
370 MIN
50 360 MIN

0
OPERATING X PERFORMANCE X QUALITY
RATE RATE RATE
OVERALL
= 421MIN
X 370MIN
X 292 PCS
EQUIPMENT 460 MIN 421 MIN 300 PCS
EFFECTIVENES = X X
91.52% 87.89% 97.33% = 78.3%
 O.E.E. Case Study 1: O.E.E. Graph
MINUTES
480’ WORK
500 TIME 20’ 39 MIN
BREAKS DOWNTIME
450 51 MIN
LOST TIME

400 10 MIN
SCRAP
350 TIME

300 AVAIL. AVAIL.

OPER. OPER.
250 TIME ACTUAL TIME
(LOAD OPER. STD. (LOAD
TIME)= TIME = TIME)=
200
TIME TO STD STD
MAKE 460
TIME TO TIME TO
460 421 MIN 300 MIN
150
MAKE MAKE
MIN PIECES 292 292
74”/PC = GOOD GOOD
100 PIECES: PIECES:
370 MIN 360 MIN
50 360 MIN

0
OPERATING X PERFORMANCE X QUALITY
RATE RATE RATE
OVERALL
= 421MIN
X 370MIN
X 292 PCS
OR:
360 MIN
= 78.3%
EQUIPMENT 460 MIN 421 MIN 300 PCS 460 MIN
EFFECTIVENES = X X
91.52% 87.89% 97.33% = 78.3%
O.E.E. Case Study 2
•Background for Case Study 2: Paint Line Example

Calculate O.E.E. for this line based on last month’s production

The paint line above is a single line painting
data shown below:
10 different parts. Paint racks are spaced Production Data
Production Total Scrap
3 feet apart. Line speed is 5.5 ft/min. Last
P art Good Scrap Pc s/Rack Racks Rack s
month the paint line ran as follows:
A 7800 410 10 821 41
ITEM SCHEDULE MINUTES TYPE B 16147 329 4 4119 82
Start 6:00 C 16593 513 6 2851 86
Meeting 6:00 - 6:05 5 Planned Downtime D 17343 723 6 3011 121
Run 6:05 - 8:00 115 E 17434 632 6 3011 105
Break 1 8:00 - 8:10 10 Break time
F 44120 1224 8 5668 153
Run 8:10 - 10:00 110
G 2824 212 4 759 53
Lunch 10:00 - 10:20 20 Break (Paid lunch)
Run 10:20 - 12:30 130 H 5754 178 4 1483 44
Break 2 12:30 - 12:40 10 Break time I 2473 103 4 644 26
Run 12:40 - 1:45 65 J 92266 3844 14 6865 275
Clean-up 1:45 - 2:00 15 Planned Downtime 222754 8168 29232 986
End 2:00 - Total days worked = 21 days
TOTAL 480 - Total Downtime = 4767 min
Planned = (5’meeting + 15’ cleanup)X3shiftX21days=1260’/month
* Same schedule format for 2nd and 3rd shift
Unplanned = 3507 recorded for the month ( Avg =167’/day)
- For common / shared equipment such as this paint line, a combined
standard cycle time for the group of parts must be determined:
Standard
= (3ft/rack)/(5.5ft/min) = .545 min/rack = 32.7 sec/rack
Cycle Time
O.E.E. Case Study 2
•Calculation of O.E.E.

CAPACITY O.E.E. CALCULATIONS

PAINT

A DAILY WORK TIME (MIN.) 1440 DAILY WORK TIME = 3 SHIFTS X 8 HOURS = 24 HOURS = 1440 MINUTES

B PLANNED BREAK TIME (MIN.) 120 PLANNED BREAK = (TWO 10 MIN BREAKS + 20 MIN LUNCH) X 3 SHIFT = 120 MIN

C LOADING TIME (MIN.) A-B 1320 WORKSHEET CALCULATION

D PLANNED DOWNTIME (MIN.) 60 PLANNED DOWNTIME = (5 MIN MTG + 15 MIN CLEANUP)=20 MIN X 3 SHIFT=60 MIN

E UNPLANNED DOWNTIME (MIN.) 167.00 UNPLANNED DOWNTIME = AVG 167 MIN / DAY (FROM PRODUCTION REPORT)

F TOTAL DOWNTIME (MIN.) D+E 227.00 WORKSHEET CALCULATION

G ACTUAL OPERATING TIME (MIN.) C-F 1093.00 WORKSHEET CALCULATION

H OUTPUT (DAY) ACTUAL PRODUCTION (RACKS) 1392.00 OUTPUT/DAY (GOOD+SCRAP RACKS)=(29232 RACKS/21DAYS)=1392 RACKS/DAY

J SCRAP (RACKS) 47.00 AVG DAILY SCRAP RACKS=(8168 RACKS SCRAPPED / 21 DAYS)=47 RACKS / DAY

K STANDARD/IDEAL CYCLE TIME (SEC / RACK) 32.7 COMBINED STANDARD C.T.= 32.7 SEC/RACK (CALC. ON BACKGROUND SHEET)

L OPERATING RATE G/C 82.80% WORKSHEET CALCULATION

M PERFORMANCE RATE (HxK)/(Gx60) 69.41% WORKSHEET CALCULATION

N QUALITY RATE (H-J)/H 96.62% WORKSHEET CALCULATION

P CAPACITY OVERALL EQUIP. EFFECTIVNESS LxMxNx100 55.53% WORKSHEET CALCULATION

O.E.E. Case Study 2: O.E.E. Graph
1600
120’ BREAKS
1400 1320’ TOTAL
LOADING
1200
COMBINED
TIME DOWNTIME
= 227 MIN
1000 334 MIN
26 MIN
LOST TIME
800
STD TIME
FOR 47
ACTUAL SCRAP
600 OPER.
TIME STANDARD STANDARD
RACKS

400
1093 MIN TIME TO TIME TO
PAINT 1392 MAKE 1345
RACKS GOOD

200
759 MIN RACKS =
733 MIN

0
OPERATING 1093 MIN PERFORMANCE 759 MIN QUALITY 1345 RACKS
= 82.8% = 69.41% = 96.62%
RATE 1320 MIN RATE 1093 MIN RATE 1392 RACKS

OVERALL EQUIPMENT EFFECTIVENESS = 82.8% X 69.41% X 96.92% = 55.5 %

- OR -
(STD TIME TO PAINT 1345 GOOD RACKS)/(LOADING TIME)=(733 MIN/1320 MIN)=55.5%
O.E.E. Case Study 3
•Background for Case Study 3: Shared Equipment Example

• PRODUCTION AREA OF ANALYSIS = (2) 750 TON PLASTIC INJECTION MOLDING PRESSES

• LAST MONTH’S PRODUCTION SCHEDULE = 3 SHIFTS, 7 DAYS PER WEEK (STANDARD WORKWEEK)

• OPERATORS ARE RELIEVED FOR BREAKS / LUNCHES (BREAKTIME = 0)

• TOTAL # OF TOOLS WHICH RUN IN EITHER OF THE PRESSES = (9)

• PRODUCTION DATA FROM LAST MONTH IS SHOWN BELOW:

A B C D E

Mold Standard Month Total Pieces Scrap Total Standard * TOTAL STD
Part Number Cavity Cycle (sec) Good + Scrap Pieces Hours* HOURS =
1 H315 2 40 8520 303 47.3
((C/A) X B) / 3600
2 H282A 2 40 79154 3211 439.7
3 B165 1 39 377 39 4.1
4 F398 2 30 8848 362 36.9
5 84C 1 40 4755 190 52.8
6 621A 2 30 9212 322 38.4
7 F407 1 90 3503 112 87.6
8 F363 1 40 809 33 9.0
9 F364 2 35 74116 2668 360.3
189294 7240 1076.1

- Total days worked = 30 days

- Total Planned Downtime = 6240 minutes / 30 days = avg 208 min/day
- Total Unplanned Downtime = 9060 minutes / 30 days = avg 302 min/day
- For common / shared equipment such as these molding presses with a
family of tools, a combined standard cycle time must be determined:

Standard = (Total Standard Hours / Total Pieces)

Cycle Time
= ( 1076.1 hrs X 3600 sec/hr) / 189294 pieces = 20.5 sec/pc
O.E.E. Case Study 3
•Calculation of O.E.E.

CAPACITY O.E.E. CALCULATIONS

MOLDING

A DAILY WORK TIME (MIN.) 2880 DAILY WORK TIME = 2 presses X 3 shifts X 8 hours X 60 min = 2880 minutes

B PLANNED BREAK TIME (MIN.) 0 PLANNED BREAK = 0 (All breaks and lunches are relief method)

C LOADING TIME (MIN.) A-B 2880 WORKSHEET CALCULATION

D PLANNED DOWNTIME (MIN.) 208 PLANNED DOWNTIME = 6240 min month total / 30 days = avg 208 min /day

E UNPLANNED DOWNTIME (MIN.) 302 UNPLANNED DOWNTIME = 9060 min month total / 30 days = avg 302 min / day

F TOTAL DOWNTIME (MIN.) D+E 510 WORKSHEET CALCULATION

G ACTUAL OPERATING TIME (MIN.) C-F 2370 WORKSHEET CALCULATION

H OUTPUT (DAY) ACTUAL PRODUCTION 6310 OUTPUT/DAY (GOOD+SCRAP)=(189294 pcs / 30 days) = avg 6310 pcs / day

J SCRAP 241 AVG DAILY SCRAP = 7240 pcs / 30 days = avg 241 pcs / day

K STANDARD/IDEAL CYCLE TIME (SEC) 20.5 COMBINED STANDARD C.T.= 20.5 SEC/PC (See calculation on background sheet)

L OPERATING RATE G/C 82.29% WORKSHEET CALCULATION

M PERFORMANCE RATE (HxK)/(Gx60) 90.97% WORKSHEET CALCULATION

N QUALITY RATE (H-J)/H 96.18% WORKSHEET CALCULATION

P CAPACITY OVERALL EQUIP. EFFECTIVNESS LxMxNx100 72.00% WORKSHEET CALCULATION

O.E.E. Case Study 3: O.E.E.
Graph
3500
2880’ LOADING TIME
(Relief Style Breaks)
3000 TOTAL
82 MIN
STD TIME
COMBINED
FOR 241
2500 DOWNTIME
= 510 MIN
214 MIN
LOST TIME
SCRAP
PARTS

2000

1500 ACTUAL STANDARD STANDARD

OPER. TIME TO TIME TO
1000 TIME
2370 MIN
MOLD 6310
PIECES
MOLD 6069
GOOD
2156 MIN PIECES

500
2074 MIN

0
OPERATING 2370 MIN PERFORMANCE 2156 MIN QUALITY 6069 PCS
= 82.29% = 90.97% = 96.18%
RATE 2880 MIN RATE 2370 MIN RATE 6310 PCS

OVERALL EQUIPMENT EFFECTIVENESS = 82.3% X 91.0% X 96.2% = 72.0 %

- OR -
(STD TIME TO MOLD 6069 GOOD PIECES)/(LOADING TIME)=(2074 MIN/2880 MIN)=72.0%
O.E.E. Class Example 1
Background:
• Process: Weld Cell with dedicated fixturing • Last Month Total Output: 34221 pcs
• Shifts: 2 ( 8 hours each ) • Scrap: 934 out of 34221 were scrapped
• Lunch: Unpaid - Outside of 8 hours (do not include) • Days Worked Last Month: 22
• Breaks: 2 per shift ( 10 minutes each ) • Planned Downtime = 10 min / shift ( 5’mtg + 5’ cleanup)
• Cycle Time: 27 seconds per piece • Unplanned Downtime Total for Last Month: 1232 min

Calculations:
A DAILY WORK TIME (MIN)
B PLANNED BREAK TIME (MIN/DAY)
C LOADING TIME (MIN/DAY) (A-B)
D PLANNED DOWNTIME (MIN/DAY)
E UNPLANNED DOWNTIME (MIN/DAY)
F TOTAL DOWNTIME (MIN/DAY) (D+E)
G ACTUAL OPERATING TIME (MIN/DAY) (C-F)
H AVG. OUTPUT/DAY (PCS)
J SCRAP (PCS)
K EXPECTED / IDEAL CYCLE TIME (SEC/PC)
L OPERATING RATE (G/C)
M PERFORMANCE RATE (HxK)/(Gx60)
N QUALITY RATE (H-J)/H
P OVERALL EQUIP. EFFECTIVENESS LxMxNx100
O.E.E. Class Example 1: Answer
Background:
• Process: Weld Cell w/ dedicated fixturing • Last Month Total Output: 34221 pcs
• Shifts: 2 ( 8 hours each ) • Scrap: 934 out of 34221 were scrapped
• Lunch: Unpaid - Outside of 8 hours (do not include) • Days Worked Last Month: 22
• Breaks: 2 per shift ( 10 minutes each ) • Planned Downtime = 10 min / shift ( 5’mtg + 5’ cleanup)
• Cycle Time: 27 seconds per piece • Unplanned Downtime Total for Last Month: 1232 min

Calculations:
A DAILY WORK TIME (MIN) 960 2 sh x 8 hr x 60 min = 960 min
B PLANNED BREAK TIME (MIN/DAY) 40 2 x 10 min ea x 2 shift = 40 min
C LOADING TIME (MIN/DAY) (A-B) 920
D PLANNED DOWNTIME (MIN/DAY) 20 2 sh x 10 min per shift = 20 min
E UNPLANNED DOWNTIME (MIN/DAY) 56 1232 month / 22 days = 56 min
F TOTAL DOWNTIME (MIN/DAY) (D+E) 76
G ACTUAL OPERATING TIME (MIN/DAY) (C-F) 844
H AVG. OUTPUT/DAY (PCS) 1556 34221 pcs / 22 days = 1556 pcs / day
J SCRAP (PCS) 43 934 pcs / 22 days = 43 pcs / day
K EXPECTED / IDEAL CYCLE TIME (SEC/PC) 27
L OPERATING RATE (G/C) .92
M PERFORMANCE RATE (HxK)/(Gx60) .83
N QUALITY RATE (H-J)/H .97
P OVERALL EQUIP. EFFECTIVENESS LxMxNx100 74%