TEEPTRAK – Connect to your industrial potential

Category: Industrial Performance

Industrial performance is essential for enhancing competitiveness and profitability. Explore articles on key performance indicators (OEE, TRS), optimization strategies, automation, and new technologies that drive efficiency and boost productivity.

  • A competition to boost industrial performance

    A competition to boost industrial performance

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    The competition: Win in productivity!

    On the occasion of our 5 th. This year at the market, we’re offering you the chance to win €40,000 in prizes. There will be 3 winners, so there are three prizes. Put your trust in the leader in industrial performance!

    For all winners, licenses to use our systems will be offered for one year. These licenses give you access not only to our software on the tablets, but also to our web platform. This is where you can access all the data generated by the tablets. It’s also where you’ll find the supervision section, so you’ll always have an eye on your equipment, its speed and stoppages. Support in case of need is also covered by these licenses, as is access to TeepTrak Academies.

    To top it all off, you’ll also get 1 day’s support, to help you set up the systems. We’ll be by your side as you take your first step towards increasing productivity!

    Details of the three lots:

    First place will bring the winning plant 10 PerfTrak systems. You’ll be able to monitor the performance of 10 pieces of equipment of your choice. The prize consists of 10 ruggedized touch-screen tablets. They have been developed in-house, and are manufactured in France. Perfectly adapted to the industrial environment, our touchscreen tablets withstand harsh conditions, whether in terms of temperature, humidity or shock. To accompany them, you’ll find 10 Bluetooth modules. These will connect your production machines to their tablets. Connections are simple and accessible to all.

    Second place offers you the chance to win 5 complete systems, i.e. 5 tablets accompanied by 5 Bluetooth modules for monitoring 5 machines. Licenses are also valid for 1 year, with all the benefits that go with it.

    Finally, the third place will offer 3 complete systems for monitoring the performance of 3 machines.

    It would be a mistake to think that you’re only winning tablets thanks to this competition… The real prize is the chance to boost your productivity, and your OEE! Tablets are just the means to achieve the best industrial performance. Following the implementation of our systems, the average ROI for our customers is around 3 months. This is proof of the effectiveness of our solution.

     

     

    Give in to temptation, and register to win our systems by filling in your details HERE!

     

     

     

    Who we are

     

    Founded in 2014 in Paris, TEEPTRAK set out to meet industry demand for industrial performance measurement. After developing our flagship product, PerfTrak, the sales phase began in 2016. Today, 5 years later, we are positioned as a leader in the performance market. Our two offices in China and France enable us to work in all types of industry, including food, electronics, automotive, rubber and aeronautics.

     

     

    Some might think that it’s difficult to be an expert in all these trades, and they’d be right. We specialize in industrial performance. A machine producing cheese, or another machining steel parts will obviously be approached differently, but the principle remains the same. Our aim is to capture and measure stoppages and associate a cause with them. In this way, it becomes easy to understand where performance losses come from.

     

     

    Today, when a machine stops, in 90% of cases it’s contextual. In other words, the cause of the stoppage comes from the elements that gravitate around your equipment. Whether it’s a lack of supplies, production changes or maintenance, we offer you the possibility of measuring it. Operator involvement is essential to understanding these downtime factors. Together, your production teams will be able to rapidly increase your OEE, and therefore your production capacity.

     

     

    Today, we’re using touchscreen tablets to make these explanations easier to understand. Once you’ve installed a Bluetooth module on your equipment, information will be transmitted via this wireless network. This makes it easy and intuitive to clear up production slowdowns and stoppages. All connections are encrypted and secure.

     

    Our solutions, the ideal for industrial performance

    Three performance monitoring solutions are available. We can add to this the latest innovation from TEEPTRAK, which enables process indicators to be tracked and logged. Thanks to their ease of connection, and the talent of our developers, our solutions are compatible with 99% of the machines in your workshops. Generally installed in less than an hour, our solutions will enable you to keep pace like an orchestra conductor.

     Our first product, PerfTrak, tracks the TRS of your equipment. Find out more about TRS HERE. With PerfTrak, you’ll be able to track your equipment’s production, efficiency and even some simple quality issues.

    We also cover other dimensions, notably with PaceTrak, which tracks the time spent on manual tasks, particularly in assembly work.

     QualTrak, another of our products, helps to document or digitize quality control results. This way, there’s no more need to write down the causes of rejects during the day. With this tool, you’ll know the precise quantity of rejected parts, and the cause of each of these defects. Ideal for dealing with the most sensitive issues!

    ProcessTrak, the best solution for monitoring your process indicators. Thanks to permanent connections to existing sensors and probes, you can monitor the values reported in real time. You’ll also have a history of these values since the system was set up. It’s the ideal way to keep track of production, day and night.

     

    To find out more about our solutions, please visit this page or contact us here. 

     

    To keep up to date with all the latest news from TeepTrak, join us on LinkedIn: TeepTrak

     

     

     

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  • French and European industry, between crisis and shortage?

    French and European industry, between crisis and shortage?

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    French and European industry, between crisis and shortage?

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    La pandémie de COVID-19 a bouleversé l’économie mondiale. Dans les livres d’histoire, on pourra un jour lire l’arrêt total de la production mondiale. Dans le même temps, les besoins en masques, en matériel médical et en produits numériques ont explosé. Tout cela a conduit à une pénurie mondiale. C’était en mai 2020, et c’est encore dans tous les esprits. Un an après, où en sommes-nous ?

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    An explosion in demand driven by similar needs

    In France, Europe and around the world, we are all following the same guidelines. It’s the age of digital everything. But it’s also the time for a real upturn in production. The health crisis has halted or slowed down many industries. This has created two problems. We now need to get manufacturing going again, and that can sometimes be complicated. But above all, it has to be stronger and faster! In fact, the loss of earnings and the demand that is making up for lost time are two factors that are driving strong demand.

    Today, all countries have the same needs. They need logistics to import and export, raw materials to supply heavy industry, and spare parts to assemble consumer products such as vehicles and electronics.

    As demand outstrips supply, prices rise, but money is not the only factor. Government policy also comes into play.

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    Shortage of components in production-ready sectors

    Whereas last summer, just a few weeks after the first wave of the epidemic, most industries had resumed production, many production sites are at a standstill right now. It’s not a question of having staff on hand. The machines can work, they are capable of it. But which components should be assembled? Europe is suffering from a shortage of electronic components. Semiconductors manufactured for the most part in Taiwan. Semiconductors, but what for?

    These electronic chips are everywhere, in our cars, smartphones, printers, computers and more. The confinements have caused demand for computer hardware to explode during 2020. It’s a record year for computer sales, for example, with a 10% increase over 2019. Global teleworking is the source.

    This shortage of electronic cards is causing the temporary stoppage of several automotive lines, notably at Renault, with weeks of closure at Flins, and the same at PSA’s Sochaux and Rennes plants. This is one of the limits of just-in-time production. In fact, Toyota put its North American plants on hold last month.

    The automotive sector is not the only one affected. Sony has announced that it will not be able to meet its sales targets for the Playstation 5 in 2021, for no other reason than a shortage of these chips. We’re talking about the brand’s flagship product.

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    A shortage of raw materials?

    Raw materials are suffering the same fate, with growing demand and falling supply. This is particularly true of steel, copper and aluminium. Here again, demand is increasing worldwide, despite the fact that mines have come to a halt over the past year. Today, the only way out is an increase in prices. At the beginning of the year, French giant Nexans published a comparison of prices between July 2020 and February 2021. Over this period, the price of a tonne of steel rose by 106%, tin by 53% and copper by 50%. PVC, meanwhile, has seen inflation rise by 115%.

    The plastics industry has not been spared. A combination of circumstances has also affected this sector, with shortages of polypropylene. This widely-used plastic is used in particular for the pipette cones required for PCR tests. What are the reasons for this shortage? The factories shut down last May, but not only that. The cold snap that hit Texas in February led to the closure of several petrochemical sites there. Power cuts were to blame. The particularly violent storms along the Gulf Coast in 2020 also had their part to play. This was followed by record price rises for all the plastic components produced by these plants: polypropylene, polyethylene, PVC, etc.

    Once again, the automotive industry is affected, as are paint manufacturers and the construction industry. And if all that wasn’t enough, in addition to the shortage of materials, we are cruelly lacking in intercontinental transport solutions.

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    International logistics overloaded

    The fall in world production last year prompted carriers to reduce their supply. They reduced their transport capacity by around 30%. They were not prepared for an increase in demand. In fact, consumers have spent more money on goods over the last 12 months than ever before. This is due to the closure of restaurants, bars and the impossibility of travelling.

    It’s no secret that Asia is the world’s leading exporter of consumer goods. When demand exploded, the reduction in the number of containers was ill-advised. What’s more, a lot of transport capacity was absorbed by the transpacific axis, represented by the Americas in general. Today, traffic is still not back to normal, and the price of a 20-foot container has risen from $1,000 in July 2020 to over $4,000 today.

    The consequences are far-reaching, with supply disruptions for some French and European customers. We’re talking here about factories sourcing on the Asian market, as is the case for the electric bicycle market. This is due to overbooking of containers, leading to cancellations and longer booking times, not to mention the general delay caused by the ‘Evergreen’, which blocked the Suez Canal for several days.

    Air and rail carriers are rubbing their hands, but so are those in the maritime sector. The shortage of containers has pushed up prices, and therefore their margins. No figures have been announced here, but Jerome Powell, President of the Fed (US Central Bank) is reassuring: ‘We think the supply chain will adapt and become more efficient, it could take a year, but it will happen’.

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    But how do you combat these shortages?

    It’s hard to find a turnkey solution, but a lot of people are working on it. As far as ores are concerned, we have a few mines in Europe, dominated by Sweden and Finland, but they only account for a very small proportion of global production. In fact, in 2017, the EU produced only 9% of its mineral consumption. This will not be enough. It is against this backdrop that we must keep our fingers crossed that we do not enter into diplomatic conflict with the producer countries. This could be fatal for many French structures. The cards are in the government’s hands.

    At the same time, another area of work is the search for technologies that use fewer materials and cleaner processes. While we await these new technologies, the biggest benefit in terms of available materials remains recycling. By reusing materials, we can make progress towards reducing imports. This won’t make us self-sufficient, but it can help us move forward… if the recycling takes place in the country.

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    La pandémie de COVID-19 a bouleversé l’économie mondiale. Dans les livres d’histoire, on pourra un jour lire l’arrêt total de la production mondiale. Dans le même temps, les besoins en masques, en matériel médical et en produits numériques ont explosé. Tout cela a conduit à une pénurie mondiale. C’était en mai 2020, et c’est encore dans tous les esprits. Un an après, où en sommes-nous ?

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  • Controlling or piloting, a nuance that makes all the difference.

    Controlling or piloting, a nuance that makes all the difference.

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    Controlling or piloting, a nuance that makes all the difference.

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    Whether it’s quality, performance or safety, we instinctively think of control as a way of feeding indicators. But what is control? Control is the action of checking something or someone, verifying their state or situation in relation to a standard. In other words, we check whether we have achieved our objective. An example is quality control:

    At the end of the production line, the part is inserted into a gauge to ensure that the dimensions are correct. If the product does not meet expectations, it is simply scrapped for recycling.

    In this case, quality control fulfils its role, with the vast majority of compliant parts delivered to the customer. We’re talking about the vast majority, because human error is still possible – it’s conceivable that a non-compliant part could slip through the net.

    When it comes to performance, the same thing happens in companies today. Production managers set production targets on a team or daily basis, then the next day we observe the results. We check: What are the results? Has the objective been achieved? What are the reasons for the variance? Here are the questions producers will have to answer.

    Control means looking after the action. When a non-conformity is observed during quality control, it’s already too late. The part has been produced and thrown away. When the previous day’s non-performance is highlighted by the indicators, it’s already too late. But what’s the difference with steering?

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    What is the difference between control and management?

    Steering is getting closer to control. We will always talk about indicators. However, it brings out two very important concepts. Time intervals and levers.

    Levers are the means of acting on indicators. If the indicator is the speedometer, the lever is the accelerator pedal. When my speed is too low or too high, I act on my lever to be precisely at the desired speed. In industrial driving, it’s the same principle. You have to use levers on the shop floor to achieve your objective. So you need to choose indicators on which your producers can have an impact.

    To illustrate this, here’s an example: the customer satisfaction rate is frequently mentioned in workshops. Try to imagine how your employees see this indicator… They see it as a consequence, but above all as an indicator on which they have only a minor impact, if any at all. Now, replace this indicator with a workshop and target it more. If you were to choose ‘Percentage of product delivered on time’, everyone involved in production would have an impact on this objective. This way, everyone on the shop floor feels involved.

    Now that we know how to involve every employee in the company, let’s talk about the time interval. Let’s go back to our car and manage our accelerator pedal. When we’re driving, we monitor our speed regularly. For driving, it’s the same thing again. We check our indicators at much shorter intervals and adjust the levers more frequently to be on target in real time. If we spend the day or the team on target in real time, we are sure to achieve the day’s objective at the end of the day.

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    How do you drive?

    How can we steer our workshop towards a steering dynamic? Now that the differences between management and control are clearer, we can move in the right direction. First, let’s talk about quality. The ultimate aim of quality management is to reduce as far as possible all control operations that do not add value for the customer. ALL quality checks are a waste of time and money. Of course, this avoids sending non-conformities to the customer, but today there are ways of managing quality very finely with the aim of producing ‘right first time’.

    Statistical process control is one such method. By monitoring variables in real time, it makes it possible to ensure quality levels. But what variables can tell us our level of quality? If you study the rejects caused by your machine, you will see that the causes follow Pareto’s law. 80% of rejects come from 20% of the causes.

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    The 20% of cases are ‘easy’ to follow. Generally speaking, these are sensitive ratings, which are more difficult to maintain. Analysis of these variables shows that if the setting is constant, the distribution follows a reduced centred normal distribution. In other words, the variable’s distribution curve follows a bell shape, with two important characteristics: The mean and the dispersion. Once you have mastered these two characteristics for your scrap causes, you will enter the world of quality management.

    This is the simplified principle of statistical quality control. It may seem a long way from the workshop in its approach, but the relationship between normal law and machine setting is no longer in doubt.

    In the same vein, there are performance management techniques for breaking the habit of control. Lean Management has popularised one of these techniques, known as short interval animation (SIA).

    To apply AIC, it is necessary to use indicators over which the producers have control. Once these indicators are in place, you can expect the workshop to be more proactive in solving problems. With this type of facilitation, solutions will emerge as close as possible to their source. What’s more, by applying this method you give operators the opportunity to act on your indicators, and therefore the chance to achieve their objectives. A large part of this method is based on the notion of intervals: the closer they are, the more accurate your management will be.

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    Are you ready to take the plunge?

    Here are a few keys to help you understand the concepts of control and steering and to help you take the right direction. Implementing these management systems takes time and resources, but their effectiveness has been proven. They will enable you to get the most out of your machines and improve productivity.

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  • Industry’s good resolutions for 2021

    Industry’s good resolutions for 2021

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    Industry’s good resolutions for 2021

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    Now that employees have brought the workshops back to life after the holidays, it’s time to make some good collective resolutions. Collective’ implies the entire workforce of a plant. The good resolutions will be ‘best-practices’. They depend on the sector of activity, but are applicable to all companies.

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    Good resolutions tailored to your business

    According to the Comité des constructeurs français d’automobiles (CCFA) and its figures published on 1st As of 1 January 2021, the automotive market has shrunk by 25.5% in 2020. For the equipment manufacturers and other suppliers to these automotive giants, the main objective will be to cut costs. There are dozens of methods for making savings, the best of which are part of Lean Management. The most effective require creativity and innovation.

    The use of Poka-Yoké (in assembly, for example, can prove invaluable. But what are they? Poka-Yokés are a means of preventing errors. They can be warning or operating. For example, a stop on a drill press is an operating Poka-Yoke because it prevents drilling too deep and makes human error impossible.

    Detection devices on workstations limit the number of checks and favour parts that are right the first time. The aim is to protect against recurring or one-off faults caused by human error, by reducing the error rate to 0%. It is also a way of avoiding the risk of accidents. You can’t install Poka-Yokés in your workshop without first sending out a strong message. You need to show that it’s a solution, not a constraint, in order to motivate all your employees. Don’t forget that people on the shop floor often know how to improve things without realising it. You just have to keep listening.

    Stay tuned, here’s a common-sense resolution. It may seem obvious to some, but given the constraints brought on by the health crisis, it can be difficult to maintain dialogue. Some employees have been teleworking for months. We’ve banked on their autonomy, and most of the time it’s been a success, as long as we stay tuned! For those on the shop floor, good ideas come from the field and an employee who is listened to is grateful, as well as sharing his or her knowledge. Here are three good reasons to keep listening to your employees.

    In addition to listening, employee well-being also involves the right atmosphere. At the moment, it can be difficult for employees to keep smiling, with the slowdown in traffic, for example. The time available can be put to good use by organising seminars or get-togethers. Trying to see the glass as half full with your employees will help you to take advantage of difficult situations. However, you can’t force everyone to smile.

    We’ve talked about the automotive industry, but not everyone is affected. In the pharmaceutical and paramedical industries, on the other hand, demand is outstripping supply. Lines are running at full capacity, and the end-of-year holidays were short. But the question remains: are the machines really working at full capacity? A good resolution would be to take an interest in the productivity of your equipment.

    The best way to measure performance is through the TRS (Read our article on TRS). The Synthetic yield allows you to appreciate all the dimensions of a machine’s performance. Availability, reliability and product quality will hold no secrets for you. Once again, when deploying a tool of this kind, it’s essential to rely on your people in the field. Whether it’s finding your bottleneck or the least reliable workstation, you can count on your staff. They will be the main users. A successful first experience will enable you to implement a simpler changeover policy for your machinery.

    In addition to being efficient, it is now essential to be informed in order to s’adapter. La demande évolue très rapidement, aussi vite que notre monde. Bien sûr, modifier des lignes de fabrication ou reformer le personnel demande du temps et de l’investissement, mais si vous répondez à une demande, cela peut vous permettre de sortir votre épingle du jeu. Si vous évoluez dans le bon sens, les résultats suivront. On parle ici de produit, mais l’adaptation est importante dans tous les domaines sans distinction, de la méthode de fabrication aux techniques de management.

    Once you’ve added Poka-Yokés to your sensitive lines, or even in your offices; once you’ve listened to your teams and taken their opinions into account, while focusing on the performance of your equipment and adapting to the economic climate and changes in the world today; all the reasons will be there for you to have an excellent year in 2021.

    The whole team at TeepTrak wishes you all the best for a prosperous and successful 2021.

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  • The 7 wastes of Lean: how to get rid of them?

    The 7 wastes of Lean: how to get rid of them?

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    The 7 wastes of Lean: how to get rid of them?

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    After rebounding slightly in July, French industrial production is now struggling to return to pre-crisis growth levels, with an increase of just 1.3% in the fourth quarter. With the exception of the food industry, the other sectors are particularly vulnerable and exposed, so manufacturers need to produce more efficiently. The best way to do this is to focus on the 7 areas of waste.

    Lean manufacturing is a method of optimising industrial performance that is particularly well-suited to this context, and which aims to improve compliance with cost-quality-delivery requirements. It involves a detailed analysis of the various stages that make up the production process, followed by the elimination of all waste identified throughout the manufacturing process, resulting in greater efficiency and profitability.

    Lean Manufacturing is therefore based on the elimination of waste (or Muda) within production processes. But what are these different types of waste? What impact do they have on your profitability? How can you eliminate this waste? In this article, we will try to answer these questions by identifying them and suggesting ways in which you can improve.

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    What is waste in Lean?

    It’s very simple: waste is defined as an activity that the customer is not prepared to pay for and/or that adds no value to the process. It’s something that everyone knows and accepts, either because they’re used to it or because they’re afraid of change.

    Studies show that only 5% of the time allocated to creating a product actually adds value; the rest represents tasks that involve more labour, materials or space but do not add value. It is therefore more than necessary to focus on reducing or eliminating the 7 wastes in order to produce more efficiently.

    It’s through the elimination of waste that your processes will become richer in added value, enabling you to identify opportunities to improve your overall performance.

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    The 7 traditional wastes of Lean

    Here are the seven wastes highlighted by Taiichi Ohno (Toyota engineer and father of the Toyota production system).

     

    Unnecessary movements

    Moving around doesn’t necessarily mean that you’re doing your job or that you’re doing it well. Unnecessary movement is a waste that adds no value for the customer. Grabbing the last pieces from the bottom of a pallet, going around an obstacle or looking for a misfiled document are rarely compatible with the notion of efficiency.

    Who hasn’t had to deal with a maintenance technician arriving at a breakdown with an incomplete toolbox, leading to unnecessary round-trips and even a production line stoppage?

    The solution? Observe your operator stations and produce in a 5S environment. This will save you time, energy and even potential injuries.

     

    Waiting time

    Like everyone else, you experience waiting every day: waiting in traffic jams, waiting for a letter, waiting for an answer… In a factory, waiting time is often caused by waiting for materials to arrive, waiting for the right instructions to start manufacturing or waiting for equipment with insufficient capacity.

    Il existe des outils pour compenser ce temps sans valeur ajoutée, comme la méthode TPM (Total Productive Maintenance) ou la méthode SMED (changement rapide d’outil). Mais tu peux aussi utiliser des instructions de travail standardisées et former des travailleurs polyvalents et flexibles capables de s’adapter rapidement aux exigences du travail. Cette dernière méthode peut réduire ton temps d’attente jusqu’à 50 % !

     

    Non-quality

    In 2017, AFNOR carried out a study on the costs of non-quality in industry. The study showed that for the 2/3 of companies reporting that they measure the costs of non-quality, the related losses are around 5% of turnover. By focusing on non-quality issues, companies could recover 5 to 10% of their turnover.

    This waste has a major impact on customer satisfaction and can lead to costs. For example, if a product is found not to be of good quality, additional manpower (temporary or fixed-term workers) may have to be mobilised for a given period to deal with customer problems.

    Here too, production in a 5S environment and the introduction of Poka-Yoke are interesting levers for progress to eliminate rework and scrap.

     

    Overproduction

    Overproduction consists of producing in excess of actual customer orders. This anticipation is often motivated by the fear of running out and not being able to meet demand.

    But rather than the ‘Just In Time’ philosophy of producing products just when you need them, the ‘Just In Case’ way of working causes a number of problems, resulting in unnecessary production time, storage costs and raw material expenses.

    Pull production based on customer requirements (kanban), continuous flow (takt time) or training your staff are all solutions to remedy this wastage.

     

    Unnecessary stocks

    Stock is money asleep! Often linked to the notion of overproduction or poor planning, this waste results in financial immobilisation and a loss of storage space. In another context, it could correspond to an accumulation of emails or invoices.

    Measures to overcome this problem include purchasing raw materials only when necessary and in sufficient quantities, reducing buffer zones and creating a queuing system to avoid overproduction.

     

    Unnecessary operations

    You will also find this type of waste in your daily life, when, before setting off on a well-deserved holiday, you check several times to make sure that the doors and the gas are closed properly. In a factory, waste is any action or task that does not add value for the customer.

    The routine and tradition of the trade mean that operations are carried out which the product does not require, or no longer requires. An analysis of each operation carried out can shed light on this type of waste. Here’s a list of examples: too much quality control on a part during its manufacturing process, putting covers in place before painting operations, eliminating surplus material before the operation on the machine tool is complete.

     

    Unnecessary transport

    This concerns the unnecessary transport of materials, parts, products, documents or information. This waste can be due to bad habits or poorly organised workstations.

    What’s the solution? Create a U-shaped cell! A workshop with a U-shaped configuration will group resources together to carry out different operations on the same part within the cell. This considerably reduces transport and waiting times between machines.

    For some time now, alongside the 7 traditional forms of waste, an eighth has been increasingly cited.

     

    Under-utilisation of employee skills

    This waste is relatively unknown because it does not appear in the Toyota production system. However, it is clear that if you don’t call on the skills of your employees working on the front line, it becomes difficult to improve processes.

    Your field staff are the best placed to detect problems and find solutions, so they play a key role in your continuous improvement process.

    The notion of waste is important because it will be the driving force behind your Lean approach. In fact, it was simply by observing the various types of waste that Toyota created its entire production system. It is estimated that a company that has not implemented a Lean approach spends less than 20% of its time adding value. Imagine that the rest of the time is distributed between the 7 wastes. Companies with a degree of Lean maturity spend 80% on adding value. So, are you ready to take the plunge?

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  • How can you improve your machine performance with a dedicated monitoring tool?

    How can you improve your machine performance with a dedicated monitoring tool?

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    How can you improve your machine performance with a dedicated monitoring tool?

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    As a manufacturer, your main challenge is to achieve quality production with maximum equipment availability and maximum machine performance.

    Yet manual methods of measuring performance are still widespread, time-consuming and unreliable: it is estimated that they cause plants to lose between 5 and 30 performance points.

    In this context, the integration of a dedicated tool makes perfect sense and will become an ally in your Lean approach to improving the performance of your machines.

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    The different types of loss of machine performance

    The causes of loss of performance in an industrial environment can be very varied, but there is a list of the most common losses. You will find a non-exhaustive list below:

    Equipment losses

    • Losses due to breakdowns
    • Losses due to settings
    • Losses due to tool changes
    • Start-up losses
    • Losses due to microstops and idling
    • Losses due to underspeed
    • Losses due to defects and rework
    • Losses due to programme stoppages and workshop closures

    Labour-related losses

    • Management losses
    • Losses due to speed of execution
    • Losses due to line organisation
    • Logistics losses
    • Losses due to measurement and adjustment

    Material, tooling and energy losses

    • Energy losses
    • Losses due to tooling
    • Losses due to material yield

     

    TRS analysis with 16 TPM losses, Christophe Hohmann website

     

    From this list, you can carry out targeted data collection based on the various events that have led to a drop in performance and determine their source.

    Most manufacturers have an excellent understanding of the causes of efficiency losses that prevent their machines from reaching peak performance.

    In the majority of cases, these are “simple” problems, often poorly dealt with for lack of time, money or technical/managerial skills. So the problem is not in identifying problems, but in measuring them, prioritizing them and, above all, dealing with them in the right order of priority with the right corrective measures.

    How can we provide teams with simple, intelligible information to help them make decisions and support them in their efforts to improve performance? By providing them with transparency on the causes of the non-performance of their assets and supporting them in taking action to improve.

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    A dedicated monitoring tool to facilitate your improvement process

    A performance monitoring tool will enable you not only to quickly identify the causes of loss of performance, but also to implement the right improvement plans.
    The analysis of the sources of losses must be specific to your company. In fact, it is up to you to define the source of your event at the origin of the loss, for example maintenance, quality or managerial faults, etc.
    Only customisation will enable you to adapt and, above all, facilitate the use of the tool so that day-to-day actions change and generate more value for the company.

     

    Here are just a few of the benefits such a tool could bring to your organisation:

    For the operator : Allows automatic communication on stoppages, real-time knowledge of production rate.

    For the manager : Real-time status of equipment operation, simplified analysis, rapid suggestions for improvement.
    For maintenance: Analysing the causes of recurring losses will enable a maintenance system to be adjusted or defined.

    For management: Provide information that will enable better analysis of equipment load rates, and thus guide investment policy or team organization.

     

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  • What tools are needed for a Lean deployment using the DMAIC method?

    What tools are needed for a Lean deployment using the DMAIC method?

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    What tools are needed for a Lean deployment using the DMAIC method?

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    Most of the time, when people ask for a definition of Lean, the answer given is often a list of tools, which in no way reflects the approach.

    Knowledge and mastery of Lean tools is central, but knowing how to make the right diagnosis is also vital. The two work together and are inseparable.

    In this article, we’ll look at the DMAIC method and its appropriate tools. The list of tools provided is not exhaustive, but will help you find your way around and adapt it to your situation.

    The DMAIC process combines the concept of diagnosis with the use of associated tools, enabling activities to be ordered on the basis of data collected, while using tools specific to each stage of the method.

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    Step 1: Define

    The tools used for this stage will make it possible to :

    – Defining the scope and limits of the project and the project team

    – Map the process in order to study it, identify the influencing factors and identify the various flows.

    – Summarise and formalise customer requirements

    The tools :

        • The project charter : A document issued by the project sponsor containing the information needed to bring the project to a successful conclusion.
        • VOC – Voice of Customer : It’s an information-gathering tool used to identify customer needs.
        • SIPOC – Suppliers-Inputs-Process-Outputs-Customers This will enable you to identify the perimeter on which you need to act.
        • VSM – Value Stream Mapping This tool allows you to map the process in its initial state.
        • Flow chart Schematic representation of process activities.

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    Step 2: Measure

     

    The Measure stage is a data compilation stage, and the tools used will enable :

    – Measure customer satisfaction parameters and the process factors that influence them

    – Collecting data

    – Analysing the data

    The tools :

        • Analyse des flux : C’est un outil graphique qui simplifie un processus opérationnel en éliminant toutes les étapes inutiles. C’est une méthode de collecte de données basée sur l’observation sur le terrain.
        • Capability : Capability is a method of measuring the ability of a machine, process or measuring device to achieve a required performance.
        • Pareto chart : This is an analysis tool for determining the importance of different phenomena.

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    Step 3: Analyse

     

    For this stage the tools are used to :

    – Make the data collected and the process analyses speak for themselves

    – Identify the root causes of malfunctions

    – Determine the variables and their causes

    The tools :

        • Brainstorming: This is a formalised technical method for creative and collective problem solving.
        • 5M: This is a method of finding causes based on 5 themes: manpower, machine, environment, method, material.
        • FMEA – Failure Modes, Effects and Criticality Analysis : This predictive risk analysis method is based on the identification, analysis and evaluation of potential failures in the system under study.
        • Benchmarking : This is an approach designed to compare the company, its organization and its processes with its partners and, in the best of cases, with its competitors.

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    Stage 4: Innovation

     

    The Innovate stage allows the implementation of the solution(s) to move from theory to practice:

    – Confirm the assumptions made in the Analyse phase

    – Implementing improvement solutions

    – Check the effectiveness of the solution(s)

    The tools :

        • The standard: This is a tool for focusing on added value, without waste, by using the best known way of performing a task at a given time.
        • Design of experiments : The aim of design of experiments is to study the influence of modifying different parameters on the same process.
        • VSM – Value Stream Mapping Cible : This tool enables you to map your target process, highlighting the improvement projects needed to achieve it.
        • QQOQCP – Who? Who? Where? When? How? Why? It’s a questioning method based on the use of Who, What, Where, When, How and Why questions to identify a situation.

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    Step 5: Check

     

    The tools used in this stage are used to :

    – Communicating objectives

    – Check that the project is running smoothly

    – Maitriser les changements

    The tools :

        • Visual management: This is a tool for communicating information visually, helping to clear up misunderstandings, save time and highlight drifts.
        • Performance indicators: A tool for assessing the achievement of these objectives.
        • Control cards A tool used to monitor and control a manufacturing process. The cards define control limits within the customer’s tolerances, and act as a warning system during production by taking and measuring samples.

    There are a number of other tools that can be used depending on your situation. The real added value is not in knowing as much as you can, but in knowing how to make the right diagnosis and how to select the tools that will enable you to uncover the bottlenecks, analyse the root causes and find solutions.

    You will soon be able to find out more about the DMAIC method and the tools used for your Lean deployment in our Lean Academy, soon to be available on our TEEPTRAK website.

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  • What indicators should you use to measure the performance of your machines?

    What indicators should you use to measure the performance of your machines?

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    What indicators should you use to measure the performance of your machines?

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    To achieve the objectives of a Lean approach focused on machine performance, it is necessary to exploit all the data linked to machine performance and availability.

    In this article, we will look at a selection of indicators that can be used to analyse the productivity of your machines.

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    Maintenance monitoring indicators

    Machines need to be closely monitored so that maintenance departments know when to intervene and what the consequences of a repair would be in terms of lost time and therefore productivity.

    The performance of maintenance operations plays a major role in a company’s overall productivity, and this section looks at a selection of indicators that can be used to measure this performance.

    • MTBF – Mean Time Between Failure = Temps Moyen Entre Pannes

    Expressed in hours, the Mean Time Between Failure (MTBF) is an indicator that can be used to determine whether a piece of equipment is reliable.

    It can be a decisive factor in the decision to replace equipment if it is deemed too short, leading to repeated stoppages and consequent losses in performance and productivity.

    MTBF = Gross Run Time / Number of Faults

    • MTTR: Mean Time To Repair

    MTTR shows how much time is needed, on average, to detect and locate a fault and replace the defective part, and can highlight the need to find solutions to make maintenance operations simpler and faster.

    MTTR = Failure Time / Number of Failures

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    Machine performance indicators

    Here is a selection of indicators you can use to analyse the productivity of your machines.

    • Synthetic Efficiency Ratio – SER

    It expresses the company’s ability to use the equipment made available to it to the best of its ability, based on the time during which the equipment is given to production for use.

    It can find out how the equipment has performed according to 3 criteria:

    • Availability
    • Their performance
    • Quality

    Calculating the OEE

    The TRS breaks down into 3 rates:

    Availability rate – Do : This represents the percentage of opening time during which equipment is ready to work. Performance rate – Tp : This represents the percentage of gross operating time during which production is carried out at the planned rate.

    Quality rate – Tq : This represents the percentage of net operating time spent making good parts.

    TRS = Tq * Tp * Do[/et_pb_text][et_pb_image src=”https://teeptrak.com/wp-content/uploads/2023/06/schemas-TRS-02-1024×574-1.png” title_text=”schemas-TRS-02-1024×574″ _builder_version=”4.21.0″ _module_preset=”default” global_colors_info=”{}”][/et_pb_image][et_pb_text _builder_version=”4.21.0″ _module_preset=”default” text_font=”|300|||||||” text_text_color=”#000000″ text_font_size=”16px” global_colors_info=”{}”]

    TRS gives you an accurate picture of the efficiency of your manufacturing process and makes it easy to track improvements over time.

    • General Rate of Return – GRR and Economic Rate of Return – ERR

    The General Rate of Return (GRR) and the Economic Rate of Return (ERR) are less often used, but are just as interesting for a relevant analysis of productivity.

    The ERR provides visibility of your machine’s profitability in relation to its uptime over a specific period. This is the time actually spent producing quality over 24 hours.

    This rate also provides important information on the overall capacity of a machine to deliver quality production, enabling the company to refine its investment strategy.

    TRE = TU / TT

    The Overall Equipment Efficiency Ratio (OER) measures the level of efficiency of a piece of equipment in relation to the actual opening time of the workshop, i.e. the time used to produce quality over the workshop opening period.

    This rate can be revealing when it is discovered that it is necessary to add an extra team to achieve the expected production targets.

    TRG = TU/TO

    • True Downtime Cost (TDC) and percentage of downtime

    How much money does your company lose every minute or hour your machines are down? This is the question frequently asked when analyzing the production losses of a machine, but which unfortunately only arises when the machine breaks down.

    It’s important to remember that even a small percentage reduction in downtime can save your business millions of euros. So by calculating your cost of downtime and identifying associated improvements, you can demonstrate time and cost savings, as well as reductions in waste.

    • Using capacity

    The effective cost of owning and maintaining equipment is reduced when that equipment is used at full capacity. By measuring the output that is actually produced by your equipment and comparing it to what could be produced, you understand the efficiency of your operation.

    When your plant increases its capacity utilisation rate, it increases its efficiency.

    TeepTrak allows you to detect the on or off state of each piece of equipment. This detection will ensure the automated calculation of most of the indicators mentioned above. What’s more, this will provide you with significant support in terms of direct feedback on the influence of your improvement actions on your machines, and therefore better visibility of the monitoring of your Lean approach.

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