With Makino’s Machine Productivity Maximizer (MPmax)
software, users can monitor each connected machine for the current machine status and provide a real-time view of up to 20 machines in one display. “The display indicates the running status, the status of the overrides, the part number being ran and more. This data is stored for historical analysis in the future,” Brown said. The MPmax software provides charting and historical data collection for the utilization of each machine. “Not only is machine cycle time captured and displayed, but machine spindle cut time is uniquely identifi ed within the cycle time display,” Brown added. “All machine states are captured and displayed in the machine utilization display. OEE relative to machine availability and machine utilization can be displayed. Machine operators are also able to enter a reason for why the machine stopped, which can help eliminate outliers among data trends.”
“The journey begins with the real-time monitoring of the equipment, and the human capital that operate it.”
MPmax provides functions for machine scheduling and cutting tool monitoring that are consistent with lean manufac- turing, Brown said, noting that Makino’s MPmax customers have seen productivity improvements in their lean manufac- turing operations, some as high as a 30% increase.
Tracking Shop Metrics
Understanding the capacity utilization of the factory is key to uncovering ineffi ciencies and waste, which is also key to a successful lean implementation, McPhail noted. “As an example, looking at the Availability portion of the OEE cal- culation, defi ned as runtime/total time (including downtime), affords the continuous improvement team an accurate mea- surement of how much downtime was collected,” he said. “An analysis of the root cause of this downtime, properly categorized, should point out many opportunities to improve the manufacturing process, thereby eliminating waste.” Another example is the quality component of the OEE cal- culation, he said, which is defi ned as good parts/total parts produced (including rejects). “If the quality of the manufactur- ing process is below an acceptable threshold [world class is 95%],” McPhail said, “and the rejects are being classifi ed as to their root cause at the time they were made, a decision in
from scratches and corrosion
real time could be made to shut down the manufacturing op- eration and adjust the equipment back within spec, thereby addressing the root cause of reject waste.” In MERLIN, the real-time due date of parts produced can be visualized, based on the history of all of the work orders previously produced, he added. “This gives operational man- agement a ‘heads up’ to a potential delivery issue, in some cases weeks in advance, which in turn affords the lean coor- dinator a much greater degree of fl exibility with respect to the appropriate degree of corrective actions to be taken to bring present actual results back in line with intended overall plans.” OEE, and more specifi cally its components of Availability,
Quality, and Performance, gives the operational manage- ment team, at all levels, the ability to work on the reduction of waste across the entire value stream of manufacturing, McPhail stated. “We have over 100 customers using MER- LIN, with the average IRR [internal rate of return] between 300–400%. Translated, this IRR rate equates to a three to four-month average payback.” Memex customers includ-
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