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CONTENT
TIGHTER INTEGRATION FOR GREATER PROFITABILITY .................................................. 2 CHALLENGES OF IMPLEMENTING OEE ......................................................................... 2 REAL-TIME INFORMATION FOR IMPROVED DECISION MAKING ...................................... 3 PUTTING IT ALL TOGETHER .......................................................................................... 4 OEETHE NEXT GENERATION ....................................................................................... 5 ABOUT IFS .................................................................................................................. 6
When I first got involved in the enterprise applications market in the early 1980s, no one was trying to measure overall equipment efficiency (OEE)or even talking about it. Most companies in asset-intensive industries had only their homemade maintenance management applications running on mainframe computers. But over the years, as competitive pressures increased and manufacturers started looking for ways to improve the cost-effectiveness of their operations, smart managers realized that maintenance is not a standalone activity. It is a function that must be integrated tightly with production, business performance, and other elements of the enterprise to reduce costs, and maximize productivity and quality. When IFS and other enterprise application vendors started offering standardized enterprise asset management (EAM) and maintenance, repair, and overhaul (MRO) tools, end users approached these tools as strictly maintenance-focused. But after running these maintenance management systems for a period of time, they naturally found new ways to improve maintenance and operations, and learned to benchmark things so they could optimize maintenance activities by performing various functions at the right time and in the right way. As this maintenance data was collected and analyzed, the correlations between maintenance and other parts of the manufacturing organization became apparent. In time, EAM system users learned that, to optimize their maintenance and operations activities, they also needed to optimize the design of their plants. It became necessary to integrate systems for design and engineering with EAM. In the years that followed, the dynamic connections between production, maintenance, and engineering became clear. By the beginning of this century, many manufacturing and maintenance professionals had a fundamental idea of what needs to be done to improve the effectiveness of the overall operation through an aggressive OEE program. But even today, few companies have implemented a thorough OEE system. In many cases, equipment operation information, maintenance records, and business performance data are still in separate data silos and cannot be integrated. In other cases, the silos have been partially eliminated, but processes and interfaces have not been implemented to enable collaboration and effective data sharing between manufacturing operations, maintenance, and financial management.
faults, stops, and slowdowns is being influenced by the people operating the equipment, the maintenance program that supports the equipment, the design of the plant or equipment, the materials being run through the equipment, or other factors. Conversely, management needs to understand the inner workings of the manufacturing operation and maintenance to budget intelligently for maintenance and capital equipmentand to plan appropriate staffing levels, training, and production forecasting. In the next few years, I predict that more and more manufacturers will close the gap between ERP and OEE. The technology is already available to do this, but more manufacturing professionals need to be made aware of the importance and underlying potential presented by this fusion of departmental information.
ABOUT IFS
IFS is a public company (OMX STO: IFS) founded in 1983 that develops, supplies, and implements IFS Applications, a component-based extended ERP suite built on SOA technology. IFS focuses on agile businesses where any of four core processes are strategic: service & asset management, manufacturing, supply chain and projects. The company has more than 2,000 customers and is represented in some 60 countries with 2,800 employees in total. More details can be found at www.IFSWORLD.com. For further information, e-mail to info@ifsworld.com
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www.IFSWORLD.com
THIS DOCUMENT MAY CONTAIN STATEMENTS OF POS SIBLE FUTURE FUNCTIONALIT Y FOR IFS SOF T WARE PRODUCTS A N D T EC H N O L O GY. S U C H S TAT E M E N T S O F F U T U R E F U N C T I O N A L I T Y A R E F O R I N F O R M AT I O N P U R P O S E S O N LY A N D S H O U L D N O T B E I N T E R P R E T E D A S A N Y C O M M I T M E N T O R R E P R E S E N TAT I O N . I F S A N D A L L I F S P R O D U C T N A M E S A R E T R A D E M A R K S O F I F S . T H E N A M E S O F A C T U A L C O M PA N I E S A N D P R O D U C T S M E N T I O N E D H E R E I N M AY B E T H E T R A D E M A R K S O F T H E I R R E S P EC T I V E O W N E R S .
IFS AB 2013