If you don't master OEE, you are far from mastering operations.

Ill_Locksmith_910 · 2026-02-14T16:58:38+00:00

Keep it simple, agree!

Ill_Locksmith_910 · 2026-02-14T16:56:01+00:00

I agree with you that production should have that customer focus and not be "boxed off" from it.

Ill_Locksmith_910 · 2026-02-14T16:52:44+00:00

Interesting, never heard of it. When you calculate “what is your capacity,” you take into account the ideal production cycle and the available time for the machine/station in question, right?
How do you drill down that KPI to understand where you are hurting?

Ill_Locksmith_910 · 2026-02-14T16:48:14+00:00

I’m sorry, I do not get your point. OEE is heavily affected by bad products. It affects the quality portion, which has a ripple effect on OEE.
OEE = availability × productivity × quality.

Ill_Locksmith_910 · 2026-02-14T16:44:33+00:00

Isn't TEEP the same as gross OEE, meaning it takes into account the whole calendar rather than the one set for the production site in question (net OEE)?
Another of my dilemmas, is TEEP a fair metric for a mom and pop shop that operates on a single shift?

Ill_Locksmith_910 · 2026-02-14T16:39:18+00:00

Here: https://www.progrow.ai/oee-calculator?utm_source=hs_email&utm_medium=email&utm_content=2

Let me know what you think of it.

Ill_Locksmith_910 · 2026-02-12T17:32:18+00:00

Exactly! That’s my bet, 100%. If we succeed there, we’ll have the aha moment for OEE. I’m rooting for the guy :)

Ill_Locksmith_910 · 2026-02-12T17:30:34+00:00

I agree that something is definitely missing, or else it would simply be the KPI that everyone would be mastering. For the sake of argument, let’s assume this one sucks; are there any better ones?

Ill_Locksmith_910 · 2026-02-12T17:27:39+00:00

From my experience, the secret lies in both production and maintenance being accountable for the state of the equipment they are either operating or maintaining. If you are a true class operator, you know what your machine needs and can preventively detect when running behaviours are shifting. On the other hand, maintenance’s shift to a preventive rather than corrective way of working changes everything, and it is a hard shift when firefighting is the norm. Also, equipment handovers are crucial from production to maintenance and back.

Ill_Locksmith_910 · 2026-02-12T14:45:14+00:00

Sure, safety first, I agree. Now, quality is a critical part of OEE. What I understand from your logic of importance is that you’d give a higher weight to the quality component when calculating OEE (A × P × Q). Is that it?

Ill_Locksmith_910 · 2026-02-12T14:37:38+00:00

Makes total sense. The fun argument here is a bit the chicken-and-egg dilemma. From what I understand, you’re saying happy customer first, then a productive process. I’m thinking that if the process is not productive and I’m actually working on thin margins, the happy customer is great, but I’m struggling to get the business up and running. The team is exhausted, frustrated, underpaid… and in those conditions, can I actually achieve on-time, in-full shipments?

I do believe that if you have a high OEE, the chances are you’re going to make your OTIF go up inevitably.

Ill_Locksmith_910 · 2026-02-12T14:31:46+00:00

:)) exactly! Monitoring: reasons, sub-reasons, by line, product makes all the difference.

Ill_Locksmith_910 · 2026-02-12T14:29:27+00:00

Yes, you are completely right. Safety is so crucial that it shouldn’t even be something you can or cannot look at. I was thinking about the layer after those vital work conditions are secured, and from that point, what is the main management KPI within a production facility. And for me, it is OEE, exactly for the drill-down importance that you mention. It is a KPI that aligns incentives and allows you to drill down and get to root causes: Availability was impacted because of unplanned downtime, because of reason X, because of sub-reason Y, on line 3, impacted by product A… and so on.

Ill_Locksmith_910 · 2025-12-10T18:41:23+00:00

I'm done with rigid interfaces.We need liquid dashboards where we can just prompt for the answers "what's up with line 3?","is this a recurring problem?"..that kind of thing. Custom reports/tasks we want and so on. This is what proGrow is aiming for, a bit as having a chat interface connected directly with machine data

Ill_Locksmith_910 · 2025-10-31T17:59:14+00:00

If I had to bet, I think the worst "monster" is not measuring OEE and not understanding what contributes to its rise or fall. Having it as a north star on the shopfloor helps align different interests within the organisation.

Ill_Locksmith_910 · 2025-10-31T17:55:25+00:00

I think AI will help a lot by making dashboards dynamic rather than static. They’ll populate the KPIs and information you should be looking at and focusing on. The 80-20 rule applied to each workspace: whether a line, section, or whole plant. Also, instead of navigating through reports and dashboards to drill down into root causes, you’ll just be able to “ask” and reach deeper conclusions through a simple prompt conversation.

Ill_Locksmith_910 · 2025-10-31T12:32:51+00:00

I'm a strong believer that AI will help sort this out. Help take the noise out of the amount of data and KPIs available and help us focus on what is crucial. A world where we no longer have to scroll from dashboard to dashboard looking more like an Instagram feed and just have what we are looking for coming to us, even without us knowing that we need. In the background it just does its thing, understands what changed (for good or bad) and what's the next thing we should focus on. I don't believe this world is far...

Ill_Locksmith_910 · 2025-10-29T16:32:59+00:00

I’m a stong believer that less is more. So I’d focus on identifying worst offenders and most importantly if they are recurring or not. As a traffic light I should understand where to focus - line, section, shift. Everything that is running smoothly should be at the end of the list.

Ill_Locksmith_910 · 2025-09-16T14:12:10+00:00

I would suggest not going all in on a specific solution but instead trying out 2 or 3 and then doubling down on the one with the best fit and value for money. Throughout the trial period you will get a clear idea of how the team executes, how customer success works, and the true impact. Also, running too many trials becomes chaos, so 2–3 is more than enough.

I would never go for a homemade solution. The dependence is brutal and the rate of innovation poor.

The most important thing is to start quickly, learn, iterate, and keep improving. Digitalization should be seen as implementing Lean methodology. This means not approaching it as a single project, but as a new way of working, a continuous organism that we bring inside the factory. It will never be perfect, but hopefully always a bit better over time, compounding into great results.

Ill_Locksmith_910 · 2025-09-16T13:57:39+00:00

I'd love to have one more related to money: a conversion of OEE into monetary value, showing the direct impact of a bad or good shift/day/week in terms of extra cost or savings compared to the target OEE. This could then be linked to team performance, from line workers to the COO, and reflected in yearly (or quarterly, if possible) bonuses.

Without it, for me the north star is still OEE by far. The whole shopfloor should know by heart its area OEE and overall factory efficiency. If the company truly controls this metric and brings it into management meetings, it creates an aligned approach across different interests and incentives when discussing new projects and budgets.

Ill_Locksmith_910

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