This is a translation of Bodo Wiegand’s latest newsletter, about Lean in Germany, followed by my comments:
This week I was with a company that is on its way to implement industry 4.0. All machines were networked. The manager could see from his desk which machines were running and which were not. All data were collected centrally and also shown locally to the machine operator. The trend was easy to see. One third of the machines had a malfunction. With an average OEE of 62%, the machines do not always run.
“As long as we buy new machines, we have to live with this,” was his answer to my question.
But, it was not only the newest, but also the older machines that don’t need to be smeared with oil and dirty, even even while generating chips. Provided on request, the Fire-Fighting-factor reported to us by the maintenance technicians was above 75%. The chief knew exactly: 76.6%. An OEE of 62% and 76.6% Firefighting means in plain language: In this business, there is no stable processes.
But what drives intelligent managers then to link his whole company, only to find that the processes are unstable? With some thought they could have discovered this without networking and invested first in stabilizing the processes. Introducing Industry 4.0 For industry on unstable processes will fail. The crucial question: how I manage to stabilize the processes and avoid unplanned shutdowns?