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3. (How) can Data Collection become part of the improvement process?

Q: We measure Productivity. Now we start with OEE as easy as possible. How can I arrange that workers are not just filling out files with data. Currently we measure productivity/present time.

Arno Koch •    It is not the data-acquisition that is the most difficult part in OEE. Most OEE implementations fail or show a lack of power because what is (not) done with the acquired data. Or, even worse, the data acquisition process itselves already destroyed the process of involving the people that would have made the difference.

Data Collection involving the shopfloor

If we listen to most software suppliers, one might think it is just a matter of installing that beautiful IT solution, and the world of OEE is bright shining and improvement comes automatically.
Unfortunately this is not how real life with real people works. OEE implementations are hard work, a serious management task, that needs a good deal of understanding in human psychology and skills in changing team dynamics and human behaviour.
So, the first quest you’ll have to face is this one: “HOW is the data-aquisition of my OEE data going to influence WHO in my improvement process, and what will be the CONSEQUENCES.”

Who reports what of OEE, when, why to who?

The next question is: “Who is going to report what information to whom at what moment, resulting in the behaviour needed to realize the desired change” (aha, what was the desired change exactly? Are you sure that’s it?)
If you take those quests really serious, OEE might, just might be your (yours? or whoms?) compass towards the desired (which?) improvement.
Puzzled? Right! That is what OEE should do to achieve its real power!

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