Overall Commissioning Effectiveness: Systematic Identification of Value-added Shares in Material Supply

Abstract

The increase of customized products and the associated decrease in batch size as well as a rising variance of required parts lead to more complex material supply processes. Additionally, the customer places an increasing emphasis on meeting delivery dates as well as on shorter delivery times which both require especially reliable and efficient logistics processes. One approach to increase the efficiency is the transfer of lean thinking to logistics processes, which implies a reduction of waste. Currently, only basic approaches to apply lean production methods to logistics exist. Literature review shows that they are insufficient as they don’t detect reasons for waste systematically and give advices to reduce it. The focus of this article is therefore the development of a tool for quantifying value-added shares in material supply as a main task of logistics. First, it is examined to what extent logistics activities can generally be classified as value-adding. Subsequently, the Overall Equipment Effectiveness (OEE) analysis, which is so far used to evaluate the efficiency of production systems, is transferred to commissioning as one part of the material supply process. The value-added shares of commissioning are identified and reasons for losses are discussed. Finally, a case study in the Process Learning Factory CiP validates the approach. Through the application of this tool, it is possible to identify losses and thus increase the efficiency of logistics processes.

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