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By implementation the six sigma. Or west management. Or total quality management I think.
Simply By Eliminating The Big Six Losses , Which Are:
BreakdownsEliminating unplanned Down Time is critical to improving OEE. Other OEE Factors cannot be addressed if the process is down. It is not only important to know how much Down Time your process is experiencing (and when) but also to be able to attribute the lost time to the specific source or reason for the loss (tabulated through Reason Codes). With Down Time and Reason Code data tabulated, Root Cause Analysis is applied starting with the most severe loss categories.
Setup and AdjustmentsSetup and Adjustment time is generally measured as the time between the last good part produced before Setup to the first consistent good parts produced after Setup. This often includes substantial adjustment and/or warm-up time in order to consistently produce parts that meet quality standards.Tracking Setup Time is critical to reducing this loss, together with an active program to reduce this time (such as an SMED – Single Minute Exchange of Dies program).Many companies use creative methods of reducing Setup Time including assembling changeover carts with all tools and supplies necessary for the changeover in one place, pinned or marked settings so that coarse adjustments are no longer necessary, and use of prefabricated setup gauges.
Small Stops and Reduced SpeedSmall Stops and Reduced Speed are the most difficult of the Six Big Losses to monitor and record. Cycle Time Analysis should be utilized to pinpoint these loss types. In most processes recording data for Cycle Time Analysis needs to be automated since cycles are quick and repetitive events that do not leave adequate time for manual data-logging.By comparing all completed cycles to the Ideal Cycle Time and filtering the data through a Small Stop Threshold and Reduced Speed Threshold the errant cycles can be automatically categorized for analysis. The reason for analyzing Small Stops separately from Reduced Speed is that the root causes are typically very different, as can be seen from the Event Examples in the previous table.
Startup Rejects and Production RejectsStartup Rejects and Production Rejects are differentiated, since often the root causes are different between startup and steady-state production. Parts that require rework of any kind should be considered rejects. Tracking when rejects occur during a shift and/or job run can help pinpoint potential causes, and in many cases patterns will be discovered
From www.oee.com
by applying my knoledge,honesty,strength and hard working ...
there is no magical answer for this.
I would say increasing production will distribute the cost over more quantity but you would say increasing the production woulld increase the inventory holding cost.
another answer would be better utilization of resources but that needs to be studied on the production floor.
or may be introducing new technology or better supply chain ...etc
as i said, there is no magical answer, its a case by case answer
By applying (Lean Manufacturing) Procedures.
Production costs consists of Fixed Costs and variable costs. Fixed cost may not play a decisive role in changing the production costs, in normal circumstances. Variable costs: specific variable costs play a vital role in controlling the cost of production.
so :
1. Increase the production.
2. Increase the efficiency by reducing the input costs.
3. Redeifing the production process and redeployment of resources
4. Use of appropriate technology.
5. Implementation of Energy Conserbation techniques.
will help in reducing the production costs.
