There are many reasons why companies lose efficiency. They are often ill-equipped in maintaining a high OEE (Overall Equipment Effectiveness).

Let us try to analyze potential applicable solutions through the industry collaboration platform, Keethings.


Overproduction is the first form of inefficiency. This also leads to another source of waste: inventory excess.

The first step in avoiding excess production is to adopt a pull logic where production is driven by demand. The Kanban system is the most common methodology in achieving such a goal. Keethings digitally implements this via KeeCard.


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Another way to reduce overproduction and enhance OEE is to reduce set up times. This produces small batches that can react quickly to pull system demands. Keethings facilitates this through a digital workflow organization and management system. It uses a virtual work area where the information and status of a process are constantly updated and shared.


Unnecessary movement of site personnel causes delays and waste.

The 5S method is the best solution for optimizing workspace. This method logically orders and organizes the environment. The same model applies to the accessibility and use of information.

Adopt a framework where knowledge is in reach, even through mobile devices. This allows you to find the necessary information when needed without having to move to do so. Keethings' easy mobile usability meets this need.

Unnecessary processes

Any operation that does not add value to the product (in the eyes of the end customer) is a waste. Since this inefficiency is often complex to identify, it is one of the most difficult causes of performance loss to eliminate.

The solution requires collaboration among every business area (development, production, sales, and marketing). Kaizen logic application is also useful for continuous improvement over time, leading to excellent results.

Moreover, simplifying production processes can cut superfluous work that does not generate value. This is why redefining the workflow of a single product can significantly increase the OEE. Tools like Keethings make it possible to apply the new workflow with ease because its digital workflow guides staff in the process.


If supply stock, semi-finished products, or finished products exceed current business needs, then this is wasteful.

A just-in-time (JIT) philosophy can reduce excess inventory. Because of pull logic, stock can be minimized while production efficiency stays the same. Eliminating the “buffer” of semi-finished products between the various production phases is another solution. This comes from an optimized workflow and continuous production flow.

Lastly, it is clear that reducing overproduction, as discussed earlier, eliminates or strongly reduces the need for storing finished products.


Waiting for a semi-finished product from one production phase to another can cause a considerable efficiency drop.

Developing a continuous workflow that minimizes wait times generates the need to set, standardize, and monitor the execution of tasks and processes. Here, Keethings' virtual work area makes it possible to monitor and track the entire production process. Another essential element is represented by guided workflow optimization based on the logic of continuous flow.

Being able to analyze production times in identifying the actual percentage of time spent in production operations can be fundamental in improving OEE. Utilizing and sharing procedures, instructions, and standard deadlines is key to organizational revolution.


Every defective piece is a waste. It must be reworked or, in the worst case, discarded. There are strategies that can reduce such occurrences.

The first is Poka-Yoke, which involves developing procedures and products that are less likely to have defects. With an eye on constant improvement, production analysis can redesign business processes based on data. In turn, each step becomes foolproof. A digital workflow management module then makes it possible to follow procedure, further reducing the risk of errors.

The second strategy promptly identifies anomalies and intervenes as soon as possible. Operators can suspend production in case of problems by following the Jidoka logic. Which situation requires intervention? The factory must be equipped with a smart alarm management system. This immediately alerts the appropriate person of a problem in the factory or with a machine.

An effective alarm system reduces downtime in case of breakdown or allows for immediate intervention in a problem affecting quality parts production.


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