Calculate Overall Equipment Effectiveness by breaking performance down into Availability, Performance and Quality — so you know exactly where the losses are hiding and how far you are from the world-class 85% benchmark.
Fill in your time, unit, and cycle time values on the left and press Calculate to see your OEE breakdown.
450 min available, 390 min run time, 520 units, 498 good. Enter the lab and break down your OEE into Availability, Performance and Quality.
Use the calculator above to turn shift data into a defensible Overall Equipment Effectiveness score. OEE is the product of three independent factors — Availability, Performance and Quality — and it captures every loss between the planned shift and good units shipped. World-class is 85%, typical industry is around 60%, and the three sub-scores tell you immediately which loss to attack first.
OEE is a single percentage that combines Availability (how often the equipment is running when planned), Performance (how fast it runs compared with ideal) and Quality (how many units pass first time). Multiplied together, the three factors give one figure between 0% and 100% that summarises overall equipment loss.
Availability = Run Time ÷ Planned Production Time. Performance = (Total Units × Ideal Cycle Time) ÷ Run Time. Quality = Good Units ÷ Total Units. OEE = A × P × Q. The denominator is planned time, not calendar time — planned downtime such as breaks and scheduled maintenance is excluded.
A line is planned to run for 480 minutes. Downtime is 60 minutes, so Run Time is 420 minutes — Availability is 420 ÷ 480 = 87.5%. The ideal cycle time is 0.5 minutes per unit and 760 total units were produced, so Performance is (760 × 0.5) ÷ 420 = 90.5%. Of those 760 units, 730 met quality first time, so Quality is 730 ÷ 760 = 96.1%.
OEE = 0.875 × 0.905 × 0.961 = 76.1%. The line is roughly 9 points away from the world-class 85% benchmark. Performance is the weakest of the three factors, so small-stops and slow-running losses are the right place to start.
OEE turns a fog of shift reports into one defensible number. It exposes hidden losses, supports capital business cases, and stops teams arguing about whether the problem is downtime, speed or scrap — the three sub-scores answer that immediately.
Use OEE on tier-one daily boards, weekly reviews, monthly steering meetings, capital justifications, and any external benchmark. It is also the right tool when prioritising which of the Six Big Losses to tackle first on a constraint asset.
Each OEE factor points to a specific toolkit. Low Availability calls for SMED and TPM. Low Performance calls for small-stop analysis and standard work. Low Quality calls for poka-yoke and process-capability analysis.
Find the lowest of Availability, Performance and Quality and reach for the matching toolkit. Validate the ideal cycle time, audit how downtime is recorded, and make sure good-units counting excludes rework. Re-measure after each change so the improvement curve is visible to the team.
Pair the OEE result with structured problem-solving and equipment-loss analysis. The calculator gives the signal; the toolkits below help convert that signal into sustained equipment improvement.
World-class is 85% or above. Average industry OEE is around 60%. Many operations sit in the 40–60% range when measured honestly for the first time. Below 40% indicates major losses across all three factors and a strong business case for an OEE programme.
OEE measures losses against planned production time only. TEEP (Total Effective Equipment Performance) measures against all calendar time, 24/7. TEEP includes the loss of running fewer shifts than the calendar allows, so it is always lower than OEE for the same equipment.
Breakdowns and setup losses (Availability), small stops and slow running (Performance), startup rejects and production rejects (Quality). Each loss maps to one of the three OEE factors and tells you which improvement tool to reach for.
The first honest measurement usually exposes losses previously hidden in operator notebooks, informal restarts, and uncounted scrap. The drop is good news — you cannot improve what you do not see — and is the start of the improvement curve, not a step backwards.
No. Planned downtime (changeovers, planned maintenance, scheduled breaks) is excluded from the OEE denominator, which uses planned production time. Including planned downtime gives TEEP, which is a different (and lower) metric.
Want to understand how OEE fits into a full TPM or Lean improvement programme? The Lean Practitioner course covers this in full.
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