Benchmarks
Of the time the presses are scheduled to run, the share that comes off as a good, saleable part.
Availability x Performance x Quality
68%
uptime, the weakest of the three
82%
cycle speed vs a fair standard
95%
good parts, first time
TEEP (every clock hour, nights and weekends too)
53% OEE across ~two shifts of the clock
On-time delivery
The share of orders that ship by the date promised. It keeps OEE honest: a press can post a high OEE running long, easy jobs while the orders customers actually want run late.
Scrap rate, by weight
Plastic you buy that never becomes a shipped part, by weight. Resin is the plant’s biggest cost.
Customer reject rate
PPMParts per million reaching the customer defective. Automotive buyers demand under 50, medical under 10.
Machine utilization
Of the press time you could sell, the share actually filled with running work. The gap is hidden capacity you already own, no new press needed.
Mold changeover
Time a press sits stopped while one mold is swapped for the next. The single biggest lever on uptime here, and the same swap can take two to three times longer on a bad day, so the schedule cannot be trusted.
Sales per employee
Yearly sales over headcount. A low number points at pricing and job mix, not the crew.