汽车GPS防盗系统和GSM防盗系统有什么区别.ppt

TheLeanEnterprise,IntroductiontoTPMTotalProductiveMaintenance,LeanFoundationsContinuousImprovementTraining,汽车防盗器,LearningObjectives,LearnthebasicphilosophyofTPMExplainOEEandhowitcontributestoaTPMproject,exploreOEEcomponents;defineandcalculateOEEList6majorcomponentsofequipmentlossReviewandadoptthe7stepstoAutonomousMaintenance,TPMTheNeed,ProcessIndustryreliesheavilyonequipmentthatisintegratedandrunscontinuouslyWhendown,lossesarecostlyWithlowerinventories,machinesneedtobereliableMachiningandAssemblyindustriesbecomingmoremechanizedtosavemanpoweranddodifficultjobsMoremachinestomaintainNeedtosaveenergy,TPMThePhilosophy,TPMaimsatusingequipmenttoitsmaximumandaidsinreducingLifeCycleCosts(LCC)Inotherwords-goingallouttoeliminatetheLosses(Waste)causedbytheequipmentTPMimprovesworkactivitiesthatdealwithEquipmentSet-up,Operatingparameters,Maintenance,Teardown,RepairsandBreakdownsItspecificallyaimsatthecompleteeliminationofthesixmajorlosseswhilestrivingforagoalofzerounscheduleddowntime,TPM-TheSixMajorLosses(Waste),DowntimeLosses(1)Equipmentfailures(2)Set-upandadjustmentsSpeedLosses(3)Idlingandminorstoppages(4)Reducedspeed(actualoperatingvs.designed)DefectLosses(5)Defectsinprocess(6)Reducedyieldbetweenstartofproductionandstableproduction,OEEFormulas,1.UnexpectedEq.Breakdown2.Set-upPracticeSet-upsModifyEquipmentforeasiercheckingandtoeliminatesourcesfordebrisandcontaminationGuardsChipremovalAcryliccoverstoseeV-beltsandmovingparts,7StepstoAutonomousMaintenance,Step3StandardsFormulationStandardsforclean-upandcheckingWhatequipmentshouldbecleanedandchecked?Whatpointsshouldbechecked?Whoshouldcheck?Whatchecksheetshouldbeused?Howtoreacttochanges.Standardsaretocapturewhathasbeenlearnedinsteps1and2,7StepstoAutonomousMaintenance,Step4OverallCheckup(Internal)Leaders(1stlineSupervisors)trainedHydraulicsAirPressureElectrical/ElectronicsLubricationMechanicalOnepointlessonsdeveloped(VisualManagement)TeamupEngineers,Maintenance,andOperatorsTeardownequipmentAnalyzedefectsPresentfindings,7StepstoAutonomousMaintenance,Step5AutonomousCheckupDevelopStandardsforroutineinternalcheckupHydraulicsAirPressureElectrical/ElectronicsLubricationMechanicalOperatorexecutesroutinechecks,7StepstoAutonomousMaintenance,Step6OrderlinessandTidinessImproveonSupplierActivitySparepartssupplypartnersSparepartsstoresSparepartsinventoryImproveonToolActivityToolCriborderlinessToolsfrequentlyusedatworkstation(refertoVisualManagement/VisualControl),7StepstoAutonomousMaintenance,Step7“Allout”AutonomousManagementProcessneverendsMetricsAuditsEachprocesspostResult*(actual)againstGoal(target)ZerolosttimeaccidentsZeroDefectsZeroBreakdownsZeroset-uptimeoratleast10minutesPracticeQuickChangeovers/SMED(seeseparatemodule)*UtilizeAccountabilityMeetings(seeseparatemodule),TPMKaizenandReliabilityMaintenance,KAIZEN(seeseparatemodule)SWATTeamapproachtomajorproblems(Focusimprovementeffortaround6bigLosses)ReductioninChangeover/Set-uptimeRELIABILITYDrivenbyParetoAnalysistoprioritizeDatabasedReductioninMTTRIncreaseinMTBF,ReliabilityMaintenance,MeantimetoFailure(Goalistomaximize)MachineBreakdownToolBreakdownPartFailureMeantimetoRepair(Goalistominimize)DiagnoseproblemCorrectproblemSetupMachinetomakegoodpartsSparepartscontrolAnalyzeusingStatisticalToolsReliabilityMeasuresProblemSolvingToolsVibrationAnalysisTools,TPM-ReliabilityKaizenExamples,1)ToolcuttingTip(NissanMotors)LifeCycle=45piecesKAIZEN#1Vibrationalanalysistooptimizerotationalspeed.Lifecycle=132pieces.KAIZEN#2Analysisofwearpatterntooptimizetoolgeometry.Lifecycle=305pieces.2)Toolcutting(ToyotaMotors)ToolexpensiveandtakeslongtimetosetupKAIZEN#1Reducedset-uptimefrom15minutestolessthan10seconds.KAIZEN#2Studiedcorrelationbetweenlifeoftoolandnumberofcutsbetweensharpeningincreaselifeoftoolfive-fold.,PlannedMaintenanceBestPractices,MaintenancedepartmentprimarilyresponsibleRe-adjustmentofMachinestobringbacktooriginalstateFeedbackinformationtoMaintenancePreventionGroupCollectionofReliabilityDataMTBFMTTRFindingandcopingwithchronicdefectsMachineaccuracycontrol(calibration)Scheduleboards(VisualManagement)ControlofSparePartsLubricationVibrationalAnalysis,MaintenancePreventionBestPractices,Newequipmentdesignintegratedw/NewProductIntroduction(NPI)effortsInputfromReliabilityMaintenanceInputfromPreventativeMaintenanceInputfromKAIZENactivitiesLifeCycleCostingDesignreviews(Operators,Supervisors,Engineers)AssemblyatSupplierFinalInspectionatSupplierMaintenanceandOperationsManualpreparationSafetyIssuesvisible,awareandworkedPreventativeMaintenanceScheduleposted,adheredto,TPMSummary,TotalProductiveMaintenanceisabout:improvedequipmentperformanceincreasedequipmentavailabilityincreasedequipmentFPY(firstpassyield)oralsocalledFTT(firsttimethrough)reducedemergencydowntimeincreasedreturnoninvestmentincreasedemployeeskilllevelsincreasedemployeeempowerment,TPMBreakoutActivity,Withasmallgroup,WithregardtoMaintenance-Decideatlea