6Sigma六西格玛精益生产持续改善分析管理常用工具资料 The_Lean_Enterprise_09_Intro_to_TPM_31_pgs(全员设备预防维护)

1、The Lean EnterpriseIntroduction to TPM Total Productive MaintenanceLean FoundationsContinuous Improvement Training Learning ObjectivesLearn the basic philosophy of TPMExplain OEE and how it contributes to a TPM project, explore OEE components; define and calculate OEEList 6 major components of equip

2、ment lossReview and adopt the 7 steps to Autonomous MaintenanceTPM The NeedProcess Industry relies heavily on equipment that is integrated and runs continuouslyWhen down, losses are costlyWith lower inventories, machines need to be reliableMachining and Assembly industries becoming more mechanized t

3、o save manpower and do difficult jobsMore machines to maintainNeed to save energyTPM The PhilosophyTPM aims at using equipment to its maximum and aids in reducing Life Cycle Costs (LCC) In other words - going all out to eliminate the Losses (Waste) caused by the equipmentTPM improves work activities

4、 that deal with Equipment Set-up, Operating parameters, Maintenance, Tear down, Repairs and BreakdownsIt specifically aims at the complete elimination of the six major losses while striving for a goal of zero unscheduled downtimeTPM - The Six Major Losses (Waste)Downtime Losses(1) Equipment failures

5、(2) Set-up and adjustmentsSpeed Losses(3) Idling and minor stoppages(4) Reduced speed (actual operating vs. designed)Defect Losses(5) Defects in process(6) Reduced yield between start of production and stable productionOEE Formulas1. Unexpected Eq. Breakdown2. Set-up & adjustments3. Idling and minor

6、 stoppages4. Reduced speed5. Defects in Process6. Reduced Yield Overall Equip. Effectiveness: Availability example: Efficiency example: Ratio of Quality Products example: Load Down Time Load Time 460 min 60 min 460 The Theoretical Cycle Time x Processed Qty Operating Time 0.5/ unit x 400 units 400 m

7、inutesProcessed Amount Amount of DefectsProcessed Amount 400 8 400 x 100% = 87% x 100% = 50% x 100% = 98% =.87 x .50 x .98 = 46.2 % Loss Measure Formula MetricOEE Pareto Analysis by Loss Category Overall Equipment EffectivenessLoss3 & 446.2 % OEELoss1 & 2Loss5 & 6TPM attacks 6 major “Losses” plus El

8、imination of other Wastes (Mura, Muri, Muda)Operator Time LossesManpower losses due to operation time being done more slowly than standard time (Cycle Time Standard Time)Material LossesLosses in yield due to inherent waste (cut-off stock, set-up pieces, prototype, etc)Energy losses such as electrici

9、ty, gas, and water when machinery is not doing value-added workIdling losses due to inadequate sensors and product buildup on conveyors and chutesBest PracticesWorld-Class Goals (A TPM “Vision”) Before AfterAvailability 87% 90%Performance Efficiency 50% 95%Ratio of Quality (Yield) 98% 99%Overall Eq.

10、 Effectiveness42.6% 85%TPM Operational Goals (Qualitative)Increase number of suggestionsImprove level of teamwork of shop floorImprove cross-functional teamworkEstablish maintenance throughout the total equipment life cyclePeople maintain their own equipmentMachines available for just-in-time (JIT)

11、applicationImprove machine availabilityImprove working environment (6S)Improve Corporate culture and imageImprove Business performanceTPM Operational Goals (Quantitative)Cost ReductionsActual and to be reducedEnergy savingsMaintenanceEquipment EfficienciesZero failures (ultimate goal)MTBF (mean time

12、 between failures)MTTR (mean time between repairs)Idle TimeTPM Operational Goals, cont. (Quantitative)SafetyZero accidentsQualityZero failuresZero complaintsEducationHours of training/ number of sessionsNumber of KAIZEN projectsNumber of SuggestionsTPM Definition of TotalTotal EffectivenessReduction

13、 in losses of all equipment to optimize its effectiveness and improve costsTotal MaintenanceInvolves the whole maintenance system inclusive of equipment manufacturer, equipment engineering, and equipment user to improve maintainability Total ParticipationEveryone has a role to make TPM workManagemen

14、t to set policyMiddle management, staff to support and leadMaintenance to maintain and trainOperators to take on new maintenance challengesTPM Role of Maintenance FunctionProvides technical support for autonomous maintenance done by operatorsRestores deteriorated equipment through checks, inspection

15、s, and overhaulsIdentifies Design weaknesses and improves the equipment to error-free function (via poka-yoke)Improves technical maintenance skills for checks, inspections, and overhaulsTPM Role of Operator FunctionMaintains basic condition (cleaning and lubrication)Maintains proper condition and st

16、andards for equipment usagePartially restores deteriorationBasic skill levels in:Changeover and set-upReduction of minor stoppages and adjustmentsTPM Autonomous MaintenanceDefinition:Operations maintains its own equipmentUtilize 7-step plan* (*Source: Japan Institute of Plant Maintenance)7 Steps to

17、Autonomous MaintenanceStep 1 Initial clean-up (External)“Kick-off” programClosely aligned with 6S (5S + 1)Management and Staff show commitmentClean, Sand and PaintIdentify sources of defects:Gauge hiddenLimit switch buried in debrisCrack in Housing7 Steps to Autonomous MaintenanceStep 2 Stop sources

18、 of defects (External)Ask why ? five timesReplace parts with cracksReplace worn sealsTeach Operators how to modify equipmentConduct Set-up Workshops; Practice Set-upsModify Equipment for easier checking and to eliminate sources for debris and contaminationGuardsChip removalAcrylic covers to see V -

19、belts and moving parts7 Steps to Autonomous MaintenanceStep 3 Standards FormulationStandards for clean-up and checkingWhat equipment should be cleaned and checked?What points should be checked?Who should check?What check sheet should be used?How to react to changes.Standards are to capture what has

20、been learned in steps 1 and 27 Steps to Autonomous MaintenanceStep 4 Overall Checkup (Internal)Leaders (1st line Supervisors) trainedHydraulicsAir PressureElectrical/ ElectronicsLubricationMechanicalOne point lessons developed (Visual Management)Team up Engineers, Maintenance, and OperatorsTear down

21、 equipmentAnalyze defectsPresent findings7 Steps to Autonomous MaintenanceStep 5 Autonomous CheckupDevelop Standards for routine internal checkupHydraulicsAir PressureElectrical/ ElectronicsLubricationMechanicalOperator executes routine checks7 Steps to Autonomous MaintenanceStep 6 Orderliness and T

22、idinessImprove on Supplier ActivitySpare parts supply partnersSpare parts storesSpare parts inventoryImprove on Tool ActivityTool Crib orderlinessTools frequently used at work station (refer to Visual Management/ Visual Control)7 Steps to Autonomous MaintenanceStep 7 “All out” Autonomous ManagementP

23、rocess never endsMetricsAuditsEach process post Result* (actual) against Goal (target)Zero lost time accidentsZero DefectsZero BreakdownsZero set-up time or at least 10 minutesPractice Quick Changeovers/ SMED (see separate module)* Utilize Accountability Meetings (see separate module)TPM Kaizen and

24、Reliability MaintenanceKAIZEN (see separate module)SWAT Team approach to major problems (Focus improvement effort around 6 big Losses)Reduction in Changeover/ Set-up timeRELIABILITYDriven by Pareto Analysis to prioritizeData basedReduction in MTTRIncrease in MTBFReliability MaintenanceMeantime to Fa

25、ilure (Goal is to maximize)Machine BreakdownTool BreakdownPart FailureMeantime to Repair (Goal is to minimize)Diagnose problemCorrect problemSet up Machine to make good partsSpare parts controlAnalyze using Statistical ToolsReliability MeasuresProblem Solving ToolsVibration Analysis ToolsTPM - Relia

26、bility Kaizen Examples1) Tool cutting Tip (Nissan Motors) Life Cycle = 45 piecesKAIZEN #1 Vibrational analysis to optimize rotational speed. Life cycle = 132 pieces.KAIZEN #2 Analysis of wear pattern to optimize tool geometry. Life cycle = 305 pieces.2) Tool cutting (Toyota Motors) Tool expensive an

27、d takes long time to set upKAIZEN #1 Reduced set-up time from 15 minutes to less than 10 seconds.KAIZEN #2 Studied correlation between life of tool and number of cuts between sharpening increase life of tool five-fold.Planned Maintenance Best PracticesMaintenance department primarily responsibleRe-a

28、djustment of Machines to bring back to original stateFeedback information to Maintenance Prevention GroupCollection of Reliability DataMTBFMTTRFinding and coping with chronic defectsMachine accuracy control (calibration)Schedule boards (Visual Management)Control of Spare PartsLubricationVibrational AnalysisMaintenance Prevention Best PracticesNew equipment design integrated w/ New Product Introduction (NPI) effortsInput from Reliability MaintenanceInput from Preventative MaintenanceInput from KA