精益管理设备篇

全面生产维护

(TPM)TPMTPM团队组织设备综合利用率OEETPM活动步骤RD011202TotalProductiveMaintenance(TPM)TPMTPMTeamOrganizationOverallEquipmentEffectivenessTPMPhasesRD0112023精益6

过程改善流程分析控制改进定义选定题目列出客户从顾客之声中列出关建需求定出项目焦点和重要指标完成PDF测量绘制业务流程图绘制价值流程图制定数据收集计划测量系统分析收集数据过程能力分析分析提出关键因子区分关键因子验证关键因子评枯每个关键因子对结果的影响量化机会根本原因排序寻找根本原因针对关键因子改进关键因子确认发掘潜在的解决方法选择方案优化方案实行方案控制过程变革和控制制定控制计划计算最终财务过程指标项目过渡给未来项目管理者项目鉴别转化机会测量定义项目编号工具项目定义表净现值分析内部回报率分析折算现金流分析PIP管理过程RACIQuad表过程图价值分析脑力风暴投票归类法柏拉图因果图/鱼骨图FMEA查检表运行图控制图量具R&RCp&Cpk供应链加速器分析多变动图i盒状图交互作用图回归分析ANOVAC&E矩阵图FMEA脑力风暴拉系统减少设置TPM流程图标杆管理亲和图DOE假设检验力场分析图树状图甘特图查检表运行图柱状图散布图控制图柏拉图互动回顾愚巧法Revised1-12-024LeanSixSigma

ImprovementProcessRoadMapAnalyzeControlImproveDefineIdentifyProblemDevelopListofCustomersDevelopListofCTQ’sfromVoiceoftheCustomerFinalizeProjectFocus

andKeyMetricsCompletePDFMeasureMapBusinessProcessMapValueStreamDevelopData

CollectionPlanConductMeasurement

SystemAnalysisCollectDataConductProcess

CapabilityAnalysisAnalyzeProposeCriticalX’sPrioritizeCriticalX’sVerifyCriticalX’sEstimatetheImpactofEachXonYQuantifytheOpportunityPrioritizeRootCausesConductRootCause

AnalysisonCriticalX’sImproveCriticalX’sConfirmedDevelopPotentialSolutionsSelectSolutionOptimizeSolutionPilotSolutionControlImplementProcess

ChangesandControlsWriteControlPlanCalculateFinalFinancial/ProcessMetricsTransitionProjecttoFutureOwnersIdentifyProjectTranslationOpportunitiesMeasureDefineProjectIDToolsProjectDefinitionFormNetPresentValueAnalysisInternalRateofReturnAnalysisDiscountedCashFlowAnalysisPIPManagementProcessRACIQuadChartsProcessMappingValueAnalysisBrainstormingMulti-VotingTechniquesParetoChartsC&E/FishboneDiagramsFMEACheckSheetsRunChartsControlChartsGageR&RCp&CpkSupplyChainAcceleratorAnalysisMulti-VariBoxPlotsInteractionPlotsRegressionANOVAC&EMatricesFMEABrainstormingPullSystemsSetupReductionTPMProcessFlowBenchmarkingAffinityDOEHypothesisTestingForceFieldTreeDiagramsGanttChartsCheckSheetsRunChartsHistogramsScatterDiagramsControlChartsParetoChartsInteractiveReviewsPoka-YokeRevised1-12-025课程目的学习一种方法以便:将作业流程中的起作用的所有生产要素整合为一个单一综合的衡量值（OEE）;消除导致设备故障的因素;使设备的养护清洁更易达成;用预测性保养作为一种检测工具;实施维护审查6LearningObjectivesLearnamethodto:IntegrateoperationalproductivityfactorsapplicableinprocessindustriesinasinglecomprehensivemeasurementEliminatefactorscontributingtoequipmentfailureImproveaccessibilityforcleaningandmaintainingequipmentUsepredictivemaintenanceasadiagnostictoolImplementmaintenanceaudits7个人学习意义流程作业和保养最优化一种替代传统的在故障发生时检测并修复的方法;一种源头监控和校正的先发系统;一种基于对影响过程性能的主要因素其因果系统的理解工作策略;8What’sinItforMe?OptimizedprocessoperationsandmaintenanceAmethodtoreplacethetraditionalapproachofdetectingandcorrectingfaultyconditionsastheyoccurAproactivesystemwhichmonitorsandcorrectscausesAnoperationsstrategybasedonunderstandingthecauseandeffectsystemaffectingthemajorcontributorstoprocessperformance9全面生产维护(TPM)定义:一种用于监控操作,设备保养,消除计划外停机,和提高作业与保养协调程度的常识性方法。10TotalProductiveMaintenance(TPM)TPMDefinitionAcommonsenseapproachtomonitoroperations,maintainequipment,eliminateunscheduleddowntime,andimprovethelevelofcooperationbetweenOperationsandMaintenance.11TPM通过实实施预预防实实现设设备零零故障障和零零缺陷陷;预防工工作将将立足足于以以下方方面:维持正正常的的生产产条件件及早发发现异异常快速反反应12TPMAchievezeroequipmentbreakdownsandzerodefectsthroughpreventionEstablishpreventionbyMaintainingnormalconditionsEarlydetectionofabnormalitiesQuickresponse13传统的的反应应式维维护维修部部门––“我们只只管修修理””执行所所有的的维修修作业业往往是是一旦旦设备备发生生故障障充当当救火火员的的角色色;负责定定购和和保管管所有有的工工具,备件件等物物资;实施定定期检检修生产部部门––”我们们只管管使用用“通常不不作任任何维维护活活动一旦设备备出现故故障就与与维修部部门联系系维修作业业中只能能停工;一直用到到坏了为为止14TraditionalApproach““Re-ActiveMaintenance”Maintenance––

“WEFIX””PerformallmaintenanceactivitiesPerform“FireFighting”maintenancewhenamachinebreakdownoccursOrderandadministeralltooling,supplies,etc.PerformPreventiveMaintenanceManufacturing–““WEOPERATE””GenerallydoesnotperformanymaintenanceactivitiesContactsmaintenancewhenamachinebreakdownoccursInactiveduringmaintenanceactivities“Runit'tillitbreaks”15主要概念定期保养是一一种基于时间间长短或使用用状况对设备备进行检修的的方法.在指指定时间或在在使用空档间间对设备实施施检修作业以以防止设备发发生故障.定期保养计划划预测性保养是是一种基于设设备状态的维维护方法.根根据可视信号号或检测技术术的情况来实实施保养以防防止设备发生生故障.振动分析激光探测超声波检测发电机测试热感应油况分析预测性保养定期保养16KeyDefinitionsPreventiveMaintenanceisatimeorusagebasedmethodofmaintainingequipment.Maintenanceactivitiesareperformedonequipmentbasedondefinedtimeand/orusageintervalstopreventequipmentbreakdownsfromoccurring.PMSchedulesPredictiveMaintenanceisasituationbasedmethodofmaintainingequipment.Maintenanceactivitiesareperformedonequipmentbasedonvisiblesignalsordiagnostictechniquestopreventequipmentbreakdownsfromoccurring.VibrationAnalysisLaserMeasuringUltrasoundGeneratorTestingThermographyOilAnalysisPredictiveMaintenancePreventiveMaintenance17现状分析和团团队组织评估当前的操操作条件:机器利用率,生产率等;维修费用(配件和人工)对实现TPM的各项工作进进行优先次序序评估潜在TPM倡导者及团队队成员的实力力挑选TPM倡导者及团队队成员建立初始的实实施专门小组组确定团队目标标18PresentStateAnalysis

andTeamOrganizationAssessCurrentOperatingConditionsMachineutilization,productivity,etc.Maintenancerepaircosts(partsandlabor)PrioritizeorderofTPMeffortsAssesscapabilitiesofpotentialTPMChampionsandTeamMembersSelectTPMChampionandTeamMembersEstablishinitialkick-offworkshopEstablishteamgoal19典型的设备备评价指标标利用率:设备实际运运转时间与与总的可利利用时间的的比率;=实际运行时时间/可运运行时间效率:实实际产量与与标准产量量的比率=(实际产量/小时)/(标准产产量/小时时)产出:用用一特定时时间段的产产量来衡量量=磅/小时,件数/小时20TypicalOperationalProcessMeasurementsUtilization:Theratioofequipmentactualoperatingtimetothetotalavailableoperatingtime=ActualOperatingTime/AvailableTimeEfficiency:Theratioofactualproductproducedtoastandard=(ActualParts/Hour)/(StandardPart/Hour)Output:Measureofoutputoveraspecifiedtimeperiod=lbs/hr,pieces/hr21设备综合利利用率OEE设备综合利利用率（OEE）是衡量一台台设备按计计划速度生生产出合格格产品的时时间占全部部时间的百百分比.22OverallEquipmentEffectivenessOverallEquipmentEffectiveness(OEE)isthemeasureofthepercentoftimeapieceofequipmentisproducingqualityproductatthedesignedrate.23OEE分解:六大浪费故障及轻微微故障使设备中断断运行的时时间超过10分钟的的故障或者者中断时间间少于10分钟的轻轻微故障.设置时间浪浪费任何与设备备调整,装装配,清洁洁相关的作作业.机器空转浪浪费设备在运转转却没有用来来生产产品品所耗用的时时间.速度浪费由于设备或或产品的异异常造成设设备以低于于标准速度度或所设定定的速度运运转.品质原因浪浪费为确保设备备产出品的的品质而采采取相关的的作业(过过程中检查查).返工浪费用于返修产产品或生产产出报废产产品所耗用用的时间.可用水平(AL)运行水平(OL)质量水平(QL)24OEEBreakdown:TheSixBigLossesBreakdownsandMinorStoppagesMalfunctionscausingequipmenttostopprocessinggreaterthan10minutes(breakdowns)orlessthan10minutes(minorstoppages)SetupAnyactivityrelatedtoequipmentchangeover,setup,orcleaning.IdlingTimeequipmentisrunningbutnotproducingproduct.SpeedLossesEquipmentoperatingatlessthanstandardordesignspeedduetoequipment/productabnormalityQualityFactorsActivitiesrelatedtoensuringthequalityoftheproductproducedontheequipment(in-processchecks).ReworkLossesThetimetakentore-processproductortimetaketoproduceun-usableproduct.AvailabilityLevel(AL)OperatingLevel(OL)QualityLevel(QL)25六大浪费的识识别练习26SixBigLossesIdentificationExercise27OEE的计算原理承载时间(LT)设备运转总的的可利用时间间=40hrs可用水平(AL)运行水平(OL)质量水平(QL)OEE73%x91%x80%26.3-3.1-2.1=80%26.328.9-1.5-1.1=91%28.9质量原因机器故障及轻轻微故障,行政事务/非非作业时间机器设置与调整速度损失机器空转返工及报废40-3.1-3.8-4.2=73%40OEE=53%ALHRS=40-3.1-3.8-4.2=28.9hrsOLHRS=28.9-3.1-1.1=26.3hrsQLHRS=26.3-3.1-2.1=21.1hrs28CalculatingOEEElementsLoadingTime(LT)TotalHoursAvailableforEquipmentOperation=40hrsAvailabilityLevel(AL)OperatingLevel(OL)QualityLevel(QL)OEE73%x91%x80%26.3-3.1-2.1=80%26.328.9-1.5-1.1=91%28.9QualityFactorsBreakdownsMinorStops,andAdmin.SetupSpeedLossesIdlingReworkandScrap40-3.1-3.8-4.2=73%40OEE=53%ALHRS=40-3.1-3.8-4.2=28.9hrsOLHRS=28.9-3.1-1.1=26.3hrsQLHRS=26.3-3.1-2.1=21.1hrs29世界级的OEE性能水平承载时间(LT)同步计划运运转时间及及生产性防防护时间可用水平平(AL)运行水平平(OL)质量水平平(QL)OEE90%x95%x99%质量原因机器故障障及轻微故障障,行政事务务/非作业时时间机器设置置与调整速度损失机器空转返工及报废OEE=85%是世界级级的性能能水平AL始终保持持在90%以以上OL维持在95%以上QL不低于99%30WorldClassOEEPerformanceLoadingTime(LT)OperationTimeandPMTimeisscheduledsynchronizingthetwoAvailabilityLevel(AL)OperatingLevel(OL)QualityLevel(QL)OEE90%x95%x99%QualityFactorsBreakdownsMinorStops,andAdmin.SetupSpeedLossesIdlingReworkandScrapOEE=85%isWorldClassPerformanceTheALisconsistentlykeptatorabove90%TheOLismaintainedatorabove95%TheQLisatorabove99%31使设设备备恢恢复复到到可可靠靠状状态态消除除故故障障开发发PM维护护保保养养资资料料库库消除除缺缺陷陷阶段段I阶段段II阶段段III阶段段IVTPM阶段段32ReturnEquipmenttoReliableConditionEliminateBreakdownsDevelopPMInformationDatabaseEliminateDefectsPHASEIPHASEIIPHASEIIIPHASEIVTPMPhases33六大团团队活活动1.通通过过小规规模的的小组组活动动来提提高机机器的的正常常运行行时间间,消消除造造成停停工的的主要要根源源:机器的的启动动损失失机器的的故障障损失失待料损损失和和生产产安排排不当当带来来的停停机损损失2.使操作作员熟熟练地地参与与如润润滑,清洁洁,故故障障检验验等基基本的的保养养维护护.34SixTeamActivities1.Usesmallgroupactivitiestoimprovemachineuptimebyeliminatingthemajorsourcesofdowntime.StartupLossesBreakdownLossesMaterialandSchedulingLosses2.Involvethemachineoperatorsaswellasskilledtradesinbasicpreventativemaintenancesuchaslubrication,cleaning,andinspectionfordefects.35六大团团队活活动(续上页页)3.使使用用诸如如振动动分析析类的的预测测工具具摈弃弃过去去那种种反应应式的的维护护模式式4.增强对对设备备的认认知和和了解解以提提高生生产效效能,减少少停工工时间间;5.使供应应管理理和生生产调调度协协同工工作以以确保保持续续稳定定的原原材料料供应应,避避免停停机待待料;6.规划人人员配配备以以确保保瓶颈颈设备备处的的满员员运作作36SixTeamActivities(Cont.)3.Utilizepredictivetoolssuchasvibrationanalysistomovepastreactivetypemaintenance4.Increaseawarenessandknowledgeofequipmenttoimproveproductivityandreducedowntime5. WorkwithSupplyManagementandProductionControltoinsureaconstantflowofrawmaterialisavailabletoprecludeidling.6. Developmanningschedulesthatinsurethatbottleneckmachinesarefullystaffed37TPM的益处提升操作员的的参与感使设备恢复至至更高的性能能水平发现并消除早早期的设备隐隐患减少总的制造造成本减少浪费在保养设备方方面树立荣誉誉感促进维护和生生产部门之间间的相互尊重重与合作38BenefitsofTPMPromotesoperatorinvolvementRestoresequipmenttoahigherperformancelevelUncoverandeliminateprematureequipmentfailuresReducetotalmanufacturingcostsReduceswasteBuildsasenseofprideinmaintainingtheequipmentPromotescooperationandrespectbetweenmaintenanceandproduction39职责范围精益6Sigma团队倡导者/发起起人TPM团队操作员现场主管维护人员40AreasofResponsibilityLeanSixSigmaTeamChampion/SponsorTPMTeamOperatorSupervisorMaintenance41精益6Sigma团队的任务确定一个TPM项目的需求收集有关维护护成本,延迟迟(时延或操操作延迟,设设备利用率以以及质量问题题的历史数据据与操作员进行行深入沟通以以了解他们的的期望42LeanSixSigmaTeamRoleDeterminetheneedforaTPMProjectGatherhistoryofmaintenancecost,delay,machineavailability,andqualityproblemsInterviewOperatorstogettheirprospective43现场活动组成TPM团队负责设备维维护的人员员操作员一线管理人人员准备必要的的装备帮助TPM团队诊断异异常协助跨功能能培训收集整理故故障标牌的的拷贝并生生成工作明明细表提供人力资资源方面的的支持精益6Sigma团队的任务务44LeanSixSigmaTeamRoleOnflooractivitiesAssembletheTPMTeamMaintenancepersonnelOperatorsFirstlinesupervisionProvidenecessaryequipmentHelpteamdiagnoseabnormalitiesAssistskilledtradesCollectcopiesofdefecttagsandgenerateaworklistProvidepeopleresources45倡导者/发发起人的角角色一旦完成现现场工作,接下来将将:形成工作任任务并跟踪踪其完成情情况协助建立和和引入正确确的定期维维护明细表表协助维持改改善结果评估设备综综合利用率率OEE展示TPM的改善的成成就46Champion/SponsorRoleUponCompletionofOnFloorEventGenerateandtrackcompletionofworkordersAssistincreationandpostingofaccuratePeriodicMaintenanceListAssistinsustainingthegainsEvaluateOverallEquipmentEffectivenessDisplayTPMimprovements47现场主管的的角色指导并推广广TPM概念监控现场的的设备管理理,保养及及机器清洁洁工作的进进行激发操作员员的主人翁翁意识对操作员授授权为TPM活动提供时时间方面的的准备促进生产与与维护双方方的合作48Supervisor’sRoleCoachandpromoteTPMConceptsMonitorongoinghousekeepingandmachinecleanlinessPromoteOperatorownershipEmpowerOperatorsProvidetimeforTPMactivitiesPromotecooperationbetweenProductionandMaintenance49维护人员的的角色““专业的管管理者”有计划的实实施所有的的定期保养养并根据需需要采取维维修措施;使用振动分分析,磨损损度分析,热感应等等预测工具具;建立维护设设备的保养养记录与操作员协协同工作并并提供技术术支持执行设备大大修,综合合调试负责执行一一些特殊技技能的任务务,风险安安全性高的的作业促进TPM50MaintenanceRole““TheSpecializedCaretakers””PerformallplannedpreventativemaintenanceandtakecorrectiveactionasneededUsepredictivetoolssuchasvibrationanalysis,wearparticleanalysis,andthermographyDocumentequipmentmaintenancehistoryCooperatewithOperatorsandprovidetechnicalassistancePerformequipmentoverhaul,complexadjustmentsProvidespecialskilltasks,highsafetyrisktasksPromoteTPM51操作员角色色

“一线线管理者””清洁洁和和缺缺陷陷检检查查执行行基基本本的的润润滑滑,多多点点检检测测的的工工作作按照照核核准准清清单单的的项项目目进进行行定定期期保保养养按计计划划执执行行日日常常清清洁洁和和整整理理识别别刚刚刚刚发发生生的的设设备备异异常常根据据需需要要协协助助维维护护人人员员进进行行维维修修执行行基基本本的的调调试试工工作作改善善提提案案促进进TPM52Operator’’sRole““TheFirstLineCaretaker””CleanandinspectfordefectsPerformbasiclubrication,multi-pointinspectionPerformPeriodicMaintenanceperapprovedListPerformroutinecleaningandhousekeepingasscheduledIdentifyequipmentdefectsastheyariseAssistMaintenancewithrepairsuponrequestPerformbasicadjustmentsSuggestimprovementsPromoteTPM53全面生生产维维护的的七大大步骤骤1.完完成成初始始的机机器清清洁和和检查查2.识识别别机器器的缺缺陷和和泄漏漏并加加以标标示3.建建立立操作作员及及维护护人员员的定定期检检测的的PM计划4.指导操操作员员使用用正确确的保保养方方法5.指导维维护人人员使使用正正确的的保养养方法法6.贯彻现现场5S管理和和组织织活动动7.监控OEE并鼓励励大家家合作作54The7StepsofTotalProductiveMaintenance1.Performinitialmachinecleaningandinspection2.Identifyandtagmachinedefectsandleaks3.DevelopOperatorandMaintenancePM’s4.InstructOperatorsinproperPMtechniques5.InstructMaintenanceStaffinproperPMtechniques6.Implement5SHousekeepingandOrganization7.MonitorOEEandencouragecooperation55TPM安全常常识遵守/使用用停工现现场标标牌警警示程程序正确的的起重重方法法用电安安全操操作规规范劳保装装备手套工作鞋鞋护目镜镜防尘口口罩耳塞56TPMSafetyHabitsFollow/UseLockoutTagoutProcedureProperLiftingTechniquesElectricalSafetyGuidelinesPersonalProtectiveEquipmentGlovesSafetyShoesGogglesRespiratorsHearingProtection57TPM步骤1初始的的机器器清洁洁和检检查目的:识别别需修修理处处并标标示缺缺陷执行:彻底清清洁机机器团团队所所有成成员参参与并将所所有需需要维维修的的项目目标示示并记记录58TPMStep1InitialMachineInspectionPurpose:ToIdentifyneededrepairsandtagdefectsExecution:Cleanmachinethoroughly––donebyallteammembersTagandrecordallrepairsneededinaprojectnotebook59TPM步骤1““现场场活动””彻底的清清洁工作作包括:清除所有有的碎屑屑及其他他残余物物彻底地去去除油污污调节压缩缩空气更换过滤滤器,润润滑剂等等润滑移动动部件及及接头处处清理不必必要的使使用工具具,五金金器具及及备件等等“你的双双手肯定定会脏兮兮兮的!”60TPMStep1

“OnFloorActivities”AThoroughCleaningIncludes:RemovingallchipsandotherdebrisThoroughDegreasingCompressedairforcontrolsChangingfilters,lubricants,etc.LubricatingmovingpartsandjointsRemovingunnecessarytooling,hardware,supplies,etc.“Youhavetogetyourhandsdirty!”61TPM步骤1““现场场活动””维修项标标示色码码标签上须须标示的的信息:机器的资资产编号号机器位置置及故障障位置投入使用用的日期期及使用用人机油泄漏—橙橙色冷却液泄泄漏—绿绿色空气泄漏漏–黄黄色机器故障障–粉粉红色色电气问题题--蓝蓝色62TPMStep1““OnFloorActivities”RepairTagColorCodesInformationNeededonTagsAssetnumberofmachineLocationandrelativepositionofdefectonmachineNameoforiginatoranddateOilLeaks-OrangeCoolantLeaks-GreenAirLeaks-YellowMachineDefects-PinkElectricalProblems-Blue63关注TPM清洁效果降降低停机时时间>70%之前–砂砂粒及碎屑很很严重无法调试运行速度降低低故障接连发生生之后–跨跨功能工作的的成果更换缺损的零零部件调试校校正恢复至至设计计速度度且保保持品品质64FocusedTPMCleaningEffortReducedDowntimeby>70%Before––SevereGritandChipsOutofadjustmentsRunningatreducedspeedsConstantbreakdownsAfter––Cross-functionalEffortReplacedbrokenandmissingpartsCorrectedtheadjustmentReturnedtodesignedspeedwithoutincurringscrap65TPM步骤2修复机器器的缺漏漏目的:修修复在步步骤1中中找到的的缺漏项项目注意事项项:倡导者/发起人人需确保保标示出出的问题题得到修修复实际的修修复工作作不必一一定由团团队成员员来做;生产主管管须确保保机器能能够使用用66TPMStep2RepairmachinedefectsandleaksPurpose:TorepairitemsfoundinStep1Considerations:Champion/SponsorinsurestaggedproblemsarerepairedActualrepairsdonothavetobedonebyteammembersProductionSupervisorhastomakemachineavailable67TPM步骤2消除故障障因素固定并拧拧紧所有有的扣件件,接头头,螺钉钉及螺母母替换任何何缺损的的部件替换任何何损坏,磨损及及规格不不符的零零部件解决所有有的渗漏漏,溢出出,喷溅溅,噪杂杂等问题题提高如下下环节的的可操作作性:清洁润滑调试检查/测测试68TPMStep2Eliminatefactorscontributingtofailure:Secureandtightenallfasteners,fittings,boltsandscrewsReplaceanymissingpartsReplaceanydamaged,wornorwrongsizepartsResolveallcausesofleaks,spillage,sprayandsplatterImproveaccessibilityinordertoaccomplish:CleaningLubricatingAdjustingChecking/inspecting69TPM步骤3建立操作作员和维维护人员员合作的的PM计划确保发出出完善的的定期检检测的查查检表目的:注意事项项:由TPM项目小组组建立PM计划谁来执行行任务任务执行行的频率率(例例如每天天,每周周等)70TPMStep3DevelopOperatorPM’sandMaintenancePM’sPurpose:ToinsureadequatepreventativemaintenancechecklistsarepostedConsiderations:TPMProjectTeamtodevelopPM’sWhoistoperformtasksFrequencyoftasks(i.e.,daily,weekly,etc.)71TPM步骤4由操作员执执行的PM作业目的:尽早早发现问题题,准备周周期保养,遵循5S规程注意事项:操作员负责责按照管理理文件执行行PM工作;生产主管须须确保PM工作的有效效实施72TPMStep4PMactivityperformedbytheOperatorPurpose:Todetectearlyproblems,providetheserviceinterval,andinsure5SprocedureisfollowedConsiderations:OperatorisresponsibletoperformPM’sasdocumentedProductionSupervisortoinsurePM’sareeffective73TPMTPM使操作员更更加独立地地自我管理理和控制;操作员时时时关注小问问题的发生生就有可能能:迅速地发现现潜在的问问题修正现有问题题确定状态正常常良好地维持设设备整体状况况74TPMTPMmakestheoperatormoreindependentTheoperatorseesthesmallproblemsnowwiththepossibilityof:QuicklynotingpotentialproblemsCorrectingthecurrentsituationRecognizingnormalconditionsMaintainingthemachineingoodoverallcondition75自主维护管理理指的是操作员员参与自己所所操作的设备备的维护作业业怎样使操作员员更加自主,实现自我管管理:利用文件管理理明确维护/生生产作业的规规定明确操作员如如何进行日常常检测进行基本的操操作,维护及及故障检测的的培训使日常作业直直观,一目了了然明确识别须监监督管理的项项目76AutonomousMaintenanceReferstoactivitiesinvolvingoperatorsinthemaintenanceoftheirownequipmentHowtomaketheoperatormoreindependent:MakedocumentationavailableDefinemaintenance/manufacturingactivitiesShowoperatorhowtoperformdailychecksTraininbasicoperation,maintenance,anddefectdetectionMakedailyactivitiesvisibleClearlyidentifyitemstosupervise77落实自主维护护管理确定过程实施施中的关键机机器及设备执行初步清洁洁工作清除脏污及污污染源建立清洁和润润滑标准就设备的保养养需求对操作作员进行培训训贯彻实施一个个综合性的维维护系统对保养效果进进行定期审查查78AutonomousMaintenanceImplementationIdentifyprocesscriticalmachineryandequipmentPerforminitialcleaningResolvesourcesofdirtandcontaminationCreatecleaningandlubricationstandardsTrainoperatorsonequipmentmaintenancerequirementsImplementacomprehensivemaintenancesystemEstablishperiodicauditsofmaintenanceeffectiveness79为什么清洁?不恰当的清洁洁所带来的负负面影响:故障产品缺陷加快设备磨损损产量降低设备磨损正常磨损:尽尽管正确操操作仍然会发发生加快磨损:由由于误操作作及疏忽于保保养导致加快快磨损80WhyClean?AdverseeffectsofinadequatecleaningFailureProductdefectsAccelerateddeteriorationThroughputlossEquipmentdeteriorationNormaldeterioration:occursdespitecorrectuseAccelerateddeterioration:quickerdeteriorationoccurringduetomisuseinoperationandneglectofmaintenance81清洁可作为磨磨损检查清洁可减缓磨磨损速度接触设备可发发现异常情况况采取保养措施施可延长使用用寿命,避除除故障82CleaningasDetectionofDeteriorationCleaningreducesaccelerateddeteriorationPhysicalcontactwithequipmentexposesabnormaloperationconditionsPreventiveactiontakenextendsusefullifeandavoidsbreakdowns83常见的设备缺缺陷断线软管磨破漏油漏气散热剂泄漏托架损坏电线裸露多余及废弃的的器具防护装置损坏坏或不见84TypicalDefectsFoundBrokenflexWornhosesOilleaksAirLeaksCoolantleaksBrokenBracketsFrayedwiresUnnecessaryandobsoletetoolingDamagedormissingguards85设备故障专家估计与移移动装置相关关的机器故障障有60%是是由于缺乏或或不适当的润润滑导致的;建立设备故障障资料库收集并管理故故障资料分析故障趋势势及形式定期展开和发发布总结报告告包括用于定期期回顾之用的的会议议程报报告86EquipmentFailuresExpertsestimatethat60%ofmachinebreakdownsassociatedwithmovingpartsareduetolackoforimproperlubricationpractices.EstablishanequipmentfailuredatabaseGatherandmanagefailureinformationAnalyzefortrendsandpatternsDevelopandissueperiodicsummaryreportsIncludereportsasameetingagendaforregularreview87TPM步骤4(续续）目视管理张贴设备润滑滑工作示意图图标示油位玻璃璃管的上下线线所有的气管,水管,油管管及冷却剂管管区分标示张贴OEE的图表分析公布本年度截截至目前为止止的保养成本本公布5S审查的得分情情况88TPMStep4（（Con.)VisualsControlsLubricationplacardsinplaceUpperandlowersightglassesinplaceAllair,water,gas,andcoolantlinesarelabeledOEEpostedYTDMaintenancecostsposted5SAuditScoresposted89TPM步骤5由维护人员执执行的PM作业目的:预防机机器故障在发生故故障之前解决决注意事项:PM作业内容由维维修及生产人人员共同订立立保全主管须确确保PM作业的有效性性90TPMStep5PMactivityperformedbyMaintenancePersonnelPurpose:Topreventmachinefailure-fixbeforefailureConsiderations:PM’sarescheduledjointlybyMaintenanceandProductionMaintenanceSupervisortoinsurePM’sareeffective91TPM步骤6贯彻5S现场管理理及组织织体系确保维持持清洁成成果及团团队执行:整理清清理掉掉无用的的及已经经损坏的的东西整顿要要用用的东西西依规定定定位,明确标标示清洁清清除脏脏污,防防止污染染,保持持从上到到下的清清洁标准化规规范保养养频次素养长长期改改善,养养成好习习惯92TPMStep6Implement5SHousekeepingandOrganizationPurpose:ToensuredsustainedcleanlinessandorganizationExecution:SortRemoveobsoleteandbrokenequipmentSetInOrderEverythinginadesignatedplaceShineToptobottomcleaningStandardizeAllowtimeandmaintainfrequencySustainLongtermimprovement93TPM步骤7监控设备备综合利利用率OEE,鼓励合作作目的:不不断总结结并改善善机器的的性能并并加强维维修和生生产部门门的合作作注意事项项:需要定期期进行TPM工作总结结追踪现现行的的活动动进度度状况况确定下下一个个需改改善的的区域域需要时时采取取校正正措施施94TPMStep7MonitorOEEandencouragecooperationPurpose:TocontinuouslyreviewandimprovemachineperformanceandcooperationbetweenMaintenanceandProductionConsiderations:HaveregularlyscheduledTPMreviewsTrackprogressofongoingactivitiesIdentifyareasforfutureimprovementsInitiatecorrectiveactionwhenneeded95TPM步骤7TPM衡量指指标对任一一过程程,衡衡量指指标都都能既既监控控过程程性能能又表表现TPM效果设备的的利用用率(OEE)可用水水平AL作业水水平OL质量水水平QL设备综综合利利用率率OEE故障平平均间间隔时时间(MTBF)维修平平均间间隔时时间(MTTR)96TPMStep7TPMMetricsAswithanyprocess,MetricsareneededtobothmonitorprocessperformanceandunderstandgainsmadefromtheTPMeffortOperationEquipmentEffectiveness(OEE)AvailabilityLevelOperatingLevelQualityLevelOEEMeanTimeBetweenFailure(MTBF)MeanTimeToRepair(MTTR)97知识识获获取取重重点点一个个完完善善的的TPM程序序可可以以:加快快对对客客户户反反应应速速度度减少少机机器器停停工工时时间间改善品质增强工作安全全性降低成本,提提高利润建造愉快的工工作氛围增进合作降低工业污染染降低库存水平平98TakeawaysAsolidTPMprogramresultsin:ImprovedresponsetimetocustomerReducedmachinedowntimeImprovedqualityIncreasedjobsafetyReducecostandincreasedprofitsProvidesapleasantworki