精益管理設(shè)備篇

全面生產(chǎn)維護

(TPM)TPMTPM團隊組織設(shè)備綜合利用率OEETPM活動步驟RD011202TotalProductiveMaintenance(TPM)TPMTPMTeamOrganizationOverallEquipmentEffectivenessTPMPhasesRD0112023精益6

過程改善流程分析控制改進定義選定題目列出客戶從顧客之聲中列出關(guān)建需求定出項目焦點和重要指標(biāo)完成PDF測量繪制業(yè)務(wù)流程圖繪制價值流程圖制定數(shù)據(jù)收集計劃測量系統(tǒng)分析收集數(shù)據(jù)過程能力分析分析提出關(guān)鍵因子區(qū)分關(guān)鍵因子驗證關(guān)鍵因子評枯每個關(guān)鍵因子對結(jié)果的影響量化機會根本原因排序?qū)ふ腋驹蜥槍﹃P(guān)鍵因子改進關(guān)鍵因子確認發(fā)掘潛在的解決方法選擇方案優(yōu)化方案實行方案控制過程變革和控制制定控制計劃計算最終財務(wù)過程指標(biāo)項目過渡給未來項目管理者項目鑒別轉(zhuǎn)化機會測量定義項目編號工具項目定義表凈現(xiàn)值分析內(nèi)部回報率分析折算現(xiàn)金流分析PIP管理過程RACIQuad表過程圖價值分析腦力風(fēng)暴投票歸類法柏拉圖因果圖/魚骨圖FMEA查檢表運行圖控制圖量具R&RCp&Cpk供應(yīng)鏈加速器分析多變動圖i盒狀圖交互作用圖回歸分析ANOVAC&E矩陣圖FMEA腦力風(fēng)暴拉系統(tǒng)減少設(shè)置TPM流程圖標(biāo)桿管理親和圖DOE假設(shè)檢驗力場分析圖樹狀圖甘特圖查檢表運行圖柱狀圖散布圖控制圖柏拉圖互動回顧愚巧法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課程目的學(xué)習(xí)一種方法以便:將作業(yè)流程中的起作用的所有生產(chǎn)要素整合為一個單一綜合的衡量值（OEE）;消除導(dǎo)致設(shè)備故障的因素;使設(shè)備的養(yǎng)護清潔更易達成;用預(yù)測性保養(yǎng)作為一種檢測工具;實施維護審查6LearningObjectivesLearnamethodto:IntegrateoperationalproductivityfactorsapplicableinprocessindustriesinasinglecomprehensivemeasurementEliminatefactorscontributingtoequipmentfailureImproveaccessibilityforcleaningandmaintainingequipmentUsepredictivemaintenanceasadiagnostictoolImplementmaintenanceaudits7個人學(xué)習(xí)意義流程作業(yè)和保養(yǎng)最優(yōu)化一種替代傳統(tǒng)的在故障發(fā)生時檢測并修復(fù)的方法;一種源頭監(jiān)控和校正的先發(fā)系統(tǒng);一種基于對影響過程性能的主要因素其因果系統(tǒng)的理解工作策略;8What’sinItforMe?OptimizedprocessoperationsandmaintenanceAmethodtoreplacethetraditionalapproachofdetectingandcorrectingfaultyconditionsastheyoccurAproactivesystemwhichmonitorsandcorrectscausesAnoperationsstrategybasedonunderstandingthecauseandeffectsystemaffectingthemajorcontributorstoprocessperformance9全面生產(chǎn)維護(TPM)定義:一種用于監(jiān)控操作,設(shè)備保養(yǎng),消除計劃外停機,和提高作業(yè)與保養(yǎng)協(xié)調(diào)程度的常識性方法。10TotalProductiveMaintenance(TPM)TPMDefinitionAcommonsenseapproachtomonitoroperations,maintainequipment,eliminateunscheduleddowntime,andimprovethelevelofcooperationbetweenOperationsandMaintenance.11TPM通過實實施預(yù)預(yù)防實實現(xiàn)設(shè)設(shè)備零零故障障和零零缺陷陷;預(yù)防工工作將將立足足于以以下方方面:維持正正常的的生產(chǎn)產(chǎn)條件件及早發(fā)發(fā)現(xiàn)異異常快速反反應(yīng)12TPMAchievezeroequipmentbreakdownsandzerodefectsthroughpreventionEstablishpreventionbyMaintainingnormalconditionsEarlydetectionofabnormalitiesQuickresponse13傳統(tǒng)的的反應(yīng)應(yīng)式維維護維修部部門––“我們只只管修修理””執(zhí)行所所有的的維修修作業(yè)業(yè)往往是是一旦旦設(shè)備備發(fā)生生故障障充當(dāng)當(dāng)救火火員的的角色色;負責(zé)定定購和和保管管所有有的工工具,備件件等物物資;實施定定期檢檢修生產(chǎn)部部門––”我們們只管管使用用“通常不不作任任何維維護活活動一旦設(shè)備備出現(xiàn)故故障就與與維修部部門聯(lián)系系維修作業(yè)業(yè)中只能能停工;一直用到到壞了為為止14TraditionalApproach““Re-ActiveMaintenance”Maintenance––

“WEFIX””PerformallmaintenanceactivitiesPerform“FireFighting”maintenancewhenamachinebreakdownoccursOrderandadministeralltooling,supplies,etc.PerformPreventiveMaintenanceManufacturing–““WEOPERATE””GenerallydoesnotperformanymaintenanceactivitiesContactsmaintenancewhenamachinebreakdownoccursInactiveduringmaintenanceactivities“Runit'tillitbreaks”15主要概念定期保養(yǎng)是一一種基于時間間長短或使用用狀況對設(shè)備備進行檢修的的方法.在指指定時間或在在使用空檔間間對設(shè)備實施施檢修作業(yè)以以防止設(shè)備發(fā)發(fā)生故障.定期保養(yǎng)計劃劃預(yù)測性保養(yǎng)是是一種基于設(shè)設(shè)備狀態(tài)的維維護方法.根根據(jù)可視信號號或檢測技術(shù)術(shù)的情況來實實施保養(yǎng)以防防止設(shè)備發(fā)生生故障.振動分析激光探測超聲波檢測發(fā)電機測試熱感應(yīng)油況分析預(yù)測性保養(yǎng)定期保養(yǎng)16KeyDefinitionsPreventiveMaintenanceisatimeorusagebasedmethodofmaintainingequipment.Maintenanceactivitiesareperformedonequipmentbasedondefinedtimeand/orusageintervalstopreventequipmentbreakdownsfromoccurring.PMSchedulesPredictiveMaintenanceisasituationbasedmethodofmaintainingequipment.Maintenanceactivitiesareperformedonequipmentbasedonvisiblesignalsordiagnostictechniquestopreventequipmentbreakdownsfromoccurring.VibrationAnalysisLaserMeasuringUltrasoundGeneratorTestingThermographyOilAnalysisPredictiveMaintenancePreventiveMaintenance17現(xiàn)狀分析和團團隊組織評估當(dāng)前的操操作條件:機器利用率,生產(chǎn)率等;維修費用(配件和人工)對實現(xiàn)TPM的各項工作進進行優(yōu)先次序序評估潛在TPM倡導(dǎo)者及團隊隊成員的實力力挑選TPM倡導(dǎo)者及團隊隊成員建立初始的實實施專門小組組確定團隊目標(biāo)標(biāo)18PresentStateAnalysis

andTeamOrganizationAssessCurrentOperatingConditionsMachineutilization,productivity,etc.Maintenancerepaircosts(partsandlabor)PrioritizeorderofTPMeffortsAssesscapabilitiesofpotentialTPMChampionsandTeamMembersSelectTPMChampionandTeamMembersEstablishinitialkick-offworkshopEstablishteamgoal19典型的設(shè)備備評價指標(biāo)標(biāo)利用率:設(shè)備實際運運轉(zhuǎn)時間與與總的可利利用時間的的比率;=實際運行時時間/可運運行時間效率:實實際產(chǎn)量與與標(biāo)準產(chǎn)量量的比率=(實際產(chǎn)量/小時)/(標(biāo)準產(chǎn)產(chǎn)量/小時時)產(chǎn)出:用用一特定時時間段的產(chǎn)產(chǎn)量來衡量量=磅/小時,件數(shù)/小時20TypicalOperationalProcessMeasurementsUtilization:Theratioofequipmentactualoperatingtimetothetotalavailableoperatingtime=ActualOperatingTime/AvailableTimeEfficiency:Theratioofactualproductproducedtoastandard=(ActualParts/Hour)/(StandardPart/Hour)Output:Measureofoutputoveraspecifiedtimeperiod=lbs/hr,pieces/hr21設(shè)備綜合利利用率OEE設(shè)備綜合利利用率（OEE）是衡量一臺臺設(shè)備按計計劃速度生生產(chǎn)出合格格產(chǎn)品的時時間占全部部時間的百百分比.22OverallEquipmentEffectivenessOverallEquipmentEffectiveness(OEE)isthemeasureofthepercentoftimeapieceofequipmentisproducingqualityproductatthedesignedrate.23OEE分解:六大浪費故障及輕微微故障使設(shè)備中斷斷運行的時時間超過10分鐘的的故障或者者中斷時間間少于10分鐘的輕輕微故障.設(shè)置時間浪浪費任何與設(shè)備備調(diào)整,裝裝配,清潔潔相關(guān)的作作業(yè).機器空轉(zhuǎn)浪浪費設(shè)備在運轉(zhuǎn)轉(zhuǎn)卻沒有用來來生產(chǎn)產(chǎn)品品所耗用的時時間.速度浪費由于設(shè)備或或產(chǎn)品的異異常造成設(shè)設(shè)備以低于于標(biāo)準速度度或所設(shè)定定的速度運運轉(zhuǎn).品質(zhì)原因浪浪費為確保設(shè)備備產(chǎn)出品的的品質(zhì)而采采取相關(guān)的的作業(yè)(過過程中檢查查).返工浪費用于返修產(chǎn)產(chǎn)品或生產(chǎn)產(chǎn)出報廢產(chǎn)產(chǎn)品所耗用用的時間.可用水平(AL)運行水平(OL)質(zhì)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)25六大浪費的識識別練習(xí)26SixBigLossesIdentificationExercise27OEE的計算原理承載時間(LT)設(shè)備運轉(zhuǎn)總的的可利用時間間=40hrs可用水平(AL)運行水平(OL)質(zhì)量水平(QL)OEE73%x91%x80%26.3-3.1-2.1=80%26.328.9-1.5-1.1=91%28.9質(zhì)量原因機器故障及輕輕微故障,行政事務(wù)/非非作業(yè)時間機器設(shè)置與調(diào)整速度損失機器空轉(zhuǎn)返工及報廢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世界級的OEE性能水平承載時間(LT)同步計劃運運轉(zhuǎn)時間及及生產(chǎn)性防防護時間可用水平平(AL)運行水平平(OL)質(zhì)量水平平(QL)OEE90%x95%x99%質(zhì)量原因機器故障障及輕微故障障,行政事務(wù)務(wù)/非作業(yè)時時間機器設(shè)置置與調(diào)整速度損失機器空轉(zhuǎn)返工及報廢OEE=85%是世界級級的性能能水平AL始終保持持在90%以以上OL維持在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使設(shè)設(shè)備備恢恢復(fù)復(fù)到到可可靠靠狀狀態(tài)態(tài)消除除故故障障開發(fā)發(fā)PM維護護保保養(yǎng)養(yǎng)資資料料庫庫消除除缺缺陷陷階段段I階段段II階段段III階段段IVTPM階段段32ReturnEquipmenttoReliableConditionEliminateBreakdownsDevelopPMInformationDatabaseEliminateDefectsPHASEIPHASEIIPHASEIIIPHASEIVTPMPhases33六大團團隊活活動1.通通過過小規(guī)規(guī)模的的小組組活動動來提提高機機器的的正常常運行行時間間,消消除造造成停停工的的主要要根源源:機器的的啟動動損失失機器的的故障障損失失待料損損失和和生產(chǎn)產(chǎn)安排排不當(dāng)當(dāng)帶來來的停停機損損失2.使操作作員熟熟練地地參與與如潤潤滑,清潔潔,故故障障檢驗驗等基基本的的保養(yǎng)養(yǎng)維護護.34SixTeamActivities1.Usesmallgroupactivitiestoimprovemachineuptimebyeliminatingthemajorsourcesofdowntime.StartupLossesBreakdownLossesMaterialandSchedulingLosses2.Involvethemachineoperatorsaswellasskilledtradesinbasicpreventativemaintenancesuchaslubrication,cleaning,andinspectionfordefects.35六大團團隊活活動(續(xù)上頁頁)3.使使用用諸如如振動動分析析類的的預(yù)測測工具具擯棄棄過去去那種種反應(yīng)應(yīng)式的的維護護模式式4.增強對對設(shè)備備的認認知和和了解解以提提高生生產(chǎn)效效能,減少少停工工時間間;5.使供應(yīng)應(yīng)管理理和生生產(chǎn)調(diào)調(diào)度協(xié)協(xié)同工工作以以確保保持續(xù)續(xù)穩(wěn)定定的原原材料料供應(yīng)應(yīng),避避免停停機待待料;6.規(guī)劃人人員配配備以以確保保瓶頸頸設(shè)備備處的的滿員員運作作36SixTeamActivities(Cont.)3.Utilizepredictivetoolssuchasvibrationanalysistomovepastreactivetypemaintenance4.Increaseawarenessandknowledgeofequipmenttoimproveproductivityandreducedowntime5. WorkwithSupplyManagementandProductionControltoinsureaconstantflowofrawmaterialisavailabletoprecludeidling.6. Developmanningschedulesthatinsurethatbottleneckmachinesarefullystaffed37TPM的益處提升操作員的的參與感使設(shè)備恢復(fù)至至更高的性能能水平發(fā)現(xiàn)并消除早早期的設(shè)備隱隱患減少總的制造造成本減少浪費在保養(yǎng)設(shè)備方方面樹立榮譽譽感促進維護和生生產(chǎn)部門之間間的相互尊重重與合作38BenefitsofTPMPromotesoperatorinvolvementRestoresequipmenttoahigherperformancelevelUncoverandeliminateprematureequipmentfailuresReducetotalmanufacturingcostsReduceswasteBuildsasenseofprideinmaintainingtheequipmentPromotescooperationandrespectbetweenmaintenanceandproduction39職責(zé)范圍精益6Sigma團隊倡導(dǎo)者/發(fā)起起人TPM團隊操作員現(xiàn)場主管維護人員40AreasofResponsibilityLeanSixSigmaTeamChampion/SponsorTPMTeamOperatorSupervisorMaintenance41精益6Sigma團隊的任務(wù)確定一個TPM項目的需求收集有關(guān)維護護成本,延遲遲(時延或操操作延遲,設(shè)設(shè)備利用率以以及質(zhì)量問題題的歷史數(shù)據(jù)據(jù)與操作員進行行深入溝通以以了解他們的的期望42LeanSixSigmaTeamRoleDeterminetheneedforaTPMProjectGatherhistoryofmaintenancecost,delay,machineavailability,andqualityproblemsInterviewOperatorstogettheirprospective43現(xiàn)場活動組成TPM團隊負責(zé)設(shè)備維維護的人員員操作員一線管理人人員準備必要的的裝備幫助TPM團隊診斷異異常協(xié)助跨功能能培訓(xùn)收集整理故故障標(biāo)牌的的拷貝并生生成工作明明細表提供人力資資源方面的的支持精益6Sigma團隊的任務(wù)務(wù)44LeanSixSigmaTeamRoleOnflooractivitiesAssembletheTPMTeamMaintenancepersonnelOperatorsFirstlinesupervisionProvidenecessaryequipmentHelpteamdiagnoseabnormalitiesAssistskilledtradesCollectcopiesofdefecttagsandgenerateaworklistProvidepeopleresources45倡導(dǎo)者/發(fā)發(fā)起人的角角色一旦完成現(xiàn)現(xiàn)場工作,接下來將將:形成工作任任務(wù)并跟蹤蹤其完成情情況協(xié)助建立和和引入正確確的定期維維護明細表表協(xié)助維持改改善結(jié)果評估設(shè)備綜綜合利用率率OEE展示TPM的改善的成成就46Champion/SponsorRoleUponCompletionofOnFloorEventGenerateandtrackcompletionofworkordersAssistincreationandpostingofaccuratePeriodicMaintenanceListAssistinsustainingthegainsEvaluateOverallEquipmentEffectivenessDisplayTPMimprovements47現(xiàn)場主管的的角色指導(dǎo)并推廣廣TPM概念監(jiān)控現(xiàn)場的的設(shè)備管理理,保養(yǎng)及及機器清潔潔工作的進進行激發(fā)操作員員的主人翁翁意識對操作員授授權(quán)為TPM活動提供時時間方面的的準備促進生產(chǎn)與與維護雙方方的合作48Supervisor’sRoleCoachandpromoteTPMConceptsMonitorongoinghousekeepingandmachinecleanlinessPromoteOperatorownershipEmpowerOperatorsProvidetimeforTPMactivitiesPromotecooperationbetweenProductionandMaintenance49維護人員的的角色““專業(yè)的管管理者”有計劃的實實施所有的的定期保養(yǎng)養(yǎng)并根據(jù)需需要采取維維修措施;使用振動分分析,磨損損度分析,熱感應(yīng)等等預(yù)測工具具;建立維護設(shè)設(shè)備的保養(yǎng)養(yǎng)記錄與操作員協(xié)協(xié)同工作并并提供技術(shù)術(shù)支持執(zhí)行設(shè)備大大修,綜合合調(diào)試負責(zé)執(zhí)行一一些特殊技技能的任務(wù)務(wù),風(fēng)險安安全性高的的作業(yè)促進TPM50MaintenanceRole““TheSpecializedCaretakers””PerformallplannedpreventativemaintenanceandtakecorrectiveactionasneededUsepredictivetoolssuchasvibrationanalysis,wearparticleanalysis,andthermographyDocumentequipmentmaintenancehistoryCooperatewithOperatorsandprovidetechnicalassistancePerformequipmentoverhaul,complexadjustmentsProvidespecialskilltasks,highsafetyrisktasksPromoteTPM51操作員角色色

“一線線管理者””清潔潔和和缺缺陷陷檢檢查查執(zhí)行行基基本本的的潤潤滑滑,多多點點檢檢測測的的工工作作按照照核核準準清清單單的的項項目目進進行行定定期期保保養(yǎng)養(yǎng)按計計劃劃執(zhí)執(zhí)行行日日常常清清潔潔和和整整理理識別別剛剛剛剛發(fā)發(fā)生生的的設(shè)設(shè)備備異異常常根據(jù)據(jù)需需要要協(xié)協(xié)助助維維護護人人員員進進行行維維修修執(zhí)行行基基本本的的調(diào)調(diào)試試工工作作改善善提提案案促進進TPM52Operator’’sRole““TheFirstLineCaretaker””CleanandinspectfordefectsPerformbasiclubrication,multi-pointinspectionPerformPeriodicMaintenanceperapprovedListPerformroutinecleaningandhousekeepingasscheduledIdentifyequipmentdefectsastheyariseAssistMaintenancewithrepairsuponrequestPerformbasicadjustmentsSuggestimprovementsPromoteTPM53全面生生產(chǎn)維維護的的七大大步驟驟1.完完成成初始始的機機器清清潔和和檢查查2.識識別別機器器的缺缺陷和和泄漏漏并加加以標(biāo)標(biāo)示3.建建立立操作作員及及維護護人員員的定定期檢檢測的的PM計劃4.指導(dǎo)操操作員員使用用正確確的保保養(yǎng)方方法5.指導(dǎo)維維護人人員使使用正正確的的保養(yǎng)養(yǎng)方法法6.貫徹現(xiàn)現(xiàn)場5S管理和和組織織活動動7.監(jiān)控OEE并鼓勵勵大家家合作作54The7StepsofTotalProductiveMaintenance1.Performinitialmachinecleaningandinspection2.Identifyandtagmachinedefectsandleaks3.DevelopOperatorandMaintenancePM’s4.InstructOperatorsinproperPMtechniques5.InstructMaintenanceStaffinproperPMtechniques6.Implement5SHousekeepingandOrganization7.MonitorOEEandencouragecooperation55TPM安全常常識遵守/使用用停工現(xiàn)現(xiàn)場標(biāo)標(biāo)牌警警示程程序正確的的起重重方法法用電安安全操操作規(guī)規(guī)范勞保裝裝備手套工作鞋鞋護目鏡鏡防塵口口罩耳塞56TPMSafetyHabitsFollow/UseLockoutTagoutProcedureProperLiftingTechniquesElectricalSafetyGuidelinesPersonalProtectiveEquipmentGlovesSafetyShoesGogglesRespiratorsHearingProtection57TPM步驟1初始的的機器器清潔潔和檢檢查目的:識別別需修修理處處并標(biāo)標(biāo)示缺缺陷執(zhí)行:徹底清清潔機機器團團隊所所有成成員參參與并將所所有需需要維維修的的項目目標(biāo)示示并記記錄58TPMStep1InitialMachineInspectionPurpose:ToIdentifyneededrepairsandtagdefectsExecution:Cleanmachinethoroughly––donebyallteammembersTagandrecordallrepairsneededinaprojectnotebook59TPM步驟1““現(xiàn)場場活動””徹底的清清潔工作作包括:清除所有有的碎屑屑及其他他殘余物物徹底地去去除油污污調(diào)節(jié)壓縮縮空氣更換過濾濾器,潤潤滑劑等等潤滑移動動部件及及接頭處處清理不必必要的使使用工具具,五金金器具及及備件等等“你的雙雙手肯定定會臟兮兮兮的!”60TPMStep1

“OnFloorActivities”AThoroughCleaningIncludes:RemovingallchipsandotherdebrisThoroughDegreasingCompressedairforcontrolsChangingfilters,lubricants,etc.LubricatingmovingpartsandjointsRemovingunnecessarytooling,hardware,supplies,etc.“Youhavetogetyourhandsdirty!”61TPM步驟1““現(xiàn)場場活動””維修項標(biāo)標(biāo)示色碼碼標(biāo)簽上須須標(biāo)示的的信息:機器的資資產(chǎn)編號號機器位置置及故障障位置投入使用用的日期期及使用用人機油泄漏—橙橙色冷卻液泄泄漏—綠綠色空氣泄漏漏–黃黃色機器故障障–粉粉紅色色電氣問題題--藍藍色62TPMStep1““OnFloorActivities”RepairTagColorCodesInformationNeededonTagsAssetnumberofmachineLocationandrelativepositionofdefectonmachineNameoforiginatoranddateOilLeaks-OrangeCoolantLeaks-GreenAirLeaks-YellowMachineDefects-PinkElectricalProblems-Blue63關(guān)注TPM清潔效果降降低停機時時間>70%之前–砂砂粒及碎屑很很嚴重?zé)o法調(diào)試運行速度降低低故障接連發(fā)生生之后–跨跨功能工作的的成果更換缺損的零零部件調(diào)試校校正恢復(fù)至至設(shè)計計速度度且保保持品品質(zhì)64FocusedTPMCleaningEffortReducedDowntimeby>70%Before––SevereGritandChipsOutofadjustmentsRunningatreducedspeedsConstantbreakdownsAfter––Cross-functionalEffortReplacedbrokenandmissingpartsCorrectedtheadjustmentReturnedtodesignedspeedwithoutincurringscrap65TPM步驟2修復(fù)機器器的缺漏漏目的:修修復(fù)在步步驟1中中找到的的缺漏項項目注意事項項:倡導(dǎo)者/發(fā)起人人需確保保標(biāo)示出出的問題題得到修修復(fù)實際的修修復(fù)工作作不必一一定由團團隊成員員來做;生產(chǎn)主管管須確保保機器能能夠使用用66TPMStep2RepairmachinedefectsandleaksPurpose:TorepairitemsfoundinStep1Considerations:Champion/SponsorinsurestaggedproblemsarerepairedActualrepairsdonothavetobedonebyteammembersProductionSupervisorhastomakemachineavailable67TPM步驟2消除故障障因素固定并擰擰緊所有有的扣件件,接頭頭,螺釘釘及螺母母替換任何何缺損的的部件替換任何何損壞,磨損及及規(guī)格不不符的零零部件解決所有有的滲漏漏,溢出出,噴濺濺,噪雜雜等問題題提高如下下環(huán)節(jié)的的可操作作性:清潔潤滑調(diào)試檢查/測測試68TPMStep2Eliminatefactorscontributingtofailure:Secureandtightenallfasteners,fittings,boltsandscrewsReplaceanymissingpartsReplaceanydamaged,wornorwrongsizepartsResolveallcausesofleaks,spillage,sprayandsplatterImproveaccessibilityinordertoaccomplish:CleaningLubricatingAdjustingChecking/inspecting69TPM步驟3建立操作作員和維維護人員員合作的的PM計劃確保發(fā)出出完善的的定期檢檢測的查查檢表目的:注意事項項:由TPM項目小組組建立PM計劃誰來執(zhí)行行任務(wù)任務(wù)執(zhí)行行的頻率率(例例如每天天,每周周等)70TPMStep3DevelopOperatorPM’sandMaintenancePM’sPurpose:ToinsureadequatepreventativemaintenancechecklistsarepostedConsiderations:TPMProjectTeamtodevelopPM’sWhoistoperformtasksFrequencyoftasks(i.e.,daily,weekly,etc.)71TPM步驟4由操作員執(zhí)執(zhí)行的PM作業(yè)目的:盡早早發(fā)現(xiàn)問題題,準備周周期保養(yǎng),遵循5S規(guī)程注意事項:操作員負責(zé)責(zé)按照管理理文件執(zhí)行行PM工作;生產(chǎn)主管須須確保PM工作的有效效實施72TPMStep4PMactivityperformedbytheOperatorPurpose:Todetectearlyproblems,providetheserviceinterval,andinsure5SprocedureisfollowedConsiderations:OperatorisresponsibletoperformPM’sasdocumentedProductionSupervisortoinsurePM’sareeffective73TPMTPM使操作員更更加獨立地地自我管理理和控制;操作員時時時關(guān)注小問問題的發(fā)生生就有可能能:迅速地發(fā)現(xiàn)現(xiàn)潛在的問問題修正現(xiàn)有問題題確定狀態(tài)正常常良好地維持設(shè)設(shè)備整體狀況況74TPMTPMmakestheoperatormoreindependentTheoperatorseesthesmallproblemsnowwiththepossibilityof:QuicklynotingpotentialproblemsCorrectingthecurrentsituationRecognizingnormalconditionsMaintainingthemachineingoodoverallcondition75自主維護管理理指的是操作員員參與自己所所操作的設(shè)備備的維護作業(yè)業(yè)怎樣使操作員員更加自主,實現(xiàn)自我管管理:利用文件管理理明確維護/生生產(chǎn)作業(yè)的規(guī)規(guī)定明確操作員如如何進行日常常檢測進行基本的操操作,維護及及故障檢測的的培訓(xùn)使日常作業(yè)直直觀,一目了了然明確識別須監(jiān)監(jiān)督管理的項項目76AutonomousMaintenanceReferstoactivitiesinvolvingoperatorsinthemaintenanceoftheirownequipmentHowtomaketheoperatormoreindependent:MakedocumentationavailableDefinemaintenance/manufacturingactivitiesShowoperatorhowtoperformdailychecksTraininbasicoperation,maintenance,anddefectdetectionMakedailyactivitiesvisibleClearlyidentifyitemstosupervise77落實自主維護護管理確定過程實施施中的關(guān)鍵機機器及設(shè)備執(zhí)行初步清潔潔工作清除臟污及污污染源建立清潔和潤潤滑標(biāo)準就設(shè)備的保養(yǎng)養(yǎng)需求對操作作員進行培訓(xùn)訓(xùn)貫徹實施一個個綜合性的維維護系統(tǒng)對保養(yǎng)效果進進行定期審查查78AutonomousMaintenanceImplementationIdentifyprocesscriticalmachineryandequipmentPerforminitialcleaningResolvesourcesofdirtandcontaminationCreatecleaningandlubricationstandardsTrainoperatorsonequipmentmaintenancerequirementsImplementacomprehensivemaintenancesystemEstablishperiodicauditsofmaintenanceeffectiveness79為什么清潔?不恰當(dāng)?shù)那鍧崫嵥鶐淼呢撠撁嬗绊?故障產(chǎn)品缺陷加快設(shè)備磨損損產(chǎn)量降低設(shè)備磨損正常磨損:盡盡管正確操操作仍然會發(fā)發(fā)生加快磨損:由由于誤操作作及疏忽于保保養(yǎng)導(dǎo)致加快快磨損80WhyClean?AdverseeffectsofinadequatecleaningFailureProductdefectsAccelerateddeteriorationThroughputlossEquipmentdeteriorationNormaldeterioration:occursdespitecorrectuseAccelerateddeterioration:quickerdeteriorationoccurringduetomisuseinoperationandneglectofmaintenance81清潔可作為磨磨損檢查清潔可減緩磨磨損速度接觸設(shè)備可發(fā)發(fā)現(xiàn)異常情況況采取保養(yǎng)措施施可延長使用用壽命,避除除故障82CleaningasDetectionofDeteriorationCleaningreducesaccelerateddeteriorationPhysicalcontactwithequipmentexposesabnormaloperationconditionsPreventiveactiontakenextendsusefullifeandavoidsbreakdowns83常見的設(shè)備缺缺陷斷線軟管磨破漏油漏氣散熱劑泄漏托架損壞電線裸露多余及廢棄的的器具防護裝置損壞壞或不見84TypicalDefectsFoundBrokenflexWornhosesOilleaksAirLeaksCoolantleaksBrokenBracketsFrayedwiresUnnecessaryandobsoletetoolingDamagedormissingguards85設(shè)備故障專家估計與移移動裝置相關(guān)關(guān)的機器故障障有60%是是由于缺乏或或不適當(dāng)?shù)臐櫇櫥瑢?dǎo)致的;建立設(shè)備故障障資料庫收集并管理故故障資料分析故障趨勢勢及形式定期展開和發(fā)發(fā)布總結(jié)報告告包括用于定期期回顧之用的的會議議程報報告86EquipmentFailuresExpertsestimatethat60%ofmachinebreakdownsassociatedwithmovingpartsareduetolackoforimproperlubricationpractices.EstablishanequipmentfailuredatabaseGatherandmanagefailureinformationAnalyzefortrendsandpatternsDevelopandissueperiodicsummaryreportsIncludereportsasameetingagendaforregularreview87TPM步驟4(續(xù)續(xù)）目視管理張貼設(shè)備潤滑滑工作示意圖圖標(biāo)示油位玻璃璃管的上下線線所有的氣管,水管,油管管及冷卻劑管管區(qū)分標(biāo)示張貼OEE的圖表分析公布本年度截截至目前為止止的保養(yǎng)成本本公布5S審查的得分情情況88TPMStep4（（Con.)VisualsControlsLubricationplacardsinplaceUpperandlowersightglassesinplaceAllair,water,gas,andcoolantlinesarelabeledOEEpostedYTDMaintenancecostsposted5SAuditScoresposted89TPM步驟5由維護人員執(zhí)執(zhí)行的PM作業(yè)目的:預(yù)防機機器故障在發(fā)生故故障之前解決決注意事項:PM作業(yè)內(nèi)容由維維修及生產(chǎn)人人員共同訂立立保全主管須確確保PM作業(yè)的有效性性90TPMStep5PMactivityperformedbyMaintenancePersonnelPurpose:Topreventmachinefailure-fixbeforefailureConsiderations:PM’sarescheduledjointlybyMaintenanceandProductionMaintenanceSupervisortoinsurePM’sareeffective91TPM步驟6貫徹5S現(xiàn)場管理理及組織織體系確保維持持清潔成成果及團團隊執(zhí)行:整理清清理掉掉無用的的及已經(jīng)經(jīng)損壞的的東西整頓要要用用的東西西依規(guī)定定定位,明確標(biāo)標(biāo)示清潔清清除臟臟污,防防止污染染,保持持從上到到下的清清潔標(biāo)準化規(guī)規(guī)范保養(yǎng)養(yǎng)頻次素養(yǎng)長長期改改善,養(yǎng)養(yǎng)成好習(xí)習(xí)慣92TPMStep6Implement5SHousekeepingandOrganizationPurpose:ToensuredsustainedcleanlinessandorganizationExecution:SortRemoveobsoleteandbrokenequipmentSetInOrderEverythinginadesignatedplaceShineToptobottomcleaningStandardizeAllowtimeandmaintainfrequencySustainLongtermimprovement93TPM步驟7監(jiān)控設(shè)備備綜合利利用率OEE,鼓勵合作作目的:不不斷總結(jié)結(jié)并改善善機器的的性能并并加強維維修和生生產(chǎn)部門門的合作作注意事項項:需要定期期進行TPM工作總結(jié)結(jié)追蹤現(xiàn)現(xiàn)行的的活動動進度度狀況況確定下下一個個需改改善的的區(qū)域域需要時時采取取校正正措施施94TPMStep7MonitorOEEandencouragecooperationPurpose:TocontinuouslyreviewandimprovemachineperformanceandcooperationbetweenMaintenanceandProductionConsiderations:HaveregularlyscheduledTPMreviewsTrackprogressofongoingactivitiesIdentifyareasforfutureimprovementsInitiatecorrectiveactionwhenneeded95TPM步驟7TPM衡量指指標(biāo)對任一一過程程,衡衡量指指標(biāo)都都能既既監(jiān)控控過程程性能能又表表現(xiàn)TPM效果設(shè)備的的利用用率(OEE)可用水水平AL作業(yè)水水平OL質(zhì)量水水平QL設(shè)備綜綜合利利用率率OEE故障平平均間間隔時時間(MTBF)維修平平均間間隔時時間(MTTR)96TPMStep7TPMMetricsAswithanyprocess,MetricsareneededtobothmonitorprocessperformanceandunderstandgainsmadefromtheTPMeffortOperationEquipmentEffectiveness(OEE)AvailabilityLevelOperatingLevelQualityLevelOEEMeanTimeBetweenFailure(MTBF)MeanTimeToRepair(MTTR)97知識識獲獲取取重重點點一個個完完善善的的TPM程序序可可以以:加快快對對客客戶戶反反應(yīng)應(yīng)速速度度減少少機機器器停停工工時時間間改善品質(zhì)增強工作安全全性降低成本,提提高利潤建造愉快的工工作氛圍增進合作降低工業(yè)污染染降低庫存水平平98TakeawaysAsolidTPMprogramresultsin:ImprovedresponsetimetocustomerReducedmachinedowntimeImprovedqualityIncreasedjobsafetyReducecostandincreasedprofitsProvidesapleasantworki