全面生产维护 ( TPM)

Measure

Analyze

Control

Improve

Lean Six Sigma

全面生产维护 (TPM)

TPM TPM 团队组织设备综合利用率 OEE TPM 活动步骤

RD011202

Measure

Analyze

Control

Improve

Lean Six Sigma

Total Productive Maintenance (TPM)

TPM TPM Team Organization Overall Equipment

Effectiveness TPM Phases

RD011202

Total Productive Maintenance (TPM) 3

Control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• RACI• Quad 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&R

• Cp & 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• ANOVA• C&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

Revised 1-12-02


ControlLean Six Sigma Improvement Process Road Map

Analyze ControlImprove

Define• Identify Problem• Develop List of

Customers• Develop List of CTQ’s

from Voice of the Customer

• Finalize Project Focus and Key Metrics

• Complete PDF

Measure• Map Business Process• Map Value Stream• Develop Data

Collection Plan• Conduct Measurement

System Analysis• Collect Data• Conduct Process

Capability Analysis

Analyze• Propose Critical X’s• Prioritize Critical X’s• Verify Critical X’s• Estimate the Impact of

Each X on Y• Quantify the

Opportunity• Prioritize Root Causes• Conduct Root Cause

Analysis on Critical X’s

Improve• Critical X’s Confirmed• Develop Potential

Solutions• Select Solution• Optimize Solution• Pilot Solution

Control• Implement Process

Changes and Controls • Write Control Plan• Calculate Final

Financial/• Process Metrics• Transition Project to

Future Owners• Identify Project • Translation

Opportunities

MeasureDefine

• Project ID Tools• Project Definition Form• Net Present Value

Analysis • Internal Rate of Return

Analysis • Discounted Cash Flow

Analysis • PIP Management

Process• RACI• Quad Charts

• Process Mapping• Value Analysis• Brainstorming• Multi-Voting

Techniques• Pareto Charts• C&E/Fishbone

Diagrams• FMEA• Check Sheets• Run Charts• Control Charts• Gage R&R

• Cp & Cpk

• SupplyChainAccelerator Analysis

• Multi-Vari• Box Plots• Interaction Plots• Regression• ANOVA• C&E Matrices• FMEA

• Brainstorming• Pull Systems• Setup Reduction• TPM• Process Flow• Benchmarking• Affinity• DOE • Hypothesis Testing• Force Field• Tree Diagrams• Gantt Charts

• Check Sheets• Run Charts• Histograms• Scatter Diagrams• Control Charts• Pareto Charts• Interactive Reviews• Poka-Yoke

Revised 1-12-02


Control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


ControlLearning Objectives

Learn a method to: Integrate operational productivity factors applicable

in process industries in a single comprehensive measurement

Eliminate factors contributing to equipment failure Improve accessibility for cleaning and maintaining

equipment Use predictive maintenance as a diagnostic tool Implement maintenance audits


Control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 ;


ControlWhat’s in It for Me?

Optimized process operations and maintenance A method to replace the traditional approach of

detecting and correcting faulty conditions as they occur

A proactive system which monitors and corrects causes

An operations strategy based on understanding the cause and effect system affecting the major contributors to process performance


Control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。


ControlTotal Productive Maintenance (TPM)

TPM Definition A common sense approach to monitor operations,

maintain equipment, eliminate unscheduled downtime, and improve the level of cooperation between Operations and Maintenance.


ControlTPM

通过实施预防实现设备零故障和零缺陷 ; 预防工作将立足于以下方面 :

维持正常的生产条件及早发现异常快速反应


ControlTPM

Achieve zero equipment breakdowns and zero defects through prevention

Establish prevention by Maintaining normal conditions Early detection of abnormalities Quick response


Control传统的反应式维护维修部门– “我们只管修理”

执行所有的维修作业往往是一旦设备发生故障充当救火员的角色 ; 负责定购和保管所有的工具 ,备件等物资 ; 实施定期检修

生产部门 – ”我们只管使用“

通常不作任何维护活动一旦设备出现故障就与维修部门联系维修作业中只能停工 ; 一直用到坏了为止


ControlTraditional Approach“Re-Active Maintenance”

Maintenance –“WE FIX” Perform all maintenance

activities Perform “Fire Fighting”

maintenance when a machine breakdown occurs

Order and administer all tooling, supplies, etc.

Perform Preventive Maintenance

Manufacturing –“WE OPERATE” Generally does not

perform any maintenance activities

Contacts maintenance when a machine breakdown occurs

Inactive during maintenance activities

“Run it 'till it breaks”


Control主要概念定期保养是一种基于时间长短或使用状况对设备进行检修的方法 .在指定时间或在使用空档间对设备实施检修作业以防止设备发生故障 . 定期保养计划

预测性保养是一种基于设备状态的维护方法 .根据可视信号或检测技术的情况来实施保养以防止设备发生故障 . 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

预测性保养预测性保养定期保养定期保养


ControlKey Definitions

Preventive Maintenance is a time or usage based method of maintaining equipment. Maintenance activities are performed on equipment based on defined time and/or usage intervals to prevent equipment breakdowns from occurring. PM Schedules

Predictive Maintenance is a situation based method of maintaining equipment. Maintenance activities are performed on equipment based on visible signals or diagnostic techniques to prevent equipment breakdowns from occurring. Vibration Analysis Laser Measuring Ultrasound Generator Testing Thermography Oil Analysis

Predictive MaintenancePredictive MaintenancePreventive MaintenancePreventive Maintenance


Control现状分析和团队组织评估当前的操作条件 :

机器利用率 ,生产率等 ; 维修费用 (配件和人工 ) 对实现 TPM 的各项工作进行优先次序

评估潜在 TPM倡导者及团队成员的实力挑选 TPM倡导者及团队成员

建立初始的实施专门小组确定团队目标


ControlPresent State Analysisand Team Organization

Assess Current Operating Conditions Machine utilization, productivity, etc. Maintenance repair costs (parts and labor) Prioritize order of TPM efforts

Assess capabilities of potential TPM Champions and Team Members

Select TPM Champion and Team Members Establish initial kick-off workshop Establish team goal


Control典型的设备评价指标利用率 : 设备实际运转时间与总的可利用时间的比率 ;

= 实际运行时间 /可运行时间效率 : 实际产量与标准产量的比率

= ( 实际产量 /小时 )/( 标准产量 /小时 ) 产出 : 用一特定时间段的产量来衡量

= 磅 /小时 , 件数 /小时


ControlTypical Operational Process Measurements

Utilization: The ratio of equipment actual operating time to the total available operating time = Actual Operating Time/Available Time

Efficiency: The ratio of actual product produced to a standard = (Actual Parts/Hour)/(Standard Part/Hour)

Output: Measure of output over a specified time period = lbs/hr, pieces/hr


Control设备综合利用率 OEE

设备综合利用率（ OEE）是衡量一台设备按计划速度生产出合格产品的时间占全部时间的百分比 .


ControlOverall Equipment Effectiveness

Overall Equipment Effectiveness (OEE) is the measure of the percent of time a piece of equipment is producing quality product at the designed rate.


ControlOEE 分解 :六大浪费

故障及轻微故障使设备中断运行的时间超过 10分钟的故障或者中断时间少于 10分钟的轻微故障 .

设置时间浪费任何与设备调整 , 装配 ,清洁相关的作业 .

机器空转浪费设备在运转却没有用来生产产品所耗用的时间 .

速度浪费由于设备或产品的异常造成设备以低于标准速度或所设定的速度运转 .

品质原因浪费为确保设备产出品的品质而采取相关的作业 ( 过程中检查 ).

返工浪费用于返修产品或生产出报废产品所耗用的时间 .

可用水平可用水平 ((AL)AL) 运行水平运行水平 ((OL)OL) 质量水平质量水平 ((QL)QL)


ControlOEE Breakdown: The Six Big Losses

Breakdowns and Minor Stoppages

Malfunctions causing equipment to stop processing greater than 10 minutes (breakdowns) or less than 10 minutes (minor stoppages)

SetupAny activity related to equipment changeover, setup, or cleaning.

IdlingTime equipment is running but not producing product.

Speed LossesEquipment operating at less than standard or design speed due to equipment/product abnormality

Quality FactorsActivities related to ensuring the quality of the product produced on the equipment (in-process checks).

Rework LossesThe time taken to re-process product or time take to produce un-usable product.

Availability Level (AL)Availability Level (AL) Operating Level (OL)Operating Level (OL) Quality Level (QL)Quality Level (QL)


Control六大浪费的识别练习识别损失类别

123456

789

10

A 1 2: 27机器在下午点钟完成一产品装配而在下午开始另一产品的装配工作

现象A 31由于电气故障机器的运转中断分钟

22过程中的质量检查耗时分钟B 4机器上的小装置装卸时间为分钟

X 8由于机械故障机器运转中断分钟Z 47机器的清洁时间为分钟

C 3工件被轧住造成机器中断分钟

32从取样到送至实验室耗时分钟Z 200机器返修个工件

D 100由于机油线路泄漏机器仅能以每小时加工片产品的速度运行达125不到片的标准

SCENARIO

LOSS IDENTIFICATION

1. Machine A operation is interrupted by an electrical problem for 31 minutes由于电气故障机器 A的运转中断 31分钟

2. An in-process quality check takes 22 minutes

3. Load & unload time between widgets on machine B is 4 minutes机器 B上的小部件装卸的时间为 4分钟

4. Machine X operation is interrupted of 8 minutes due to a mechanical problem由于机械故障机器 X运转中断 8分钟

5. Cleaning time on machine Z is 47 minutes机器 Z的清洁时间为47分钟

6. Jammed piece causes machine C stoppage of 3 minutes

7. Machine A completes a load at 1:00 pm and begins another load (different product) at 2:27 pm

8. A sample is taken and transported to the lab taking 32 minutes

9. 200 pieces are re-processed on machine Z

10. Machine D runs at 100 pc/hr not 125 pc/hr due to leaky oil lines


ControlSix Big Losses Identification Exercise

SCENARIO

LOSS IDENTIFICATION

1. Machine A operation is interrupted by an electrical problem for 31 minutes

2. An in-process quality check takes 22 minutes

3. Load & unload time between widgets on machine B is 4 minutes

4. Machine X operation is interrupted of 8 minutes due to a mechanical problem

5. Cleaning time on machine Z is 47 minutes

6. Jammed piece causes machine C stoppage of 3 minutes

7. Machine A completes a load at 1:00 pm and begins another load (different product) at 2:27 pm

8. A sample is taken and transported to the lab taking 32 minutes

9. 200 pieces are re-processed on machine Z

10. Machine D runs at 100 pc/hr not 125 pc/hr due to leaky oil lines


ControlOEE 的计算原理

承载时间 (LT) 设备运转总的可利用时间 = 40 hrs

可用水平(AL)

运行水平 (OL)

质量水平 (QL)

OEE 73% x 91% x 80%

26.3 - 3.1 - 2.1 = 80%26.3

28.9 - 1.5 - 1.1 = 91%28.9质量原因

机器故障及轻微故障 , 行政事务 /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%40

OEE = 53%

AL HRS = 40 - 3.1 - 3.8 - 4.2 = 28.9 hrsOL HRS = 28.9 - 3.1 - 1.1 = 26.3 hrsQL HRS = 26.3 - 3.1 - 2.1 = 21.1 hrs


ControlCalculating OEE Elements

Loading Time (LT) Total Hours Available for Equipment Operation = 40 hrs

AvailabilityLevel (AL)

OperatingLevel (OL)

QualityLevel (QL)

OEE 73% x 91% x 80%

26.3 - 3.1 - 2.1 = 80%26.3

28.9 - 1.5 - 1.1 = 91%28.9QualityFactors

BreakdownsMinor Stops, and Admin.

Setup

Speed LossesIdling

Rework and

Scrap

40 - 3.1 - 3.8 - 4.2 = 73%40

OEE = 53%

AL HRS = 40 - 3.1 - 3.8 - 4.2 = 28.9 hrsOL HRS = 28.9 - 3.1 - 1.1 = 26.3 hrsQL HRS = 26.3 - 3.1 - 2.1 = 21.1 hrs


Control世界级的 OEE 性能水平承载时间 (LT) 同步计划运转时间及生产性防护时间可用水平 (AL)

运行水平 (OL)

质量水平 (QL)

OEE 90% x 95% x 99%

质量原因

机器故障及轻微故障 , 行政事务 /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

OEE = 85% 是世界级的性能水平

AL 始终保持在 90% 以上

OL 维持在 95% 以上

QL 不低于 99%


ControlWorld Class OEE Performance

Loading Time (LT) Operation Time and PM Time is scheduled synchronizing the two

AvailabilityLevel (AL)

OperatingLevel (OL)

QualityLevel (QL)

OEE 90% x 95% x 99%

QualityFactor

s

BreakdownsMinor Stops, and Admin.

Setup

Speed LossesIdling

Reworkand

Scrap

OEE = 85% is World Class Performance

The AL is consistently kept at or above 90%

The OL is maintained at or above 95%

The QL is at or above 99%


Control

使设备恢复到可靠状态使设备恢复到可靠状态

消除故障消除故障

开发开发 PMPM 维护保养资料库维护保养资料库

消除缺陷消除缺陷

阶段 I

阶段 II

阶段 III

阶段 IV

TPM 阶段


Control

Return EquipmentReturn Equipmentto Reliable Conditionto Reliable Condition

EliminateEliminateBreakdownsBreakdowns

Develop PMDevelop PMInformation DatabaseInformation Database

EliminateEliminateDefectsDefects

PHASE I

PHASE II

PHASE III

PHASE IV

TPM Phases


Control六大团队活动1. 通过小规模的小组活动来提高机器的正常运行时间 ,消除造成停工的主要根源 :

机器的启动损失机器的故障损失待料损失和生产安排不当带来的停机损失

2. 使操作员熟练地参与如润滑 ,清洁 , 故障检验等基本的保养维护 .


ControlSix Team Activities

1. Use small group activities to improve machine uptime by eliminating the major sources of downtime. Startup Losses Breakdown Losses Material and Scheduling Losses

2. Involve the machine operators as well as skilled trades in basic preventative maintenance such as lubrication, cleaning, and inspection for defects.


Control六大团队活动 (续上页 )

3.使用诸如振动分析类的预测工具摈弃过去那种反应式的维护模式4.增强对设备的认知和了解以提高生产效能 ,减少停工时间 ;5. 使供应管理和生产调度协同工作以确保持续稳定的原材料供应 , 避免停机待料 ;6.规划人员配备以确保瓶颈设备处的满员运作


ControlSix Team Activities (Cont.)

3. Utilize predictive tools such as vibration analysis to move past reactive type maintenance

4. Increase awareness and knowledge of equipment to improve productivity and reduce downtime

5. Work with Supply Management and Production Control to insure a constant flow of raw material is available to preclude idling.

6. Develop manning schedules that insure that bottleneck machines are fully staffed


ControlTPM 的益处

提升操作员的参与感使设备恢复至更高的性能水平发现并消除早期的设备隐患减少总的制造成本减少浪费在保养设备方面树立荣誉感促进维护和生产部门之间的相互尊重与合作


ControlBenefits of TPM

Promotes operator involvement Restores equipment to a higher performance level Uncover and eliminate premature equipment failures Reduce total manufacturing costs Reduces waste Builds a sense of pride in maintaining the equipment Promotes cooperation and respect between maintenance

and production


Control职责范围精益 6Sigma 团队倡导者 / 发起人 TPM 团队

操作员现场主管维护人员


ControlAreas of Responsibility

Lean Six Sigma Team Champion/Sponsor TPM Team

Operator Supervisor Maintenance


Control精益 6Sigma 团队的任务确定一个 TPM 项目的需求收集有关维护成本 , 延迟 (时延或操作延迟 ,设备利用率以及质量问题的历史数据与操作员进行深入沟通以了解他们的期望


ControlLean Six Sigma Team Role

Determine the need for a TPM Project Gather history of maintenance cost, delay, machine

availability, and quality problems Interview Operators to get their prospective


Control

现场活动组成 TPM 团队

负责设备维护的人员操作员一线管理人员

准备必要的装备帮助 TPM 团队诊断异常协助跨功能培训收集整理故障标牌的拷贝并生成工作明细表提供人力资源方面的支持

精益 6Sigma 团队的任务


ControlLean Six Sigma Team Role

On floor activities Assemble the TPM Team

Maintenance personnel Operators First line supervision

Provide necessary equipment Help team diagnose abnormalities Assist skilled trades Collect copies of defect tags and generate a work list Provide people resources


Control倡导者 / 发起人的角色一旦完成现场工作 , 接下来将 :

形成工作任务并跟踪其完成情况协助建立和引入正确的定期维护明细表协助维持改善结果评估设备综合利用率 OEE 展示 TPM 的改善的成就


ControlChampion/Sponsor Role

Upon Completion of On Floor Event Generate and track completion of work orders Assist in creation and posting of accurate Periodic

Maintenance List Assist in sustaining the gains Evaluate Overall Equipment Effectiveness Display TPM improvements


Control现场主管的角色指导并推广 TPM概念监控现场的设备管理 ,保养及机器清洁工作的进行激发操作员的主人翁意识对操作员授权为 TPM 活动提供时间方面的准备促进生产与维护双方的合作


ControlSupervisor’s Role

Coach and promote TPM Concepts Monitor ongoing housekeeping and machine cleanliness Promote Operator ownership Empower Operators Provide time for TPM activities Promote cooperation between Production and

Maintenance


Control维护人员的角色“专业的管理者”

有计划的实施所有的定期保养并根据需要采取维修措施 ; 使用振动分析 ,磨损度分析 , 热感应等预测工具 ; 建立维护设备的保养记录与操作员协同工作并提供技术支持执行设备大修 ,综合调试负责执行一些特殊技能的任务 ,风险安全性高的作业促进 TPM


ControlMaintenance Role“The Specialized Caretakers”

Perform all planned preventative maintenance and take corrective action as needed

Use predictive tools such as vibration analysis, wear particle analysis, and thermography

Document equipment maintenance history Cooperate with Operators and provide technical assistance Perform equipment overhaul, complex adjustments Provide special skill tasks, high safety risk tasks Promote TPM


Control操作员角色“一线管理者”

清洁和缺陷检查执行基本的润滑 ,多点检测的工作按照核准清单的项目进行定期保养按计划执行日常清洁和整理识别刚刚发生的设备异常根据需要协助维护人员进行维修执行基本的调试工作改善提案促进 TPM


ControlOperator’s Role“The First Line Caretaker”

Clean and inspect for defects Perform basic lubrication, multi-point inspection Perform Periodic Maintenance per approved List Perform routine cleaning and housekeeping as scheduled Identify equipment defects as they arise Assist Maintenance with repairs upon request Perform basic adjustments Suggest improvements Promote TPM


Control全面生产维护的七大步骤1. 完成初始的机器清洁和检查2. 识别机器的缺陷和泄漏并加以标示3. 建立操作员及维护人员的定期检测的 PM 计划4. 指导操作员使用正确的保养方法5. 指导维护人员使用正确的保养方法6. 贯彻现场 5S管理和组织活动7. 监控 OEE并鼓励大家合作


ControlThe 7 Steps of Total Productive Maintenance

1. Perform initial machine cleaning and inspection

2. Identify and tag machine defects and leaks

3. Develop Operator and Maintenance PM’s

4. Instruct Operators in proper PM techniques

5. Instruct Maintenance Staff in proper PM techniques

6. Implement 5S Housekeeping and Organization

7. Monitor OEE and encourage cooperation


ControlTPM 安全常识

遵守 / 使用停工现场标牌警示程序正确的起重方法用电安全操作规范劳保装备

手套工作鞋护目镜防尘口罩耳塞


ControlTPM Safety Habits

Follow/Use Lockout Tagout Procedure Proper Lifting Techniques Electrical Safety Guidelines Personal Protective Equipment

Gloves Safety Shoes Goggles Respirators Hearing Protection


ControlTPM 步骤 1

初始的机器清洁和检查目的 :识别需修理处并标示缺陷执行 :

彻底清洁机器 ----团队所有成员参与并将所有需要维修的项目标示并记录


ControlTPM Step 1

Initial Machine Inspection Purpose: To Identify needed repairs and tag defects Execution:

Clean machine thoroughly – done by all team members

Tag and record all repairs needed in a project notebook


ControlTPM 步骤 1“ 现场活动”

彻底的清洁工作包括 : 清除所有的碎屑及其他残余物彻底地去除油污调节压缩空气更换过滤器 , 润滑剂等润滑移动部件及接头处清理不必要的使用工具 ,五金器具及备件等

“你的双手肯定会脏兮兮的 !”


ControlTPM Step 1“On Floor Activities”

A Thorough Cleaning Includes: Removing all chips and other debris Thorough Degreasing Compressed air for controls Changing filters, lubricants, etc. Lubricating moving parts and joints Removing unnecessary tooling, hardware, supplies, etc.

“You have to get your hands dirty!”


ControlTPM 步骤 1“ 现场活动”

维修项标示色码

标签上须标示的信息 : 机器的资产编号机器位置及故障位置投入使用的日期及使用人

机油泄漏—橙色冷却液泄漏—绿色空气泄漏 – 黄色机器故障 – 粉红色电气问题 -- 蓝色


ControlTPM Step 1“On Floor Activities”

Repair Tag Color Codes

Information Needed on Tags Asset number of machine Location and relative position of defect on machine Name of originator and date

Oil Leaks - Orange Coolant Leaks - Green Air Leaks - Yellow Machine Defects - Pink Electrical Problems - Blue


Control关注 TPM 清洁效果降低停机时间 >70%

之前 – 砂粒及碎屑很严重无法调试运行速度降低故障接连发生

之后 – 跨功能工作的成果更换缺损的零部件调试校正恢复至设计速度且保持品质


ControlFocused TPM Cleaning Effort Reduced Downtime by >70%

Before – Severe Grit and Chips Out of adjustments Running at reduced

speeds Constant breakdowns

After – Cross-functional Effort Replaced broken and

missing parts Corrected the adjustment Returned to designed speed

without incurring scrap


ControlTPM 步骤 2

修复机器的缺漏目的 :修复在步骤 1中找到的缺漏项目注意事项 :

倡导者 / 发起人需确保标示出的问题得到修复实际的修复工作不必一定由团队成员来做 ; 生产主管须确保机器能够使用


ControlTPM Step 2

Repair machine defects and leaks Purpose: To repair items found in Step 1 Considerations:

Champion/Sponsor insures tagged problems are repaired

Actual repairs do not have to be done by team members

Production Supervisor has to make machine available


ControlTPM 步骤 2

消除故障因素固定并拧紧所有的扣件 ,接头 ,螺钉及螺母替换任何缺损的部件替换任何损坏 ,磨损及规格不符的零部件解决所有的渗漏 ,溢出 ,喷溅 ,噪杂等问题

提高如下环节的可操作性 : 清洁润滑调试检查 / 测试


ControlTPM Step 2

Eliminate factors contributing to failure: Secure and tighten all fasteners, fittings, bolts and screws Replace any missing parts Replace any damaged, worn or wrong size parts Resolve all causes of leaks, spillage, spray and splatter

Improve accessibility in order to accomplish: Cleaning Lubricating Adjusting Checking/inspecting


ControlTPM 步骤 3

建立操作员和维护人员合作的 PM 计划确保发出完善的定期检测的查检表目的 : 注意事项 :

由 TPM 项目小组建立 PM 计划谁来执行任务任务执行的频率 (例如每天 ,每周等 )


ControlTPM Step 3

Develop Operator PM’s and Maintenance PM’s Purpose: To insure adequate preventative

maintenance checklists are posted Considerations:

TPM Project Team to develop PM’s Who is to perform tasks Frequency of tasks (i.e., daily, weekly, etc.)


ControlTPM 步骤 4

由操作员执行的 PM 作业目的 :尽早发现问题 , 准备周期保养 ,遵循 5S规程注意事项 :

操作员负责按照管理文件执行 PM 工作 ; 生产主管须确保 PM 工作的有效实施


ControlTPM Step 4

PM activity performed by the Operator Purpose: To detect early problems, provide the

service interval, and insure 5S procedure is followed

Considerations: Operator is responsible to perform PM’s as

documented Production Supervisor to insure PM’s are effective


ControlTPM

TPM 使操作员更加独立地自我管理和控制 ;操作员时时关注小问题的发生就有可能 :

迅速地发现潜在的问题修正现有问题确定状态正常良好地维持设备整体状况


ControlTPM

TPM makes the operator more independent The operator sees the small problems now with

the possibility of: Quickly noting potential problems Correcting the current situation Recognizing normal conditions Maintaining the machine in good overall

condition


Control自主维护管理指的是操作员参与自己所操作的设备的维护作业怎样使操作员更加自主 ,实现自我管理 :

利用文件管理明确维护 / 生产作业的规定明确操作员如何进行日常检测进行基本的操作 ,维护及故障检测的培训使日常作业直观 ,一目了然明确识别须监督管理的项目


ControlAutonomous Maintenance

Refers to activities involving operators in the maintenance of their own equipment

How to make the operator more independent: Make documentation available Define maintenance/manufacturing activities Show operator how to perform daily checks Train in basic operation, maintenance, and defect

detection Make daily activities visible Clearly identify items to supervise


Control落实自主维护管理确定过程实施中的关键机器及设备执行初步清洁工作清除脏污及污染源建立清洁和润滑标准就设备的保养需求对操作员进行培训贯彻实施一个综合性的维护系统对保养效果进行定期审查


ControlAutonomous Maintenance Implementation

Identify process critical machinery and equipment

Perform initial cleaning

Resolve sources of dirt and contamination

Create cleaning and lubrication standards

Train operators on equipment maintenance requirements

Implement a comprehensive maintenance system

Establish periodic audits of maintenance effectiveness


Control为什么清洁 ?

不恰当的清洁所带来的负面影响 : 故障产品缺陷加快设备磨损产量降低

设备磨损正常磨损 : 尽管正确操作仍然会发生加快磨损 : 由于误操作及疏忽于保养导致加快磨损


ControlWhy Clean?

Adverse effects of inadequate cleaning Failure Product defects Accelerated deterioration Throughput loss

Equipment deterioration Normal deterioration: occurs despite correct use Accelerated deterioration: quicker deterioration

occurring due to misuse in operation and neglect of maintenance


Control清洁可作为磨损检查清洁可减缓磨损速度接触设备可发现异常情况采取保养措施可延长使用寿命 , 避除故障


ControlCleaning as Detection of Deterioration

Cleaning reduces accelerated deterioration

Physical contact with equipment exposes abnormal operation conditions

Preventive action taken extends useful life and avoids breakdowns


Control常见的设备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器具防护装置损坏或不见


ControlTypical Defects Found

Broken flex Worn hoses Oil leaks Air Leaks Coolant leaks Broken Brackets Frayed wires Unnecessary and obsolete tooling Damaged or missing guards


Control设备故障专家估计与移动装置相关的机器故障有 60%是由于缺乏或不适当的润滑导致的 ; 建立设备故障资料库

收集并管理故障资料分析故障趋势及形式定期展开和发布总结报告包括用于定期回顾之用的会议议程报告


ControlEquipment Failures

Experts estimate that 60% of machine breakdowns associated with moving parts are due to lack of or improper lubrication practices.

Establish an equipment failure database Gather and manage failure information Analyze for trends and patterns Develop and issue periodic summary reports Include reports as a meeting agenda for regular

review


ControlTPM 步骤 4 (续）

目视管理张贴设备润滑工作示意图标示油位玻璃管的上下线所有的气管 , 水管 , 油管及冷却剂管区分标示张贴 OEE 的图表分析公布本年度截至目前为止的保养成本公布 5S审查的得分情况


ControlTPM Step 4 （ Con.)

Visuals Controls Lubrication placards in place Upper and lower sight glasses in place All air, water, gas, and coolant lines are labeled OEE posted YTD Maintenance costs posted 5S Audit Scores posted


ControlTPM 步骤 5

由维护人员执行的 PM 作业目的 : 预防机器故障 ---在发生故障之前解决注意事项 :

PM 作业内容由维修及生产人员共同订立保全主管须确保 PM 作业的有效性


ControlTPM Step 5

PM activity performed by Maintenance Personnel

Purpose: To prevent machine failure - fix before failure

Considerations: PM’s are scheduled jointly by Maintenance and

Production Maintenance Supervisor to insure PM’s are effective


ControlTPM 步骤 6

贯彻 5S 现场管理及组织体系确保维持清洁成果及团队执行 :

整理清理掉无用的及已经损坏的东西整顿要用的东西依规定定位 , 明确标示清洁清除脏污 , 防止污染 ,保持从上到下的清洁标准化规范保养频次素养长期改善 ,养成好习惯


ControlTPM Step 6

Implement 5S Housekeeping and Organization Purpose: To ensured sustained cleanliness and

organization Execution:

Sort Remove obsolete and broken equipment Set In Order Everything in a designated place Shine Top to bottom cleaning Standardize Allow time and maintain frequency Sustain Long term improvement


ControlTPM 步骤 7

监控设备综合利用率 OEE, 鼓励合作目的 :不断总结并改善机器的性能并加强维修和生产部门的合作注意事项 :

需要定期进行 TPM 工作总结追踪现行的活动进度状况确定下一个需改善的区域需要时采取校正措施


ControlTPM Step 7

Monitor OEE and encourage cooperation Purpose: To continuously review and improve

machine performance and cooperation between Maintenance and Production

Considerations: Have regularly scheduled TPM reviews Track progress of ongoing activities Identify areas for future improvements Initiate corrective action when needed


ControlTPM 步骤 7TPM 衡量指标

对任一过程 ,衡量指标都能既监控过程性能又表现 TPM效果设备的利用率 (OEE)

可用水平 AL 作业水平 OL 质量水平 QL 设备综合利用率 OEE

故障平均间隔时间 (MTBF) 维修平均间隔时间 (MTTR)


ControlTPM Step 7TPM Metrics

As with any process, Metrics are needed to both monitor process performance and understand gains made from the TPM effort Operation Equipment Effectiveness (OEE)

Availability Level Operating Level Quality Level OEE

Mean Time Between Failure (MTBF) Mean Time To Repair (MTTR)


Control知识获取重点一个完善的 TPM 程序可以 :

加快对客户反应速度减少机器停工时间改善品质增强工作安全性降低成本 ,提高利润建造愉快的工作氛围增进合作降低工业污染降低库存水平


ControlTakeaways

A solid TPM program results in: Improved response time to customer Reduced machine downtime Improved quality Increased job safety Reduce cost and increased profits Provides a pleasant working atmosphere Improved levels of cooperation Reduced industrial pollution Reduced inventory levels

Documents

全面生产维护 ( TPM)