精益生產(chǎn)之全面生產(chǎn)維護

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)TPMTPMTeamOrganizationOverallEquipmentEffectivenessTPMPhasesRD011202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(rèn)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Revised1-12-023LeanSixSigma

ImprovementProcessRoadMapAnalyzeControlImproveDefineIdentifyProblemDevelopListofCustomersDevelopListofCTQ’sfromVoiceoftheCustomerFinalizeProjectFocus

andKeyMetricsCompletePDFMeasureMapBusinessProcessMapValueStreamDevelopData

CollectionPlanConductMeasurement

SystemAnalysisCollectDataConductProcess

CapabilityAnalysisAnalyzeProposeCriticalX’sPrioritizeCriticalX’sVerifyCriticalX’sEstimatetheImpactofEachXonYQuantifytheOpportunityPrioritizeRootCausesConductRootCause

AnalysisonCriticalX’sImproveCriticalX’sConfirmedDevelopPotentialSolutionsSelectSolutionOptimizeSolutionPilotSolutionControlImplementProcess

ChangesandControlsWriteControlPlanCalculateFinalFinancial/ProcessMetricsTransitionProjecttoFutureOwnersIdentifyProjectTranslationOpportunitiesMeasureDefineProjectIDToolsProjectDefinitionFormNetPresentValueAnalysisInternalRateofReturnAnalysisDiscountedCashFlowAnalysisPIPManagementProcessRACIQuadChartsProcessMappingValueAnalysisBrainstormingMulti-VotingTechniquesParetoChartsC&E/FishboneDiagramsFMEACheckSheetsRunChartsControlChartsGageR&RCp&CpkSupplyChainAcceleratorAnalysisMulti-VariBoxPlotsInteractionPlotsRegressionANOVAC&EMatricesFMEABrainstormingPullSystemsSetupReductionTPMProcessFlowBenchmarkingAffinityDOEHypothesisTestingForceFieldTreeDiagramsGanttChartsCheckSheetsRunChartsHistogramsScatterDiagramsControlChartsParetoChartsInteractiveReviewsPoka-YokeRevised1-12-024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5LearningObjectivesLearnamethodto:IntegrateoperationalproductivityfactorsapplicableinprocessindustriesinasinglecomprehensivemeasurementEliminatefactorscontributingtoequipmentfailureImproveaccessibilityforcleaningandmaintainingequipmentUsepredictivemaintenanceasadiagnostictoolImplementmaintenanceaudits6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;7What’sinItforMe?OptimizedprocessoperationsandmaintenanceAmethodtoreplacethetraditionalapproachofdetectingandcorrectingfaultyconditionsastheyoccurAproactivesystemwhichmonitorsandcorrectscausesAnoperationsstrategybasedonunderstandingthecauseandeffectsystemaffectingthemajorcontributorstoprocessperformance8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。9TotalProductiveMaintenance(TPM)TPMDefinitionAcommonsenseapproachtomonitoroperations,maintainequipment,eliminateunscheduleddowntime,andimprovethelevelofcooperationbetweenOperationsandMaintenance.10TPM通過實施預(yù)預(yù)防實現(xiàn)設(shè)設(shè)備零故障障和零缺陷陷;預(yù)防工作將將立足于以以下方面:維持正常的的生產(chǎn)條件件及早發(fā)現(xiàn)異異?？焖俜磻?yīng)11TPMAchievezeroequipmentbreakdownsandzerodefectsthroughpreventionEstablishpreventionbyMaintainingnormalconditionsEarlydetectionofabnormalitiesQuickresponse12傳統(tǒng)的反應(yīng)應(yīng)式維護維修部門––“我們只管修修理”執(zhí)行所有的的維修作業(yè)業(yè)往往是一旦旦設(shè)備發(fā)生生故障充當(dāng)當(dāng)救火員的的角色;負責(zé)定購和和保管所有有的工具,備件等物物資;實施定期檢檢修生產(chǎn)部門––”我們只管管使用“通常不作任任何維護活活動一旦設(shè)備出出現(xiàn)故障就就與維修部部門聯(lián)系維修作業(yè)中中只能停工工;一直用到壞壞了為止13TraditionalApproach““Re-ActiveMaintenance””Maintenance––““WEFIX””PerformallmaintenanceactivitiesPerform““FireFighting””maintenancewhenamachinebreakdownoccursOrderandadministeralltooling,supplies,etc.PerformPreventiveMaintenanceManufacturing––““WEOPERATE””GenerallydoesnotperformanymaintenanceactivitiesContactsmaintenancewhenamachinebreakdownoccursInactiveduringmaintenanceactivities“Runit'tillitbreaks””14主要要概概念念定期期保保養(yǎng)養(yǎng)是是一一種種基基于于時時間間長長短短或或使使用用狀狀況況對對設(shè)設(shè)備備進進行行檢檢修修的的方方法法.在在指指定定時時間間或或在在使使用用空空檔檔間間對對設(shè)設(shè)備備實實施施檢檢修修作作業(yè)業(yè)以以防防止止設(shè)設(shè)備備發(fā)發(fā)生生故故障障.定期期保保養(yǎng)養(yǎng)計計劃劃預(yù)測測性性保保養(yǎng)養(yǎng)是是一一種種基基于于設(shè)設(shè)備備狀狀態(tài)態(tài)的的維維護護方方法法.根根據(jù)據(jù)可可視視信信號號或或檢檢測測技技術(shù)術(shù)的的情情況況來來實實施施保保養(yǎng)養(yǎng)以以防防止止設(shè)設(shè)備備發(fā)發(fā)生生故故障障.振動動分分析析激光光探探測測超聲聲波波檢檢測測發(fā)電電機機測測試試熱感感應(yīng)應(yīng)油況況分分析析預(yù)測性保養(yǎng)定期保養(yǎng)15KeyDefinitionsPreventiveMaintenanceisatimeorusagebasedmethodofmaintainingequipment.Maintenanceactivitiesareperformedonequipmentbasedondefinedtimeand/orusageintervalstopreventequipmentbreakdownsfromoccurring.PMSchedulesPredictiveMaintenanceisasituationbasedmethodofmaintainingequipment.Maintenanceactivitiesareperformedonequipmentbasedonvisiblesignalsordiagnostictechniquestopreventequipmentbreakdownsfromoccurring.VibrationAnalysisLaserMeasuringUltrasoundGeneratorTestingThermographyOilAnalysisPredictiveMaintenancePreventiveMaintenance16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)17PresentStateAnalysis

andTeamOrganizationAssessCurrentOperatingConditionsMachineutilization,productivity,etc.Maintenancerepaircosts(partsandlabor)PrioritizeorderofTPMeffortsAssesscapabilitiesofpotentialTPMChampionsandTeamMembersSelectTPMChampionandTeamMembersEstablishinitialkick-offworkshopEstablishteamgoal18典型的設(shè)備評評價指標(biāo)利用率:設(shè)備實際運轉(zhuǎn)轉(zhuǎn)時間與總的的可利用時間間的比率;=實際運行時間間/可運行時時間效率:實際際產(chǎn)量與標(biāo)準(zhǔn)準(zhǔn)產(chǎn)量的比率率=(實際產(chǎn)量/小小時)/(標(biāo)標(biāo)準(zhǔn)產(chǎn)量/小小時)產(chǎn)出:用一一特定時間段段的產(chǎn)量來衡衡量=磅/小時,件件數(shù)/小時時19TypicalOperationalProcessMeasurementsUtilization:Theratioofequipmentactualoperatingtimetothetotalavailableoperatingtime=ActualOperatingTime/AvailableTimeEfficiency:Theratioofactualproductproducedtoastandard=(ActualParts/Hour)/(StandardPart/Hour)Output:Measureofoutputoveraspecifiedtimeperiod=lbs/hr,pieces/hr20設(shè)備綜合利用用率OEE設(shè)備綜合利用用率（OEE）是衡量一臺設(shè)設(shè)備按計劃速速度生產(chǎn)出合合格產(chǎn)品的時時間占全部時時間的百分比比.21OverallEquipmentEffectivenessOverallEquipmentEffectiveness(OEE)isthemeasureofthepercentoftimeapieceofequipmentisproducingqualityproductatthedesignedrate.22OEE分解:六大浪費故障及輕微故故障使設(shè)備中斷運運行的時間超超過10分鐘鐘的故障或者者中斷時間少少于10分鐘鐘的輕微故障障.設(shè)置時時間浪浪費任何與與設(shè)備備調(diào)整整,裝裝配,清潔潔相關(guān)關(guān)的作作業(yè).機器空空轉(zhuǎn)浪浪費設(shè)備在在運轉(zhuǎn)轉(zhuǎn)卻沒有有用來來生產(chǎn)產(chǎn)產(chǎn)品品所耗用用的時時間.速度浪浪費由于于設(shè)設(shè)備備或或產(chǎn)產(chǎn)品品的的異異常常造造成成設(shè)設(shè)備備以以低低于于標(biāo)標(biāo)準(zhǔn)準(zhǔn)速速度度或或所所設(shè)設(shè)定定的的速速度度運運轉(zhuǎn)轉(zhuǎn).品質(zhì)質(zhì)原原因因浪浪費費為確確保保設(shè)設(shè)備備產(chǎn)產(chǎn)出出品品的的品品質(zhì)質(zhì)而而采采取取相相關(guān)關(guān)的的作作業(yè)業(yè)(過過程程中中檢檢查查).返工工浪浪費費用于于返返修修產(chǎn)產(chǎn)品品或或生生產(chǎn)產(chǎn)出出報報廢廢產(chǎn)產(chǎn)品品所所耗耗用用的的時時間間.可用水平(AL)運行水平(OL)質(zhì)量水平(QL)23OEEBreakdown:TheSixBigLossesBreakdownsandMinorStoppagesMalfunctionscausingequipmenttostopprocessinggreaterthan10minutes(breakdowns)orlessthan10minutes(minorstoppages)SetupAnyactivityrelatedtoequipmentchangeover,setup,orcleaning.IdlingTimeequipmentisrunningbutnotproducingproduct.SpeedLossesEquipmentoperatingatlessthanstandardordesignspeedduetoequipment/productabnormalityQualityFactorsActivitiesrelatedtoensuringthequalityoftheproductproducedontheequipment(in-processchecks).ReworkLossesThetimetakentore-processproductortimetaketoproduceun-usableproduct.AvailabilityLevel(AL)OperatingLevel(OL)QualityLevel(QL)24六大大浪浪費費的的識識別別練練習(xí)習(xí)25SixBigLossesIdentificationExercise26OEE的計計算算原原理理承載載時時間間(LT)設(shè)備備運運轉(zhuǎn)轉(zhuǎn)總總的的可可利利用用時時間間=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)量原因機器故障及及輕微故障障,行政事務(wù)/非作業(yè)時時間機器設(shè)置與調(diào)整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=21.1hrs27CalculatingOEEElementsLoadingTime(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=21.1hrs28世界級的OEE性能水平承載時間(LT)同步計劃運轉(zhuǎn)轉(zhuǎn)時間及生產(chǎn)產(chǎn)性防護時間間可用水平(AL)運行水平(OL)質(zhì)量水平(QL)OEE90%x95%x99%質(zhì)量原因機器故障及輕微故障,行政事務(wù)/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OEE=85%是世界級的性性能水平AL始終保持在90%以上上OL維持在95%以上QL不低于99%29WorldClassOEEPerformanceLoadingTime(LT)OperationTimeandPMTimeisscheduledsynchronizingthetwoAvailabilityLevel(AL)OperatingLevel(OL)QualityLevel(QL)OEE90%x95%x99%QualityFactorsBreakdownsMinorStops,andAdmin.SetupSpeedLossesIdlingReworkandScrapOEE=85%isWorldClassPerformanceTheALisconsistentlykeptatorabove90%TheOLismaintainedatorabove95%TheQLisatorabove99%30使設(shè)備備恢復(fù)復(fù)到可可靠狀狀態(tài)消除故故障開發(fā)PM維護保保養(yǎng)資資料庫庫消除缺缺陷階段I階段II階段III階段IVTPM階段31ReturnEquipmenttoReliableConditionEliminateBreakdownsDevelopPMInformationDatabaseEliminateDefectsPHASEIPHASEIIPHASEIIIPHASEIVTPMPhases32六大團團隊活活動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.33SixTeamActivities1.Usesmallgroupactivitiestoimprovemachineuptimebyeliminatingthemajorsourcesofdowntime.StartupLossesBreakdownLossesMaterialandSchedulingLosses2.Involvethemachineoperatorsaswellasskilledtradesinbasicpreventativemaintenancesuchaslubrication,cleaning,andinspectionfordefects.34六大團團隊活活動(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(rèn)認(rèn)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35SixTeamActivities(Cont.)3.Utilizepredictivetoolssuchasvibrationanalysistomovepastreactivetypemaintenance4.Increaseawarenessandknowledgeofequipmenttoimproveproductivityandreducedowntime5.WorkwithSupplyManagementandProductionControltoinsureaconstantflowofrawmaterialisavailabletoprecludeidling.6.Developmanningschedulesthatinsurethatbottleneckmachinesarefullystaffed36TPM的益處處提升操操作員員的參參與感感使設(shè)備備恢復(fù)復(fù)至更更高的的性能能水平平發(fā)現(xiàn)并并消除除早期期的設(shè)設(shè)備隱隱患減少總總的制制造成成本減少浪浪費在保養(yǎng)養(yǎng)設(shè)備備方面面樹立立榮譽譽感促進維維護和和生產(chǎn)產(chǎn)部門門之間間的相相互尊尊重與與合作作37BenefitsofTPMPromotesoperatorinvolvementRestoresequipmenttoahigherperformancelevelUncoverandeliminateprematureequipmentfailuresReducetotalmanufacturingcostsReduceswasteBuildsasenseofprideinmaintainingtheequipmentPromotescooperationandrespectbetweenmaintenanceandproduction38職責(zé)責(zé)范范圍圍精益益6Sigma團隊隊倡導(dǎo)導(dǎo)者者/發(fā)發(fā)起起人人TPM團隊隊操作作員員現(xiàn)場場主主管管維護護人人員員39AreasofResponsibilityLeanSixSigmaTeamChampion/SponsorTPMTeamOperatorSupervisorMaintenance40精益6Sigma團隊的任任務(wù)確定一個個TPM項目的需需求收集有關(guān)關(guān)維護成成本,延延遲(時時延或操操作延遲遲,設(shè)備備利用率率以及質(zhì)質(zhì)量問題題的歷史史數(shù)據(jù)與操作員員進行深深入溝通通以了解解他們的的期望41LeanSixSigmaTeamRoleDeterminetheneedforaTPMProjectGatherhistoryofmaintenancecost,delay,machineavailability,andqualityproblemsInterviewOperatorstogettheirprospective42現(xiàn)場活動動組成TPM團隊負責(zé)設(shè)備備維護的的人員操作員一線管理理人員準(zhǔn)備必要要的裝備備幫助TPM團隊診斷斷異常協(xié)助跨功功能培訓(xùn)訓(xùn)收集整理理故障標(biāo)標(biāo)牌的拷拷貝并生生成工作作明細表表提供人力力資源方方面的支支持精益6Sigma團隊的任任務(wù)43LeanSixSigmaTeamRoleOnflooractivitiesAssembletheTPMTeamMaintenancepersonnelOperatorsFirstlinesupervisionProvidenecessaryequipmentHelpteamdiagnoseabnormalitiesAssistskilledtradesCollectcopiesofdefecttagsandgenerateaworklistProvidepeopleresources44倡導(dǎo)者/發(fā)起人人的角色色一旦完成成現(xiàn)場工工作,接接下來將將:形成工作作任務(wù)并并跟蹤其其完成情情況協(xié)助建立立和引入入正確的的定期維維護明細細表協(xié)助維持持改善結(jié)結(jié)果評估設(shè)備備綜合利利用率OEE展示TPM的改善的的成就45Champion/SponsorRoleUponCompletionofOnFloorEventGenerateandtrackcompletionofworkordersAssistincreationandpostingofaccuratePeriodicMaintenanceListAssistinsustainingthegainsEvaluateOverallEquipmentEffectivenessDisplayTPMimprovements46現(xiàn)場主管管的角色色指導(dǎo)并推推廣TPM概念監(jiān)控現(xiàn)場場的設(shè)備備管理,保養(yǎng)及及機器清清潔工作作的進行行激發(fā)操作作員的主主人翁意意識對操作員員授權(quán)為TPM活動提供供時間方方面的準(zhǔn)準(zhǔn)備促進生產(chǎn)產(chǎn)與維護護雙方的的合作47Supervisor’sRoleCoachandpromoteTPMConceptsMonitorongoinghousekeepingandmachinecleanlinessPromoteOperatorownershipEmpowerOperatorsProvidetimeforTPMactivitiesPromotecooperationbetweenProductionandMaintenance48維護人員員的角色色

“專專業(yè)的管管理者””有計劃的的實施所所有的定定期保養(yǎng)養(yǎng)并根據(jù)據(jù)需要采采取維修修措施;使用振振動分分析,磨損損度分分析,熱感感應(yīng)等等預(yù)測測工具具;建立維維護設(shè)設(shè)備的的保養(yǎng)養(yǎng)記錄錄與操作作員協(xié)協(xié)同工工作并并提供供技術(shù)術(shù)支持持執(zhí)行設(shè)設(shè)備大大修,綜合合調(diào)試試負責(zé)執(zhí)執(zhí)行一一些特特殊技技能的的任務(wù)務(wù),風(fēng)風(fēng)險安安全性性高的的作業(yè)業(yè)促進TPM49MaintenanceRole““TheSpecializedCaretakers””PerformallplannedpreventativemaintenanceandtakecorrectiveactionasneededUsepredictivetoolssuchasvibrationanalysis,wearparticleanalysis,andthermographyDocumentequipmentmaintenancehistoryCooperatewithOperatorsandprovidetechnicalassistancePerformequipmentoverhaul,complexadjustmentsProvidespecialskilltasks,highsafetyrisktasksPromoteTPM50操作員員角色色““一線線管理理者””清潔和和缺陷陷檢查查執(zhí)行基基本的的潤滑滑,多多點檢檢測的的工作作按照核核準(zhǔn)清清單的的項目目進行行定期期保養(yǎng)養(yǎng)按計劃劃執(zhí)行行日常常清潔潔和整整理識別剛剛剛發(fā)發(fā)生的的設(shè)備備異常常根據(jù)需需要協(xié)協(xié)助維維護人人員進進行維維修執(zhí)行基基本的的調(diào)試試工作作改善提提案促進TPM51Operator’’sRole““TheFirstLineCaretaker”CleanandinspectfordefectsPerformbasiclubrication,multi-pointinspectionPerformPeriodicMaintenanceperapprovedListPerformroutinecleaningandhousekeepingasscheduledIdentifyequipmentdefectsastheyariseAssistMaintenancewithrepairsuponrequestPerformbasicadjustmentsSuggestimprovementsPromoteTPM52全面生產(chǎn)維維護的七大大步驟1.完完成初始始的機器清清潔和檢查查2.識識別機器器的缺陷和和泄漏并加加以標(biāo)示3.建建立操作作員及維護護人員的定定期檢測的的PM計劃4.指導(dǎo)操作員員使用正確確的保養(yǎng)方方法5.指導(dǎo)維護人人員使用正正確的保養(yǎng)養(yǎng)方法6.貫徹現(xiàn)場5S管理和組織織活動7.監(jiān)控OEE并鼓勵大家家合作53The7StepsofTotalProductiveMaintenance1.Performinitialmachinecleaningandinspection2.Identifyandtagmachinedefectsandleaks3.DevelopOperatorandMaintenancePM’s4.InstructOperatorsinproperPMtechniques5.InstructMaintenanceStaffinproperPMtechniques6.Implement5SHousekeepingandOrganization7.MonitorOEEandencouragecooperation54TPM安全全常常識識遵守守/使使用用停工工現(xiàn)現(xiàn)場場標(biāo)標(biāo)牌牌警警示示程程序序正確確的的起起重重方方法法用電電安安全全操操作作規(guī)規(guī)范范勞保保裝裝備備手套套工作作鞋鞋護目目鏡鏡防塵塵口口罩罩耳塞塞55TPMSafetyHabitsFollow/UseLockoutTagoutProcedureProperLiftingTechniquesElectricalSafetyGuidelinesPersonalProtectiveEquipmentGlovesSafetyShoesGogglesRespiratorsHearingProtection56TPM步驟驟1初始始的的機機器器清清潔潔和和檢檢查查目的的:識識別別需需修修理理處處并并標(biāo)標(biāo)示示缺缺陷陷執(zhí)行行:徹底底清清潔潔機機器器團團隊隊所所有有成成員員參參與與并將將所所有有需需要要維維修修的的項項目目標(biāo)標(biāo)示示并并記記錄錄57TPMStep1InitialMachineInspectionPurpose:ToIdentifyneededrepairsandtagdefectsExecution:Cleanmachinethoroughly––donebyallteammembersTagandrecordallrepairsneededinaprojectnotebook58TPM步驟驟1““現(xiàn)現(xiàn)場場活活動動””徹底底的的清清潔潔工工作作包包括括:清除除所所有有的的碎碎屑屑及及其其他他殘殘余余物物徹底底地地去去除除油油污污調(diào)節(jié)壓縮空氣氣更換過濾器,潤滑劑等潤滑移動部件件及接頭處清理不必要的的使用工具,五金器具及及備件等“你的雙手肯肯定會臟兮兮兮的!”59TPMStep1““OnFloorActivities”AThoroughCleaningIncludes:RemovingallchipsandotherdebrisThoroughDegreasingCompressedairforcontrolsChangingfilters,lubricants,etc.LubricatingmovingpartsandjointsRemovingunnecessarytooling,hardware,supplies,etc.“Youhavetogetyourhandsdirty!”60TPM步驟1

“現(xiàn)現(xiàn)場活動”維修項標(biāo)示色色碼標(biāo)簽上須標(biāo)示示的信息:機器的資產(chǎn)編編號機器位置及故故障位置投入使用的日日期及使用人人機油泄漏—橙色冷卻液泄漏——綠色空氣泄漏––黃色機器故障––粉紅色電氣問題--藍色61TPMStep1““OnFloorActivities”RepairTagColorCodesInformationNeededonTagsAssetnumberofmachineLocationandrelativepositionofdefectonmachineNameoforiginatoranddateOilLeaks-OrangeCoolantLeaks-GreenAirLeaks-YellowMachineDefects-PinkElectricalProblems-Blue62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(yán)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)試校正恢復(fù)至設(shè)計速速度且保持品品質(zhì)63FocusedTPMCleaningEffort

ReducedDowntimeby>70%Before–SevereGritandChipsOutofadjustmentsRunningatreducedspeedsConstantbreakdownsAfter––Cross-functionalEffortReplacedbrokenandmissingpartsCorrectedtheadjustmentReturnedtodesignedspeedwithoutincurringscrap64TPM步驟2修復(fù)機器的缺缺漏目的:修復(fù)在在步驟1中找找到的缺漏項項目注意事項:倡導(dǎo)者/發(fā)起起人需確保標(biāo)標(biāo)示出的問題題得到修復(fù)實際的修復(fù)工工作不必一定定由團隊成員員來做;生產(chǎn)主管須確確保機器能夠夠使用65TPMStep2RepairmachinedefectsandleaksPurpose:TorepairitemsfoundinStep1Considerations:Champion/SponsorinsurestaggedproblemsarerepairedActualrepairsdonothavetobedonebyteammembersProductionSupervisorhastomakemachineavailable66TPM步驟2消除故故障因因素固定并并擰緊緊所有有的扣扣件,接頭頭,螺螺釘及及螺母母替換任任何缺缺損的的部件件替換任任何損損壞,磨損損及規(guī)規(guī)格不不符的的零部部件解決所所有的的滲漏漏,溢溢出,噴濺濺,噪噪雜等等問題題提高如如下環(huán)環(huán)節(jié)的的可操操作性性:清潔潤滑調(diào)試檢查/測試試67TPMStep2Eliminatefactorscontributingtofailure:Secureandtightenallfasteners,fittings,boltsandscrewsReplaceanymissingpartsReplaceanydamaged,wornorwrongsizepartsResolveallcausesofleaks,spillage,sprayandsplatterImproveaccessibilityinordertoaccomplish:CleaningLubricatingAdjustingChecking/inspecting68TPM步驟3建立操操作員員和維維護人人員合合作的的PM計劃確保發(fā)出完完善的定期期檢測的查查檢表目的:注意事項:由TPM項目小組建建立PM計劃誰來執(zhí)行任任務(wù)任務(wù)執(zhí)行的的頻率(例如每天天,每周等等)69TPMStep3DevelopOperatorPM’sandMaintenancePM’’sPurpose:ToinsureadequatepreventativemaintenancechecklistsarepostedConsiderations:TPMProjectTeamtodevelopPM’sWhoistoperformtasksFrequencyoftasks(i.e.,daily,weekly,etc.)70TPM步驟4由操作員員執(zhí)行的的PM作業(yè)目的:盡盡早發(fā)現(xiàn)現(xiàn)問題,準(zhǔn)備周周期保養(yǎng)養(yǎng),遵循循5S規(guī)程注意事項項:操作員負負責(zé)按照照管理文文件執(zhí)行行PM工作;生產(chǎn)主管管須確保保PM工作的有有效實施施71TPMStep4PMactivityperformedbytheOperatorPurpose:Todetectearlyproblems,providetheserviceinterval,andinsure5SprocedureisfollowedConsiderations:OperatorisresponsibletoperformPM’sasdocumentedProductionSupervisortoinsurePM’sareeffective72TPMTPM使操作員員更加獨獨立地自自我管理理和控制制;操作員時時時關(guān)注注小問題題的發(fā)生生就有可可能:迅速地發(fā)發(fā)現(xiàn)潛在在的問題題修正現(xiàn)有有問題確定狀態(tài)態(tài)正常良好地維維持設(shè)備備整體狀狀況73TPMTPMmakestheoperatormoreindependentTheoperatorseesthesmallproblemsnowwiththepossibilityof:QuicklynotingpotentialproblemsCorrectingthecurrentsituationRecognizingnormalconditionsMaintainingthemachineingoodoverallcondition74自主維護護管理指的是操操作員參參與自己己所操作作的設(shè)備備的維護護作業(yè)怎樣使操操作員更更加自主主,實現(xiàn)現(xiàn)自我管管理:利用文件件管理明確維護護/生產(chǎn)產(chǎn)作業(yè)的的規(guī)定明確操作作員如何何進行日日常檢測測進行基本本的操作作,維護護及故障障檢測的的培訓(xùn)使日常作作業(yè)直觀觀,一目目了然明確識別別須監(jiān)督督管理的的項目75AutonomousMaintenanceReferstoactivitiesinvolvingoperatorsinthemaintenanceoftheirownequipmentHowtomaketheoperatormoreindependent:MakedocumentationavailableDefinemaintenance/manufacturingactivitiesShowoperatorhowtoperformdailychecksTraininbasicoperation,maintenance,anddefectdetectionMakedailyactivitiesvisibleClearlyidentifyitemstosupervise76落實自主主維護管管理確定過程程實施中中的關(guān)鍵鍵機器及及設(shè)備執(zhí)行初步步清潔工工作清除臟污污及污染染源建立清潔潔和潤滑滑標(biāo)準(zhǔn)就設(shè)備的的保養(yǎng)需需求對操操作員進進行培訓(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77AutonomousMaintenanceImplementationIdentifyprocesscriticalmachineryandequipmentPerforminitialcleaningResolvesourcesofdirtandcontaminationCreatecleaningandlubricationstandardsTrainoperatorsonequipmentmaintenancerequirementsImplementacomprehensivemaintenancesystemEstablishperiodicauditsofmaintenanceeffectiveness78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79WhyClean?AdverseeffectsofinadequatecleaningFailureProductdefectsAccelerateddeteriorationThroughputlossEquipmentdeteriorationNormaldeterioration:occursdespitecorrectuseAccelerateddeterioration:quickerdeteriorationoccurringduetomisuseinoperationandneglectofmaintenance80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81CleaningasDetectionofDeteriorationCleaningreducesaccelerateddeteriorationPhysicalcontactwithequipmentexposesabnormaloperationconditionsPreventiveactiontakenextendsusefullifeandavoidsbreakdowns82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83TypicalDefectsFoundBrokenflexWornhosesOilleaksAirLeaksCoolantleaksBrokenBracketsFrayedwiresUnnecessaryandobsoletetoolingDamagedormissingguards84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85EquipmentFailuresExpertsestimatethat60%ofmachinebreakdownsassociatedwithmovingpartsareduetolackoforimproperlubricationpractices.EstablishanequipmentfailuredatabaseGatherandmanagefailureinformationAnalyzefortrendsandpatternsDevelopandissueperiodicsummaryreportsIncludereportsasameetingagendaforregularreview86TPM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87TPMStep4（（Con.)VisualsControlsLubricationplacardsinplaceUpperandlowersightglassesinplaceAllair,water,gas,andcoolantlinesarelabeledOEEpo