2022/12/10TPM全面生產維護2022/12/10TPM全面生產維護1TotalProductiveMaintenance(TPM)TPMTPMTeamOrganizationOverallEquipmentEffectivenessTPMPhasesRD011202TotalProductiveMaintenance(2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建需求定出項目焦點和重要指標完成PDF測量繪制業務流程圖繪制價值流程圖制定數據收集計劃測量系統分析收集數據過程能力分析分析提出關鍵因子區分關鍵因子驗證關鍵因子評枯每個關鍵因子對結果的影響量化機會根本原因排序尋找根本原因針對關鍵因子改進關鍵因子確認發掘潛在的解決方法選擇方案優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過程指標項目過渡給未來項目管理者項目鑒別轉化機會測量定義項目編號工具項目定義表凈現值分析內部回報率分析折算現金流分析PIP管理過程RACIQuad表過程圖價值分析腦力風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腦力風暴拉系統減少設置TPM流程圖標桿管理親和圖DOE假設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Revised1-12-023精益6

過程改善流程分析控制改進定義測量分析改進控制測3LeanSixSigma

ImprovementProcessRoadMapAnalyzeControlImproveDefineIdentifyProblemDevelopListofCustomersDevelopListofCTQ’sfromVoiceoftheCustomerFinalizeProjectFocus

andKeyMetricsCompletePDFMeasureMapBusinessProcessMapValueStreamDevelopData

CollectionPlanConductMeasurement

SystemAnalysisCollectDataConductProcess

CapabilityAnalysisAnalyzeProposeCriticalX’sPrioritizeCriticalX’sVerifyCriticalX’sEstimatetheImpactofEachXonYQuantifytheOpportunityPrioritizeRootCausesConductRootCause

AnalysisonCriticalX’sImproveCriticalX’sConfirmedDevelopPotentialSolutionsSelectSolutionOptimizeSolutionPilotSolutionControlImplementProcess

ChangesandControlsWriteControlPlanCalculateFinalFinancial/ProcessMetricsTransitionProjecttoFutureOwnersIdentifyProjectTranslationOpportunitiesMeasureDefineProjectIDToolsProjectDefinitionFormNetPresentValueAnalysisInternalRateofReturnAnalysisDiscountedCashFlowAnalysisPIPManagementProcessRACIQuadChartsProcessMappingValueAnalysisBrainstormingMulti-VotingTechniquesParetoChartsC&E/FishboneDiagramsFMEACheckSheetsRunChartsControlChartsGageR&RCp&CpkSupplyChainAcceleratorAnalysisMulti-VariBoxPlotsInteractionPlotsRegressionANOVAC&EMatricesFMEABrainstormingPullSystemsSetupReductionTPMProcessFlowBenchmarkingAffinityDOEHypothesisTestingForceFieldTreeDiagramsGanttChartsCheckSheetsRunChartsHistogramsScatterDiagramsControlChartsParetoChartsInteractiveReviewsPoka-YokeRevised1-12-024LeanSixSigma

ImprovementPr4課程目的學習一種方法以便:將作業流程中的起作用的所有生產要素整合為一個單一綜合的衡量值（OEE）;消除導致設備故障的因素;使設備的養護清潔更易達成;用預測性保養作為一種檢測工具;實施維護審查5課程目的學習一種方法以便:55LearningObjectivesLearnamethodto:IntegrateoperationalproductivityfactorsapplicableinprocessindustriesinasinglecomprehensivemeasurementEliminatefactorscontributingtoequipmentfailureImproveaccessibilityforcleaningandmaintainingequipmentUsepredictivemaintenanceasadiagnostictoolImplementmaintenanceaudits6LearningObjectivesLearnamet6個人學習意義流程作業和保養最優化一種替代傳統的在故障發生時檢測并修復的方法;一種源頭監控和校正的先發系統;一種基于對影響過程性能的主要因素其因果系統的理解工作策略;7個人學習意義流程作業和保養最優化77What’sinItforMe?OptimizedprocessoperationsandmaintenanceAmethodtoreplacethetraditionalapproachofdetectingandcorrectingfaultyconditionsastheyoccurAproactivesystemwhichmonitorsandcorrectscausesAnoperationsstrategybasedonunderstandingthecauseandeffectsystemaffectingthemajorcontributorstoprocessperformance8What’sinItforMe?Optimized8全面生產維護(TPM)定義:一種用于監控操作,設備保養,消除計劃外停機,和提高作業與保養協調程度的常識性方法。9全面生產維護(TPM)定義:99TotalProductiveMaintenance(TPM)TPMDefinitionAcommonsenseapproachtomonitoroperations,maintainequipment,eliminateunscheduleddowntime,andimprovethelevelofcooperationbetweenOperationsandMaintenance.10TotalProductiveMaintenance(10TPM通過實施預防實現設備零故障和零缺陷;預防工作將立足于以下方面:維持正常的生產條件及早發現異常快速反應11TPM通過實施預防實現設備零故障和零缺陷;1111TPMAchievezeroequipmentbreakdownsandzerodefectsthroughpreventionEstablishpreventionbyMaintainingnormalconditionsEarlydetectionofabnormalitiesQuickresponse12TPMAchievezeroequipmentbrea12傳統的反應式維護維修部門–“我們只管修理”執行所有的維修作業往往是一旦設備發生故障充當救火員的角色;負責定購和保管所有的工具,備件等物資;實施定期檢修生產部門–”我們只管使用“通常不作任何維護活動一旦設備出現故障就與維修部門聯系維修作業中只能停工;一直用到壞了為止13傳統的反應式維護維修部門–生產部門–13TraditionalApproach

“Re-ActiveMaintenance”Maintenance–

“WEFIX”PerformallmaintenanceactivitiesPerform“FireFighting”maintenancewhenamachinebreakdownoccursOrderandadministeralltooling,supplies,etc.PerformPreventiveMaintenanceManufacturing–

“WEOPERATE”GenerallydoesnotperformanymaintenanceactivitiesContactsmaintenancewhenamachinebreakdownoccursInactiveduringmaintenanceactivities“Runit'tillitbreaks”14TraditionalApproach

“Re-Activ14主要概念 定期保養是一種基于時間長短或使用狀況對設備進行檢修的方法.在指定時間或在使用空檔間對設備實施檢修作業以防止設備發生故障.定期保養計劃 預測性保養是一種基于設備狀態的維護方法.根據可視信號或檢測技術的情況來實施保養以防止設備發生故障.振動分析激光探測超聲波檢測發電機測試熱感應油況分析預測性保養定期保養15主要概念 定期保養是一種基于時間長短或使用狀況對設備進行檢修15KeyDefinitions PreventiveMaintenanceisatimeorusagebasedmethodofmaintainingequipment.Maintenanceactivitiesareperformedonequipmentbasedondefinedtimeand/orusageintervalstopreventequipmentbreakdownsfromoccurring.PMSchedules PredictiveMaintenanceisasituationbasedmethodofmaintainingequipment.Maintenanceactivitiesareperformedonequipmentbasedonvisiblesignalsordiagnostictechniquestopreventequipmentbreakdownsfromoccurring.VibrationAnalysisLaserMeasuringUltrasoundGeneratorTestingThermographyOilAnalysisPredictiveMaintenancePreventiveMaintenance16KeyDefinitions PreventiveMai16現狀分析和團隊組織評估當前的操作條件:機器利用率,生產率等;維修費用(配件和人工)對實現TPM的各項工作進行優先次序評估潛在TPM倡導者及團隊成員的實力挑選TPM倡導者及團隊成員建立初始的實施專門小組確定團隊目標17現狀分析和團隊組織評估當前的操作條件:1717PresentStateAnalysis

andTeamOrganizationAssessCurrentOperatingConditionsMachineutilization,productivity,etc.Maintenancerepaircosts(partsandlabor)PrioritizeorderofTPMeffortsAssesscapabilitiesofpotentialTPMChampionsandTeamMembersSelectTPMChampionandTeamMembersEstablishinitialkick-offworkshopEstablishteamgoal18PresentStateAnalysis

andTea18典型的設備評價指標利用率:設備實際運轉時間與總的可利用時間的比率;=實際運行時間/可運行時間效率:實際產量與標準產量的比率=(實際產量/小時)/(標準產量/小時)產出:用一特定時間段的產量來衡量=

磅/小時,件數/小時19典型的設備評價指標利用率:設備實際運轉時間與總的可利用時間19TypicalOperationalProcessMeasurementsUtilization:Theratioofequipmentactualoperatingtimetothetotalavailableoperatingtime=ActualOperatingTime/AvailableTimeEfficiency:Theratioofactualproductproducedtoastandard=(ActualParts/Hour)/(StandardPart/Hour)Output:Measureofoutputoveraspecifiedtimeperiod=lbs/hr,pieces/hr20TypicalOperationalProcessMe20設備綜合利用率OEE設備綜合利用率（OEE）是衡量一臺設備按計劃速度生產出合格產品的時間占全部時間的百分比.21設備綜合利用率OEE設備綜合利用率（OEE）是衡量一臺設備按21OverallEquipmentEffectivenessOverallEquipmentEffectiveness(OEE)isthemeasureofthepercentoftimeapieceofequipmentisproducingqualityproductatthedesignedrate.22OverallEquipmentEffectivenes22OEE分解:六大浪費故障及輕微故障使設備中斷運行的時間超過10分鐘的故障或者中斷時間少于10分鐘的輕微故障.設置時間浪費任何與設備調整,裝配,清潔相關的作業.機器空轉浪費設備在運轉卻沒有用來生產產品所耗用的時間.

速度浪費由于設備或產品的異常造成設備以低于標準速度或所設定的速度運轉.品質原因浪費為確保設備產出品的品質而采取相關的作業(過程中檢查).

返工浪費用于返修產品或生產出報廢產品所耗用的時間.可用水平(AL)運行水平(OL)質量水平(QL)23OEE分解:六大浪費故障及輕微故障機器空轉浪費品質原因浪費可23OEEBreakdown:

TheSixBigLossesBreakdownsand

MinorStoppagesMalfunctionscausingequipmenttostopprocessinggreaterthan10minutes(breakdowns)orlessthan10minutes(minorstoppages)SetupAnyactivityrelatedtoequipmentchangeover,setup,orcleaning.IdlingTimeequipmentisrunningbutnotproducingproduct.

SpeedLossesEquipmentoperatingatlessthanstandardordesignspeedduetoequipment/productabnormalityQualityFactorsActivitiesrelatedtoensuringthequalityoftheproductproducedontheequipment(in-processchecks).

ReworkLossesThetimetakentore-processproductortimetaketoproduceun-usableproduct.AvailabilityLevel(AL)OperatingLevel(OL)QualityLevel(QL)24OEEBreakdown:

TheSixBigLo24六大浪費的識別練習25六大浪費的識別練習2525SixBigLossesIdentificationExercise26SixBigLossesIdentification26OEE的計算原理承載時間(LT)設備運轉總的可利用時間=40hrs可用水平(AL)運行水平(OL)質量水平(QL)OEE73%x91%x80%

26.3-3.1-2.1=80%26.3

28.9-1.5-1.1=91%28.9質量原因機器故障及輕微故障,行政事務/非作業時間機器設置與調整速度損失機器空轉返工及報廢

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=21.1hrs27OEE的計算原理承載時間設備運轉總的可利用時間=40h27CalculatingOEEElementsLoadingTime(LT)TotalHoursAvailableforEquipmentOperation=40hrsAvailabilityLevel(AL)OperatingLevel(OL)QualityLevel(QL)OEE73%x91%x80%

26.3-3.1-2.1=80%26.3

28.9-1.5-1.1=91%28.9QualityFactorsBreakdownsMinorStops,andAdmin.SetupSpeedLossesIdlingReworkandScrap

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=21.1hrs28CalculatingOEEElementsLoadin28世界級的OEE性能水平承載時間(LT)同步計劃運轉時間及生產性防護時間可用水平(AL)運行水平(OL)質量水平(QL)OEE90%x95%x99%質量原因機器故障及輕微故障,行政事務/非作業時間機器設置與調整速度損失機器空轉返工及報廢OEE=85%是世界級的性能水平AL始終保持在90%以上OL維持在95%以上QL不低于99%29世界級的OEE性能水平承載時間同步計劃運轉時間及生產性防護時29WorldClassOEEPerformanceLoadingTime(LT)OperationTimeandPMTimeisscheduledsynchronizingthetwoAvailabilityLevel(AL)OperatingLevel(OL)QualityLevel(QL)OEE90%x95%x99%QualityFactorsBreakdownsMinorStops,andAdmin.SetupSpeedLossesIdlingReworkandScrapOEE=85%isWorldClassPerformanceTheALisconsistentlykeptatorabove90%TheOLismaintainedatorabove95%TheQLisatorabove99%30WorldClassOEEPerformanceLoa30使設備恢復到可靠狀態消除故障開發PM維護保養資料庫消除缺陷階段I階段II階段III階段IVTPM階段31使設備恢復到可靠狀態消除故障開發PM維護保養資料庫消除缺陷階31ReturnEquipmenttoReliableConditionEliminateBreakdownsDevelopPMInformationDatabaseEliminateDefectsPHASEIPHASEIIPHASEIIIPHASEIVTPMPhases32ReturnEquipmentEliminateDevel32六大團隊活動1. 通過小規模的小組活動來提高機器的正常運行時間,消除造成停工的主要根源:機器的啟動損失 機器的故障損失待料損失和生產安排不當帶來的停機損失2. 使操作員熟練地參與如潤滑,清潔,故障檢驗等基本的保養維護. 33六大團隊活動1. 通過小規模的小組活動來提高機器的正常運行時33SixTeamActivities1. Usesmallgroupactivitiestoimprovemachineuptimebyeliminatingthemajorsourcesofdowntime.StartupLosses BreakdownLossesMaterialandSchedulingLosses2. Involvethemachineoperatorsaswellasskilledtradesinbasicpreventativemaintenancesuchaslubrication,cleaning,andinspectionfordefects. 34SixTeamActivities1. Usesmal34六大團隊活動(續上頁)3. 使用諸如振動分析類的預測工具擯棄過去那種反應式的維護模式4. 增強對設備的認知和了解以提高生產效能,減少停工時間;5. 使供應管理和生產調度協同工作以確保持續穩定的原材料供應,避免停機待料;6. 規劃人員配備以確保瓶頸設備處的滿員運作35六大團隊活動(續上頁)3. 使用諸如振動分析類的預測工具擯棄35SixTeamActivities(Cont.)3. Utilizepredictivetoolssuchasvibrationanalysistomovepastreactivetypemaintenance4. Increaseawarenessandknowledgeofequipmenttoimproveproductivityandreducedowntime5. WorkwithSupplyManagementandProductionControltoinsureaconstantflowofrawmaterialisavailabletoprecludeidling.6. Developmanningschedulesthatinsurethatbottleneckmachinesarefullystaffed36SixTeamActivities(Cont.)3. 36TPM的益處提升操作員的參與感使設備恢復至更高的性能水平發現并消除早期的設備隱患減少總的制造成本減少浪費在保養設備方面樹立榮譽感促進維護和生產部門之間的相互尊重與合作37TPM的益處提升操作員的參與感3737BenefitsofTPMPromotesoperatorinvolvementRestoresequipmenttoahigherperformancelevelUncoverandeliminateprematureequipmentfailuresReducetotalmanufacturingcostsReduceswasteBuildsasenseofprideinmaintainingtheequipmentPromotescooperationandrespectbetweenmaintenanceandproduction38BenefitsofTPMPromotesoperat38職責范圍精益6Sigma團隊倡導者/發起人TPM團隊操作員現場主管維護人員39職責范圍精益6Sigma團隊3939AreasofResponsibilityLeanSixSigmaTeamChampion/SponsorTPMTeamOperatorSupervisorMaintenance40AreasofResponsibilityLeanSi40精益6Sigma團隊的任務確定一個TPM項目的需求收集有關維護成本,延遲(時延或操作延遲,設備利用率以及質量問題的歷史數據與操作員進行深入溝通以了解他們的期望41精益6Sigma團隊的任務確定一個TPM項目的需求4141LeanSixSigmaTeamRoleDeterminetheneedforaTPMProjectGatherhistoryofmaintenancecost,delay,machineavailability,andqualityproblemsInterviewOperatorstogettheirprospective42LeanSixSigmaTeamRoleDeterm42現場活動組成TPM團隊負責設備維護的人員操作員一線管理人員準備必要的裝備幫助TPM團隊診斷異常協助跨功能培訓收集整理故障標牌的拷貝并生成工作明細表提供人力資源方面的支持精益6Sigma團隊的任務43現場活動精益6Sigma團隊的任務4343LeanSixSigmaTeamRoleOnflooractivitiesAssembletheTPMTeamMaintenancepersonnelOperatorsFirstlinesupervisionProvidenecessaryequipmentHelpteamdiagnoseabnormalitiesAssistskilledtradesCollectcopiesofdefecttagsandgenerateaworklistProvidepeopleresources44LeanSixSigmaTeamRoleOnflo44倡導者/發起人的角色一旦完成現場工作,接下來將:形成工作任務并跟蹤其完成情況協助建立和引入正確的定期維護明細表協助維持改善結果評估設備綜合利用率OEE展示TPM的改善的成就45倡導者/發起人的角色一旦完成現場工作,接下來將:4545Champion/SponsorRoleUponCompletionofOnFloorEventGenerateandtrackcompletionofworkordersAssistincreationandpostingofaccuratePeriodicMaintenanceListAssistinsustainingthegainsEvaluateOverallEquipmentEffectivenessDisplayTPMimprovements46Champion/SponsorRoleUponComp46現場主管的角色指導并推廣TPM概念監控現場的設備管理,保養及機器清潔工作的進行激發操作員的主人翁意識對操作員授權為TPM活動提供時間方面的準備促進生產與維護雙方的合作47現場主管的角色指導并推廣TPM概念4747Supervisor’sRoleCoachandpromoteTPMConceptsMonitorongoinghousekeepingandmachinecleanlinessPromoteOperatorownershipEmpowerOperatorsProvidetimeforTPMactivitiesPromotecooperationbetweenProductionandMaintenance48Supervisor’sRoleCoachandpro48維護人員的角色

“專業的管理者”有計劃的實施所有的定期保養并根據需要采取維修措施;使用振動分析,磨損度分析,熱感應等預測工具;建立維護設備的保養記錄與操作員協同工作并提供技術支持執行設備大修,綜合調試負責執行一些特殊技能的任務,風險安全性高的作業促進TPM49維護人員的角色

“專業的管理者”有計劃的實施所有的定期保養并49MaintenanceRole

“TheSpecializedCaretakers”PerformallplannedpreventativemaintenanceandtakecorrectiveactionasneededUsepredictivetoolssuchasvibrationanalysis,wearparticleanalysis,andthermographyDocumentequipmentmaintenancehistoryCooperatewithOperatorsandprovidetechnicalassistancePerformequipmentoverhaul,complexadjustmentsProvidespecialskilltasks,highsafetyrisktasksPromoteTPM50MaintenanceRole

“TheSpeciali50操作員角色

“一線管理者”清潔和缺陷檢查執行基本的潤滑,多點檢測的工作按照核準清單的項目進行定期保養按計劃執行日常清潔和整理識別剛剛發生的設備異常根據需要協助維護人員進行維修執行基本的調試工作改善提案促進TPM51操作員角色

“一線管理者”清潔和缺陷檢查5151Operator’sRole

“TheFirstLineCaretaker”CleanandinspectfordefectsPerformbasiclubrication,multi-pointinspectionPerformPeriodicMaintenanceperapprovedListPerformroutinecleaningandhousekeepingasscheduledIdentifyequipmentdefectsastheyariseAssistMaintenancewithrepairsuponrequestPerformbasicadjustmentsSuggestimprovementsPromoteTPM52Operator’sRole

“TheFirstLin52全面生產維護的七大步驟1.完成初始的機器清潔和檢查2.識別機器的缺陷和泄漏并加以標示3.建立操作員及維護人員的定期檢測的PM計劃4. 指導操作員使用正確的保養方法5. 指導維護人員使用正確的保養方法6. 貫徹現場5S管理和組織活動7. 監控OEE并鼓勵大家合作53全面生產維護的七大步驟1.完成初始的機器清潔和檢查5353The7Stepsof

TotalProductiveMaintenance1. Performinitialmachinecleaningandinspection2. Identifyandtagmachinedefectsandleaks3.DevelopOperatorandMaintenancePM’s4. InstructOperatorsinproperPMtechniques5. InstructMaintenanceStaffinproperPMtechniques6. Implement5SHousekeepingandOrganization7. MonitorOEEandencouragecooperation54The7Stepsof

TotalProducti54TPM安全常識遵守/使用停工現場標牌警示程序正確的起重方法用電安全操作規范勞保裝備手套工作鞋護目鏡防塵口罩耳塞55TPM安全常識遵守/使用5555TPMSafetyHabitsFollow/UseLockoutTagoutProcedureProperLiftingTechniquesElectricalSafetyGuidelinesPersonalProtectiveEquipmentGlovesSafetyShoesGogglesRespiratorsHearingProtection56TPMSafetyHabitsFollow/Use5656TPM步驟1初始的機器清潔和檢查目的:識別需修理處并標示缺陷執行:徹底清潔機器團隊所有成員參與并將所有需要維修的項目標示并記錄57TPM步驟1初始的機器清潔和檢查5757TPMStep1InitialMachineInspectionPurpose:ToIdentifyneededrepairsandtagdefectsExecution:Cleanmachinethoroughly–donebyallteammembersTagandrecordallrepairsneededinaprojectnotebook58TPMStep1InitialMachineInsp58TPM步驟1

“現場活動”徹底的清潔工作包括:清除所有的碎屑及其他殘余物徹底地去除油污調節壓縮空氣更換過濾器,潤滑劑等潤滑移動部件及接頭處清理不必要的使用工具,五金器具及備件等“你的雙手肯定會臟兮兮的!”59TPM步驟1

“現場活動”徹底的清潔工作包括:5959TPMStep1

“OnFloorActivities”AThoroughCleaningIncludes:RemovingallchipsandotherdebrisThoroughDegreasingCompressedairforcontrolsChangingfilters,lubricants,etc.LubricatingmovingpartsandjointsRemovingunnecessarytooling,hardware,supplies,etc.“Youhavetogetyourhandsdirty!”60TPMStep1

“OnFloorActivitie60TPM步驟1

“現場活動”維修項標示色碼

標簽上須標示的信息:機器的資產編號機器位置及故障位置投入使用的日期及使用人機油泄漏—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61TPM步驟1

“現場活動”維修項標示色碼6161TPMStep1

“OnFloorActivities”RepairTagColorCodes

InformationNeededonTagsAssetnumberofmachineLocationandrelativepositionofdefectonmachineNameoforiginatoranddateOilLeaks-OrangeCoolantLeaks-GreenAirLeaks-YellowMachineDefects-PinkElectricalProblems-Blue62TPMStep1

“OnFloorActivitie62關注TPM清潔效果

降低停機時間>70%之前–砂粒及碎屑很嚴重無法調試運行速度降低故障接連發生之后–跨功能工作的成果更換缺損的零部件調試校正恢復至設計速度且保持品質63關注TPM清潔效果

降低停機時間>70%之前–砂粒及碎63FocusedTPMCleaningEffort

ReducedDowntimeby>70%Before–SevereGritandChipsOutofadjustmentsRunningatreducedspeedsConstantbreakdownsAfter–Cross-functionalEffortReplacedbrokenandmissingpartsCorrectedtheadjustmentReturnedtodesignedspeedwithoutincurringscrap64FocusedTPMCleaningEffort

R64TPM步驟2修復機器的缺漏目的:修復在步驟1中找到的缺漏項目注意事項:倡導者/發起人需確保標示出的問題得到修復實際的修復工作不必一定由團隊成員來做;生產主管須確保機器能夠使用65TPM步驟2修復機器的缺漏6565TPMStep2RepairmachinedefectsandleaksPurpose:TorepairitemsfoundinStep1Considerations:Champion/SponsorinsurestaggedproblemsarerepairedActualrepairsdonothavetobedonebyteammembersProductionSupervisorhastomakemachineavailable66TPMStep2Repairmachinedefec66TPM步驟2消除故障因素固定并擰緊所有的扣件,接頭,螺釘及螺母替換任何缺損的部件替換任何損壞,磨損及規格不符的零部件解決所有的滲漏,溢出,噴濺,噪雜等問題提高如下環節的可操作性:清潔潤滑調試檢查/測試67TPM步驟2消除故障因素6767TPMStep2Eliminatefactorscontributingtofailure:Secureandtightenallfasteners,fittings,boltsandscrewsReplaceanymissingpartsReplaceanydamaged,wornorwrongsizepartsResolveallcausesofleaks,spillage,sprayandsplatterImproveaccessibilityinordertoaccomplish:Cleaning LubricatingAdjustingChecking/inspecting68TPMStep2Eliminatefactorsco68TPM步驟3建立操作員和維護人員合作的PM計劃確保發出完善的定期檢測的查檢表目的:注意事項:由TPM項目小組建立PM計劃誰來執行任務任務執行的頻率(例如每天,每周等)69TPM步驟3建立操作員和維護人員合作的PM計劃6969TPMStep3DevelopOperatorPM’sandMaintenancePM’sPurpose:ToinsureadequatepreventativemaintenancechecklistsarepostedConsiderations:TPMProjectTeamtodevelopPM’sWhoistoperformtasksFrequencyoftasks(i.e.,daily,weekly,etc.)70TPMStep3DevelopOperatorPM’70TPM步驟4由操作員執行的PM作業目的:盡早發現問題,準備周期保養,遵循5S規程注意事項:操作員負責按照管理文件執行PM工作;生產主管須確保PM工作的有效實施71TPM步驟4由操作員執行的PM作業7171TPMStep4PMactivityperformedbytheOperatorPurpose:Todetectearlyproblems,providetheserviceinterval,andinsure5SprocedureisfollowedConsiderations:OperatorisresponsibletoperformPM’sasdocumentedProductionSupervisortoinsurePM’sareeffective72TPMStep4PMactivityperforme72TPMTPM使操作員更加獨立地自我管理和控制;操作員時時關注小問題的發生就有可能: 迅速地發現潛在的問題修正現有問題確定狀態正常良好地維持設備整體狀況73TPMTPM使操作員更加獨立地自我管理和控制;7373TPMTPMmakestheoperatormoreindependentTheoperatorseesthesmallproblemsnowwiththepossibilityof: QuicklynotingpotentialproblemsCorrectingthecurrentsituationRecognizingnormalconditionsMaintainingthemachineingoodoverallcondition74TPMTPMmakestheoperatormore74自主維護管理指的是操作員參與自己所操作的設備的維護作業怎樣使操作員更加自主,實現自我管理:利用文件管理明確維護/生產作業的規定明確操作員如何進行日常檢測進行基本的操作,維護及故障檢測的培訓使日常作業直觀,一目了然明確識別須監督管理的項目75自主維護管理指的是操作員參與自己所操作的設備的維護作業7575AutonomousMaintenanceReferstoactivitiesinvolvingoperatorsinthemaintenanceoftheirownequipmentHowtomaketheoperatormoreindependent:MakedocumentationavailableDefinemaintenance/manufacturingactivitiesShowoperatorhowtoperformdailychecksTraininbasicoperation,maintenance,anddefectdetectionMakedailyactivitiesvisibleClearlyidentifyitemstosupervise76AutonomousMaintenanceReferst76落實自主維護管理確定過程實施中的關鍵機器及設備執行初步清潔工作清除臟污及污染源建立清潔和潤滑標準就設備的保養需求對操作員進行培訓貫徹實施一個綜合性的維護系統對保養效果進行定期審查77落實自主維護管理確定過程實施中的關鍵機器及設備7777AutonomousMaintenanceImplementationIdentifyprocesscriticalmachineryandequipmentPerforminitialcleaningResolvesourcesofdirtandcontaminationCreatecleaningandlubricationstandardsTrainoperatorsonequipmentmaintenancerequirementsImplementacomprehensivemaintenancesystemEstablishperiodicauditsofmaintenanceeffectiveness78AutonomousMaintenanceImpleme78為什么清潔?不恰當的清潔所帶來的負面影響:故障產品缺陷加快設備磨損產量降低設備磨損正常磨損:盡管正確操作仍然會發生加快磨損:由于誤操作及疏忽于保養導致加快磨損79為什么清潔?不恰當的清潔所帶來的負面影響:7979WhyClean?AdverseeffectsofinadequatecleaningFailureProductdefectsAccelerateddeteriorationThroughputlossEquipmentdeteriorationNormaldeterioration:occursdespitecorrectuseAccelerateddeterioration:quickerdeteriorationoccurringduetomisuseinoperationandneglectofmaintenance80WhyClean?Adverseeffectsofi80清潔可作為磨損檢查清潔可減緩磨損速度接觸設備可發現異常情況采取保養措施可延長使用壽命,避除故障81清潔可作為磨損檢查清潔可減緩磨損速度8181CleaningasDetectionofDeteriorationCleaningreducesaccelerateddeteriorationPhysicalcontactwithequipmentexposesabnormaloperationconditionsPreventiveactiontakenextendsusefullifeandavoidsbreakdowns82CleaningasDetectionofDeter82常見的設備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器具防護裝置損壞或不見83常見的設備缺陷斷線8383TypicalDefectsFoundBrokenflexWornhosesOilleaksAirLeaksCoolantleaksBrokenBracketsFrayedwiresUnnecessaryandobsoletetoolingDamagedormissingguards84TypicalDefectsFoundBrokenfl84設備故障專家估計與移動裝置相關的機器故障有60%是由于缺乏或不適當的潤滑導致的;建立設備故障資料庫收集并管理故障資料分析故障趨勢及形式定期展開和發布總結報告包括用于定期回顧之用的會議議程報告85設備故障專家估計與移動裝置相關的機器故障有60%是由于缺乏或85EquipmentFailuresExpertsestimatethat60%ofmachinebreakdownsassociatedwithmovingpartsareduetolackoforimproperlubricationpractices.EstablishanequipmentfailuredatabaseGatherandmanagefailureinformationAnalyzefortrendsandpatternsDevelopandissueperiodicsummaryreportsIncludereportsasameetingagendaforregularreview86EquipmentFailuresExpertsesti86TPM步驟4(續）目視管理張貼設備潤滑工作示意圖標示油位玻璃管的上下線所有的氣管,水管,油管及冷卻劑管區分標示張貼OEE的圖表分析公布本年度截至目前為止的保養成本公布5S審查的得分情況87TPM步驟4(續）目視管理8787TPMStep4（Con.)VisualsControlsLubricationplacardsinplaceUpperandlowersightglassesinplaceAllair,water,gas,andcoolantlinesarelabeledOEEpostedYTDMaintenancecostsposted5SAuditScoresposted88TPMStep4（Con.)VisualsCont88TPM步驟5由維護人員執行的PM作業目的:預防機器故障在發生故障之前解決注意事項:PM作業內容由維修及生產人員共同訂立保全主管須確保PM作業的有效性89TPM步驟5由維護人員執行的PM作業8989TPMStep5PMactivityperformedbyMaintenancePersonnelPurpose:Topreventmachinefailure-fixbeforefailureConsiderations:PM’sarescheduledjointlybyMaintenanceandProductionMaintenanceSupervisortoinsurePM’sareeffective90TPMStep5PMactivityperform90TPM步驟6貫徹5S現場管理及組織體系確保維持清潔成果及團隊執行:整理 清理掉無用的及已經損壞的東西整頓 要用的東西依規定定位,明確標示清潔 清除臟污,防止污染,保持從上到下的清潔標準化 規范保養頻次素養 長期改善,養成好習慣91TPM步驟6貫徹5S現場管理及組織體系9191TPMStep6Implement5SHousekeepingandOrganizationPurpose:ToensuredsustainedcleanlinessandorganizationExecution:Sort RemoveobsoleteandbrokenequipmentSetInOrder EverythinginadesignatedplaceShine ToptobottomcleaningStandardize AllowtimeandmaintainfrequencySustain Longtermimprovement92TPMStep6Implement5SHouseke92TPM步驟7監控設備綜合利用率OEE,鼓勵合作目的:不斷總結并改善機器的性能并加強維修和生產部門的合作注意事項:需要定期進行TPM工作總結追蹤現行的活動進度狀況確定下一個需改善的區域需要時采取校正措施93TPM步驟7監控設備綜合利用率OEE,鼓勵合作9393TPMStep7MonitorOEEandencouragecooperationPurpose:TocontinuouslyreviewandimprovemachineperformanceandcooperationbetweenMaintenanceandProductionConsiderations:HaveregularlyscheduledTPMreviewsTrackprogressofongoingactivitiesIdentifyareasforfutureimprovementsInitiatecorrectiveactionwhenneeded94TPMStep7MonitorOEEandenco94TPM步驟7

TPM衡量指標對任一過程,衡量指標都能既監控過程性能又表現TPM效果設備的利用率(OEE)可用水平AL作業水平OL質量水平QL設備綜合利用率OEE故障平均間隔時間(MTBF)維修平均間隔時間(MTTR)95TPM步驟7

TPM衡量指標對任一過程,衡量指標都能既監95TPMStep7

TPMMetricsAswithanyprocess,MetricsareneededtobothmonitorprocessperformanceandunderstandgainsmadefromtheTPMeffortOperationEquipmentEffectiveness(OEE)AvailabilityLevelOperatingLevelQualityLevelOEEMeanTimeBetweenFailure(MTBF)MeanTimeToRepair(MTTR)96TPMStep7

TPMMetricsAswith96知識獲取重點一個完善的TPM程序可以:加快對客戶反應速度減少機器停工時間改善品質增強工作安全性降低成本,提高利潤建造愉快的工作氛圍增進合作降低工業污染降低庫存水平97知識獲取重點一個完善的TPM程序可以:9797TakeawaysAsolidTPMprogramresultsin:ImprovedresponsetimetocustomerReducedmachinedowntimeImprovedqualityIncreasedjobsafetyReducecostandincreasedprofitsProvidesapleasantworkingatmosphereImprovedlevelsofcooperationReducedindustrialpollutionReducedinventorylevels98TakeawaysAsolidTPMprogramr98InstructorNotes

andRevisionHistoryHiddenSlideInstructorNotes

andRevision99ChapterRevisionHistoryHiddenSlide100ChapterRevisionHistoryHidden1002022/12/10TPM全面生產維護2022/12/10TPM全面生產維護101TotalProductiveMaintenance(TPM)TPMTPMTeamOrganizationOverallEquipmentEffectivenessTPMPhasesRD011202TotalProductiveMaintenance(102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建需求定出項目焦點和重要指標完成PDF測量繪制業務流程圖繪制價值流程圖制定數據收集計劃測量系統分析收集數據過程能力分析分析提出關鍵因子區分關鍵因子驗證關鍵因子評枯每個關鍵因子對結果的影響量化機會根本原因排序尋找根本原因針對關鍵因子改進關鍵因子確認發掘潛在的解決方法選擇方案優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過程指標項目過渡給未來項目管理者項目鑒別轉化機會測量定義項目編號工具項目定義表凈現值分析內部回報率分析折算現金流分析PIP管理過程RACIQuad表過程圖價值分析腦力風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腦力風暴拉系統減少設置TPM流程圖標桿管理親和圖DOE假設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Revised1-12-02103精益6

過程改善流程分析控制改進定義測量分析改進控制測103LeanSixSigma

ImprovementProcessRoadMapAnalyzeControlImproveDefineIdentifyProblemDevelopListofCustomersDevelopListofCTQ’sfromVoiceoftheCustomerFinalizeProjectFocus

andKeyMetricsCompletePDFMeasureMapBusinessProcessMapValueStreamDevelopData

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CapabilityAnalysisAnalyzeProposeCriticalX’sPrioritizeCriticalX’sVerifyCriticalX’sEstimatetheImpactofEachXonYQuantifytheOpportunityPrioritizeRootCausesConductRootCause

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