精益生產之全面生產維護M中英文四

全面生產維護

(TPM)TPMTPM團隊組織設備綜合利用率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建需求定出項目焦點和重要指標完成PDF測量繪制業(yè)務流程圖繪制價值流程圖制定數據收集計劃測量系統(tǒng)分析收集數據過程能力分析分析提出關鍵因子區(qū)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(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(tǒng)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Revised1-12-023LeanSixSigma

ImprovementProcessRoadMapAnalyzeControlImproveDefineIdentifyProblemDevelopListofCustomersDevelopListofCTQ’sfromVoiceoftheCustomerFinalizeProjectFocus

andKeyMetricsCompletePDFMeasureMapBusinessProcessMapValueStreamDevelopData

CollectionPlanConductMeasurement

SystemAnalysisCollectDataConductProcess

CapabilityAnalysisAnalyzeProposeCriticalX’sPrioritizeCriticalX’sVerifyCriticalX’sEstimatetheImpactofEachXonYQuantifytheOpportunityPrioritizeRootCausesConductRootCause

AnalysisonCriticalX’sImproveCriticalX’sConfirmedDevelopPotentialSolutionsSelectSolutionOptimizeSolutionPilotSolutionControlImplementProcess

ChangesandControlsWriteControlPlanCalculateFinalFinancial/ProcessMetricsTransitionProjecttoFutureOwnersIdentifyProjectTranslationOpportunitiesMeasureDefineProjectIDToolsProjectDefinitionFormNetPresentValueAnalysisInternalRateofReturnAnalysisDiscountedCashFlowAnalysisPIPManagementProcessRACIQuadChartsProcessMappingValueAnalysisBrainstormingMulti-VotingTechniquesParetoChartsC&E/FishboneDiagramsFMEACheckSheetsRunChartsControlChartsGageR&RCp&CpkSupplyChainAcceleratorAnalysisMulti-VariBoxPlotsInteractionPlotsRegressionANOVAC&EMatricesFMEABrainstormingPullSystemsSetupReductionTPMProcessFlowBenchmarkingAffinityDOEHypothesisTestingForceFieldTreeDiagramsGanttChartsCheckSheetsRunChartsHistogramsScatterDiagramsControlChartsParetoChartsInteractiveReviewsPoka-YokeRevised1-12-024課程目的學習一種方法以便:將作業(yè)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(yǎng)護清潔更易達成;用預測性保養(yǎng)作為一種檢測工具;實施維護審查5LearningObjectivesLearnamethodto:IntegrateoperationalproductivityfactorsapplicableinprocessindustriesinasinglecomprehensivemeasurementEliminatefactorscontributingtoequipmentfailureImproveaccessibilityforcleaningandmaintainingequipmentUsepredictivemaintenanceasadiagnostictoolImplementmaintenanceaudits6個人學習意義流程作業(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全面生產維護(TPM)定義:一種用于監(jiān)控操作,設備保養(yǎng),消除計劃外停機,和提高作業(yè)與保養(yǎng)協調程度的常識性方法。9TotalProductiveMaintenance(TPM)TPMDefinitionAcommonsenseapproachtomonitoroperations,maintainequipment,eliminateunscheduleddowntime,andimprovethelevelofcooperationbetweenOperationsandMaintenance.10TPM通過實施施預防實實現設備備零故障障和零缺缺陷;預防工作作將立足足于以下下方面:維持正常常的生產產條件及早發(fā)現現異?？焖俜磻獞?1TPMAchievezeroequipmentbreakdownsandzerodefectsthroughpreventionEstablishpreventionbyMaintainingnormalconditionsEarlydetectionofabnormalitiesQuickresponse12傳統(tǒng)的反反應式維維護維修部門門–“我們只管管修理””執(zhí)行所有有的維修修作業(yè)往往是一一旦設備備發(fā)生故故障充當當救火員員的角色色;負責定購購和保管管所有的的工具,備件等等物資;實施定期期檢修生產部門門–”我們只只管使用用“通常不作作任何維維護活動動一旦設備備出現故故障就與與維修部部門聯系系維修作業(yè)業(yè)中只能能停工;一直用到到壞了為為止13TraditionalApproach““Re-ActiveMaintenance”Maintenance––

“WEFIX””PerformallmaintenanceactivitiesPerform““FireFighting”maintenancewhenamachinebreakdownoccursOrderandadministeralltooling,supplies,etc.PerformPreventiveMaintenanceManufacturing–““WEOPERATE”GenerallydoesnotperformanymaintenanceactivitiesContactsmaintenancewhenamachinebreakdownoccursInactiveduringmaintenanceactivities“Runit'tillitbreaks”14主要概念定期保養(yǎng)是是一種基于于時間長短短或使用狀狀況對設備備進行檢修修的方法.在指定時時間或在使使用空檔間間對設備實實施檢修作作業(yè)以防止止設備發(fā)生生故障.定期保養(yǎng)計計劃預測性保養(yǎng)養(yǎng)是一種基基于設備狀狀態(tài)的維護護方法.根根據可視信信號或檢測測技術的情情況來實施施保養(yǎng)以防防止設備發(fā)發(fā)生故障.振動分析激光探測超聲波檢測測發(fā)電機測試試熱感應油況分析預測性保養(yǎng)定期保養(yǎng)15KeyDefinitionsPreventiveMaintenanceisatimeorusagebasedmethodofmaintainingequipment.Maintenanceactivitiesareperformedonequipmentbasedondefinedtimeand/orusageintervalstopreventequipmentbreakdownsfromoccurring.PMSchedulesPredictiveMaintenanceisasituationbasedmethodofmaintainingequipment.Maintenanceactivitiesareperformedonequipmentbasedonvisiblesignalsordiagnostictechniquestopreventequipmentbreakdownsfromoccurring.VibrationAnalysisLaserMeasuringUltrasoundGeneratorTestingThermographyOilAnalysisPredictiveMaintenancePreventiveMaintenance16現狀分析和和團隊組織織評估當前的的操作條件件:機器利用率率,生產率率等;維修費用(配件和人工工)對實實現現TPM的各各項項工工作作進進行行優(yōu)優(yōu)先先次次序序評估估潛潛在在TPM倡導導者者及及團團隊隊成成員員的的實實力力挑選選TPM倡導導者者及及團團隊隊成成員員建立立初初始始的的實實施施專專門門小小組組確定定團團隊隊目目標標17PresentStateAnalysisandTeamOrganizationAssessCurrentOperatingConditionsMachineutilization,productivity,etc.Maintenancerepaircosts(partsandlabor)PrioritizeorderofTPMeffortsAssesscapabilitiesofpotentialTPMChampionsandTeamMembersSelectTPMChampionandTeamMembersEstablishinitialkick-offworkshopEstablishteamgoal18典型型的的設設備備評評價價指指標標利用用率率:設備備實實際際運運轉轉時時間間與與總總的的可可利利用用時時間間的的比比率率;=實際際運運行行時時間間/可可運運行行時時間間效率率:實實際際產產量量與與標標準準產產量量的的比比率率=(實際際產產量量/小小時時)/(標標準準產產量量/小小時時)產出出:用用一一特特定定時時間間段段的的產產量量來來衡衡量量=磅/小小時時,件件數數/小小時時19TypicalOperationalProcessMeasurementsUtilization:Theratioofequipmentactualoperatingtimetothetotalavailableoperatingtime=ActualOperatingTime/AvailableTimeEfficiency:Theratioofactualproductproducedtoastandard=(ActualParts/Hour)/(StandardPart/Hour)Output:Measureofoutputoveraspecifiedtimeperiod=lbs/hr,pieces/hr20設備備綜綜合合利利用用率率OEE設備備綜綜合合利利用用率率（（OEE））是衡衡量量一一臺臺設設備備按按計計劃劃速速度度生生產產出出合合格格產產品品的的時時間間占占全全部部時時間間的的百百分分比比.21OverallEquipmentEffectivenessOverallEquipmentEffectiveness(OEE)isthemeasureofthepercentoftimeapieceofequipmentisproducingqualityproductatthedesignedrate.22OEE分解:六大浪費故障及輕微故故障使設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.設置時間浪費費任何與設備調調整,裝配,清潔相關的的作業(yè).機器空轉浪費費設備在運轉卻沒有用來生生產產品所耗用的時間間.速度浪費由于設備或產產品的異常造造成設備以低低于標準速度度或所設定的的速度運轉.品質原因浪費費為確保設備產產出品的品質質而采取相關關的作業(yè)(過過程中檢查).返工浪費用于返修產品品或生產出報報廢產品所耗耗用的時間.可用水平(AL)運行水平(OL)質量水平(QL)23OEEBreakdown:TheSixBigLossesBreakdownsandMinorStoppagesMalfunctionscausingequipmenttostopprocessinggreaterthan10minutes(breakdowns)orlessthan10minutes(minorstoppages)SetupAnyactivityrelatedtoequipmentchangeover,setup,orcleaning.IdlingTimeequipmentisrunningbutnotproducingproduct.SpeedLossesEquipmentoperatingatlessthanstandardordesignspeedduetoequipment/productabnormalityQualityFactorsActivitiesrelatedtoensuringthequalityoftheproductproducedontheequipment(in-processchecks).ReworkLossesThetimetakentore-processproductortimetaketoproduceun-usableproduct.AvailabilityLevel(AL)OperatingLevel(OL)QualityLevel(QL)24六大浪費的識識別練習25SixBigLossesIdentificationExercise26OEE的計算原理承載時間(LT)設備運轉總的的可利用時間間=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%26.328.9-1.5-1.1=91%28.9質量原原因機器故故障及及輕微微故障障,行政事事務/非作作業(yè)時時間機器設置與與調整整速度損損失機器空空轉返工及及報廢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世界級級的OEE性能水水平承載時時間(LT)同步計計劃運運轉時時間及及生產產性防防護時時間可用水水平(AL)運行水水平(OL)質量量水水平平(QL)OEE90%x95%x99%質量量原因因機器器故故障障及及輕微微故故障障,行政政事事務務/非作作業(yè)業(yè)時時間間機器器設設置置與調調整整速度度損失失機器空轉返工及報廢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%29WorldClassOEEPerformanceLoadingTime(LT)OperationTimeandPMTimeisscheduledsynchronizingthetwoAvailabilityLevel(AL)OperatingLevel(OL)QualityLevel(QL)OEE90%x95%x99%QualityFactorsBreakdownsMinorStops,andAdmin.SetupSpeedLossesIdlingReworkandScrapOEE=85%isWorldClassPerformanceTheALisconsistentlykeptatorabove90%TheOLismaintainedatorabove95%TheQLisatorabove99%30使設備恢恢復到可可靠狀態(tài)態(tài)消除故障障開發(fā)PM維護保養(yǎng)養(yǎng)資料庫庫消除缺陷陷階段I階段II階段III階段IVTPM階段31ReturnEquipmenttoReliableConditionEliminateBreakdownsDevelopPMInformationDatabaseEliminateDefectsPHASEIPHASEIIPHASEIIIPHASEIVTPMPhases32六大團隊隊活動1.通通過小規(guī)規(guī)模的小小組活動動來提高高機器的的正常運運行時間間,消除除造成停停工的主主要根源源:機器的啟啟動損失失機器的故故障損失失待料損失失和生產產安排不不當帶來來的停機機損失2.使操作員員熟練地地參與如如潤滑,清潔,故障障檢驗等等基本的的保養(yǎng)維維護.33SixTeamActivities1.Usesmallgroupactivitiestoimprovemachineuptimebyeliminatingthemajorsourcesofdowntime.StartupLossesBreakdownLossesMaterialandSchedulingLosses2. Involvethemachineoperatorsaswellasskilledtradesinbasicpreventativemaintenancesuchaslubrication,cleaning,andinspectionfordefects.34六大團隊活活動(續(xù)上頁)3. 使用用諸如振動動分析類的的預測工具具擯棄過去去那種反應應式的維護護模式4.增強對設備備的認知和和了解以提提高生產效效能,減少少停工時間間;5.使供應管理理和生產調調度協同工工作以確保保持續(xù)穩(wěn)定定的原材料料供應,避避免停機待待料;6.規(guī)劃人員配配備以確保保瓶頸設備備處的滿員員運作35SixTeamActivities(Cont.)3.Utilizepredictivetoolssuchasvibrationanalysistomovepastreactivetypemaintenance4. Increaseawarenessandknowledgeofequipmenttoimproveproductivityandreducedowntime5. WorkwithSupplyManagementandProductionControltoinsureaconstantflowofrawmaterialisavailabletoprecludeidling.6. Developmanningschedulesthatinsurethatbottleneckmachinesarefullystaffed36TPM的益處提升操作員員的參與感感使設備恢復復至更高的的性能水平平發(fā)現現并并消消除除早早期期的的設設備備隱隱患患減少少總總的的制制造造成成本本減少少浪浪費費在保保養(yǎng)養(yǎng)設設備備方方面面樹樹立立榮榮譽譽感感促進進維維護護和和生生產產部部門門之之間間的的相相互互尊尊重重與與合合作作37BenefitsofTPMPromotesoperatorinvolvementRestoresequipmenttoahigherperformancelevelUncoverandeliminateprematureequipmentfailuresReducetotalmanufacturingcostsReduceswasteBuildsasenseofprideinmaintainingtheequipmentPromotescooperationandrespectbetweenmaintenanceandproduction38職責范圍圍精益6Sigma團隊倡導者/發(fā)起人人TPM團隊操作員現場主管管維護人員員39AreasofResponsibilityLeanSixSigmaTeamChampion/SponsorTPMTeamOperatorSupervisorMaintenance40精益6Sigma團隊的任任務確定一個個TPM項目的需需求收集有關關維護成成本,延延遲(時時延或操操作延遲遲,設備備利用率率以及質質量問題題的歷史史數據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現場活動動組成TPM團隊負責設備備維護的的人員操作員一線管理理人員準備必要要的裝備備幫助TPM團隊診斷斷異常協助跨功功能培訓訓收集整理理故障標標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43LeanSixSigmaTeamRoleOnflooractivitiesAssembletheTPMTeamMaintenancepersonnelOperatorsFirstlinesupervisionProvidenecessaryequipmentHelpteamdiagnoseabnormalitiesAssistskilledtradesCollectcopiesofdefecttagsandgenerateaworklistProvidepeopleresources44倡導者/發(fā)發(fā)起人的角角色一旦完成現現場工作,接下來將將:形成工作任任務并跟蹤蹤其完成情情況協助建立和和引入正確確的定期維維護明細表表協助維持改改善結果評估設備綜綜合利用率率OEE展示TPM的改善的成成就45Champion/SponsorRoleUponCompletionofOnFloorEventGenerateandtrackcompletionofworkordersAssistincreationandpostingofaccuratePeriodicMaintenanceListAssistinsustainingthegainsEvaluateOverallEquipmentEffectivenessDisplayTPMimprovements46現場主管的的角色指導并推廣廣TPM概念監(jiān)控現場的的設備管理理,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為TPM活動提供時時間方面的的準備促進生產與與維護雙方方的合作47Supervisor’sRoleCoachandpromoteTPMConceptsMonitorongoinghousekeepingandmachinecleanlinessPromoteOperatorownershipEmpowerOperatorsProvidetimeforTPMactivitiesPromotecooperationbetweenProductionandMaintenance48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,熱感應等等預測工具具;建立維護設設備的保養(yǎng)養(yǎng)記錄與操作員協協同工作并并提供技術術支持執(zhí)行設備大大修,綜合合調試負責執(zhí)行一一些特殊技技能的任務務,風險安安全性高的的作業(yè)促進TPM49MaintenanceRole““TheSpecializedCaretakers””PerformallplannedpreventativemaintenanceandtakecorrectiveactionasneededUsepredictivetoolssuchasvibrationanalysis,wearparticleanalysis,andthermographyDocumentequipmentmaintenancehistoryCooperatewithOperatorsandprovidetechnicalassistancePerformequipmentoverhaul,complexadjustmentsProvidespecialskilltasks,highsafetyrisktasksPromoteTPM50操作員角色色

“一線線管理者””清潔和缺陷陷檢查執(zhí)行基本的的潤滑,多多點檢測的的工作按照核準清清單的項目目進行定期期保養(yǎng)按計劃執(zhí)行行日常清潔潔和整理識別剛剛發(fā)發(fā)生的設備備異常根據需要要協助維維護人員員進行維維修執(zhí)行基本本的調試試工作改善提案促進TPM51Operator’sRole““TheFirstLineCaretaker”CleanandinspectfordefectsPerformbasiclubrication,multi-pointinspectionPerformPeriodicMaintenanceperapprovedListPerformroutinecleaningandhousekeepingasscheduledIdentifyequipmentdefectsastheyariseAssistMaintenancewithrepairsuponrequestPerformbasicadjustmentsSuggestimprovementsPromoteTPM52全面生產維護護的七大步驟驟1.完完成初始的機機器清潔和檢檢查2.識識別機器的缺缺陷和泄漏并并加以標示3.建建立操作員及及維護人員的的定期檢測的的PM計劃4.指導操作員使使用正確的保保養(yǎng)方法5.指導維護人員員使用正確的的保養(yǎng)方法6.貫徹現場5S管理和組織活活動7.監(jiān)控OEE并鼓勵大家合合作53The7StepsofTotalProductiveMaintenance1.Performinitialmachinecleaningandinspection2. Identifyandtagmachinedefectsandleaks3.DevelopOperatorandMaintenancePM’s4. InstructOperatorsinproperPMtechniques5. InstructMaintenanceStaffinproperPMtechniques6. Implement5SHousekeepingandOrganization7. MonitorOEEandencouragecooperation54TPM安全常識遵守/使用停工現場標牌牌警示程序正確的起重方方法用電安全操作作規(guī)范勞保裝備手套工作鞋護目鏡防塵口罩耳塞55TPMSafetyHabitsFollow/UseLockoutTagoutProcedureProperLiftingTechniquesElectricalSafetyGuidelinesPersonalProtectiveEquipmentGlovesSafetyShoesGogglesRespiratorsHearingProtection56TPM步驟1初始的機器清清潔和檢查目的:識別需需修理處并標標示缺陷執(zhí)行:徹底清潔機器器團團隊所有成員員參與并將所有需要要維修的項目目標示并記錄錄57TPMStep1InitialMachineInspectionPurpose:ToIdentifyneededrepairsandtagdefectsExecution:Cleanmachinethoroughly––donebyallteammembersTagandrecordallrepairsneededinaprojectnotebook58TPM步驟1

“現現場活動”徹底的清潔工工作包括:清除所有的碎碎屑及其他殘殘余物徹底地去除油油污調節(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

“現現場活動”維修項標示色色碼標簽上須標示示的信息:機器的資產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無法調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試校正恢復至設計速速度且保持品品質63FocusedTPMCleaningEffort

ReducedDowntimeby>70%Before–SevereGritandChipsOutofadjustmentsRunningatreducedspeedsConstantbreakdownsAfter––Cross-functionalEffortReplacedbrokenandmissingpartsCorrectedtheadjustmentReturnedtodesignedspeedwithoutincurringscrap64TPM步驟驟2修復復機機器器的的缺缺漏漏目的的:修修復復在在步步驟驟1中中找找到到的的缺缺漏漏項項目目注意意事事項項:倡導導者者/發(fā)發(fā)起起人人需需確確保保標標示示出出的的問問題題得得到到修修復復實際際的的修修復復工工作作不不必必一一定定由由團團隊隊成成員員來來做做;生產產主主管管須須確確保保機機器器能能夠夠使使用用65TPMStep2RepairmachinedefectsandleaksPurpose:TorepairitemsfoundinStep1Considerations:Champion/SponsorinsurestaggedproblemsarerepairedActualrepairsdonothavetobedonebyteammembersProductionSupervisorhastomakemachineavailable66TPM步驟驟2消除除故故障障因因素素固定定并并擰擰緊緊所所有有的的扣扣件件,接接頭頭,螺螺釘釘及及螺螺母母替換換任任何何缺缺損損的的部部件件替換換任任何何損損壞壞,磨磨損損及及規(guī)規(guī)格格不不符符的的零零部部件件解決決所所有有的的滲滲漏漏,溢溢出出,噴噴濺濺,噪噪雜雜等等問問題題提高高如如下下環(huán)環(huán)節(jié)節(jié)的的可可操操作作性性:清潔潔潤滑滑調試試檢查查/測測試試67TPMStep2Eliminatefactorscontributingtofailure:Secureandtightenallfasteners,fittings,boltsandscrewsReplaceanymissingpartsReplaceanydamaged,wornorwrongsizepartsResolveallcausesofleaks,spillage,sprayandsplatterImproveaccessibilityinordertoaccomplish:CleaningLubricatingAdjustingChecking/inspecting68TPM步驟驟3建立立操操作作員員和和維維護護人人員員合合作作的的PM計劃劃確保保發(fā)發(fā)出出完完善善的的定定期期檢檢測測的的查查檢檢表表目的的:注意意事事項項:由TPM項目目小小組組建建立立PM計劃劃誰來來執(zhí)執(zhí)行行任任務務任務務執(zhí)執(zhí)行行的的頻頻率率(例例如如每每天天,每每周周等等)69TPMStep3DevelopOperatorPM’’sandMaintenancePM’’sPurpose:ToinsureadequatepreventativemaintenancechecklistsarepostedConsiderations:TPMProjectTeamtodevelopPM’’sWhoistoperformtasksFrequencyoftasks(i.e.,daily,weekly,etc.)70TPM步驟4由操作作員執(zhí)執(zhí)行的的PM作業(yè)目的:盡早早發(fā)現現問題題,準準備周周期保保養(yǎng),遵循循5S規(guī)程注意事事項:操作員員負責責按照照管理理文件件執(zhí)行行PM工作;生產主主管須須確保保PM工作的的有效效實施施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;操作員時時時關注注小問題題的發(fā)生生就有可可能:迅速地發(fā)發(fā)現潛在在的問題題修正現有有問題確定狀態(tài)態(tài)正常良好地維維持設備備整體狀狀況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備備的維護護作業(yè)怎樣使操操作員更更加自主主,實現現自我管管理:利用文件件管理明確維護護/生產產作業(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鍵鍵機器及及設備執(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準就設備的的保養(yǎng)需需求對操操作員進進行培訓訓貫徹實施施一個綜綜合性的的維護系系統(tǒng)對保養(yǎng)效效果進行行定期審審查77AutonomousMaintenanceImplementationIdentifyprocesscriticalmachineryandequipmentPerforminitialcleaningResolvesourcesofdirtandcontaminationCreatecleaningandlubricationstandardsTrainoperatorsonequipmentmaintenancerequirementsImplementacomprehensivemaintenancesystemEstablishperiodicauditsofmaintenanceeffectiveness78為什么清清潔?不恰當的的清潔所所帶來的的負面影影響:故障產品缺陷陷加快設備備磨損產量降低低設備磨損損正常磨損損:盡盡管正確確操作仍仍然會發(fā)發(fā)生加快磨損損:由由于誤操操作及疏疏忽于保保養(yǎng)導致致加快磨磨損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備可發(fā)發(fā)現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設備故障專家估計與移移動裝置相關關的機器故障障有60%是是由于缺乏或或不適當的潤潤滑導致的;建立設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)）目視管理張貼設備潤潤滑工作示示意圖標示油位玻玻璃管的上上下線所有的氣管管,水管,油管及冷冷卻劑管區(qū)區(qū)分標示張貼OEE的圖表分析析公布本年度度截至目前前為止的保保養(yǎng)成本公布5S審查的得分分情況87TPMStep4（Con.)VisualsControlsLubricationplacardsinplaceUpperandlowersightglassesinplaceAllair,water,gas,andcoolantlinesarelabeledOEEpostedYTDMaintenancecostsposted5SAuditScoresposted88TPM步驟5由維護人員員執(zhí)行的PM