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(xié)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)現現異常快速反應應11TPMAchievezeroequipmentbreakdownsandzerodefectsthroughpreventionEstablishpreventionbyMaintainingnormalconditionsEarlydetectionofabnormalitiesQuickresponse12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)行所有的維維修作業(yè)往往是一旦設設備發(fā)生故障障充當救火員員的角色;負責定購和保保管所有的工工具,備件等等物資;實施定期檢修修生產部門––”我們只管使使用“通常不作任何何維護活動一旦設備出現現故障就與維維修部門聯(lián)系系維修作業(yè)中只只能停工;一直用到壞了了為止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)是一一種基于時間間長短或使用用狀況對設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備實施施檢修作業(yè)以以防止設備發(fā)發(fā)生故障.定期保養(yǎng)計劃劃預測性保養(yǎng)是是一種基于設設備狀態(tài)的維維護方法.根根據可視信號號或檢測技術術的情況來實實施保養(yǎng)以防防止設備發(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現狀分析和團團隊組織評估當前的操操作條件:機器利用率,生產率等;維修費用(配件和人工)對實現TPM的各項工作進進行優(yōu)先次序序評估潛在TPM倡導者及團隊隊成員的實力力挑選TPM倡導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標17PresentStateAnalysis

andTeamOrganizationAssessCurrentOperatingConditionsMachineutilization,productivity,etc.Maintenancerepaircosts(partsandlabor)PrioritizeorderofTPMeffortsAssesscapabilitiesofpotentialTPMChampionsandTeamMembersSelectTPMChampionandTeamMembersEstablishinitialkick-offworkshopEstablishteamgoal18典型的設備評評價指標利用率:設備實際運轉轉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:實際際產量與標準準產量的比率率=(實際產量/小小時)/(標標準產量/小小時)產出:用一一特定時間段段的產量來衡衡量=磅/小時,件件數/小時時19TypicalOperationalProcessMeasurementsUtilization:Theratioofequipmentactualoperatingtimetothetotalavailableoperatingtime=ActualOperatingTime/AvailableTimeEfficiency:Theratioofactualproductproducedtoastandard=(ActualParts/Hour)/(StandardPart/Hour)Output:Measureofoutputoveraspecifiedtimeperiod=lbs/hr,pieces/hr20設備綜合利用用率OEE設備綜合利用用率（OEE）是衡量一臺設設備按計劃速速度生產出合合格產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)24六大浪費的的識別練習習25SixBigLossesIdentificationExercise26OEE的計算原理理承載時間(LT)設備運轉總總的可利用用時間=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%26.328.9-1.5-1.1=91%28.9質量原因機器故障及及輕微故障障,行政事務/非作業(yè)時時間機器設置與調整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=21.1hrs27CalculatingOEEElementsLoadingTime(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)同步計劃運運轉時間及及生產性防防護時間可用水平(AL)運行水平(OL)質量水平(QL)OEE90%x95%x99%質量原因機器故障及及輕微故障,行政事務/非作業(yè)時間間機器設置與調整速度損失機器空轉返工及報廢OEE=85%是世界級的的性能水平平AL始終保持在在90%以上OL維持在95%以上上QL不低于99%29WorldClassOEEPerformanceLoadingTime(LT)OperationTimeandPMTimeisscheduledsynchronizingthetwoAvailabilityLevel(AL)OperatingLevel(OL)QualityLevel(QL)OEE90%x95%x99%QualityFactorsBreakdownsMinorStops,andAdmin.SetupSpeedLossesIdlingReworkandScrapOEE=85%isWorldClassPerformanceTheALisconsistentlykeptatorabove90%TheOLismaintainedatorabove95%TheQLisatorabove99%30使設備恢復復到可靠狀狀態(tài)消除故障開發(fā)PM維護保養(yǎng)資資料庫消除缺陷階段I階段II階段III階段IVTPM階段31ReturnEquipmenttoReliableConditionEliminateBreakdownsDevelopPMInformationDatabaseEliminateDefectsPHASEIPHASEIIPHASEIIIPHASEIVTPMPhases32六大大團團隊隊活活動動1.通通過過小小規(guī)規(guī)模模的的小小組組活活動動來來提提高高機機器器的的正正常常運運行行時時間間,消消除除造造成成停停工工的的主主要要根根源源:機器器的的啟啟動動損損失失機器器的的故故障障損損失失待料料損損失失和和生生產產安安排排不不當當帶帶來來的的停停機機損損失失2.使操操作作員員熟熟練練地地參參與與如如潤潤滑滑,清清潔潔,故故障障檢檢驗驗等等基基本本的的保保養(yǎng)養(yǎng)維維護護.33SixTeamActivities1.Usesmallgroupactivitiestoimprovemachineuptimebyeliminatingthemajorsourcesofdowntime.StartupLossesBreakdownLossesMaterialandSchedulingLosses2.Involvethemachineoperatorsaswellasskilledtradesinbasicpreventativemaintenancesuchaslubrication,cleaning,andinspectionfordefects.34六大大團團隊隊活活動動(續(xù)上上頁頁)3.使使用用諸諸如如振振動動分分析析類類的的預預測測工工具具擯擯棄棄過過去去那那種種反反應應式式的的維維護護模模式式4.增強強對對設設備備的的認認知知和和了了解解以以提提高高生生產產效效能能,減減少少停停工工時時間間;5.使供供應應管管理理和和生生產產調調度度協(xié)協(xié)同同工工作作以以確確保保持持續(xù)續(xù)穩(wěn)穩(wěn)定定的的原原材材料料供供應應,避避免免停停機機待待料料;6.規(guī)劃劃人人員員配配備備以以確確保保瓶瓶頸頸設設備備處處的的滿滿員員運運作作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備備恢復復至更更高的的性能能水平平發(fā)現并并消除除早期期的設設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)設備備方面面樹立立榮譽譽感促進維維護和和生產產部門門之間間的相相互尊尊重與與合作作37BenefitsofTPMPromotesoperatorinvolvementRestoresequipmenttoahigherperformancelevelUncoverandeliminateprematureequipmentfailuresReducetotalmanufacturingcostsReduceswasteBuildsasenseofprideinmaintainingtheequipmentPromotescooperationandrespectbetweenmaintenanceandproduction38職責范范圍精益6Sigma團隊倡導者者/發(fā)發(fā)起人人TPM團隊操作員員現場主主管維護人人員39AreasofResponsibilityLeanSixSigmaTeamChampion/SponsorTPMTeamOperatorSupervisorMaintenance40精益6Sigma團隊的的任務務確定一一個TPM項目的的需求求收集有有關維維護成成本,延遲遲(時時延或或操作作延遲遲,設設備利利用率率以及及質量量問題題的歷歷史數數據與操作作員進進行深深入溝溝通以以了解解他們們的期期望41LeanSixSigmaTeamRoleDeterminetheneedforaTPMProjectGatherhistoryofmaintenancecost,delay,machineavailability,andqualityproblemsInterviewOperatorstogettheirprospective42現場活活動組成TPM團隊負責設設備維維護的的人員員操作員員一線管管理人人員準備必必要的的裝備備幫助TPM團隊診診斷異異常協(xié)助跨跨功能能培訓訓收集整整理故故障標標牌的的拷貝貝并生生成工工作明明細表表提供人人力資資源方方面的的支持持精益6Sigma團隊的的任務務43LeanSixSigmaTeamRoleOnflooractivitiesAssembletheTPMTeamMaintenancepersonnelOperatorsFirstlinesupervisionProvidenecessaryequipmentHelpteamdiagnoseabnormalitiesAssistskilledtradesCollectcopiesofdefecttagsandgenerateaworklistProvidepeopleresources44倡導者者/發(fā)發(fā)起人人的角角色一旦完完成現現場工工作,接下下來將將:形成工工作任任務并并跟蹤蹤其完完成情情況協(xié)助建建立和和引入入正確確的定定期維維護明明細表表協(xié)助維維持改改善結結果評估設設備綜綜合利利用率率OEE展示TPM的改善善的成成就45Champion/SponsorRoleUponCompletionofOnFloorEventGenerateandtrackcompletionofworkordersAssistincreationandpostingofaccuratePeriodicMaintenanceListAssistinsustainingthegainsEvaluateOverallEquipmentEffectivenessDisplayTPMimprovements46現場主主管的的角色色指導并并推廣廣TPM概念監(jiān)控現現場的的設備備管理理,保保養(yǎng)及及機器器清潔潔工作作的進進行激發(fā)操操作員員的主主人翁翁意識識對操作作員授授權為TPM活動提提供時時間方方面的的準備備促進生生產與與維護護雙方方的合合作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)并根據據需要采采取維修修措施;使用振動動分析,磨損度度分析,熱感應應等預測測工具;建立維護護設備的的保養(yǎng)記記錄與操作員員協(xié)同工工作并提提供技術術支持執(zhí)行設備備大修,綜合調調試負責執(zhí)行行一些特特殊技能能的任務務,風險險安全性性高的作作業(yè)促進TPM49MaintenanceRole

“TheSpecializedCaretakers”PerformallplannedpreventativemaintenanceandtakecorrectiveactionasneededUsepredictivetoolssuchasvibrationanalysis,wearparticleanalysis,andthermographyDocumentequipmentmaintenancehistoryCooperatewithOperatorsandprovidetechnicalassistancePerformequipmentoverhaul,complexadjustmentsProvidespecialskilltasks,highsafetyrisktasksPromoteTPM50操作員角角色““一線管管理者””清潔和缺缺陷檢查查執(zhí)行基本本的潤滑滑,多點點檢測的的工作按照核準準清單的的項目進進行定期期保養(yǎng)按計劃執(zhí)執(zhí)行日常常清潔和和整理識別剛剛剛發(fā)生的的設備異異常根據需要要協(xié)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案促進TPM51Operator’sRole““TheFirstLineCaretaker”CleanandinspectfordefectsPerformbasiclubrication,multi-pointinspectionPerformPeriodicMaintenanceperapprovedListPerformroutinecleaningandhousekeepingasscheduledIdentifyequipmentdefectsastheyariseAssistMaintenancewithrepairsuponrequestPerformbasicadjustmentsSuggestimprovementsPromoteTPM52全面生產產維護的的七大步步驟1.完完成成初始的的機器清清潔和檢檢查2.識識別別機器的的缺陷和和泄漏并并加以標標示3.建建立立操作員員及維護護人員的的定期檢檢測的PM計劃4.指導操作作員使用用正確的的保養(yǎng)方方法5.指導維護護人員使使用正確確的保養(yǎng)養(yǎng)方法6.貫徹現場場5S管理和組組織活動動7.監(jiān)控OEE并鼓勵大大家合作作53The7StepsofTotalProductiveMaintenance1.Performinitialmachinecleaningandinspection2.Identifyandtagmachinedefectsandleaks3.DevelopOperatorandMaintenancePM’’s4.InstructOperatorsinproperPMtechniques5.InstructMaintenanceStaffinproperPMtechniques6.Implement5SHousekeepingandOrganization7.MonitorOEEandencouragecooperation54TPM安全常識識遵守/使使用停工現場場標牌警警示程序序正確的起起重方法法用電安全全操作規(guī)規(guī)范勞保裝備備手套工作鞋護目鏡防塵口罩罩耳塞55TPMSafetyHabitsFollow/UseLockoutTagoutProcedureProperLiftingTechniquesElectricalSafetyGuidelinesPersonalProtectiveEquipmentGlovesSafetyShoesGogglesRespiratorsHearingProtection56TPM步驟1初始的機機器清潔潔和檢查查目的:識識別需修修理處并并標示缺缺陷執(zhí)行:徹底清潔潔機器團隊所所有成員員參與并將所有有需要維維修的項項目標示示并記錄錄57TPMStep1InitialMachineInspectionPurpose:ToIdentifyneededrepairsandtagdefectsExecution:Cleanmachinethoroughly––donebyallteammembersTagandrecordallrepairsneededinaprojectnotebook58TPM步驟1““現場場活動””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!”59TPMStep1

“OnFloorActivities”AThoroughCleaningIncludes:RemovingallchipsandotherdebrisThoroughDegreasingCompressedairforcontrolsChangingfilters,lubricants,etc.LubricatingmovingpartsandjointsRemovingunnecessarytooling,hardware,supplies,etc.“Youhavetogetyourhandsdirty!”60TPM步驟1““現場活動動”維修項標示示色碼標簽上須標標示的信息息:機器的資產產編號機器位置及及故障位置置投入使用的的日期及使使用人機油泄漏—橙色色冷卻液泄漏漏—綠色空氣泄漏––黃色色機器故障––粉紅紅色電氣問題--藍色61TPMStep1

“OnFloorActivities”RepairTagColorCodesInformationNeededonTagsAssetnumberofmachineLocationandrelativepositionofdefectonmachineNameoforiginatoranddateOilLeaks-OrangeCoolantLeaks-GreenAirLeaks-YellowMachineDefects-PinkElectricalProblems-Blue62關注TPM清潔效果降降低停停機時間>70%之前–砂砂粒及碎碎屑很嚴重重無法調試運行速度降降低故障接連發(fā)發(fā)生之后–跨跨功能工工作的成果果更換缺損的的零部件調試校正恢復至設計計速度且保保持品質63FocusedTPMCleaningEffortReducedDowntimeby>70%Before–SevereGritandChipsOutofadjustmentsRunningatreducedspeedsConstantbreakdownsAfter–Cross-functionalEffortReplacedbrokenandmissingpartsCorrectedtheadjustmentReturnedtodesignedspeedwithoutincurringscrap64TPM步驟2修復機器的的缺漏目的:修復復在步驟1中找到的的缺漏項目目注意事項:倡導者/發(fā)發(fā)起人需確確保標示出出的問題得得到修復實際的修復復工作不必必一定由團團隊成員來來做;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)發(fā)出完完善的的定期期檢測測的查查檢表表目的:注意事事項:由TPM項目小小組建建立PM計劃誰來執(zhí)執(zhí)行任任務任務執(zhí)執(zhí)行的的頻率率(例如如每天天,每每周等等)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使操作員更更加獨立地地自我管理理和控制;操作員時時時關注小問問題的發(fā)生生就有可能能:迅速地發(fā)現現潛在的問問題修正現有問問題確定狀態(tài)正正常良好地維持持設備整體體狀況73TPMTPMmakestheoperatormoreindependentTheoperatorseesthesmallproblemsnowwiththepossibilityof:QuicklynotingpotentialproblemsCorrectingthecurrentsituationRecognizingnormalconditionsMaintainingthemachineingoodoverallcondition74自主維護管管理指的是操作作員參與自自己所操作作的設備的的維護作業(yè)業(yè)怎樣使操作作員更加自自主,實現現自我管理理:利用文件管管理明確維護/生產作業(yè)業(yè)的規(guī)定明確操作員員如何進行行日常檢測測進行基本的的操作,維維護及故障障檢測的培培訓使日常作業(yè)業(yè)直觀,一一目了然明確識別須須監(jiān)督管理理的項目75AutonomousMaintenanceReferstoactivitiesinvolvingoperatorsinthemaintenanceoftheirownequipmentHowtomaketheoperatormoreindependent:MakedocumentationavailableDefinemaintenance/manufacturingactivitiesShowoperatorhowtoperformdailychecksTraininbasicoperation,maintenance,anddefectdetectionMakedailyactivitiesvisibleClearlyidentifyitemstosupervise76落實自主維維護管理確定過程實實施中的關關鍵機器及及設備執(zhí)行初步清清潔工作清除臟污及及污染源建立清潔和和潤滑標準準就設備的保保養(yǎng)需求對對操作員進進行培訓貫徹實施一一個綜合性性的維護系系統(tǒng)對保養(yǎng)效果果進行定期期審查77AutonomousMaintenanceImplementationIdentifyprocesscriticalmachineryandequipmentPerforminitialcleaningResolvesourcesofdirtandcontaminationCreatecleaningandlubricationstandardsTrainoperatorsonequipmentmaintenancerequirementsImplementacomprehensivemaintenancesystemEstablishperiodicauditsofmaintenanceeffectiveness78為什么清潔?不恰當的清潔潔所帶來的負負面影響:故障產品缺陷加快設備磨損損產量降低設備磨損正常磨損: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常見的設備備缺陷斷線軟管磨破漏油漏氣散熱劑泄漏漏托架損壞電線裸露多余及廢棄棄的器具防護裝置損損壞或不見見83TypicalDefectsFoundBrokenflexWornhosesOilleaksAirLeaksCoolantleaksBrokenBracketsFrayedwiresUnnecessaryandobsoletetoolingDamagedormissingguards84設備故障專家估計與與移動裝置置相關的機機器故障有有60%是是由于缺乏乏或不適當當的潤滑導導致的;建立設備故故障資料庫庫收集并管理理故障資料料分析故障趨趨勢及形式式定期展開和和發(fā)布總結結報告包括用于定定期回顧之之用的會議議議程報告告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作業(yè)目的:預防防機器故障障在在