精益生产之全面生产维护TPM中英文PPT课件

1、Total Productive Maintenance (TPM)T P MT P M T e a m O r g a n i z a t i o nO v e r a l l E q u i p m e n t E f f e c t i v e n e s s T P M P h a s e sRD011202第1页/共100页Total Productive Maintenance (TPM)2精益精益6 过程改善流程过程改善流程分析分析控制控制改进改进定义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测量测量绘制业务流程图绘制价值流程图制定数据收集计划

2、测量系统分析收集数据过程能力分析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 别转化机会测量测量定义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RACIQuad 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&RCp & 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

3、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第2页/共100页Total Productive Maintenance (TPM)3Lean Six Sigma Improvement Process Road MapAnalyzeControlImproveDefineIdentify ProblemDevelop List of CustomersDevelop List of CTQs from Voice of the Customer

4、Finalize Project Focus and Key MetricsComplete PDFMeasureMap Business ProcessMap Value StreamDevelop DataCollection PlanConduct MeasurementSystem AnalysisCollect DataConduct Process Capability AnalysisAnalyzePropose Critical XsPrioritize Critical XsVerify Critical XsEstimate the Impact of Each X on

5、YQuantify the OpportunityPrioritize Root CausesConduct Root Cause Analysis on Critical XsImproveCritical Xs ConfirmedDevelop Potential SolutionsSelect SolutionOptimize SolutionPilot SolutionControlImplement Process Changes and Controls Write Control PlanCalculate Final Financial/Process MetricsTrans

6、ition Project to Future OwnersIdentify Project Translation OpportunitiesMeasureDefineProject ID ToolsProject Definition FormNet Present Value Analysis Internal Rate of Return Analysis Discounted Cash Flow Analysis PIP Management ProcessRACIQuad ChartsProcess MappingValue AnalysisBrainstormingMulti-V

7、oting TechniquesPareto ChartsC&E/Fishbone DiagramsFMEACheck SheetsRun ChartsControl ChartsGage R&RCp & CpkSupplyChainAccelerator AnalysisMulti-VariBox PlotsInteraction PlotsRegressionANOVAC&E MatricesFMEABrainstormingPull SystemsSetup ReductionTPMProcess FlowBenchmarkingAffinityDOE H

8、ypothesis TestingForce FieldTree DiagramsGantt ChartsCheck SheetsRun ChartsHistogramsScatter DiagramsControl ChartsPareto ChartsInteractive ReviewsPoka-YokeRevised 1-12-02第3页/共100页Total Productive Maintenance (TPM)4课程目的课程目的 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

9、测性保养作为一种检测工具; 实施维护审查第4页/共100页Total Productive Maintenance (TPM)5Learning 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 clean

10、ing and maintaining equipment Use predictive maintenance as a diagnostic tool Implement maintenance audits第5页/共100页Total Productive Maintenance (TPM)6个人学习意义个人学习意义 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;第6页/共100页Total Productive Maintenance (TPM)7Whats in It fo

11、r 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 ma

12、jor contributors to process performance第7页/共100页Total Productive Maintenance (TPM)8全面生产维护全面生产维护 (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。第8页/共100页Total Productive Maintenance (TPM)9Total Productive Maintenance (TPM)TPM Definition A common sense approach to monitor operations, maintain equip

13、ment, eliminate unscheduled downtime, and improve the level of cooperation between Operations and Maintenance.第9页/共100页Total Productive Maintenance (TPM)10TPM 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 快速反应第10页/共100页Total Productive Maintenance (TPM)11TPM Achieve zero equipment breakdowns and

14、 zero defects through prevention Establish prevention by Maintaining normal conditions Early detection of abnormalities Quick response第11页/共100页Total Productive Maintenance (TPM)12传统的反应式维护 维修部门 “我们只管修理”n执行所有的维修作业n往往是一旦设备发生故障充当救火员的角色;n负责定购和保管所有的工具,备件等物资;n实施定期检修 生产部门 ”我们只管使用“n通常不作任何维护活动n一旦设备出现故障就与维修部门

15、联系n维修作业中只能停工;n一直用到坏了为止第12页/共100页Total Productive Maintenance (TPM)13Traditional 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 Preventi

16、ve MaintenanceManufacturing “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”第13页/共100页Total Productive Maintenance (TPM)14主要概念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

17、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 油况分析第14页/共100页Total Productive Maintenance (TPM)15Key DefinitionsPreventive Maintenance is a time or usage based method of maintaining equipment. Maintenance activities are performed on equipme

18、nt based on defined time and/or usage intervals to prevent equipment breakdowns from occurring.PM SchedulesPredictive Maintenance is a situation based method of maintaining equipment. Maintenance activities are performed on equipment based on visible signals or diagnostic techniques to prevent equip

19、ment breakdowns from occurring.Vibration AnalysisLaser MeasuringUltrasoundGenerator TestingThermographyOil Analysis第15页/共100页Total Productive Maintenance (TPM)16现状分析和团队组织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 确定团队目标第16页/共100页Total

20、 Productive Maintenance (TPM)17Present 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

21、 Champion and Team Members Establish initial kick-off workshop Establish team goal第17页/共100页Total Productive Maintenance (TPM)18典型的设备评价指标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/小时第18页/共100页Total Productive Maintenance (TP

22、M)19Typical 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: Measur

23、e of output over a specified time period = lbs/hr, pieces/hr第19页/共100页Total Productive Maintenance (TPM)20设备综合利用率设备综合利用率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.第20页/共100页Total Productive Maintenance (TPM)21Overall Equipment Effectiveness Overall Equipment Effectiveness (OEE) is the measure o

24、f the percent of time a piece of equipment is producing quality product at the designed rate.第21页/共100页Total Productive Maintenance (TPM)22OEE分解分解:六大浪费六大浪费故障及轻微故障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

25、所设定的速度运转.品质原因浪费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). 返工浪费返工浪费用于返修产品或生产出报废产品所耗用的时间.第22页/共100页Total Productive Maintenance (TPM)23OEE Breakdown: The Six Big LossesBreakdowns and Minor StoppagesMalfunctions causing equipment to stop processing greater than 10 minutes (breakdowns) or less than 10 minutes (m

26、inor 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 abnormalityQuality FactorsActivities related to ensuring the q

27、uality 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.第23页/共100页Total Productive Maintenance (TPM)24六大浪费的识别练习六大浪费的识别练习识别损失类别12345678910机器A在下午1点钟完成一产品装配而在下午2:27开始另一产品的装配工作现象由于电气故障机器A的运转中断31分钟过程中的

28、质量检查耗时22分钟机器B上的小装置装卸时间为4分钟由于机械故障机器X运转中断8分钟机器Z的清洁时间为47分钟工件被轧住造成机器C中断3分钟从取样到送至实验室耗时32分钟机器Z返修200个工件由于机油线路泄漏机器D仅能以每小时加工100片产品的速度运行达不到125片的标准 第24页/共100页Total Productive Maintenance (TPM)25Six Big Losses Identification Exercise SCENARIO LOSS IDENTIFICATION 1. Machine A operation is interrupted by an elect

29、rical 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

30、 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 第2

31、5页/共100页Total Productive Maintenance (TPM)26OEE的计算原理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)OEE73% 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%40OEE = 53%AL HRS = 40 - 3.1 - 3.8 - 4.2 = 2

32、8.9 hrsOL HRS = 28.9 - 3.1 - 1.1 = 26.3 hrsQL HRS = 26.3 - 3.1 - 2.1 = 21.1 hrs第26页/共100页Total Productive Maintenance (TPM)27Calculating OEE ElementsLoading Time (LT)Total Hours Available for Equipment Operation = 40 hrsAvailabilityLevel (AL)OperatingLevel (OL)QualityLevel (QL)OEE73% x 91% x 80% 26.

33、3 - 3.1 - 2.1 = 80%26.3 28.9 - 1.5 - 1.1 = 91%28.9QualityFactorsBreakdownsMinor Stops, and Admin.SetupSpeed LossesIdlingRework andScrap 40 - 3.1 - 3.8 - 4.2 = 73%40OEE = 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第27页/共100页Total

34、 Productive Maintenance (TPM)28世界级的世界级的OEE性能水平性能水平承载时间承载时间 (LT)同步计划运转时间及生产性防护时间同步计划运转时间及生产性防护时间可用水平可用水平 (AL)运行水平运行水平 (OL)质量水平质量水平 (QL)OEE90% 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始终保持在始终保持在 90%以上以上OL维持在维持在 95%以上以上QL不低于不低于 99%第28页/共100页Total Productive Maintenan

35、ce (TPM)29World Class OEE PerformanceLoading Time (LT)Operation Time and PM Time is scheduled synchronizing the twoAvailabilityLevel (AL)OperatingLevel (OL)QualityLevel (QL)OEE90% x 95% x 99%QualityFactorsBreakdownsMinor Stops, and Admin.SetupSpeed LossesIdlingReworkand ScrapOEE = 85% is World Class

36、 PerformanceThe AL is consistently kept at or above 90%The OL is maintained at or above 95%The QL is at or above 99%第29页/共100页Total Productive Maintenance (TPM)30阶段阶段 I阶段阶段 II阶段阶段 III阶段阶段 IVTPM 阶段阶段第30页/共100页Total Productive Maintenance (TPM)31PHASE IPHASE IIPHASE IIIPHASE IVTPM Phases第31页/共100页Tota

37、l Productive Maintenance (TPM)32六大团队活动六大团队活动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. 第32页/共100页Total Productive Maintenance (TPM)33Six Team Activities1. Use small group activities to improve machine uptime by eliminating the major sou

38、rces of downtime. Startup Losses Breakdown Losses Material and Scheduling Losses2. Involve the machine operators as well as skilled trades in basic preventative maintenance such as lubrication, cleaning, and inspection for defects. 第33页/共100页Total Productive Maintenance (TPM)34六大团队活动六大团队活动(续上页续上页)3.

39、 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第34页/共100页Total Productive Maintenance (TPM)35Six Team Activities (Cont.)3. Utilize predictive tools such as vibration analysis to move past reactive type maintenance4. Increase awar

40、eness and knowledge of equipment to improve productivity and reduce downtime5. 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第35页/共100页Tot

41、al Productive Maintenance (TPM)36TPM的益处的益处 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 第36页/共100页Total Productive Maintenance (TPM)37Benefits of TPM Promotes operator involvement Restores equipment to a higher performance level Uncover and eliminate premature

42、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 第37页/共100页Total Productive Maintenance (TPM)38职责范围职责范围 精益6Sigma团队 倡导者/发起人 TPM团队 操作员 现场主管 维护人员第38页/共100页Total Prod

43、uctive Maintenance (TPM)39Areas of Responsibility Lean Six Sigma Team Champion/Sponsor TPM Team Operator Supervisor Maintenance第39页/共100页Total Productive Maintenance (TPM)40精益精益6Sigma团队的任务团队的任务 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第40页/共100页Total Productive Maintenance

44、 (TPM)41Lean 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第41页/共100页Total Productive Maintenance (TPM)42 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

45、 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精益6Sigma团队的任务团队的任务第42页/共100页Total Productive Maintenance (TPM)43Lean 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 skil

46、led trades Collect copies of defect tags and generate a work list Provide people resources第43页/共100页Total Productive Maintenance (TPM)44倡导者倡导者/发起人的角色发起人的角色 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的改善的成就第44页/共100页Total Productive Maintenance (TPM)45Champion/Sponsor

47、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第45页/共100页Total Productive Maintenance (TPM)46现场主管的

48、角色现场主管的角色 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第46页/共100页Total Productive Maintenance (TPM)47Supervisors Role Coach and promote TPM Concepts Monitor ongoing housekeeping and machine cleanliness Promote Operator ownership Empower Operators Provide time for

49、TPM activities Promote cooperation between Production and Maintenance第47页/共100页Total Productive Maintenance (TPM)48维护人员的角色维护人员的角色“专业的管理者专业的管理者” 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第48页/共100页Total Productive Maintenance

50、 (TPM)49Maintenance 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

51、 technical assistance Perform equipment overhaul, complex adjustments Provide special skill tasks, high safety risk tasks Promote TPM 第49页/共100页Total Productive Maintenance (TPM)50操作员角色操作员角色“一线管理者一线管理者” 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

52、TPM第50页/共100页Total Productive Maintenance (TPM)51Operators 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 a

53、s they arise Assist Maintenance with repairs upon request Perform basic adjustments Suggest improvements Promote TPM 第51页/共100页Total Productive Maintenance (TPM)52全面生产维护的七大步骤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

54、并鼓励大家合作第52页/共100页Total Productive Maintenance (TPM)53The 7 Steps of Total Productive Maintenance1. Perform initial machine cleaning and inspection2. Identify and tag machine defects and leaks3. Develop Operator and Maintenance PMs4. Instruct Operators in proper PM techniques5. Instruct Maintenance S

55、taff in proper PM techniques6. Implement 5S Housekeeping and Organization7. Monitor OEE and encourage cooperation第53页/共100页Total Productive Maintenance (TPM)54TPM 安全常识安全常识 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 耳塞第54页/共100页Total Productive Maintenance (TPM)55TPM Safety Habits Follow/

56、Use Lockout Tagout Procedure Proper Lifting Techniques Electrical Safety Guidelines Personal Protective Equipment Gloves Safety Shoes Goggles Respirators Hearing Protection第55页/共100页Total Productive Maintenance (TPM)56TPM 步骤步骤1初始的机器清洁和检查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第

57、56页/共100页Total Productive Maintenance (TPM)57TPM Step 1Initial 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第57页/共100页Total Productive Maintenance (TPM)58TPM

58、步骤步骤1“现场活动现场活动” 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!”第58页/共100页Total Productive Maintenance (TPM)59TPM Step 1“On Floor Activities” A Thorough Cleaning Includes: Removing all chips and other debris Thorough Degreasing Compressed air for contr

59、ols Changing filters, lubricants, etc. Lubricating moving parts and joints Removing unnecessary tooling, hardware, supplies, etc. “You have to get your hands dirty!”第59页/共100页Total Productive Maintenance (TPM)60TPM 步骤步骤1“现场活动现场活动” 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n机油机油泄漏泄漏橙色橙色n冷却液泄漏冷却

60、液泄漏绿色绿色n空气泄漏空气泄漏 黄色黄色n机器故障机器故障 粉红色粉红色n电气问题电气问题-蓝色蓝色第60页/共100页Total Productive Maintenance (TPM)61TPM 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 datenOil Leaks - OrangenCoolant Leaks - GreennAir L