精益生产之全面生产维护M中英文四

全面生产维护

(TPM)TPMTPM团队组织设备综合利用率OEETPM活动步骤RD011202TotalProductiveMaintenance(TPM)TPMTPMTeamOrganizationOverallEquipmentEffectivenessTPMPhasesRD011202精益6

过程改善流程分析控制改进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测量绘制业务流程图绘制价值流程图制定数据收集计划测量系统分析收集数据过程能力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ANOVAC&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;用预测性保养作为一种检测工具;实施维护审查5LearningObjectivesLearnamethodto:IntegrateoperationalproductivityfactorsapplicableinprocessindustriesinasinglecomprehensivemeasurementEliminatefactorscontributingtoequipmentfailureImproveaccessibilityforcleaningandmaintainingequipmentUsepredictivemaintenanceasadiagnostictoolImplementmaintenanceaudits6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;7What’sinItforMe?OptimizedprocessoperationsandmaintenanceAmethodtoreplacethetraditionalapproachofdetectingandcorrectingfaultyconditionsastheyoccurAproactivesystemwhichmonitorsandcorrectscausesAnoperationsstrategybasedonunderstandingthecauseandeffectsystemaffectingthemajorcontributorstoprocessperformance8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。9TotalProductiveMaintenance(TPM)TPMDefinitionAcommonsenseapproachtomonitoroperations,maintainequipment,eliminateunscheduleddowntime,andimprovethelevelofcooperationbetweenOperationsandMaintenance.10TPM通过实施施预防实实现设备备零故障障和零缺缺陷;预防工作作将立足足于以下下方面:维持正常常的生产产条件及早发现现异常快速反应应11TPMAchievezeroequipmentbreakdownsandzerodefectsthroughpreventionEstablishpreventionbyMaintainingnormalconditionsEarlydetectionofabnormalitiesQuickresponse12传统的反反应式维维护维修部门门–“我们只管管修理””执行所有有的维修修作业往往是一一旦设备备发生故故障充当当救火员员的角色色;负责定购购和保管管所有的的工具,备件等等物资;实施定期期检修生产部门门–”我们只只管使用用“通常不作作任何维维护活动动一旦设备备出现故故障就与与维修部部门联系系维修作业业中只能能停工;一直用到到坏了为为止13TraditionalApproach““Re-ActiveMaintenance”Maintenance––

“WEFIX””PerformallmaintenanceactivitiesPerform““FireFighting”maintenancewhenamachinebreakdownoccursOrderandadministeralltooling,supplies,etc.PerformPreventiveMaintenanceManufacturing–““WEOPERATE”GenerallydoesnotperformanymaintenanceactivitiesContactsmaintenancewhenamachinebreakdownoccursInactiveduringmaintenanceactivities“Runit'tillitbreaks”14主要概念定期保养是是一种基于于时间长短短或使用状状况对设备备进行检修修的方法.在指定时时间或在使使用空档间间对设备实实施检修作作业以防止止设备发生生故障.定期保养计计划预测性保养养是一种基基于设备状状态的维护护方法.根根据可视信信号或检测测技术的情情况来实施施保养以防防止设备发发生故障.振动分析激光探测超声波检测测发电机测试试热感应油况分析预测性保养定期保养15KeyDefinitionsPreventiveMaintenanceisatimeorusagebasedmethodofmaintainingequipment.Maintenanceactivitiesareperformedonequipmentbasedondefinedtimeand/orusageintervalstopreventequipmentbreakdownsfromoccurring.PMSchedulesPredictiveMaintenanceisasituationbasedmethodofmaintainingequipment.Maintenanceactivitiesareperformedonequipmentbasedonvisiblesignalsordiagnostictechniquestopreventequipmentbreakdownsfromoccurring.VibrationAnalysisLaserMeasuringUltrasoundGeneratorTestingThermographyOilAnalysisPredictiveMaintenancePreventiveMaintenance16现状分析和和团队组织织评估当前的的操作条件件:机器利用率率,生产率率等;维修费用(配件和人工工)对实实现现TPM的各各项项工工作作进进行行优优先先次次序序评估估潜潜在在TPM倡导导者者及及团团队队成成员员的的实实力力挑选选TPM倡导导者者及及团团队队成成员员建立立初初始始的的实实施施专专门门小小组组确定定团团队队目目标标17PresentStateAnalysisandTeamOrganizationAssessCurrentOperatingConditionsMachineutilization,productivity,etc.Maintenancerepaircosts(partsandlabor)PrioritizeorderofTPMeffortsAssesscapabilitiesofpotentialTPMChampionsandTeamMembersSelectTPMChampionandTeamMembersEstablishinitialkick-offworkshopEstablishteamgoal18典型型的的设设备备评评价价指指标标利用用率率:设备备实实际际运运转转时时间间与与总总的的可可利利用用时时间间的的比比率率;=实际际运运行行时时间间/可可运运行行时时间间效率率:实实际际产产量量与与标标准准产产量量的的比比率率=(实际际产产量量/小小时时)/(标标准准产产量量/小小时时)产出出:用用一一特特定定时时间间段段的的产产量量来来衡衡量量=磅/小小时时,件件数数/小小时时19TypicalOperationalProcessMeasurementsUtilization:Theratioofequipmentactualoperatingtimetothetotalavailableoperatingtime=ActualOperatingTime/AvailableTimeEfficiency:Theratioofactualproductproducedtoastandard=(ActualParts/Hour)/(StandardPart/Hour)Output:Measureofoutputoveraspecifiedtimeperiod=lbs/hr,pieces/hr20设备备综综合合利利用用率率OEE设备备综综合合利利用用率率（（OEE））是衡衡量量一一台台设设备备按按计计划划速速度度生生产产出出合合格格产产品品的的时时间间占占全全部部时时间间的的百百分分比比.21OverallEquipmentEffectivenessOverallEquipmentEffectiveness(OEE)isthemeasureofthepercentoftimeapieceofequipmentisproducingqualityproductatthedesignedrate.22OEE分解:六大浪费故障及轻微故故障使设备中断运运行的时间超超过10分钟钟的故障或者者中断时间少少于10分钟钟的轻微故障障.设置时间浪费费任何与设备调调整,装配,清洁相关的的作业.机器空转浪费费设备在运转却没有用来生生产产品所耗用的时间间.速度浪费由于设备或产产品的异常造造成设备以低低于标准速度度或所设定的的速度运转.品质原因浪费费为确保设备产产出品的品质质而采取相关关的作业(过过程中检查).返工浪费用于返修产品品或生产出报报废产品所耗耗用的时间.可用水平(AL)运行水平(OL)质量水平(QL)23OEEBreakdown:TheSixBigLossesBreakdownsandMinorStoppagesMalfunctionscausingequipmenttostopprocessinggreaterthan10minutes(breakdowns)orlessthan10minutes(minorstoppages)SetupAnyactivityrelatedtoequipmentchangeover,setup,orcleaning.IdlingTimeequipmentisrunningbutnotproducingproduct.SpeedLossesEquipmentoperatingatlessthanstandardordesignspeedduetoequipment/productabnormalityQualityFactorsActivitiesrelatedtoensuringthequalityoftheproductproducedontheequipment(in-processchecks).ReworkLossesThetimetakentore-processproductortimetaketoproduceun-usableproduct.AvailabilityLevel(AL)OperatingLevel(OL)QualityLevel(QL)24六大浪费的识识别练习25SixBigLossesIdentificationExercise26OEE的计算原理承载时间(LT)设备运转总的的可利用时间间=40hrs可用水平(AL)运行水平(OL)质量水平(QL)OEE73%x91%x80%26.3-3.1-2.1=80%26.328.9-1.5-1.1=91%28.9质量原原因机器故故障及及轻微微故障障,行政事事务/非作作业时时间机器设置与与调整整速度损损失机器空空转返工及及报废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世界级级的OEE性能水水平承载时时间(LT)同步计计划运运转时时间及及生产产性防防护时时间可用水水平(AL)运行水水平(OL)质量量水水平平(QL)OEE90%x95%x99%质量量原因因机器器故故障障及及轻微微故故障障,行政政事事务务/非作作业业时时间间机器器设设置置与调调整整速度度损失失机器空转返工及报废OEE=85%是世界级级的性能能水平AL始终保持持在90%以以上OL维持在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使设备恢恢复到可可靠状态态消除故障障开发PM维护保养养资料库库消除缺陷陷阶段I阶段II阶段III阶段IVTPM阶段31ReturnEquipmenttoReliableConditionEliminateBreakdownsDevelopPMInformationDatabaseEliminateDefectsPHASEIPHASEIIPHASEIIIPHASEIVTPMPhases32六大团队队活动1.通通过小规规模的小小组活动动来提高高机器的的正常运运行时间间,消除除造成停停工的主主要根源源:机器的启启动损失失机器的故故障损失失待料损失失和生产产安排不不当带来来的停机机损失2.使操作员员熟练地地参与如如润滑,清洁,故障障检验等等基本的的保养维维护.33SixTeamActivities1.Usesmallgroupactivitiestoimprovemachineuptimebyeliminatingthemajorsourcesofdowntime.StartupLossesBreakdownLossesMaterialandSchedulingLosses2. Involvethemachineoperatorsaswellasskilledtradesinbasicpreventativemaintenancesuchaslubrication,cleaning,andinspectionfordefects.34六大团队活活动(续上页)3. 使用用诸如振动动分析类的的预测工具具摈弃过去去那种反应应式的维护护模式4.增强对设备备的认知和和了解以提提高生产效效能,减少少停工时间间;5.使供应管理理和生产调调度协同工工作以确保保持续稳定定的原材料料供应,避避免停机待待料;6.规划人员配配备以确保保瓶颈设备备处的满员员运作35SixTeamActivities(Cont.)3.Utilizepredictivetoolssuchasvibrationanalysistomovepastreactivetypemaintenance4. Increaseawarenessandknowledgeofequipmenttoimproveproductivityandreducedowntime5. WorkwithSupplyManagementandProductionControltoinsureaconstantflowofrawmaterialisavailabletoprecludeidling.6. Developmanningschedulesthatinsurethatbottleneckmachinesarefullystaffed36TPM的益处提升操作员员的参与感感使设备恢复复至更高的的性能水平平发现现并并消消除除早早期期的的设设备备隐隐患患减少少总总的的制制造造成成本本减少少浪浪费费在保保养养设设备备方方面面树树立立荣荣誉誉感感促进进维维护护和和生生产产部部门门之之间间的的相相互互尊尊重重与与合合作作37BenefitsofTPMPromotesoperatorinvolvementRestoresequipmenttoahigherperformancelevelUncoverandeliminateprematureequipmentfailuresReducetotalmanufacturingcostsReduceswasteBuildsasenseofprideinmaintainingtheequipmentPromotescooperationandrespectbetweenmaintenanceandproduction38职责范围围精益6Sigma团队倡导者/发起人人TPM团队操作员现场主管管维护人员员39AreasofResponsibilityLeanSixSigmaTeamChampion/SponsorTPMTeamOperatorSupervisorMaintenance40精益6Sigma团队的任任务确定一个个TPM项目的需需求收集有关关维护成成本,延延迟(时时延或操操作延迟迟,设备备利用率率以及质质量问题题的历史史数据与操作员员进行深深入沟通通以了解解他们的的期望41LeanSixSigmaTeamRoleDeterminetheneedforaTPMProjectGatherhistoryofmaintenancecost,delay,machineavailability,andqualityproblemsInterviewOperatorstogettheirprospective42现场活动动组成TPM团队负责设备备维护的的人员操作员一线管理理人员准备必要要的装备备帮助TPM团队诊断断异常协助跨功功能培训训收集整理理故障标标牌的拷拷贝并生生成工作作明细表表提供人力力资源方方面的支支持精益6Sigma团队的任任务43LeanSixSigmaTeamRoleOnflooractivitiesAssembletheTPMTeamMaintenancepersonnelOperatorsFirstlinesupervisionProvidenecessaryequipmentHelpteamdiagnoseabnormalitiesAssistskilledtradesCollectcopiesofdefecttagsandgenerateaworklistProvidepeopleresources44倡导者/发发起人的角角色一旦完成现现场工作,接下来将将:形成工作任任务并跟踪踪其完成情情况协助建立和和引入正确确的定期维维护明细表表协助维持改改善结果评估设备综综合利用率率OEE展示TPM的改善的成成就45Champion/SponsorRoleUponCompletionofOnFloorEventGenerateandtrackcompletionofworkordersAssistincreationandpostingofaccuratePeriodicMaintenanceListAssistinsustainingthegainsEvaluateOverallEquipmentEffectivenessDisplayTPMimprovements46现场主管的的角色指导并推广广TPM概念监控现场的的设备管理理,保养及及机器清洁洁工作的进进行激发操作员员的主人翁翁意识对操作员授授权为TPM活动提供时时间方面的的准备促进生产与与维护双方方的合作47Supervisor’sRoleCoachandpromoteTPMConceptsMonitorongoinghousekeepingandmachinecleanlinessPromoteOperatorownershipEmpowerOperatorsProvidetimeforTPMactivitiesPromotecooperationbetweenProductionandMaintenance48维护人员的的角色““专业的管管理者”有计划的实实施所有的的定期保养养并根据需需要采取维维修措施;使用振动分分析,磨损损度分析,热感应等等预测工具具;建立维护设设备的保养养记录与操作员协协同工作并并提供技术术支持执行设备大大修,综合合调试负责执行一一些特殊技技能的任务务,风险安安全性高的的作业促进TPM49MaintenanceRole““TheSpecializedCaretakers””PerformallplannedpreventativemaintenanceandtakecorrectiveactionasneededUsepredictivetoolssuchasvibrationanalysis,wearparticleanalysis,andthermographyDocumentequipmentmaintenancehistoryCooperatewithOperatorsandprovidetechnicalassistancePerformequipmentoverhaul,complexadjustmentsProvidespecialskilltasks,highsafetyrisktasksPromoteTPM50操作员角色色

“一线线管理者””清洁和缺陷陷检查执行基本的的润滑,多多点检测的的工作按照核准清清单的项目目进行定期期保养按计划执行行日常清洁洁和整理识别刚刚发发生的设备备异常根据需要要协助维维护人员员进行维维修执行基本本的调试试工作改善提案促进TPM51Operator’sRole““TheFirstLineCaretaker”CleanandinspectfordefectsPerformbasiclubrication,multi-pointinspectionPerformPeriodicMaintenanceperapprovedListPerformroutinecleaningandhousekeepingasscheduledIdentifyequipmentdefectsastheyariseAssistMaintenancewithrepairsuponrequestPerformbasicadjustmentsSuggestimprovementsPromoteTPM52全面生产维护护的七大步骤骤1.完完成初始的机机器清洁和检检查2.识识别机器的缺缺陷和泄漏并并加以标示3.建建立操作员及及维护人员的的定期检测的的PM计划4.指导操作员使使用正确的保保养方法5.指导维护人员员使用正确的的保养方法6.贯彻现场5S管理和组织活活动7.监控OEE并鼓励大家合合作53The7StepsofTotalProductiveMaintenance1.Performinitialmachinecleaningandinspection2. Identifyandtagmachinedefectsandleaks3.DevelopOperatorandMaintenancePM’s4. InstructOperatorsinproperPMtechniques5. InstructMaintenanceStaffinproperPMtechniques6. Implement5SHousekeepingandOrganization7. MonitorOEEandencouragecooperation54TPM安全常识遵守/使用停工现场标牌牌警示程序正确的起重方方法用电安全操作作规范劳保装备手套工作鞋护目镜防尘口罩耳塞55TPMSafetyHabitsFollow/UseLockoutTagoutProcedureProperLiftingTechniquesElectricalSafetyGuidelinesPersonalProtectiveEquipmentGlovesSafetyShoesGogglesRespiratorsHearingProtection56TPM步骤1初始的机器清清洁和检查目的:识别需需修理处并标标示缺陷执行:彻底清洁机器器团团队所有成员员参与并将所有需要要维修的项目目标示并记录录57TPMStep1InitialMachineInspectionPurpose:ToIdentifyneededrepairsandtagdefectsExecution:Cleanmachinethoroughly––donebyallteammembersTagandrecordallrepairsneededinaprojectnotebook58TPM步骤1

“现现场活动”彻底的清洁工工作包括:清除所有的碎碎屑及其他残残余物彻底地去除油油污调节压缩空气气更换过滤器,润滑剂等润滑移动部件件及接头处清理不必要的的使用工具,五金器具及及备件等“你的双手肯肯定会脏兮兮兮的!”59TPMStep1““OnFloorActivities”AThoroughCleaningIncludes:RemovingallchipsandotherdebrisThoroughDegreasingCompressedairforcontrolsChangingfilters,lubricants,etc.LubricatingmovingpartsandjointsRemovingunnecessarytooling,hardware,supplies,etc.“Youhavetogetyourhandsdirty!”60TPM步骤1

“现现场活动”维修项标示色色码标签上须标示示的信息:机器的资产编编号机器位置及故故障位置投入使用的日日期及使用人人机油泄漏—橙色冷却液泄漏——绿色空气泄漏––黄色机器故障––粉红色电气问题--蓝色61TPMStep1““OnFloorActivities”RepairTagColorCodesInformationNeededonTagsAssetnumberofmachineLocationandrelativepositionofdefectonmachineNameoforiginatoranddateOilLeaks-OrangeCoolantLeaks-GreenAirLeaks-YellowMachineDefects-PinkElectricalProblems-Blue62关注TPM清洁效果降降低停机时时间>70%之前–砂砂粒及碎屑很很严重无法调试运行速度降低低故障接连发生生之后–跨跨功能工作的的成果更换缺损的零零部件调试校正恢复至设计速速度且保持品品质63FocusedTPMCleaningEffort

ReducedDowntimeby>70%Before–SevereGritandChipsOutofadjustmentsRunningatreducedspeedsConstantbreakdownsAfter––Cross-functionalEffortReplacedbrokenandmissingpartsCorrectedtheadjustmentReturnedtodesignedspeedwithoutincurringscrap64TPM步骤骤2修复复机机器器的的缺缺漏漏目的的:修修复复在在步步骤骤1中中找找到到的的缺缺漏漏项项目目注意意事事项项:倡导导者者/发发起起人人需需确确保保标标示示出出的的问问题题得得到到修修复复实际际的的修修复复工工作作不不必必一一定定由由团团队队成成员员来来做做;生产产主主管管须须确确保保机机器器能能够够使使用用65TPMStep2RepairmachinedefectsandleaksPurpose:TorepairitemsfoundinStep1Considerations:Champion/SponsorinsurestaggedproblemsarerepairedActualrepairsdonothavetobedonebyteammembersProductionSupervisorhastomakemachineavailable66TPM步骤骤2消除除故故障障因因素素固定定并并拧拧紧紧所所有有的的扣扣件件,接接头头,螺螺钉钉及及螺螺母母替换换任任何何缺缺损损的的部部件件替换换任任何何损损坏坏,磨磨损损及及规规格格不不符符的的零零部部件件解决决所所有有的的渗渗漏漏,溢溢出出,喷喷溅溅,噪噪杂杂等等问问题题提高高如如下下环环节节的的可可操操作作性性:清洁洁润滑滑调试试检查查/测测试试67TPMStep2Eliminatefactorscontributingtofailure:Secureandtightenallfasteners,fittings,boltsandscrewsReplaceanymissingpartsReplaceanydamaged,wornorwrongsizepartsResolveallcausesofleaks,spillage,sprayandsplatterImproveaccessibilityinordertoaccomplish:CleaningLubricatingAdjustingChecking/inspecting68TPM步骤骤3建立立操操作作员员和和维维护护人人员员合合作作的的PM计划划确保保发发出出完完善善的的定定期期检检测测的的查查检检表表目的的:注意意事事项项:由TPM项目目小小组组建建立立PM计划划谁来来执执行行任任务务任务务执执行行的的频频率率(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步骤4由操作作员执执行的的PM作业目的:尽早早发现现问题题,准准备周周期保保养,遵循循5S规程注意事事项:操作员员负责责按照照管理理文件件执行行PM工作;生产主主管须须确保保PM工作的的有效效实施施71TPMStep4PMactivityperformedbytheOperatorPurpose:Todetectearlyproblems,providetheserviceinterval,andinsure5SprocedureisfollowedConsiderations:OperatorisresponsibletoperformPM’sasdocumentedProductionSupervisortoinsurePM’sareeffective72TPMTPM使操作员员更加独独立地自自我管理理和控制制;操作员时时时关注注小问题题的发生生就有可可能:迅速地发发现潜在在的问题题修正现有有问题确定状态态正常良好地维维持设备备整体状状况73TPMTPMmakestheoperatormoreindependentTheoperatorseesthesmallproblemsnowwiththepossibilityof:QuicklynotingpotentialproblemsCorrectingthecurrentsituationRecognizingnormalconditionsMaintainingthemachineingoodoverallcondition74自主维护护管理指的是操操作员参参与自己己所操作作的设备备的维护护作业怎样使操操作员更更加自主主,实现现自我管管理:利用文件件管理明确维护护/生产产作业的的规定明确操作作员如何何进行日日常检测测进行基本本的操作作,维护护及故障障检测的的培训使日常作作业直观观,一目目了然明确识别别须监督督管理的的项目75AutonomousMaintenanceReferstoactivitiesinvolvingoperatorsinthemaintenanceoftheirownequipmentHowtomaketheoperatormoreindependent:MakedocumentationavailableDefinemaintenance/manufacturingactivitiesShowoperatorhowtoperformdailychecksTraininbasicoperation,maintenance,anddefectdetectionMakedailyactivitiesvisibleClearlyidentifyitemstosupervise76落实自主主维护管管理确定过程程实施中中的关键键机器及及设备执行初步步清洁工工作清除脏污污及污染染源建立清洁洁和润滑滑标准就设备的的保养需需求对操操作员进进行培训训贯彻实施施一个综综合性的的维护系系统对保养效效果进行行定期审审查77AutonomousMaintenanceImplementationIdentifyprocesscriticalmachineryandequipmentPerforminitialcleaningResolvesourcesofdirtandcontaminationCreatecleaningandlubricationstandardsTrainoperatorsonequipmentmaintenancerequirementsImplementacomprehensivemaintenancesystemEstablishperiodicauditsofmaintenanceeffectiveness78为什么清清洁?不恰当的的清洁所所带来的的负面影影响:故障产品缺陷陷加快设备备磨损产量降低低设备磨损损正常磨损损:尽尽管正确确操作仍仍然会发发生加快磨损损:由由于误操操作及疏疏忽于保保养导致致加快磨磨损79WhyClean?AdverseeffectsofinadequatecleaningFailureProductdefectsAccelerateddeteriorationThroughputlossEquipmentdeteriorationNormaldeterioration:occursdespitecorrectuseAccelerateddeterioration:quickerdeteriorationoccurringduetomisuseinoperationandneglectofmaintenance80清洁可作为磨磨损检查清洁可减缓磨磨损速度接触设备可发发现异常情况况采取保养措施施可延长使用用寿命,避除除故障81CleaningasDetectionofDeteriorationCleaningreducesaccelerateddeteriorationPhysicalcontactwithequipmentexposesabnormaloperationconditionsPreventiveactiontakenextendsusefullifeandavoidsbreakdowns82常见的设备缺缺陷断线软管磨破漏油漏气散热剂泄漏托架损坏电线裸露多余及废弃的的器具防护装置损坏坏或不见83TypicalDefectsFoundBrokenflexWornhosesOilleaksAirLeaksCoolantleaksBrokenBracketsFrayedwiresUnnecessaryandobsoletetoolingDamagedormissingguards84设备故障专家估计与移移动装置相关关的机器故障障有60%是是由于缺乏或或不适当的润润滑导致的;建立设备故障障资料库收集并管理故故障资料分析故障趋势势及形式定期展开和发发布总结报告告包括用于定期期回顾之用的的会议议程报报告85EquipmentFailuresExpertsestimatethat60%ofmachinebreakdownsassociatedwithmovingpartsareduetolackoforimproperlubricationpractices.EstablishanequipmentfailuredatabaseGatherandmanagefailureinformationAnalyzefortrendsandpatternsDevelopandissueperiodicsummaryreportsIncludereportsasameetingagendaforregularreview86TPM步骤4(续）目视管理张贴设备润润滑工作示示意图标示油位玻玻璃管的上上下线所有的气管管,水管,油管及冷冷却剂管区区分标示张贴OEE的图表分析析公布本年度度截至目前前为止的保保养成本公布5S审查的得分分情况87TPMStep4（Con.)VisualsControlsLubricationplacardsinplaceUpperandlowersightglassesinplaceAllair,water,gas,andcoolantlinesarelabeledOEEpostedYTDMaintenancecostsposted5SAuditScoresposted88TPM步骤5由维护人员员执行的PM