精益生产之全面生产维护

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通过实施预预防实现设设备零故障障和零缺陷陷;预防工作将将立足于以以下方面:维持正常的的生产条件件及早发现异异常快速反应11TPMAchievezeroequipmentbreakdownsandzerodefectsthroughpreventionEstablishpreventionbyMaintainingnormalconditionsEarlydetectionofabnormalitiesQuickresponse12传统的反应应式维护维修部门––“我们只管修修理”执行所有的的维修作业业往往是一旦旦设备发生生故障充当当救火员的的角色;负责定购和和保管所有有的工具,备件等物物资;实施定期检检修生产部门––”我们只管管使用“通常不作任任何维护活活动一旦设备出出现故障就就与维修部部门联系维修作业中中只能停工工;一直用到坏坏了为止13TraditionalApproach““Re-ActiveMaintenance””Maintenance––““WEFIX””PerformallmaintenanceactivitiesPerform““FireFighting””maintenancewhenamachinebreakdownoccursOrderandadministeralltooling,supplies,etc.PerformPreventiveMaintenanceManufacturing––““WEOPERATE””GenerallydoesnotperformanymaintenanceactivitiesContactsmaintenancewhenamachinebreakdownoccursInactiveduringmaintenanceactivities“Runit'tillitbreaks””14主要要概概念念定期期保保养养是是一一种种基基于于时时间间长长短短或或使使用用状状况况对对设设备备进进行行检检修修的的方方法法.在在指指定定时时间间或或在在使使用用空空档档间间对对设设备备实实施施检检修修作作业业以以防防止止设设备备发发生生故故障障.定期期保保养养计计划划预测测性性保保养养是是一一种种基基于于设设备备状状态态的的维维护护方方法法.根根据据可可视视信信号号或或检检测测技技术术的的情情况况来来实实施施保保养养以以防防止止设设备备发发生生故故障障.振动动分分析析激光光探探测测超声声波波检检测测发电电机机测测试试热感感应应油况况分分析析预测性保养定期保养15KeyDefinitionsPreventiveMaintenanceisatimeorusagebasedmethodofmaintainingequipment.Maintenanceactivitiesareperformedonequipmentbasedondefinedtimeand/orusageintervalstopreventequipmentbreakdownsfromoccurring.PMSchedulesPredictiveMaintenanceisasituationbasedmethodofmaintainingequipment.Maintenanceactivitiesareperformedonequipmentbasedonvisiblesignalsordiagnostictechniquestopreventequipmentbreakdownsfromoccurring.VibrationAnalysisLaserMeasuringUltrasoundGeneratorTestingThermographyOilAnalysisPredictiveMaintenancePreventiveMaintenance16现状分析和团团队组织评估当前的操操作条件:机器利用率,生产率等;维修费用(配件和人工)对实现TPM的各项工作进进行优先次序序评估潜在TPM倡导者及团队队成员的实力力挑选TPM倡导者及团队队成员建立初始的实实施专门小组组确定团队目标标17PresentStateAnalysis

andTeamOrganizationAssessCurrentOperatingConditionsMachineutilization,productivity,etc.Maintenancerepaircosts(partsandlabor)PrioritizeorderofTPMeffortsAssesscapabilitiesofpotentialTPMChampionsandTeamMembersSelectTPMChampionandTeamMembersEstablishinitialkick-offworkshopEstablishteamgoal18典型的设备评评价指标利用率:设备实际运转转时间与总的的可利用时间间的比率;=实际运行时间间/可运行时时间效率:实际际产量与标准准产量的比率率=(实际产量/小小时)/(标标准产量/小小时)产出:用一一特定时间段段的产量来衡衡量=磅/小时,件件数/小时时19TypicalOperationalProcessMeasurementsUtilization:Theratioofequipmentactualoperatingtimetothetotalavailableoperatingtime=ActualOperatingTime/AvailableTimeEfficiency:Theratioofactualproductproducedtoastandard=(ActualParts/Hour)/(StandardPart/Hour)Output:Measureofoutputoveraspecifiedtimeperiod=lbs/hr,pieces/hr20设备综合利用用率OEE设备综合利用用率（OEE）是衡量一台设设备按计划速速度生产出合合格产品的时时间占全部时时间的百分比比.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.设置时时间浪浪费任何与与设备备调整整,装装配,清洁洁相关关的作作业.机器空空转浪浪费设备在在运转转却没有有用来来生产产产品品所耗用用的时时间.速度浪浪费由于于设设备备或或产产品品的的异异常常造造成成设设备备以以低低于于标标准准速速度度或或所所设设定定的的速速度度运运转转.品质质原原因因浪浪费费为确确保保设设备备产产出出品品的的品品质质而而采采取取相相关关的的作作业业(过过程程中中检检查查).返工工浪浪费费用于于返返修修产产品品或或生生产产出出报报废废产产品品所所耗耗用用的的时时间间.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)24六大大浪浪费费的的识识别别练练习习25SixBigLossesIdentificationExercise26OEE的计计算算原原理理承载载时时间间(LT)设备备运运转转总总的的可可利利用用时时间间=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质量原因机器故障及及轻微故障障,行政事务/非作业时时间机器设置与调整整速度损失机器空转返工及报废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世界级的OEE性能水平承载时间(LT)同步计划运转转时间及生产产性防护时间间可用水平(AL)运行水平(OL)质量水平(QL)OEE90%x95%x99%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%是世界级的性性能水平AL始终保持在90%以上上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使设备备恢复复到可可靠状状态消除故故障开发PM维护保保养资资料库库消除缺缺陷阶段I阶段II阶段III阶段IVTPM阶段31ReturnEquipmenttoReliableConditionEliminateBreakdownsDevelopPMInformationDatabaseEliminateDefectsPHASEIPHASEIIPHASEIIIPHASEIVTPMPhases32六大团团队活活动1.通通过过小规规模的的小组组活动动来提提高机机器的的正常常运行行时间间,消消除造造成停停工的的主要要根源源:机器的的启动动损失失机器的的故障障损失失待料损损失和和生产产安排排不当当带来来的停停机损损失2.使操作作员熟熟练地地参与与如润润滑,清洁洁,故故障障检验验等基基本的的保养养维护护.33SixTeamActivities1.Usesmallgroupactivitiestoimprovemachineuptimebyeliminatingthemajorsourcesofdowntime.StartupLossesBreakdownLossesMaterialandSchedulingLosses2.Involvethemachineoperatorsaswellasskilledtradesinbasicpreventativemaintenancesuchaslubrication,cleaning,andinspectionfordefects.34六大团团队活活动(续上页页)3.使使用用诸如如振动动分析析类的的预测测工具具摈弃弃过去去那种种反应应式的的维护护模式式4.增强对对设备备的认认知和和了解解以提提高生生产效效能,减少少停工工时间间;5.使供应应管理理和生生产调调度协协同工工作以以确保保持续续稳定定的原原材料料供应应,避避免停停机待待料;6.规划人人员配配备以以确保保瓶颈颈设备备处的的满员员运作作35SixTeamActivities(Cont.)3.Utilizepredictivetoolssuchasvibrationanalysistomovepastreactivetypemaintenance4.Increaseawarenessandknowledgeofequipmenttoimproveproductivityandreducedowntime5.WorkwithSupplyManagementandProductionControltoinsureaconstantflowofrawmaterialisavailabletoprecludeidling.6.Developmanningschedulesthatinsurethatbottleneckmachinesarefullystaffed36TPM的益处处提升操操作员员的参参与感感使设备备恢复复至更更高的的性能能水平平发现并并消除除早期期的设设备隐隐患减少总总的制制造成成本减少浪浪费在保养养设备备方面面树立立荣誉誉感促进维维护和和生产产部门门之间间的相相互尊尊重与与合作作37BenefitsofTPMPromotesoperatorinvolvementRestoresequipmenttoahigherperformancelevelUncoverandeliminateprematureequipmentfailuresReducetotalmanufacturingcostsReduceswasteBuildsasenseofprideinmaintainingtheequipmentPromotescooperationandrespectbetweenmaintenanceandproduction38职责责范范围围精益益6Sigma团队队倡导导者者/发发起起人人TPM团队队操作作员员现场场主主管管维护护人人员员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/发起人人的角色色一旦完成成现场工工作,接接下来将将:形成工作作任务并并跟踪其其完成情情况协助建立立和引入入正确的的定期维维护明细细表协助维持持改善结结果评估设备备综合利利用率OEE展示TPM的改善的的成就45Champion/SponsorRoleUponCompletionofOnFloorEventGenerateandtrackcompletionofworkordersAssistincreationandpostingofaccuratePeriodicMaintenanceListAssistinsustainingthegainsEvaluateOverallEquipmentEffectivenessDisplayTPMimprovements46现场主管管的角色色指导并推推广TPM概念监控现场场的设备备管理,保养及及机器清清洁工作作的进行行激发操作作员的主主人翁意意识对操作员员授权为TPM活动提供供时间方方面的准准备促进生产产与维护护双方的的合作47Supervisor’sRoleCoachandpromoteTPMConceptsMonitorongoinghousekeepingandmachinecleanlinessPromoteOperatorownershipEmpowerOperatorsProvidetimeforTPMactivitiesPromotecooperationbetweenProductionandMaintenance48维护人员员的角色色

“专专业的管管理者””有计划的的实施所所有的定定期保养养并根据据需要采采取维修修措施;使用振振动分分析,磨损损度分分析,热感感应等等预测测工具具;建立维维护设设备的的保养养记录录与操作作员协协同工工作并并提供供技术术支持持执行设设备大大修,综合合调试试负责执执行一一些特特殊技技能的的任务务,风风险安安全性性高的的作业业促进TPM49MaintenanceRole““TheSpecializedCaretakers””PerformallplannedpreventativemaintenanceandtakecorrectiveactionasneededUsepredictivetoolssuchasvibrationanalysis,wearparticleanalysis,andthermographyDocumentequipmentmaintenancehistoryCooperatewithOperatorsandprovidetechnicalassistancePerformequipmentoverhaul,complexadjustmentsProvidespecialskilltasks,highsafetyrisktasksPromoteTPM50操作员员角色色““一线线管理理者””清洁和和缺陷陷检查查执行基基本的的润滑滑,多多点检检测的的工作作按照核核准清清单的的项目目进行行定期期保养养按计划划执行行日常常清洁洁和整整理识别刚刚刚发发生的的设备备异常常根据需需要协协助维维护人人员进进行维维修执行基基本的的调试试工作作改善提提案促进TPM51Operator’’sRole““TheFirstLineCaretaker”CleanandinspectfordefectsPerformbasiclubrication,multi-pointinspectionPerformPeriodicMaintenanceperapprovedListPerformroutinecleaningandhousekeepingasscheduledIdentifyequipmentdefectsastheyariseAssistMaintenancewithrepairsuponrequestPerformbasicadjustmentsSuggestimprovementsPromoteTPM52全面生产维维护的七大大步骤1.完完成初始始的机器清清洁和检查查2.识识别机器器的缺陷和和泄漏并加加以标示3.建建立操作作员及维护护人员的定定期检测的的PM计划4.指导操作员员使用正确确的保养方方法5.指导维护人人员使用正正确的保养养方法6.贯彻现场5S管理和组织织活动7.监控OEE并鼓励大家家合作53The7StepsofTotalProductiveMaintenance1.Performinitialmachinecleaningandinspection2.Identifyandtagmachinedefectsandleaks3.DevelopOperatorandMaintenancePM’s4.InstructOperatorsinproperPMtechniques5.InstructMaintenanceStaffinproperPMtechniques6.Implement5SHousekeepingandOrganization7.MonitorOEEandencouragecooperation54TPM安全全常常识识遵守守/使使用用停工工现现场场标标牌牌警警示示程程序序正确确的的起起重重方方法法用电电安安全全操操作作规规范范劳保保装装备备手套套工作作鞋鞋护目目镜镜防尘尘口口罩罩耳塞塞55TPMSafetyHabitsFollow/UseLockoutTagoutProcedureProperLiftingTechniquesElectricalSafetyGuidelinesPersonalProtectiveEquipmentGlovesSafetyShoesGogglesRespiratorsHearingProtection56TPM步骤骤1初始始的的机机器器清清洁洁和和检检查查目的的:识识别别需需修修理理处处并并标标示示缺缺陷陷执行行:彻底底清清洁洁机机器器团团队队所所有有成成员员参参与与并将将所所有有需需要要维维修修的的项项目目标标示示并并记记录录57TPMStep1InitialMachineInspectionPurpose:ToIdentifyneededrepairsandtagdefectsExecution:Cleanmachinethoroughly––donebyallteammembersTagandrecordallrepairsneededinaprojectnotebook58TPM步骤骤1““现现场场活活动动””彻底底的的清清洁洁工工作作包包括括:清除除所所有有的的碎碎屑屑及及其其他他残残余余物物彻底底地地去去除除油油污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2修复机器的缺缺漏目的:修复在在步骤1中找找到的缺漏项项目注意事项:倡导者/发起起人需确保标标示出的问题题得到修复实际的修复工工作不必一定定由团队成员员来做;生产主管须确确保机器能够够使用65TPMStep2RepairmachinedefectsandleaksPurpose:TorepairitemsfoundinStep1Considerations:Champion/SponsorinsurestaggedproblemsarerepairedActualrepairsdonothavetobedonebyteammembersProductionSupervisorhastomakemachineavailable66TPM步骤2消除故故障因因素固定并并拧紧紧所有有的扣扣件,接头头,螺螺钉及及螺母母替换任任何缺缺损的的部件件替换任任何损损坏,磨损损及规规格不不符的的零部部件解决所所有的的渗漏漏,溢溢出,喷溅溅,噪噪杂等等问题题提高如如下环环节的的可操操作性性:清洁润滑调试检查/测试试67TPMStep2Eliminatefactorscontributingtofailure:Secureandtightenallfasteners,fittings,boltsandscrewsReplaceanymissingpartsReplaceanydamaged,wornorwrongsizepartsResolveallcausesofleaks,spillage,sprayandsplatterImproveaccessibilityinordertoaccomplish:CleaningLubricatingAdjustingChecking/inspecting68TPM步骤3建立操操作员员和维维护人人员合合作的的PM计划确保发出完完善的定期期检测的查查检表目的:注意事项:由TPM项目小组建建立PM计划谁来执行任任务任务执行的的频率(例如每天天,每周等等)69TPMStep3DevelopOperatorPM’sandMaintenancePM’’sPurpose:ToinsureadequatepreventativemaintenancechecklistsarepostedConsiderations:TPMProjectTeamtodevelopPM’sWhoistoperformtasksFrequencyoftasks(i.e.,daily,weekly,etc.)70TPM步骤4由操作员员执行的的PM作业目的:尽尽早发现现问题,准备周周期保养养,遵循循5S规程注意事项项:操作员负负责按照照管理文文件执行行PM工作;生产主管管须确保保PM工作的有有效实施施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一个个综合性的维维护系统对保养效果进进行定期审查查77AutonomousMaintenanceImplementationIdentifyprocesscriticalmachineryandequipmentPerforminitialcleaningResolvesourcesofdirtandcontaminationCreatecleaningandlubricationstandardsTrainoperatorsonequipmentmaintenancerequirementsImplementacomprehensivemaintenancesystemEstablishperiodicauditsofmaintenanceeffectiveness78为什么清洁?不恰当的清洁洁所带来的负负面影响:故障产品缺陷加快设备磨损损产量降低设备磨损正常磨损:尽尽管正确操操作仍然会发发生加快磨损:由由于误操作作及疏忽于保保养导致加快快磨损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(续续）目视管理张贴设备润滑滑工作示意图图标示油位玻璃璃管的上下线线所有的气管,水管,油管管及冷却剂管管区分标示张贴OEE的图表分析公布本年度截截至目前为止止的保养成本本公布5S审查的得分情情况87TPMStep4（（Con.)VisualsControlsLubricationplacardsinplaceUpperandlowersightglassesinplaceAllair,water,gas,andcoolantlinesarelabeledOEEpo