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全面生产维护(TPM)TPMTPM 团队组织设备综合利用率OEE TPM 活动步骤RD011202Total Productive Maintenance(TPM)TPMTPM Team OrganizationOverall Equipment Effectiveness TPM PhasesRD011202精益6 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Revised 1-12-023Lean Six Sigma Improvement Process Road MapAnalyzeControlImproveDefineIdentify ProblemDevelop List of CustomersDevelop List of CTQs from Voice of the CustomerFinalize 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 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 MetricsTransition 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-Voting TechniquesPareto ChartsC&E/Fishbone DiagramsFMEACheck SheetsRun ChartsControl ChartsGage R&RCp&CpkSupplyChainAccelerator AnalysisMulti-VariBox PlotsInteraction PlotsRegressionANOVAC&E MatricesFMEABrainstormingPull SystemsSetup ReductionTPMProcess FlowBenchmarkingAffinityDOE Hypothesis TestingForce FieldTree DiagramsGantt ChartsCheck SheetsRun ChartsHistogramsScatter DiagramsControl ChartsPareto ChartsInteractive ReviewsPoka-YokeRevised 1-12-024课程目的u学习一种方法以便:n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）;n消除导致设备故障的因素;n使设备的养护清洁更易达成;n用预测性保养作为一种检测工具;n实施维护审查5Learning ObjectivesuLearn a method to:nIntegrate operational productivity factors applicable in process industries in a single comprehensive measurementnEliminate factors contributing to equipment failurenImprove accessibility for cleaning and maintaining equipmentnUse predictive maintenance as a diagnostic toolnImplement maintenance audits6个人学习意义u流程作业和保养最优化u一种替代传统的在故障发生时检测并修复的方法;u一种源头监控和校正的先发系统;u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;7Whats in It for Me?uOptimized process operations and maintenanceuA method to replace the traditional approach of detecting and correcting faulty conditions as they occuruA proactive system which monitors and corrects causesuAn operations strategy based on understanding the cause and effect system affecting the major contributors to process performance8全面生产维护(TPM)定义:u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。9Total Productive Maintenance(TPM)TPM DefinitionuA common sense approach to monitor operations,maintain equipment,eliminate unscheduled downtime,and improve the level of cooperation between Operations and Maintenance.10TPMu通过实施预防实现设备零故障和零缺陷;u预防工作将立足于以下方面:n维持正常的生产条件n及早发现异常n快速反应11TPMuAchieve zero equipment breakdowns and zero defects through preventionuEstablish prevention bynMaintaining normal conditionsnEarly detection of abnormalitiesnQuick response12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联系n维修作业中只能停工;n一直用到坏了为止13Traditional Approach“Re-Active Maintenance”Maintenance“WE FIX”nPerform all maintenance activitiesnPerform“Fire Fighting”maintenance when a machine breakdown occursnOrder and administer all tooling,supplies,etc.nPerform Preventive MaintenanceManufacturing“WE OPERATE”nGenerally does not perform any maintenance activitiesnContacts maintenance when a machine breakdown occursnInactive during maintenance activitiesn“Run it till it breaks”14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.在指定时间或在使用空档间对设备实施检修作业以防止设备发生故障.n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.n振动分析n激光探测n超声波检测n发电机测试n热感应n油况分析15Key DefinitionsPreventive Maintenance is a time or usage based method of maintaining equipment.Maintenance activities are performed on equipment based on defined time and/or usage intervals to prevent equipment breakdowns from occurring.nPM 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 equipment breakdowns from occurring.nVibration AnalysisnLaser MeasuringnUltrasoundnGenerator TestingnThermographynOil Analysis16现状分析和团队组织u评估当前的操作条件:n机器利用率,生产率等;n维修费用(配件和人工)n对实现TPM的各项工作进行优先次序u评估潜在TPM倡导者及团队成员的实力u挑选TPM倡导者及团队成员n建立初始的实施专门小组n确定团队目标17Present State Analysisand Team OrganizationuAssess Current Operating ConditionsnMachine utilization,productivity,etc.nMaintenance repair costs(parts and labor)nPrioritize order of TPM effortsuAssess capabilities of potential TPM Champions and Team MembersuSelect TPM Champion and Team MembersnEstablish initial kick-off workshopnEstablish team goal18典型的设备评价指标u利用率:设备实际运转时间与总的可利用时间的比率;n=实际运行时间/可运行时间u效率:实际产量与标准产量的比率n=(实际产量/小时)/(标准产量/小时)u产出:用一特定时间段的产量来衡量n=磅/小时,件数/小时19Typical Operational Process MeasurementsuUtilization:The ratio of equipment actual operating time to the total available operating timen=Actual Operating Time/Available TimeuEfficiency:The ratio of actual product produced to a standardn=(Actual Parts/Hour)/(Standard Part/Hour)uOutput:Measure of output over a specified time periodn=lbs/hr,pieces/hr20设备综合利用率OEEu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.21Overall Equipment EffectivenessuOverall Equipment Effectiveness(OEE)is the measure of the percent of time a piece of equipment is producing quality product at the designed rate.22OEE分解: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.23OEE Breakdown:The Six Big LossesBreakdowns and Minor StoppagesMalfunctions causing equipment to stop processing greater than 10 minutes(breakdowns)or less than 10 minutes(minor 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 quality 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.24六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 25Six Big Losses Identification Exercise SCENARIO LOSS IDENTIFICATION 1.Machine A operation is interrupted by an electrical 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 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 26OEE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=28.9 hrsOL HRS=28.9-3.1-1.1=26.3 hrsQL HRS=26.3-3.1-2.1=21.1 hrs27Calculating OEE ElementsLoading Time(LT)Total Hours Available for Equipment Operation=40 hrsAvailabilityLevel(AL)OperatingLevel(OL)QualityLevel(QL)OEE73%x 91%x 80%26.3-3.1-2.1=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 hrs28世界级的OEE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%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 PerformanceThe AL is consistently kept at or above 90%The OL is maintained at or above 95%The QL is at or above 99%30阶段阶段 I阶段阶段 II阶段阶段 III阶段阶段 IVTPM 阶段31PHASE IPHASE IIPHASE IIIPHASE IVTPM Phases32六大团队活动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:n机器的启动损失n机器的故障损失n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.33Six Team Activities1.Use small group activities to improve machine uptime by eliminating the major sources of downtime.nStartup LossesnBreakdown LossesnMaterial and Scheduling Losses2.Involve the machine operators as well as skilled trades in basic preventative maintenance such as lubrication,cleaning,and inspection for defects.34六大团队活动(续上页)3.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35Six Team Activities(Cont.)3.Utilize predictive tools such as vibration analysis to move past reactive type maintenance4.Increase awareness 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 staffed36TPM的益处u提升操作员的参与感u使设备恢复至更高的性能水平u发现并消除早期的设备隐患u减少总的制造成本u减少浪费 u在保养设备方面树立荣誉感u促进维护和生产部门之间的相互尊重与合作 37Benefits of TPMuPromotes operator involvementuRestores equipment to a higher performance leveluUncover and eliminate premature equipment failuresuReduce total manufacturing costsuReduces waste uBuilds a sense of pride in maintaining the equipmentuPromotes cooperation and respect between maintenance and production 38职责范围u精益6Sigma团队u倡导者/发起人uTPM团队n操作员n现场主管n维护人员39Areas of ResponsibilityuLean Six Sigma TeamuChampion/SponsoruTPM TeamnOperatornSupervisornMaintenance40精益6Sigma团队的任务u确定一个TPM项目的需求u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u与操作员进行深入沟通以了解他们的期望41Lean Six Sigma Team RoleuDetermine the need for a TPM ProjectuGather history of maintenance cost,delay,machine availability,and quality problemsuInterview Operators to get their prospective42u现场活动n组成TPM团队l负责设备维护的人员l操作员l一线管理人员n准备必要的装备n帮助TPM团队诊断异常n协助跨功能培训n收集整理故障标牌的拷贝并生成工作明细表n提供人力资源方面的支持精益6Sigma团队的任务43Lean Six Sigma Team RoleuOn floor activitiesnAssemble the TPM TeamlMaintenance personnellOperatorslFirst line supervisionnProvide necessary equipmentnHelp team diagnose abnormalitiesnAssist skilled tradesnCollect copies of defect tags and generate a work listnProvide people resources44倡导者/发起人的角色u一旦完成现场工作,接下来将:n形成工作任务并跟踪其完成情况n协助建立和引入正确的定期维护明细表n协助维持改善结果n评估设备综合利用率OEEn展示TPM的改善的成就45Champion/Sponsor RoleuUpon Completion of On Floor EventnGenerate and track completion of work ordersnAssist in creation and posting of accurate Periodic Maintenance List nAssist in sustaining the gainsnEvaluate Overall Equipment EffectivenessnDisplay TPM improvements46现场主管的角色u指导并推广TPM概念u监控现场的设备管理,保养及机器清洁工作的进行u激发操作员的主人翁意识u对操作员授权u为TPM活动提供时间方面的准备u促进生产与维护双方的合作47Supervisors RoleuCoach and promote TPM ConceptsuMonitor ongoing housekeeping and machine cleanlinessuPromote Operator ownershipuEmpower Operators uProvide time for TPM activitiesuPromote cooperation between Production and Maintenance48维护人员的角色“专业的管理者”u有计划的实施所有的定期保养并根据需要采取维修措施;u使用振动分析,磨损度分析,热感应等预测工具;u建立维护设备的保养记录u与操作员协同工作并提供技术支持u执行设备大修,综合调试u负责执行一些特殊技能的任务,风险安全性高的作业u促进TPM49Maintenance Role“The Specialized Caretakers”uPerform all planned preventative maintenance and take corrective action as neededuUse predictive tools such as vibration analysis,wear particle analysis,and thermographyuDocument equipment maintenance historyuCooperate with Operators and provide technical assistanceuPerform equipment overhaul,complex adjustmentsuProvide special skill tasks,high safety risk tasksuPromote TPM 50操作员角色“一线管理者”u清洁和缺陷检查u执行基本的润滑,多点检测的工作u按照核准清单的项目进行定期保养u按计划执行日常清洁和整理u识别刚刚发生的设备异常u根据需要协助维护人员进行维修u执行基本的调试工作u改善提案u促进TPM51Operators Role“The First Line Caretaker”uClean and inspect for defectsuPerform basic lubrication,multi-point inspectionuPerform Periodic Maintenance per approved ListuPerform routine cleaning and housekeeping as scheduleduIdentify equipment defects as they ariseuAssist Maintenance with repairs upon requestuPerform basic adjustmentsuSuggest improvementsuPromote TPM 52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并鼓励大家合作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 Staff in proper PM techniques6.Implement 5S Housekeeping and Organization7.Monitor OEE and encourage cooperation54TPM 安全常识u遵守/使用n停工现场标牌警示程序n正确的起重方法n用电安全操作规范n劳保装备l手套l工作鞋 l护目镜l防尘口罩 l耳塞55TPM Safety HabitsuFollow/UsenLockout Tagout ProcedurenProper Lifting TechniquesnElectrical Safety GuidelinesnPersonal Protective EquipmentlGloveslSafety Shoes lGoggleslRespirators lHearing Protection56TPM 步骤1初始的机器清洁和检查初始的机器清洁和检查u目的:识别需修理处并标示缺陷u执行:n彻底清洁机器-团队所有成员参与n并将所有需要维修的项目标示并记录57TPM Step 1Initial Machine InspectionuPurpose:To Identify needed repairs and tag defectsuExecution:nClean machine thoroughly done by all team membersnTag and record all repairs needed in a project notebook58TPM 步骤1“现场活动”u彻底的清洁工作包括:n清除所有的碎屑及其他残余物n彻底地去除油污n调节压缩空气n更换过滤器,润滑剂等n润滑移动部件及接头处n清理不必要的使用工具,五金器具及备件等u“你的双手肯定会脏兮兮的!”59TPM Step 1“On Floor Activities”uA Thorough Cleaning Includes:nRemoving all chips and other debrisnThorough DegreasingnCompressed air for controlsnChanging filters,lubricants,etc.nLubricating moving parts and jointsnRemoving unnecessary tooling,hardware,supplies,etc.u“You have to get your hands dirty!”60TPM 步骤1“现场活动”u维修项标示色码 u标签上须标示的信息:n机器的资产编号n机器位置及故障位置n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61TPM Step 1“On Floor Activities”uRepair Tag Color Codes uInformation Needed on TagsnAsset number of machinenLocation and relative position of defect on machinenName of originator and datenOil Leaks-OrangenCoolant Leaks-GreennAir Leaks-YellownMachine Defects-PinknElectrical Problems-Blue62关注TPM清洁效果 降低停机时间70%u之前 砂粒及碎屑很严重n无法调试n运行速度降低n故障接连发生u之后 跨功能工作的成果 n更换缺损的零部件n调试校正n恢复至设计速度且保持品质63Focused TPM Cleaning Effort Reduced Downtime by 70%uBefore Severe Grit and ChipsnOut of adjustmentsnRunning at reduced speedsnConstant breakdownsuAfter Cross-functional EffortnReplaced broken and missing partsnCorrected the adjustmentnReturned to designed speed without incurring scrap64TPM 步骤2修复机器的缺漏修复机器的缺漏u目的:修复在步骤1中找到的缺漏项目u注意事项:n倡导者/发起人需确保标示出的问题得到修复n实际的修复工作不必一定由团队成员来做;n生产主管须确保机器能够使用65TPM Step 2Repair machine defects and leaksuPurpose:To repair items found in Step 1uConsiderations:nChampion/Sponsor insures tagged problems are repairednActual repairs do not have to be done by team membersnProduction Supervisor has to make machine available66TPM 步骤2u消除故障因素n固定并拧紧所有的扣件,接头,螺钉及螺母n替换任何缺损的部件n替换任何损坏,磨损及规格不符的零部件n解决所有的渗漏,溢出,喷溅,噪杂等问题u提高如下环节的可操作性:n清洁n润滑n调试n检查/测试67TPM Step 2uEliminate factors contributing to failure:nSecure and tighten all fasteners,fittings,bolts and screwsnReplace any missing partsnReplace any damaged,worn or wrong size partsnResolve all causes of leaks,spillage,spray and splatteruImprove accessibility in order to accomplish:nCleaningnLubricatingnAdjustingnChecking/inspecting 68TPM 步骤3建立操作员和维护人员合作的建立操作员和维护人员合作的PM计划计划u确保发出完善的定期检测的查检表目的:u注意事项:n由TPM项目小组建立PM计划n谁来执行任务n任务执行的频率(例如每天,每周等)69TPM Step 3Develop Operator PMs and Maintenance PMsuPurpose:To insure adequate preventative maintenance checklists are posteduConsiderations:nTPM Project Team to develop PMsnWho is to perform tasksnFrequency of tasks(i.e.,daily,weekly,etc.)70TPM 步骤4由操作员执行的由操作员执行的PM作业作业目的:尽早发现问题,准备周期保养,遵循5S规程u注意事项:n操作员负责按照管理文件执行PM工作;n生产主管须确保PM工作的有效实施71TPM Step 4PM activity performed by the OperatoruPurpose:To detect early problems,provide the service interval,and insure 5S procedure is followeduConsiderations:nOperator is responsible to perform PMs as documentednProduction Supervisor to insure PMs are effective72TPMuTPM使操作员更加独立地自我管理和控制;u操作员时时关注小问题的发生就有可能:n迅速地发现潜在的问题n修正现有问题n确定状态正常n良好地维持设备整体状况73TPMuTPM makes the operator more independentuThe operator sees the small problems now with the possibility of:nQuickly noting potential problemsnCorrecting the current situationnRecognizing normal conditionsnMaintaining the machine in good overall condition74自主维护管理u指的是操作员参与自己所操作的设备的维护作业u怎样使操作员更加自主,实现自我管理:n利用文件管理n明确维护/生产作业的规定n明确操作员如何进行日常检测n进行基本的操作,维护及故障检测的培训n使日常作业直观,一目了然n明确识别须监督管理的项目75Autonomous MaintenanceuRefers to activities involving operators in the maintenance of their own equipmentuHow to make the operator more independent:nMake documentation availablenDefine maintenance/manufacturing activitiesnShow operator how to perform daily checksnTrain in basic operation,maintenance,and defect detectionnMake daily activities visiblenClearly identify items to supervise76落实自主维护管理u确定过程实施中的关键机器及设备u执行初步清洁工作u清除脏污及污染源u建立清洁和润滑标准u就设备的保养需求对操作员进行培训u贯彻实施一个综合性的维护系统u对保养效果进行定期审查77Autonomous Maintenance ImplementationuIdentify process critical machinery and equipmentuPerform initial cleaninguResolve sources of dirt and contaminationuCreate cleaning and lubrication standardsuTrain operators on equipment maintenance requirementsuImplement a comprehensive maintenance systemuEstablish periodic audits of maintenance effectiveness78为什么清洁?u不恰当的清洁所带来的负面影响:n故障n产品缺陷n加快设备磨损n产量降低u设备磨损n正常磨损:尽管正确操作仍然会发生n加快磨损:由于误操作及疏忽于保养导致加快磨损79Why Clean?uAdverse effects of inadequate cleaningnFailurenProduct defectsnAccelerated deteriorationnThroughput lossuEquipment deteriorationnNormal deterioration:occurs despite correct usenAccelerated deterioration:quicker deterioration occurring due to misuse in operation and neglect of maintenance80清洁可作为磨损检查u清洁可减缓磨损速度u接触设备可发现异常情况u采取保养措施可延长使用寿命,避除故障81Cleaning as Detection of DeteriorationuCleaning reduces accelerated deteriorationuPhysical contact with equipment exposes abnormal operation conditionsuPreventive action taken extends useful life and avoids breakdowns82常见的设备缺陷u断线 u软管磨破u漏油u漏气u散热剂泄漏u托架损坏u电线裸露u多余及废弃的器具u防护装置损坏或不见83Typical Defects FounduBroken flex uWorn hosesuOil leaksuAir LeaksuCoolant leaksuBroken BracketsuFrayed wiresuUnnecessary and obsolete toolinguDamaged or missing guards84设备故障u专家估计与移动装置相关的机器故障有60%是由于缺乏或不适当的润滑导致的;u建立设备故障资料库n收集并管理故障资料n分析故障趋势及形式n定期展开和发布总结报告n包括用于定期回顾之用的会议议程报告85Equipment FailuresuExperts estimate that 60%of machine breakdowns associated with moving parts are due to lack of or improper lubrication practices.uEstablish an equipment failure databasenGather and manage failure informationnAnalyze for trends and patternsnDevelop and issue periodic summary reportsnInclude reports as a meeting agenda for regular review86TPM 步骤4(续）u目视管理n张贴设备润滑工作示意图n标示油位玻璃管的上下线n所有的气管,水管,油管及冷却剂管区分标示n张贴OEE的图表分析n公布本年度截至目前为止的保养成本n公布5S审查的得分情况87TPM Step 4（Con.)uVisuals ControlsnLubrication placards in placenUpper and lower sight glasses in placenAll air,water,gas,and coolant lines are labelednOEE postednYTD Maintenance costs postedn5S Audit Scores posted88TPM 步骤5由维护人员执行的由维护人员执行的PM作业作业u目的:预防机器故障-在发生故障之前解决u注意事项:nPM作业内容由维修及生产人员共同订立n保全主管须确保PM作业的有效性89TPM Step 5PM activity perfor
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