设备自主维护

WCM GroupAgricultural and ConstructionEquipmentAutonomous Maintenance自主维修Guidelines指导方针NH AGNH CEThere are two types of autonomous activities: one is focused on the areas with intensive machinery and the other on the areas with a high level of labor content.有两种自主维修活动，一是重点放在加强机器区域，另一个是劳力较多的区域。The activity regarding the machinery is called Autonomous Maintenance and the activity regarding the organization of the work area is called Workplace Organization关于机器方面的活动叫自主维修，关于工作区域组织的活动叫工作场所组织。Autonomous Maintenance自主维修The autonomous maintenance is part of those activities that has as the main scope to prevent breakdowns and micro failures due to lack of basic conditions of the machines.自主维修是那些活动的一部分，这些活动能够预防由于机器基本条件缺乏造成的损坏和小故障。The autonomous maintenance is not a technical activity, like the professional maintenance, but it must be learned and applied by all the people that interact everyday with the machines. Its based on the competencies of the operators and using the five senses and very simple tools like paint brushes to eliminate the dirt, plastic to protect the machinery etc.自主维修不是一种技术活动，像专业维修，但是每天使用机器的人都要学会应用此自主维修技术。它是在操作工能力基础上的，用五官，使用很简单的工具，如用油漆刷来清除污渍，用塑料保护机器等。What is AM ? (1/2)什么是自主维修？The typical operations of AM are cleaning, lubrication, adjustment of fasteners, parameters control, temperature control, noise and vibration control, minor repairs and minor improvements.自主维修典型的操作是清洁，上油，调节阀，参数控制，温度控制，噪音和振动控制，小修复和小改善。The AM is a systematic approach towards the machinery improvement with the objective to autonomously manage, by the production operators, the inspections, the control and restoration of the basic conditions of the machinery eliminating the sources of dirt, through a strict application and a continuous improvement of the standards.自主维修是进行机器改善的系统方法，拥有自主管理的目标，由生产操作工清除污渍来源，通过严格遵守运用不断改善的标准，进行检查，控制和恢复机器的基本条件。Regarding AM and PM, up to step 3, its very important to always keep separated the preventive activities amongst the two pillars.关于自主维修和专业维修，一直到步骤3，要一直将两支柱中的预防性维修分开很重要。What is AM ? (2/2)什么是自主维修？The machines can break because of deterioration, increasing of the stress that they should support, caused by the loss of basic conditions. Likewise they can break due to human errors or to design errors. 机器可能损坏，是因为磨损，所能承受的压力增加，基本条件缺乏造成的。同样，也可以是人为失误或设计错误造成的。Why do the machines break? (1/2)机器为什么会损坏呢？BREAKDOWN损坏损坏DETERIORATION磨损磨损EXCESSIVE SOLICITATIONS额外的引发额外的引发SCARCE ROBUSTNESS不不够耐用够耐用1Lack of maintaining the basic conditions维修基本维修基本条件缺乏条件缺乏23465Lack of observancy of the operating conditions不遵守操作条件不遵守操作条件No restoration of the anomalies没有对异物进行没有对异物进行恢复恢复Design weakness设计不足设计不足Bad competencies of operators and maintenance people操作操作工和维修人员的能力差工和维修人员的能力差External influences: material, spare parts, environment ecc.外部影响外部影响：材料，备用零件，环境等：材料，备用零件，环境等。 Why do the machines break? (2/2)机器为什么会损坏？The deterioration happens as time goes on caused by a bad maintenance not able to “maintain” the basic conditions or by the bad competencies of the operators whom do not perform correctly the inspections.由于维护不当，不能维护基本条件或能力差的操作工不能正确的完成检查，时间久了就会发生磨损。The increase of stress and the excessive solicitations are due to operating errors (bad competencies of the operators), bad interventions or due to the fact that the operating conditions are not strictly observed by the operators and of the non observance of the basic conditions.由于操作失误（操作工能力差），不良干涉或操作工不能严格遵守操作条件及不遵守基本条件，导致压力增加，额外的引发出现。The scarce robustness of the machinery is the results of errors or weakness of the designs of the machines or single components, of construction or installation errors. To avoid the deterioration of the machinery, it is necessary to assure the maintenance of the basic conditions. This is possible through the preventive maintenance, activities carried out by the AM and PM pillars.机器不耐用是因为机器零件的设计、构造错误或不足，或安装错误。为了避免机器磨损，保证机器的基本条件很重要。可以开展由AM和PM支柱执行的维修活动。In order to avoid errors done by operators or maintenance people, who can generate the increasing of stress, training must be done.为了避免由能产生压力增加的操作工或维修人员造成的失误，必须要进行培训。To avoid errors due to design weaknesses, the Early Equipment Management pillar takes part to solve the issues.为了避免由于设计不足造成的错误，设备初期管理支柱要加入解决此问题。AM: Objectives 自主维护：目的In the first phase, the objective of the AM is the maintenance of the basic conditions of the machinery. This is achievable assuring the correct operating standards of the machinery, the cleanliness, the lubrication and safety.第一阶段中，AM的目的是维护机器的基本条件。保证正确的机器操作标准，确保清洁，润滑和安全，这是可以实现的。The final scope of the AM is to stabilize the conditions of the machinery, improve their reliability and to obtain as a result the lengthening of their lifetime. AM的最终目标是稳定机器的条件，改善其可靠性并实现机器使用寿命的延长。This presupposes the definition and the continuous improvement of the maintenance standards and the increase of the competencies of the operators in terms of knowledge of the machines. A very important effect of the AM is the quality improvement of the machine regarding the product.这预示着维修标准的定义和不断改善，及操作工就机器方面能力的增加。自主维修的一个非常重要的作用是涉及生产的机器质量改善。Initial cleaning & inspection初步清洁和检查Countermeasures against sources of contamination处理污染来源的对策Initial standards初步标准General inspection全面检查Autonomous inspection自主检查Improvement of standards (workplace organization & housekeeping)工作场所组织和设备管理、保养标准的改进Full-scale application of the autonomous maintenance system全面贯彻自主维护系统The Seven Steps of Autonomous Maintenance AM自主维护的7个步骤Step 1Step 2Step 3Step 4Step 5Step 6Step 7The 7 steps 7个步骤The scope of the first three steps is to generate changes in the machines, passing from conditions of dirtiness, of difficulty in cleaning the machines, hazardousness, slowness, unreliability and of breakdowns and stoppages to a condition of cleanliness, safety, reliability, zero stoppages and zero breakdowns.前三步是为了改变机器，解决污秽情况及难以清洗的机器问题，将危险，缓慢，不可靠和损坏，停顿情况转变为清洁，安全，可靠，零停顿和零损坏状态。 The step 2 is the most critical one for obtaining advantages that derive from AM. The activities of the first two steps are typically of a reactive approach. The application of steps 1-3 is the KEY to determine the basic conditions of the machine.第二步是AM取得优势的最关键步骤，前两步是回应方法的典型代表。步骤1到3的运用是决定机器基本状态的关键。The 7 stepsThe fourth and fifth step are finalized to generate a change in the people, in fact the inspections done directly by the operators creates comprehension and assumption of responsibility towards what and how to control, even towards quality, and makes work easier. The operators gradually assume the capability to accomplish autonomously the maintenance activities just like a parent would do with the health of his children calling the doctor, that can be compared to the maintenance technician in case of necessity for problems on the machinery. Its important to consider the fact that the implementation of step 4 is expensive in terms of time and money. Its important to pay attention to the cost benefit of this step in order to justify the implementation. The activities of steps 3 - 4 -5 are typically of a preventive approach. 第4步和第5步是为了改变人，实际上由操作工直接执行的检查创造出对要控制什么，该如何控制及对质量的理解和责任，并且是工作变得更加容易。渐渐地，操作工就有责任，有能力自主完成维修活动，就像父母为了孩子的健康而找医生一样，这可以与万一机器出现问题，必须要找维修技术员相比。就时间和金钱而言，考虑执行步骤4的花费很大很重要。为了证明此步的执行是有效的，注意成本收益很重要。步骤3、4、5 是预防性方法的典型代表。The scope of the sixth and seventh steps is to generate a long-lasting change in the maintenance management across a new management system of autonomous activities where the worker is responsible for his area in terms of quality and reliability of the machines.第6步和第7步是为了对维修管理进行长期的改变，形成新的自主活动管理系统，该活动中，工人们负责管理自己区域内的机器的品质和可靠性。Contents of the 7 steps AM 自主维修的7个步骤的内容StepContents Of Step步骤的内容步骤的内容0Education of machine function & condition对机器性能和状态的学习1Initial Cleaning & Inspection初步的清洁和检查2Countermeasures to eliminate sources of contamination and “hard to access” areas清除污染来源和难以清洗区域的对策3Develop provisional standards for cleaning, lubrication & tightening制定清洗，上油和上紧的临时标准4General Inspection Training & Instruction of the finalized standards全面检查-对最终标准的培训和指导5Autonomous Inspection自主检查6Reorganizing workplace & Standardization重组工作场所并标准化7Full Implementation of Autonomous Maintenance全面贯彻自主维修Motivation动机Machine Change机器改变People Change人员改变Workplace Change工作场所改变Restoration of Basic Conditions基本状态的恢复Prevention of Deterioration预防磨损Optimize Standardize Self Management使自使自身管理最优化，标准身管理最优化，标准化化2ELIMINATION OF CAUSES OF LOSS清除损失原因清除损失原因3STANDARD CLEANING LUBRICATION标准清洗润滑油标准清洗润滑油4GENERAL INSPECTION全面检全面检查查5INDEPENDENT INSPECTION独立检查独立检查6AREA CONTROL AND MANAGEMENT区域控制和管理区域控制和管理7COMPLETE APPLICATION OF AUTONOMOUS MAINTENANCE自主维护的全自主维护的全面运用面运用INITIAL CLEANING初步清洁初步清洁1THOROUGH ELIMINATION OF DIRT FROM PLANTS对工厂污垢的彻底清除LEARNING THAT CLEANING IS INSPECTING学习“清洁就检查”REMOVAL OF CAUSES OF DIRT/LOSSES除去污垢/损失原因REMOVAL OF OBSTACLES TO ACTIVITIES除去阻碍活动的障碍物REDUCTION OF CLEANING, LUBRICATION TIMES减少清洁，上油时间DEFINE CLEAR, SIMPLE CLEANING, LUBRICATION, TIGHTENING CONTROL STANDARDS; SPECIFY TIMES AND FREQUENCY定义清洁，简单的清洗；固定控制标准；指定次数和频率IMPROVE THE ABILITY TO MAKE A GENERAL INSPECTION OF THE PLANT ACCORDING TO STANDARDS AND MANUALS根据标准和指南来提高全面检查工厂的能力IMPROVE THE ABILITY TO CARRY OUT INDEPENDENT INSPECTION, PREVENTIVE MAINTENANCE CYCLES AND TO USE THE CHECK-LISTS提高执行独立检查，预防性维修周期，使用核对表的能力STANDARDIZE MONITORING OF THE EFFICIENCY, OF STOCKS, QUALITY, 对效率，库存和质量的标准华监控IMPROVE DATA COLLECTION;改进数据收集MANAGE THE EQUIPMENT AND TYPE CHANGES管理设备，类型改变INTEGRATED MANAGEMENT OF AUTONOMOUS MAINTENANCE WITH REGARD TO OTHER ASPECTS OF TPM AND PURSUIT OF CONTINUOUS PERFORMANCE IMPROVEMENT GOALS涉及到TPM其它方面的自主维修的综合管理，追求，完成不断改善目标The 7 steps of autonomous maintenance 自主维修的7个步骤Timetable时间表Average time of implementation of the first 4 steps of AM自主维护的前自主维护的前4步执行的平均时间步执行的平均时间0 - 2 nd. Step0-2步步3 rd. Step第第3步步Model Area示范区示范区100 days100天天1 year1年年3/6 months3到到6个月个月Extension of the 3 rd. Step to all the plant将第将第3步扩展到步扩展到整个工厂内整个工厂内Implemetation of 4 th. Step on the model area在示范区在示范区执行第执行第4步步 Preliminary activities necessary for a correct definition and implementation of AM: 正确定义和执行AM所必需的初步活动： Matrix C of Cost deployment analysis and individualization of losses due to breakdowns.成本部署分析的C矩阵及由损坏造成的损失的特性 Machine classification机器分类. Target definition: eg. Reduction of 90% cleaning time on the model area, max 1 breakdown per month on model area, zero breakdowns on the critical machine due to lack of basic conditions.目标定义：如，示范区有90%的清洁时间减少，每月示范区最多损坏一次，由于基本条件缺乏的重要机器实现零故障。 Individualization of model area.使示范区个性化 Team composition.团队合成 Planning of AM projects. AM项目的计划Step 0 Preparation 步骤0-准备Paint shop喷漆车喷漆车间间Cab AssemblyTractor AssemblyDriveline AssemblyStep 0 Model Area 步骤0-示范区Training of the operators of the model area done by the maintenance guys “the team leader and the operators must become owners of the machine” (explain how the deterioration occurs, diffuse the knowledge regarding the importance of safety during AM activities, develop knowledge on how the machine works) and analysis/execution of functional schemes of the machines.由维修人员执行的示范区的操作工的培训，“小组领导和操作工一定要成为机器的拥有者” （解释磨损是如何发生的，在自主活动期间，传播安全重要性方面的知识，开发机器是如何运作方面的知识）并分析或实施对机器有作用的计划。 Predisposition of all necessary materials for AM ( Rags, detergent, paint brushes, Tags, formats for data collection etc.) AM中所有必需材料倾向的状态（碎片，清洁剂，油漆刷，标签，数据收集的版式等）Step 0 Model Area 步骤0-示范区Step 0 Preparation 步骤0-准备Input输入输入- Matrix C of Cost Deployment成本部署C矩阵- Machines classification机器分类Output输出输出- Radar chart of the team小组雷达图- Masterplan including activities for each step, audits and corrective actions necessary for solving the criticalities found during the audits总体规划，包括每一步的活动，审核和处理危险程度所必需的矫正行为，该危险程度是审核过程中发现的。Team团队团队- Operators/Maintenance people. The responsible of the team is the Pillar leader of the plant操作工/维修人员，团队中的责任人是工厂内的支柱领导。Tools工具工具- One Point lessons to develop the skills of the operators开发操作工技能的单点课程- Radar chart雷达图KPIs关键业绩指标关键业绩指标- Know-how achieved by the operators and measured with the number of OPLs and with a in-out test of step 0; 由操作工取得的技能并由单点课程数量和步骤零的内外测试进行衡量- number of operators involved in the model area加入示范区的操作工人数Remarks备注备注- OPL on safety before starting AM activities开展AM活动前的安全单点课程- From step 1 to step 2 foresee an involvement of the PM team in order to increase and consolidate the knowledge of the operators regarding the activities of cleaning, inspection, lubrication and control.为了增加，巩固操作工在清洁，检查，上油和控制方面的知识，步骤1到步骤2预知有PM团队加入。Step 1 Initial Cleaning 步骤1- 初步清洁Initial cleaning and inspection in order to remove dust and dirt that are the sources of deterioration of the machines.为了除去灰尘和污垢，要进行初步的检查，此灰尘和污垢是机器磨损的来源。 Remove dust and dirt of all the parts of the machine.除去机器上所有零件上的灰尘和污垢。 Hang tags on the machine showing all the anomalies, sources of contamination, hard access zones which can cause quality defects.在机器上挂上标签，展示出可能造成质量缺陷的所有的异物，污染来源，硬的接触区。 Remove all useless objects and create tidiness and cleanliness.移走所有无用的东西，创造整洁，清洁的环境。 Write the list of anomalies记下异物清单 . . . CLEANING IS INSPECTING清洁就是检查清洁就是检查MACHINE CLEANED清洁的机器DIRT IS REMOVED, CHIPS, SCRAPS ARE REMOVED除去了污垢，碎片，废料THE ELEMENTS OF THE MACHINERY ARE TOUCHEDWEAR AND DOWNGRADING IS PREVENTED预防了磨损和降格THE PLANT IS KNOWN工厂被大家所知IRREGULAR FUNCTIONING IS IDENTIFIED不规则的机能已被鉴定WEAR IS CHECKED 磨损已被检查PREVENTION预防use mans 5 senses Appropriately适当地使用人的适当地使用人的5种感觉种感觉Step 1 Initial Cleaning 步骤1-初步清洁Operators learn that cleaning is inspection 操作工学习清洁就是检查 improving their ability to trace minor problems and to discover irregularities during cleaning在清洁期间，提高追踪小问题，发现不整齐东西的能力。Aims of Initial cleaning 初步清洁的目标初步清洁的目标Step 1: Initial Cleaning 步骤1：初步清洁Ill start to clean with a ragI have also got to inspect the inside the of machine Too much grease! The covers missing! The oil level isnt visible! Too much dirt and not enough grease Excess leakage of oil This way, Ill trace all the faults! The pressure is OK Continuous tagging 不停的加标签不停的加标签Indication of issue of tag指出标签上的问题Short circuit due tosimple problems小问题造成的短路Repetitive (chronic)Causes unknown反复出现的（长期的）未知原因List of tags标签清单标签清单Tags attached 附上的标签Tags removed 去掉的标签Action行动行动Solving of theProblem问题的解决Team Leader +BTU Leader +GroupTeam Leader +BTU Leader +Maintenance +Aut. Maint. Resp. Step 1: initial cleaning 步骤1：初步清洁 Step 1 Initial Cleaning 步骤1-初步清洁In this phase the operators, after receiving the training on safety, how to clean, which tools to use for the activities and how to pay attention in order not to create damages to the machine, they can start the initial cleaning. Its important to remove all the dirt, find all defects, anomalies and hidden broken things placing AM tags where the problems are.为了不给机器带来损坏，此阶段中的操作工在受到安全，怎样清洗，活动中使用哪种工具，如何注意培训后，他们为了不给机器带来损坏，此阶段中的操作工在受到安全，怎样清洗，活动中使用哪种工具，如何注意培训后，他们可以开始进行清洗了。除去贴上可以开始进行清洗了。除去贴上AM标签地方的所有污垢，找出所有缺陷，异物和隐藏的损坏东西很重要。标签地方的所有污垢，找出所有缺陷，异物和隐藏的损坏东西很重要。 Step 1 Initial Cleaning 步骤1-初步清洁 Step 1 Initial Cleaning 步骤1-初步清洁Output输输出出- List of all the anomalies assigning responsibilities and deadlines.列出所有的异物，指明归属责任和截止时间- Quantification of cost benefits of the step量化此步中的成本收益- Suggestions建议- Hours of training and/or OPLs培训和/或单点课程的时间- Plan of AM activities for cleaning AM清洁活动的计划Team团团队队The activity involves all the operators of the Model Area and it is guided by the Pillar leader. At the launch of the first AM activity, its recommendable that the plant manager is present and actively participates, to create involvement and to give the right commitment.此活动中包括了示范区内的所有操作工，由支柱领导指导。第一个AM活动开展时，可以推荐厂长出席并积极参加，呼吁人们参加并给出适当的评论。Tools工工具具AM tags must be used placing them near the individualized anomalies or can be used to suggest an improvement. AM标签可被放在个别异物旁或被用于提出改善建议。The AM tags, usually, are blue if solved by operators and red if solved by maintenance people.该AM标签若是由操作工解决的就是蓝色，若是维修人员解决的就是红色。KPIs 关键业绩关键业绩指标指标- Number of AM tags per week ( consider that for an average complex machine, the number of tags after two/three weeks of activities of cleaning and inspection in order to be considered a success, it should be around 300/400 tags.)每周的AM标签数（对于复杂程度一般的机器，考虑其2到3周的清洁检查活动后的标签数量，为了成功，标签数应为300到400左右。）- Implementation rate (Tags)执行比率（标签）- Number of quick kaizens快速改善数量- Savings on technical cleanings技术清洁方面的节省- Regarding the calendar: hrs/week, hrs/week of overtime for AM activities关于记录表：AM活动超时的时间（小时/周）Remarks备注备注-Organize the activities without interference with production organizing the stoppages or organizing when the machines are stopped (night shift, Saturdays, Sundays)组织停产活动，组织停顿或在机器停止时组织（夜班，周六，周日）- Assure maximum involvement of the people on the shop floor : e.g. Painting the floor of the model area white so that everyone can “see” the sources of dirt and so that everyone understands the responsibility of keeping the workplace clean.确保车间人数最大量的参加：如，将示范区喷为白色，以便大家都能看到污垢来源，并让大家明白保持工作场所清洁的义务。- Go deep in the analysis of each component to understand the necessity to lubricate even involving the vendor. We are usually convinced that what we lubricate is enough but if we go in detail we find out that there is many other things to lubricate.深入分析每个零件，明白上油的必要性，即便是联系卖方。通常我们都相信我们所上的油足够了，但是再仔细看来，还有许多其它东西要上油Step 2 Countermeasures against sources of contamination步骤2-清除污染来源的对策 Individualize the sources of contamination and the hard access zones. 个别加以考虑污染来源和硬的接触区 Find countermeasures for the sources of contamination and the hard access zones.找出污染来源和硬接触区对策。 Reduce time for cleaning, inspection and lubrication.清洁，检查和上油的时间减少。Step 2 countermeasures against sources of contamination 步骤2-清除污染来源的对策Plate coverLow cost, easy to apply成本低，易于应用Box typeLow cost, veryEffective成本低，很有效Change the materialto plastic, rubber orsheet steel将材料变成塑料制品，橡胶或钢板Step 2 Countermeasures against sources of contamination 步骤2-清除污染来源的对策BeforeBefore之前之前AfterAfter之后之后Installation of tray to collect chips and oil from machining 安装托盘来收集加工时安装托盘来收集加工时漏出的碎片和油漏出的碎片和油Contamination with chips and oil from machined parts机械零件上的碎片和油渍机械零件上的碎片和油渍污染污染Cleaning Time Reduction清洁时间的减少清洁时间的减少Machine: COMAU Transfer Line Area: Gear Box机器：机器：COMAU 传递线区域：传动箱传递线区域：传动箱Before之前之前After之后之后Other results:其它结果：其它结果：Cleaning Time (Minutes/day)Problem: difficult access due tothe shape of the covers问题：由于盖子的形状而难以接近Countermeasure: installation ofmesh covers with safety devices对策：安装安全装置-网状盖子-53%EXAMPLEStep 2 Countermeasures against sources of contamination 步骤2-清除污染来源的对策-Extension to 6 similar transfer machines 延伸至6种类似的转移机器- Elimination of floor slickness消除地板的光滑消除地板的光滑Step 2 Countermeasures against sources of contamination Action Plan步骤2-清除污染来源的对策-行动计划Step 2 Countermeasures against sources of contamination 步骤2-清除污染来源的对策Step 2 Countermeasures against sources of contamination 步骤2-清除污染来源的对策Output输出输出- List of all the sources of contamination and countermeasures for their the elimination. 列出所有的污染来源并找出相应的清除对策Team团队团队- The activity involves all the operators of the Model Area and it is guided by the Pillar leader.该活动包括示范区的所有操作工，且由支柱领导指导。Tools工具工具- Quick kaizens: PDCA activities of problem solving 快速改善：解决问题的PDCA活动KPIs关键业绩指标关键业绩指标- Number of implemented countermeasures individualized.个别加以考虑的对策的实施数量- Cleaning time reduction清洁时间的减少- Lubrication time reduction.上油时间的减少- Inspection time reduction.检查时间的减少- Cost benefit analysis of the step.此步的成本收益分析- Breakdown trend on the critical machines重要机器的损坏趋势Remarks备注备注- In the cost benefit analysis, take in consideration also the reduction of the cleaning time of the technical cleanings executed by external contractors.在成本收益分析中，也考虑由外商执行的技术清洁时间的减少。- Calculate also the savings coming from the reduction of materials and energy directly linked with the sources of contamination (eg. Oil ecc.)也计算直接联系到污染来源的材料和能源的减少。（如：油等）Step 3 Initial standards 步骤3-初步标准 Create initial standards for cleaning, inspection, lubrication, tightenings, visual controls, that allow the operations with less time and efforts ( specificating which part of the machine, time, frequency, gauge setting management, assignement of tasks and responsibilities.为清洁，检查，上油，固定，可视化控制创建初步标准，用较少的时间和努力进行操作，指明机器的某个部分，时间，频率，设置管理的标准尺，任务和责任的分配。 Improve the effectiveness of the standards introducing visual management. 提高介绍可视化管理标准的有效性。 Reduce to zero all breakdowns due to lack of basic conditions (lack of AM) of the critical machines.将由于关键机器缺乏基本条件（