精益生产之全面生产维护TPM中英文.pptx
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分析分析控制控制控制控制改进改进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测量测量定义定义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 1-12-02第2页/共100页Total Productive Maintenance(TPM)3Lean Six Sigma Improvement Process Road MapAnalyzeAnalyzeControlControlImproveImproveDefineIdentify 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 OpportunitiesMeasureMeasureDefineDefineProject 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 1-12-02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 ObjectivesLearn a method to:Integrate operational productivity factors applicable in process industries in a single comprehensive measurementEliminate factors contributing to equipment failureImprove accessibility for cleaning and maintaining equipmentUse predictive maintenance as a diagnostic toolImplement 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 for Me?Optimized process operations and maintenanceA method to replace the traditional approach of detecting and correcting faulty conditions as they occurA proactive system which monitors and corrects causesAn operations strategy based on understanding the cause and effect system affecting the major 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 DefinitionA common sense approach to monitor operations,maintain equipment,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)11TPMAchieve zero equipment breakdowns and zero defects through preventionEstablish prevention byMaintaining normal conditionsEarly detection of abnormalitiesQuick 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 activitiesPerform“Fire Fighting”maintenance when a machine breakdown occursOrder and administer all tooling,supplies,etc.Perform Preventive MaintenanceManufacturing“WE OPERATE”Generally does not perform any maintenance activitiesContacts maintenance when a machine breakdown occursInactive 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预测性保养预测性保养预测性保养预测性保养定期保养定期保养定期保养定期保养第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 equipment 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 equipment breakdowns from occurring.Vibration AnalysisLaser MeasuringUltrasoundGenerator TestingThermographyOil AnalysisPredictive MaintenancePredictive MaintenancePreventive MaintenancePreventive Maintenance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 Productive Maintenance(TPM)17Present State Analysisand Team OrganizationAssess Current Operating ConditionsMachine utilization,productivity,etc.Maintenance repair costs(parts and labor)Prioritize order of TPM effortsAssess capabilities of potential TPM Champions and Team MembersSelect TPM Champion and Team MembersEstablish initial kick-off workshopEstablish 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(TPM)19Typical Operational Process MeasurementsUtilization:The ratio of equipment actual operating time to the total available operating time=Actual Operating Time/Available TimeEfficiency:The ratio of actual product produced to a standard=(Actual Parts/Hour)/(Standard Part/Hour)Output:Measure 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 EffectivenessOverall Equipment Effectiveness(OEE)is the measure of 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.可用水平可用水平可用水平可用水平(AL)AL)运行水平运行水平运行水平运行水平(OL)OL)质量水平质量水平质量水平质量水平(QL)QL)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(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.Availability Level(AL)Availability Level(AL)Operating Level(OL)Operating Level(OL)Quality Level(QL)Quality Level(QL)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第24页/共100页Total Productive Maintenance(TPM)25Six Big Losses Identification Exercise第25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=28.9 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%26.3-3.1-2.1=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 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 Maintenance(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 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使设备恢复到可靠状态使设备恢复到可靠状态使设备恢复到可靠状态使设备恢复到可靠状态消除故障消除故障消除故障消除故障开发开发开发开发PMPM维护保养资料库维护保养资料库维护保养资料库维护保养资料库消除缺陷消除缺陷消除缺陷消除缺陷阶段阶段 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)31Return EquipmentReturn Equipmentto Reliable Conditionto Reliable ConditionEliminateEliminateBreakdownsBreakdownsDevelop PMDevelop PMInformation DatabaseInformation DatabaseEliminateEliminateDefectsDefectsPHASE IPHASE IIPHASE IIIPHASE IVTPM Phases第31页/共100页Total 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 sources of downtime.Startup LossesBreakdown LossesMaterial 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.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 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 staffed第35页/共100页Total 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 TPMPromotes operator involvementRestores equipment to a higher performance levelUncover and eliminate premature equipment failuresReduce total manufacturing costsReduces waste Builds a sense of pride in maintaining the equipmentPromotes 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 Productive Maintenance(TPM)39Areas of ResponsibilityLean Six Sigma TeamChampion/SponsorTPM TeamOperatorSupervisorMaintenance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(TPM)41Lean Six Sigma Team RoleDetermine the need for a TPM ProjectGather history of maintenance cost,delay,machine availability,and quality problemsInterview 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 RoleOn floor activitiesAssemble the TPM TeamMaintenance personnelOperatorsFirst line supervisionProvide necessary equipmentHelp team diagnose abnormalitiesAssist skilled tradesCollect copies of defect tags and generate a work listProvide 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 RoleUpon Completion of On Floor EventGenerate and track completion of work ordersAssist in creation and posting of accurate Periodic Maintenance List Assist in sustaining the gainsEvaluate Overall Equipment EffectivenessDisplay TPM improvements第45页/共100页Total Productive Maintenance(TPM)46现场主管的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 RoleCoach and promote TPM ConceptsMonitor ongoing housekeeping and machine cleanlinessPromote Operator ownershipEmpower Operators Provide time for TPM activitiesPromote 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(TPM)49Maintenance Role“The Specialized Caretakers”Perform all planned preventative maintenance and take corrective action as neededUse predictive tools such as vibration analysis,wear particle analysis,and thermographyDocument equipment maintenance historyCooperate with Operators and provide technical assistancePerform equipment overhaul,complex adjustmentsProvide special skill tasks,high safety risk tasksPromote 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TPM第50页/共100页Total Productive Maintenance(TPM)51Operators Role“The First Line Caretaker”Clean and inspect for defectsPerform basic lubrication,multi-point inspectionPerform Periodic Maintenance per approved ListPerform routine cleaning and housekeeping as scheduledIdentify equipment defects as they ariseAssist Maintenance with repairs upon requestPerform basic adjustment
