[精选]TPM全面生产维护(中英文版).pptx

《[精选]TPM全面生产维护(中英文版).pptx》由会员分享，可在线阅读，更多相关《[精选]TPM全面生产维护(中英文版).pptx（102页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、全面生产维护 TPMTPMTPM 团队组织设备综合利用率OEE TPM 活动步骤RD011202Total Productive Maintenance TPMTPMTPM Team OrganizationOverall Equipment Effectiveness TPM PhasesRD011202Total Productive Maintenance TPM3精益6 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工程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方案测量系统分析收集数据过程

2、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时机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开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方案计算最终财务过程指标工程过渡给未来工程管理者工程鉴 别转化时机测量测量测量测量定义定义定义定义工程编号工具工程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供给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

3、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忆愚巧法Revised 1-12-02Total Productive Maintenance TPM4Lean Six Sigma Improvement Process Road MapAnalyzeAnalyzeControlControlImproveImproveDefineIdentify ProblemDevelop List of CustomersDevelop List of CTQs from Voice of the CustomerFinalize

4、 Project Focus and Key Metrics plete 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

5、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 Proj

6、ect 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 AnalysisBrainstormingMult

7、i-Voting TechniquesPareto ChartsC&E/Fishbone DiagramsFMEACheck SheetsRun ChartsControl ChartsGage R&RCp&CpkSupplyChainAccelerator AnalysisMulti-VariBox PlotsInteraction PlotsRegressionANOVAC&E MatricesFMEABrainstormingPull SystemsSetup ReductionTPMProcess FlowBenchmarkingAffinityDOE Hypothesis Testi

8、ngForce FieldTree DiagramsGantt ChartsCheck SheetsRun ChartsHistogramsScatter DiagramsControl ChartsPareto ChartsInteractive ReviewsPoka-YokeRevised 1-12-02Total Productive Maintenance TPM5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Total Produc

9、tive Maintenance TPM6Learning ObjectivesuLearn a method to:nIntegrate operational productivity factors applicable in process industries in a single prehensive measurementnEliminate factors contributing to equipment failurenImprove accessibility for cleaning and maintaining equipmentnUse predictive m

10、aintenance as a diagnostic toolnImplement maintenance auditsTotal Productive Maintenance TPM7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;Total Productive Maintenance TPM8Whats in It for Me?uOptimized process operations and maintenanceuA method to replace the

11、 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 performanceTotal Productive Maintenance TPM9全面

12、生产维护 TPM定义:u一种用于监控操作,设备保养,消除方案外停机,和提高作业与保养协调程度的常识性方法。Total Productive Maintenance TPM10Total Productive Maintenance TPMTPM DefinitionuA mon sense approach to monitor operations,maintain equipment,eliminate unscheduled downtime,and improve the level of cooperation between Operations and Maintenance.T

13、otal Productive Maintenance TPM11TPMu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快速反响Total Productive Maintenance TPM12TPMuAchieve zero equipment breakdowns and zero defects through preventionuEstablish prevention bynMaintaining normal conditionsnEarly detection of abnormalitiesnQuick response

14、Total Productive Maintenance TPM13传统的反响式维护 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Total Productive Maintenance TPM14Traditional Approach“Re-Active MaintenanceMaintenance“WE FIXnPerform all maintenance activiti

15、esnPerform“Fire Fighting maintenance when a machine breakdown occursnOrder and administer all tooling,supplies,etc.nPerform Preventive MaintenanceManufacturing“WE OPERATEnGenerally does not perform any maintenance activitiesnContacts maintenance when a machine breakdown occursnInactive during mainte

16、nance activitiesn“Run it till it breaksTotal Productive Maintenance TPM15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定期保养方案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Total Productive Maintenance TPM16Key De

17、finitionsPreventive 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 ma

18、intaining equipment.Maintenance activities are performed on equipment based on visible signals or diagnostic techniques to prevent equipment breakdowns from occurring.nVibration AnalysisnLaser MeasuringnUltrasoundnGenerator TestingnThermographynOil AnalysisPredictive MaintenancePredictive Maintenanc

19、ePreventive MaintenancePreventive MaintenanceTotal Productive Maintenance TPM17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Total Productive Maintenance TPM18Present State Analysisand Team OrganizationuAssess Current Operating Condi

20、tionsnMachine utilization,productivity,etc.nMaintenance repair costs parts and labornPrioritize order of TPM effortsuAssess capabilities of potential TPM Champions and Team MembersuSelect TPM Champion and Team MembersnEstablish initial kick-off workshopnEstablish team goalTotal Productive Maintenanc

21、e TPM19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Total Productive Maintenance TPM20Typical Operational Process MeasurementsuUtilization:The ratio of equipment actual operating time to the total available operating timen=Actual Opera

22、ting Time/Available TimeuEfficiency:The ratio of actual product produced to a standardn=Actual Parts/Hour/Standard Part/HouruOutput:Measure of output over a specified time periodn=lbs/hr,pieces/hrTotal Productive Maintenance TPM21设备综合利用率OEEu设备综合利用率OEE是衡量一台设备按方案速度生产出合格产品的时间占全部时间的百分比.Total Productive

23、Maintenance TPM22Overall 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.Total Productive Maintenance TPM23OEE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

24、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)Total Productive Maintenance TPM24OEE Breakdown:The Six Big LossesBreakdo

25、wns and Minor StoppagesMalfunctions causing equipment to stop processing greater than 10 minutes breakdowns or less than 10 minutes minor stoppagesSetupAny activity related to equipment changeover,setup,or cleaning.IdlingTime equipment is running but not producing product.Speed LossesEquipment opera

26、ting 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

27、 Level(AL)Availability Level(AL)Operating Level(OL)Operating Level(OL)Quality Level(QL)Quality Level(QL)Total Productive Maintenance TPM25六大浪费的识别练习Total Productive Maintenance TPM26Six Big Losses Identification ExerciseTotal Productive Maintenance TPM27OEE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

28、量水平 QLOEE73%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 hrsTotal Productive Maintenance TPM28Calculating OEE ElementsLoading Time LTTotal

29、Hours Available for Equipment Operation=40 hrsAvailabilityLevel ALOperatingLevel OLQualityLevel QLOEE73%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

30、HRS=28.9-3.1-1.1=26.3 hrsQL HRS=26.3-3.1-2.1=21.1 hrsTotal Productive Maintenance TPM29世界级的OEE性能水平承载时间承载时间 LT同步方案运转时间及生产性防护时间同步方案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 QLOEE90%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%To

31、tal Productive Maintenance TPM30World Class OEE PerformanceLoading Time LTOperation Time and PM Time is scheduled synchronizing the twoAvailabilityLevel ALOperatingLevel OLQualityLevel QLOEE90%x 95%x 99%QualityFactorsBreakdownsMinor Stops,and Admin.SetupSpeed LossesIdlingReworkand ScrapOEE=85%is Wor

32、ld 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%Total Productive Maintenance TPM31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 IVTP

33、M 阶段Total Productive Maintenance TPM32Return EquipmentReturn Equipmentto Reliable Conditionto Reliable ConditionEliminateEliminateBreakdownsBreakdownsDevelop PMDevelop PMInformation DatabaseInformation DatabaseEliminateEliminateDefectsDefectsPHASE IPHASE IIPHASE IIIPHASE IVTPM PhasesTotal Productive

34、 Maintenance TPM33六大团队活动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.Total Productive Maintenance TPM34Six Team Activities1.Use small group activities to improve machine uptime by eliminating the major sources of downtime.nStartup LossesnBrea

35、kdown 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.Total Productive Maintenance TPM35六大团队活动续上页3.使用诸如振动分析类的预测工具摈弃过去那种反响式的维护模式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.使供给管理和

36、生产调度协同工作以确保持续稳定的原材料供给,防止停机待料;6.规划人员配备以确保瓶颈设备处的满员运作Total Productive Maintenance TPM36Six 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 w

37、ith 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 staffedTotal Productive Maintenance TPM37TPM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

38、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 Total Productive Maintenance TPM38Benefits 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 eq

39、uipmentuPromotes cooperation and respect between maintenance and production Total Productive Maintenance TPM39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Total Productive Maintenance TPM40Areas of ResponsibilityuLean Six Sigma TeamuChampion/SponsoruTPM TeamnOperatornSupervisornMaintenanceTotal Produc

40、tive Maintenance TPM41精益6Sigma团队的任务u确定一个TPM工程的需求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Total Productive Maintenance TPM42Lean Six Sigma Team RoleuDetermine the need for a TPM ProjectuGather history of maintenance cost,delay,machine availability,and quality problemsuInterview Operator

41、s to get their prospectiveTotal Productive Maintenance TPM43u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Total Productive Maintenance TPM44Lean Six Sigma Team RoleuOn floor activitiesnAssemble the TPM TeamlMaintenance personnellOperatorsl

42、First line supervisionnProvide necessary equipmentnHelp team diagnose abnormalitiesnAssist skilled tradesnCollect copies of defect tags and generate a work listnProvide people resourcesTotal Productive Maintenance TPM45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

43、展示TPM的改善的成就Total Productive Maintenance TPM46Champion/Sponsor RoleuUpon pletion of On Floor EventnGenerate and track pletion of work ordersnAssist in creation and posting of accurate Periodic Maintenance List nAssist in sustaining the gainsnEvaluate Overall Equipment EffectivenessnDisplay TPM improv

44、ementsTotal Productive Maintenance TPM47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Total Productive Maintenance TPM48Supervisors RoleuCoach and promote TPM ConceptsuMonitor ongoing housekeeping and machine cleanlinessuPromote Operator ownershipuEmpower O

45、perators uProvide time for TPM activitiesuPromote cooperation between Production and MaintenanceTotal Productive Maintenance TPM49维护人员的角色“专业的管理者u有方案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,风险平安性高的作业u促进TPMTotal Productive Maintenance TPM50Mai

46、ntenance Role“The Specialized CaretakersuPerform 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 ass

47、istanceuPerform equipment overhaul,plex adjustmentsuProvide special skill tasks,high safety risk tasksuPromote TPM Total Productive Maintenance TPM51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按照核准清单的工程进行定期保养u按方案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TPMTotal Productive Maintenance TPM52Opera

48、tors Role“The First Line CaretakeruClean 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 reques

49、tuPerform basic adjustmentsuSuggest improvementsuPromote TPM Total Productive Maintenance TPM53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方案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Total Productive Maintenance TPM54The 7 Steps of Total Productive Maintenance1.

50、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 coo