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全面生产维护 ( TPM)

全面生产维护 ( TPM). TPM TPM 团队组织 设备综合利用率 OEE TPM 活动步骤. RD011202. Total Productive Maintenance (TPM). TPM TPM Team Organization Overall Equipment Effectiveness TPM Phases. RD011202. 精益6  过程改善流程. 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

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全面生产维护 ( TPM)

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  1. 全面生产维护 (TPM) TPM TPM 团队组织 设备综合利用率OEE TPM 活动步骤 RD011202

  2. Total Productive Maintenance (TPM) TPM TPM Team Organization Overall Equipment Effectiveness TPM Phases RD011202

  3. 精益6 过程改善流程 • 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 分析 改进 控制 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 • RACI • Quad 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&R • Cp & 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 • ANOVA • C&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 Total Productive Maintenance (TPM)

  4. Lean Six Sigma Improvement Process Road Map • Define • Identify Problem • Develop List of Customers • Develop List of CTQ’s from Voice of the Customer • Finalize Project Focus and Key Metrics • Complete PDF • Measure • Map Business Process • Map Value Stream • Develop DataCollection Plan • Conduct MeasurementSystem Analysis • Collect Data • Conduct Process Capability Analysis • Analyze • Propose Critical X’s • Prioritize Critical X’s • Verify Critical X’s • Estimate the Impact of Each X on Y • Quantify the Opportunity • Prioritize Root Causes • Conduct Root Cause Analysis on Critical X’s • Improve • Critical X’s Confirmed • Develop Potential Solutions • Select Solution • Optimize Solution • Pilot Solution • Control • Implement Process Changes and Controls • Write Control Plan • Calculate Final Financial/ • Process Metrics • Transition Project to Future Owners • Identify Project • Translation Opportunities Define Measure Analyze Improve Control • Project ID Tools • Project Definition Form • Net Present Value Analysis • Internal Rate of Return Analysis • Discounted Cash Flow Analysis • PIP Management Process • RACI • Quad Charts • Process Mapping • Value Analysis • Brainstorming • Multi-Voting Techniques • Pareto Charts • C&E/Fishbone Diagrams • FMEA • Check Sheets • Run Charts • Control Charts • Gage R&R • Cp & Cpk • SupplyChainAccelerator Analysis • Multi-Vari • Box Plots • Interaction Plots • Regression • ANOVA • C&E Matrices • FMEA • Brainstorming • Pull Systems • Setup Reduction • TPM • Process Flow • Benchmarking • Affinity • DOE • Hypothesis Testing • Force Field • Tree Diagrams • Gantt Charts • Check Sheets • Run Charts • Histograms • Scatter Diagrams • Control Charts • Pareto Charts • Interactive Reviews • Poka-Yoke Revised 1-12-02 Total Productive Maintenance (TPM)

  5. 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 Total Productive Maintenance (TPM)

  6. Learning Objectives • Learn a method to: • Integrate operational productivity factors applicable in process industries in a single comprehensive measurement • Eliminate factors contributing to equipment failure • Improve accessibility for cleaning and maintaining equipment • Use predictive maintenance as a diagnostic tool • Implement maintenance audits Total Productive Maintenance (TPM)

  7. 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; Total Productive Maintenance (TPM)

  8. What’s in It for Me? • Optimized process operations and maintenance • A method to replace the traditional approach of detecting and correcting faulty conditions as they occur • A proactive system which monitors and corrects causes • An operations strategy based on understanding the cause and effect system affecting the major contributors to process performance Total Productive Maintenance (TPM)

  9. 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。 Total Productive Maintenance (TPM)

  10. Total Productive Maintenance (TPM) TPM Definition • A common sense approach to monitor operations, maintain equipment, eliminate unscheduled downtime, and improve the level of cooperation between Operations and Maintenance. Total Productive Maintenance (TPM)

  11. TPM • 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 Total Productive Maintenance (TPM)

  12. TPM • Achieve zero equipment breakdowns and zero defects through prevention • Establish prevention by • Maintaining normal conditions • Early detection of abnormalities • Quick response Total Productive Maintenance (TPM)

  13. 传统的反应式维护 维修部门– “我们只管修理” • 执行所有的维修作业 • 往往是一旦设备发生故障充当救火员的角色; • 负责定购和保管所有的工具,备件等物资; • 实施定期检修 生产部门 – ”我们只管使用“ • 通常不作任何维护活动 • 一旦设备出现故障就与维修部门联系 • 维修作业中只能停工; • 一直用到坏了为止 Total Productive Maintenance (TPM)

  14. Maintenance –“WE FIX” Perform all maintenance activities Perform “Fire Fighting” maintenance when a machine breakdown occurs Order and administer all tooling, supplies, etc. Perform Preventive Maintenance Manufacturing –“WE OPERATE” Generally does not perform any maintenance activities Contacts maintenance when a machine breakdown occurs Inactive during maintenance activities “Run it 'till it breaks” Traditional Approach“Re-Active Maintenance” Total Productive Maintenance (TPM)

  15. 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 定期保养 预测性保养 主要概念 Total Productive Maintenance (TPM)

  16. Preventive 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 Schedules Predictive 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 Analysis Laser Measuring Ultrasound Generator Testing Thermography Oil Analysis Preventive Maintenance Predictive Maintenance Key Definitions Total Productive Maintenance (TPM)

  17. 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 Total Productive Maintenance (TPM)

  18. Present State Analysisand Team Organization • Assess Current Operating Conditions • Machine utilization, productivity, etc. • Maintenance repair costs (parts and labor) • Prioritize order of TPM efforts • Assess capabilities of potential TPM Champions and Team Members • Select TPM Champion and Team Members • Establish initial kick-off workshop • Establish team goal Total Productive Maintenance (TPM)

  19. 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 Total Productive Maintenance (TPM)

  20. Typical Operational Process Measurements • Utilization: The ratio of equipment actual operating time to the total available operating time • = Actual Operating Time/Available Time • Efficiency: 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 Total Productive Maintenance (TPM)

  21. 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. Total Productive Maintenance (TPM)

  22. Overall Equipment Effectiveness • Overall 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 (TPM)

  23. 质量水平 (QL) 可用水平 (AL) 运行水平 (OL) OEE分解:六大浪费 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 任何与设备调整,装配,清洁相关的作业. 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 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 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 用于返修产品或生产出报废产品所耗用的时间. Total Productive Maintenance (TPM)

  24. Breakdowns and Minor Stoppages Malfunctions causing equipment to stop processing greater than 10 minutes (breakdowns) or less than 10 minutes (minor stoppages) Setup Any activity related to equipment changeover, setup, or cleaning. Quality Level (QL) Availability Level (AL) Operating Level (OL) OEE Breakdown: The Six Big Losses Idling Time equipment is running but not producing product. Speed Losses Equipment operating at less than standard or design speed due to equipment/product abnormality Quality Factors Activities related to ensuring the quality of the product produced on the equipment (in-process checks). Rework Losses The time taken to re-process product or time take to produce un-usable product. Total Productive Maintenance (TPM)

  25. 六大浪费的识别练习 Total Productive Maintenance (TPM)

  26. Six Big Losses Identification Exercise Total Productive Maintenance (TPM)

  27. OEE的计算原理 承载时间 (LT) 设备运转总的可利用时间 = 40 hrs 机器故障及轻微故障, 行政事务/非作业时间 可用水平(AL) 40 - 3.1 - 3.8 - 4.2 = 73% 40 机器 设置与调整 28.9 - 1.5 - 1.1 = 91% 28.9 运行水平 (OL) 速度损失 机器空转 质量水平 (QL) 26.3 - 3.1 - 2.1 = 80% 26.3 质量原因 返工及 报废 73% x 91% x 80% OEE AL HRS = 40 - 3.1 - 3.8 - 4.2 = 28.9 hrs OL HRS = 28.9 - 3.1 - 1.1 = 26.3 hrs QL HRS = 26.3 - 3.1 - 2.1 = 21.1 hrs OEE = 53% Total Productive Maintenance (TPM)

  28. Calculating OEE Elements Loading Time (LT) Total Hours Available for Equipment Operation = 40 hrs Breakdowns Minor Stops, and Admin. Availability Level (AL) 40 - 3.1 - 3.8 - 4.2 = 73% 40 Setup 28.9 - 1.5 - 1.1 = 91% 28.9 Operating Level (OL) Speed Losses Idling Quality Level (QL) 26.3 - 3.1 - 2.1 = 80% 26.3 Quality Factors Rework and Scrap 73% x 91% x 80% OEE AL HRS = 40 - 3.1 - 3.8 - 4.2 = 28.9 hrs OL HRS = 28.9 - 3.1 - 1.1 = 26.3 hrs QL HRS = 26.3 - 3.1 - 2.1 = 21.1 hrs OEE = 53% Total Productive Maintenance (TPM)

  29. 世界级的OEE性能水平 承载时间 (LT) 同步计划运转时间及生产性防护时间 机器故障及 轻微故障, 行政事务/ 非作业时间 可用水平 (AL) AL始终保持在 90%以上 机器设置 与调整 运行水平 (OL) 速度 损失 OL维持在 95%以上 机器 空转 质量水平 (QL) 质量 原因 返工及 报废 QL不低于 99% OEE 90% x 95% x 99% OEE = 85% 是世界级的性能水平 Total Productive Maintenance (TPM)

  30. World Class OEE Performance Loading Time (LT) Operation Time and PM Time is scheduled synchronizing the two Breakdowns Minor Stops, and Admin. Availability Level (AL) The AL is consistently kept at or above 90% Setup Operating Level (OL) Speed Losses The OL is maintained at or above 95% Idling Quality Level (QL) Quality Factors Rework and Scrap The QL is at or above 99% OEE 90% x 95% x 99% OEE = 85% is World Class Performance Total Productive Maintenance (TPM)

  31. TPM 阶段 使设备恢复到可靠状态 阶段 I 消除故障 阶段 II 开发PM维护保养资料库 阶段 III 消除缺陷 阶段 IV Total Productive Maintenance (TPM)

  32. TPM Phases Return Equipment to Reliable Condition PHASE I Eliminate Breakdowns PHASE II Develop PM Information Database PHASE III Eliminate Defects PHASE IV Total Productive Maintenance (TPM)

  33. 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. Total Productive Maintenance (TPM)

  34. Six Team Activities 1. Use small group activities to improve machine uptime by eliminating the major sources of downtime. • Startup Losses • Breakdown Losses • Material and Scheduling Losses 2. Involve the machine operators as well as skilled trades in basic preventative maintenance such as lubrication, cleaning, and inspection for defects. Total Productive Maintenance (TPM)

  35. 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 Total Productive Maintenance (TPM)

  36. Six Team Activities (Cont.) 3. Utilize predictive tools such as vibration analysis to move past reactive type maintenance 4. Increase awareness and knowledge of equipment to improve productivity and reduce downtime 5. 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 Total Productive Maintenance (TPM)

  37. TPM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 Total Productive Maintenance (TPM)

  38. Benefits of TPM • Promotes operator involvement • Restores equipment to a higher performance level • Uncover and eliminate premature equipment failures • Reduce total manufacturing costs • Reduces waste • Builds a sense of pride in maintaining the equipment • Promotes cooperation and respect between maintenance and production Total Productive Maintenance (TPM)

  39. 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 Total Productive Maintenance (TPM)

  40. Areas of Responsibility • Lean Six Sigma Team • Champion/Sponsor • TPM Team • Operator • Supervisor • Maintenance Total Productive Maintenance (TPM)

  41. 精益6Sigma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 Total Productive Maintenance (TPM)

  42. Lean Six Sigma Team Role • Determine the need for a TPM Project • Gather history of maintenance cost, delay, machine availability, and quality problems • Interview Operators to get their prospective Total Productive Maintenance (TPM)

  43. 精益6Sigma团队的任务 • 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 Total Productive Maintenance (TPM)

  44. Lean Six Sigma Team Role • On floor activities • Assemble the TPM Team • Maintenance personnel • Operators • First line supervision • Provide necessary equipment • Help team diagnose abnormalities • Assist skilled trades • Collect copies of defect tags and generate a work list • Provide people resources Total Productive Maintenance (TPM)

  45. 倡导者/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 Total Productive Maintenance (TPM)

  46. Champion/Sponsor Role • Upon Completion of On Floor Event • Generate and track completion of work orders • Assist in creation and posting of accurate Periodic Maintenance List • Assist in sustaining the gains • Evaluate Overall Equipment Effectiveness • Display TPM improvements Total Productive Maintenance (TPM)

  47. 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 Total Productive Maintenance (TPM)

  48. Supervisor’s Role • Coach and promote TPM Concepts • Monitor ongoing housekeeping and machine cleanliness • Promote Operator ownership • Empower Operators • Provide time for TPM activities • Promote cooperation between Production and Maintenance Total Productive Maintenance (TPM)

  49. 维护人员的角色“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 Total Productive Maintenance (TPM)

  50. Maintenance Role“The Specialized Caretakers” • Perform all planned preventative maintenance and take corrective action as needed • Use predictive tools such as vibration analysis, wear particle analysis, and thermography • Document equipment maintenance history • Cooperate with Operators and provide technical assistance • Perform equipment overhaul, complex adjustments • Provide special skill tasks, high safety risk tasks • Promote TPM Total Productive Maintenance (TPM)

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