TPM全面生产维护课件.ppt

2022/12/6,TPM全面生产维护,TPM全面生产维护,TPM全面生产维护,Total Productive Maintenance (TPM),TPMTPM Team OrganizationOverall Equipment Effectiveness TPM Phases,RD011202,TPM全面生产维护,精益6 过程改善流程,分析,控制,改进,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,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&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,TPM全面生产维护,Lean Six Sigma Improvement Process Road Map,Analyze,Control,Improve,DefineIdentify ProblemDevelop List of CustomersDevelop List of CTQs from Voice of the CustomerFinalize Project Focus and Key MetricsComplete PDF,MeasureMap Business ProcessMap Value StreamDevelop DataCollection PlanConduct MeasurementSystem AnalysisCollect DataConduct Process Capability Analysis,AnalyzePropose Critical XsPrioritize Critical XsVerify Critical XsEstimate the Impact of Each X on YQuantify the OpportunityPrioritize Root CausesConduct Root Cause Analysis on Critical Xs,ImproveCritical Xs ConfirmedDevelop Potential SolutionsSelect SolutionOptimize SolutionPilot Solution,ControlImplement Process Changes and Controls Write Control PlanCalculate Final Financial/Process MetricsTransition Project to Future OwnersIdentify Project Translation Opportunities,Measure,Define,Project ID ToolsProject Definition FormNet Present Value Analysis Internal Rate of Return Analysis Discounted Cash Flow Analysis PIP Management ProcessRACIQuad Charts,Process MappingValue AnalysisBrainstormingMulti-Voting TechniquesPareto ChartsC&E/Fishbone DiagramsFMEACheck SheetsRun ChartsControl ChartsGage R&R,Cp & CpkSupplyChainAccelerator AnalysisMulti-VariBox PlotsInteraction PlotsRegressionANOVAC&E MatricesFMEA,BrainstormingPull SystemsSetup ReductionTPMProcess FlowBenchmarkingAffinityDOE Hypothesis TestingForce FieldTree DiagramsGantt Charts,Check SheetsRun ChartsHistogramsScatter DiagramsControl ChartsPareto ChartsInteractive ReviewsPoka-Yoke,Revised 1-12-02,TPM全面生产维护,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,TPM全面生产维护,Learning Objectives,Learn 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,TPM全面生产维护,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;,TPM全面生产维护,Whats 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,TPM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。,TPM全面生产维护,Total 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.,TPM全面生产维护,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,TPM全面生产维护,TPM,Achieve zero equipment breakdowns and zero defects through preventionEstablish prevention byMaintaining normal conditionsEarly detection of abnormalitiesQuick response,TPM全面生产维护,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,TPM全面生产维护,Traditional 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 Maintenance,Manufacturing “WE OPERATE”Generally does not perform any maintenance activitiesContacts maintenance when a machine breakdown occursInactive during maintenance activities“Run it till it breaks”,TPM全面生产维护,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,TPM全面生产维护,Key Definitions,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 AnalysisLaser MeasuringUltrasoundGenerator TestingThermographyOil Analysis,TPM全面生产维护,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,TPM全面生产维护,Present State Analysisand Team Organization,Assess 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,TPM全面生产维护,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,TPM全面生产维护,Typical Operational Process Measurements,Utilization: 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,TPM全面生产维护,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.,TPM全面生产维护,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.,TPM全面生产维护,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.,TPM全面生产维护,OEE Breakdown: The Six Big Losses,Breakdowns 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 abnormality,Quality 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.,TPM全面生产维护,六大浪费的识别练习,TPM全面生产维护,Six Big Losses Identification Exercise,TPM全面生产维护,OEE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),OEE,73% 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%40,OEE = 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,TPM全面生产维护,Calculating OEE Elements,Loading Time (LT),Total Hours Available for Equipment Operation = 40 hrs,AvailabilityLevel (AL),OperatingLevel (OL),QualityLevel (QL),OEE,73% x 91% x 80%,26.3 - 3.1 - 2.1 = 80%26.3,28.9 - 1.5 - 1.1 = 91%28.9,QualityFactors,BreakdownsMinor Stops, and Admin.,Setup,Speed Losses,Idling,Rework andScrap,40 - 3.1 - 3.8 - 4.2 = 73%40,OEE = 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,TPM全面生产维护,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,可用水平 (AL),运行水平 (OL),质量水平 (QL),OEE,90% 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 90%以上,OL维持在 95%以上,QL不低于 99%,TPM全面生产维护,World Class OEE Performance,Loading Time (LT),Operation Time and PM Time is scheduled synchronizing the two,AvailabilityLevel (AL),OperatingLevel (OL),QualityLevel (QL),OEE,90% x 95% x 99%,QualityFactors,BreakdownsMinor Stops, and Admin.,Setup,Speed Losses,Idling,Reworkand Scrap,OEE = 85% is World Class Performance,The AL is consistently kept at or above 90%,The OL is maintained at or above 95%,The QL is at or above 99%,TPM全面生产维护,使设备恢复到可靠状态,消除故障,开发PM维护保养资料库,消除缺陷,阶段 I,阶段 II,阶段 III,阶段 IV,TPM 阶段,TPM全面生产维护,Return Equipmentto Reliable Condition,EliminateBreakdowns,Develop PMInformation Database,EliminateDefects,PHASE I,PHASE II,PHASE III,PHASE IV,TPM Phases,TPM全面生产维护,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.,TPM全面生产维护,Six Team Activities,1.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.,TPM全面生产维护,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,TPM全面生产维护,Six 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,TPM全面生产维护,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,TPM全面生产维护,Benefits of TPM,Promotes 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,TPM全面生产维护,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,TPM全面生产维护,Areas of Responsibility,Lean Six Sigma TeamChampion/SponsorTPM TeamOperatorSupervisorMaintenance,TPM全面生产维护,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,TPM全面生产维护,Lean Six Sigma Team Role,Determine the need for a TPM ProjectGather history of maintenance cost, delay, machine availability, and quality problemsInterview Operators to get their prospective,TPM全面生产维护,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6Sigma团队的任务,TPM全面生产维护,Lean Six Sigma Team Role,On 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,TPM全面生产维护,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,TPM全面生产维护,Champion/Sponsor Role,Upon 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,TPM全面生产维护,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,TPM全面生产维护,Supervisors Role,Coach and promote TPM ConceptsMonitor ongoing housekeeping and machine cleanlinessPromote Operator ownershipEmpower Operators Provide time for TPM activitiesPromote cooperation between Production and Maintenance,TPM全面生产维护,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,TPM全面生产维护,Maintenance 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,TPM全面生产维护,操作员角色“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,TPM全面生产维护,Operators 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 adjustmentsSuggest improvementsPromote TPM,TPM全面生产维护,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,TPM全面生产维护,The 7 Steps of Total Productive Maintenance,1. 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 cooperation,TPM全面生产维护,TPM 安全常识,遵守/使用停工现场标牌警示程序正确的起重方法用电安全操作规范劳保装备手套工作鞋 护目镜防尘口罩 耳塞,TPM全面生产维护,TPM Safety Habits,Follow/UseLockout Tagout ProcedureProper Lifting TechniquesElectrical Safety GuidelinesPersonal Protective EquipmentGlovesSafety Shoes GogglesRespirators Hearing Protection,TPM全面生产维护,TPM 步骤1,初始的机器清洁和检查目的:识别需修理处并标示缺陷执行:彻底清洁机器-团队所有成员参与并将所有需要维修的项目标示并记录,TPM全面生产维护,TPM Step 1,Initial Machine InspectionPurpose: To Identify needed repairs and tag defectsExecution:Clean machine thoroughly done by all team membersTag and record all repairs needed in a project notebook,TPM全面生产维护,TPM 步骤1“现场活动”,彻底的清洁工作包括:清除所有的碎屑及其他残余物彻底地去除油污调节压缩空气更换过滤器,润滑剂等润滑移动部件及接头处清理不必要的使用工具,五金器具及备件等“你的双手肯定会脏兮兮的!”,TPM全面生产维护,TPM Step 1“On Floor Activities”,A Thorough Cleaning Includes:Removing all chips and other debrisThorough DegreasingCompressed air for controlsChanging filters, lubricants, etc.Lubricating moving parts and jointsRemoving unnecessary tooling, hardware, supplies, etc.“You have to get your hands dirty!”,TPM全面生产维护,TPM 步骤1“现场活动”,维修项标示色码 标签上须标示的信息:机器的资产编号机器位置及故障位置投入使用的日期及使用人,机油泄漏橙色冷却液泄漏绿色空气泄漏 黄色机器故障 粉红色电气问题-蓝色,TPM全面生产维护,TPM Step 1“On Floor Activities”,Repair Tag Color Codes Information Needed on TagsAsset number of machineLocation and relative position of defect on machineName of originator and date,Oil Leaks - OrangeCoolant Leaks - GreenAir Leaks - YellowMachine Defects - PinkElectrical Problems - Blue,TPM全面生产维护,关注TPM清洁效果 降低停机时间70%,之前 砂粒及碎屑很严重无法调试运行速度降低故障接连发生,之后 跨功能工作的成果 更换缺损的零部件调试校正恢复至设计速度且保持品质,TPM全面生产维护,Focused TPM Cleaning Effort Reduced Downtime by 70%,Before Severe Grit and ChipsOut of adjustmentsRunning at reduced sp