TPM管理培训

MADICTPMTrainingforE1’sE1的TPM培训2MADICDefinition&Concept定义和概念1.CopyrightRockwellAutomation20003MADICTPMisacompanywideapproachforimprovingtheeffectiveness,longevity,anduptimeofmechanicalequipment.TPM是公司范围内提高机器设备的效率,寿命和正常工作时间的一种方法.ItiskeytoLeanManufacturingbecauseitattacksmajorwastesinproductionoperationsintheformofdowntimeandqualitylosses.它是精益生产的关键,因为它能反映出生产过程中停机和次品等主要浪费现象.ItwasdevelopedoriginallytohelpasuppliermeetthestringentrequirementsoftheToyotaProductionSystem.建立TPM最初是为帮助供应商解决丰田汽车生产系统迫切需求.DEFINITION定义CopyrightRockwellAutomation20004MADICTPMhelpstoIMPROVEandCONTROLvariablesthatinfluencetheprocessoutput.TPM是为了提高和控制影响过程输出的变量.TPMtechniquesaddresstherepeatabilityandreliabilityofequipmentandprocesses.TPM技术是为了实现设备和工艺过程的重复性和可靠性.TPMcanalsobeusedintheMEASUREandANALYZEphasestoidentifykeyvariablesthatmustbeimprovedtomeetthedesiredperformancelevel.TPM也可以用在测量和分析方面用来发现主要变化,实现预期的操作水平.TPMandtheDMAICProcessTPM和DMAIC程序5MADIC-AkeyelementinthestrategyofWorldClasscompetitors!世界级竞争者的关键战略要素T.P.M.PROCESS程序MINIMUMINVENTORYCELLULARPRODUCTIONFLEXIBILITY最低库存单元生产灵活性FLOW流程图EQUIPMENT设备ZEROLOSSES零报废MINIMUMDOWNTIMEREPEATABILITY最少的重复停及MAXIMUMAVAILABILITY最大的可用性TPMPRODUCTANDSERVICE产品与服务ZERODEFECTS;零报废100%YIELD合格SixSigmaMINIMUMLEADTIME最快的交货时间OPTIMALEFFECTIVENESS最佳效率PERFECTQUALITY最优的质量ELIMINATIONOFWASTE杜绝浪费MAINTENANCEATTHESOURCE原材料的保存QUALITYATTHESOURCE原材料的质量CopyrightRockwellAutomation20006MADICTPMOBJECTIVESTPM目标DevelopEquipmentKnowledgeablePeopleWhoWillExerciseTheirFullPotential培养有设备知识的员工充分发挥他们的潜能.CreateWellEngineeredEquipment&UseittoBuildinSafety&Quality创造有效的工程设备&使用TPM建立安全高质量的工作环境.MaximizeOverallEquipmentEffectiveness最大化提高所有设备的效率CreateanEnthusiasticWorkEnvironment建立良好的工作环境.CopyrightRockwellAutomation20007MADICTPMFOCUSEDIMPROVEMENTTPM发展ShortTerm:短期•DevelopDailyOperatorPM建立操作工日常的PM•Develop/EnhanceMaintenancePM建立/加强维护PM•Clean/Inspect&Repair清扫/检查&维修•IncreasedUnderstandingofEquipmentforOperator提高操作工对设备的认识和理解•DevelopEquipmentCriticalSparePartsList建立设备主要的零部件清单•DevelopUnderstandingofOverallEquipmentEffectiveness提高对OEE的认识理解•DevelopUnderstandingof5’s增加对5S的理解.LongTerm:长期•ImproveOEEtoaccommodateTaktTime使OEE和节拍时间相一致.•CreateEnthusiasm&FosterEmpowerment创造积极向上的工作环境.•EnhanceConsistencyofQuality提高质量的一致性•MoveTowardsPreventive/PredictiveMaintenance预防性维护•DramaticallyImproveManufacturingEffectiveness显著地提高生产效率•ImproveAirQualityInsideFacility提高工厂内的空气质量•ImproveEmployeeSkills提高员工的技能GOALS目标CopyrightRockwellAutomation20008MADICEquipment-CommonProblems设备-一般问题Hydraulic/Pneumaticlines&fittingsleak水路/气路泄露Greasefittingsaredry¬labeled喷油器无油或者没有标签Oilreservoirsarenotchangedfrequentenough不经常更换油库.Pumpmotorsarecoatedwithdirt&oilfilm泵发动机的表面覆盖着污物和油污Air/oilfiltersarenotchangedoften&areverydirtyElectricalcabinetfansarecoatedwithdirt/dust电柜的排风扇表面粘满了污垢和灰尘.Gaugesarehardlyused,dirtyandnotlabeled量具几乎不能使用,而且表面有污痕没有标签.Electricalconnectionsareloose&wiresaredamaged电器开关松动或电线损坏CoolantsarenotattheproperconcentrationBolts&nutsareloose螺钉和螺栓没有旋紧Guards/shieldsdon’tcontainchips&cuttingfluidsCopyrightRockwellAutomation20009MADIC75%ofAllEquipmentBreakdownsHave2MajorCauses!75%设备停机主要有2个主要原因1.CONTAMINATION污染物2.LACKOFLUBE缺少润滑油CopyrightRockwellAutomation200010MADICInastudyconductedbySKF,over50%ofbearingfailuresaretheresultofimproperlubrication.根据SKF研究发现,50%的轴承产品不合格是因为润滑油不适当引起的.Other(18.6%)StorageandHandlingErrors储藏和操作错误(2.8%)Overload超负荷(6.9%)InstallationErrors安装错误(17.7%)Contamination污染物(19.6%)LubricationRelated润滑油引起想关不合格Failures:(54%)InadequateLubrication润滑不合适(34.4%)CopyrightRockwellAutomation2000WHYBEARINGSFAIL?为什么轴承产品不合格11MADICDoesanybodyseeabearing&greasefittinghere??有人看到这里有一个轴承&黄油嘴吗?CopyrightRockwellAutomation2000TypicalconditionofmachinesatthestartofTPMKaizenTPM改善初期的机器典型状态12MADICHowtoStartTPM怎样启动TPM2.13MADICSTARTWITHABASELINESTUDYOFEQUIPMENTEquipmentCondition,设备状况Reliability,Quality,andCleanliness可靠性,质量和清洁IncludeTools,Fixtures,MaterialHandling,andyourWorkstations包括工具,固定设备,加工材料和工作台.The5Sprocess5S工艺过程CurrentEquipmentEffectiveness当前设备效率©2001TheTimkenCompany14MADIC5-SImplementation执行5SGettingStarted开始WorkplaceScan(RealityDocumentation)浏览车间(具体文件)•Meetwithareaworkers视察现场工人•Sort,SetinOrder,Shine•Markthearea表注工作区域•Createamaterialspaghettidiagram建立物料流程图表•Conducta5-S&SafetyAudit指导5S安全检查•Photographtheexistingcondition拍摄现场照片•CreateaScanDisplay制作展板•ReviewRealitydocumentation回顾具体文件CopyrightRockwellAutomation200015MADIC5STHEFOUNDATIONOFALLIMPROVEMENTACTIVITIES所有改进活动的基础Sort–整理Eliminatewhatisnotneeded不需要的时候就清除掉.Shine-Cleaning/Inspection.Easytoidentifytrouble清洁/检查.容易发现问题Setinorder-Aplaceforeverything&everythinginitsplace整顿-摆放工具的地方&Standardize标准化-Maintain&monitor维修&监督Sustain素养-Managementsupportisabsolute!Becomeswayoflife.管理支持必须的!成为延长机器寿命的一部分.NextUsethe5SProcesstoKaizentheMachineCopyrightRockwellAutomation200016MADIC5-SImplementation执行SORT整理Talktoareaworkers与区域的工人交谈Performsortingandrecorditemsinlogbook进行整理，并记录在案。Movetaggeditemstoholdingarea把贴有标签的物品移到储藏区UpdateWorkplaceScandisplay更新车间的展板Dispositionofitems把物品放到合适的位置.Determinesortingcriteria确定分类标准Designateholdingarea划定储藏区Identifypersonresponsibleforholdingarea指派