精益生产之全面生产维护TPM(中英文版)2962275课件.pptx

1、2022年8月16日星期二精益生产之全面生产维精益生产之全面生产维护护TPM(中英文版中英文版)2962275MeasureAnalyzeControlImproveLean Six SigmaTotal Productive Maintenance(TPM)uTPMuTPM Team OrganizationuOverall Equipment Effectiveness uTPM PhasesRD011202精益6 过程改善流程分析分析控制控制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

2、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

3、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 1-12-02Lean Six Sigma Improvement Process Road MapAnalyzeControlImproveDefineIdentify ProblemDevelop List of CustomersDevelop List of CTQs from Voice of the CustomerFinalize Project Focus and Key MetricsComplete PDFMeasureMap

4、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 C

5、ause 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 Op

6、portunitiesMeasureDefineProject 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 S

7、heetsRun ChartsControl ChartsGage R&RCp&CpkSupplyChainAccelerator AnalysisMulti-VariBox PlotsInteraction PlotsRegressionANOVAC&E MatricesFMEABrainstormingPull SystemsSetup ReductionTPMProcess FlowBenchmarkingAffinityDOE Hypothesis TestingForce FieldTree DiagramsGantt ChartsCheck SheetsRun ChartsHist

8、ogramsScatter DiagramsControl ChartsPareto ChartsInteractive ReviewsPoka-YokeRevised 1-12-02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Learning ObjectivesuLearn a method to:nIntegrate operational productivity factors applicable in process ind

9、ustries in a single comprehensive measurementnEliminate factors contributing to equipment failurenImprove accessibility for cleaning and maintaining equipmentnUse predictive maintenance as a diagnostic toolnImplement maintenance audits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

10、程性能的主要因素其因果系统的理解工作策略;Whats in It for Me?uOptimized process operations and maintenanceuA method to replace the 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

11、 and effect system affecting the major contributors to process performance全面生产维护(TPM)定义:u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)TPM DefinitionuA common sense approach to monitor operations,maintain equipment,eliminate unscheduled downtime,and improve the level of c

12、ooperation between Operations and Maintenance.TPMu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快速反应TPMuAchieve zero equipment breakdowns and zero defects through preventionuEstablish prevention bynMaintaining normal conditionsnEarly detection of abnormalitiesnQuick response传统的反应式维护 维修部门“我们只管修理”

13、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Traditional Approach“Re-Active Maintenance”Maintenance“WE FIX”nPerform all maintenance activitiesnPerform“Fire Fighting”maintenance when a machine breakdown occursnOrder and admini

14、ster all tooling,supplies,etc.nPerform Preventive MaintenanceManufacturing“WE OPERATE”nGenerally does not perform any maintenance activitiesnContacts maintenance when a machine breakdown occursnInactive during maintenance activitiesn“Run it till it breaks”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

15、间对设备实施检修作业以防止设备发生故障.n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.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Key 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

16、prevent equipment breakdowns from occurring.nPM 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.nVibration Analysisn

17、Laser MeasuringnUltrasoundnGenerator TestingnThermographynOil Analysis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Present State Analysisand Team OrganizationuAssess Current Operating ConditionsnMachine utilization,productivity,etc

18、.nMaintenance repair costs(parts and labor)nPrioritize order of TPM effortsuAssess capabilities of potential TPM Champions and Team MembersuSelect TPM Champion and Team MembersnEstablish initial kick-off workshopnEstablish team goal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

19、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Typical Operational Process MeasurementsuUtilization:The ratio of equipment actual operating time to the total available operating timen=Actual Operating Time/Available TimeuEfficiency:The ratio of actual product produced to a standardn=(Actual Parts/Hou

20、r)/(Standard Part/Hour)uOutput:Measure of output over a specified time periodn=lbs/hr,pieces/hr设备综合利用率OEEu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.Overall Equipment EffectivenessuOverall Equipment Effectiveness(OEE)is the measure of the percent of time a piece of equipment is producing quality pr

21、oduct at the designed rate.OEE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.OEE Breakdown:The Six Big LossesBreakdown

22、s 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 operat

23、ing 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.六大浪费的识别练习识别损

24、失类别12345678910机器A在下午1点钟完成一产品装配而在下午2:27开始另一产品的装配工作现象由于电气故障机器A的运转中断31分钟过程中的质量检查耗时22分钟机器B上的小装置装卸时间为4分钟由于机械故障机器X运转中断8分钟机器Z的清洁时间为47分钟工件被轧住造成机器C中断3分钟从取样到送至实验室耗时32分钟机器Z返修200个工件由于机油线路泄漏机器D仅能以每小时加工100片产品的速度运行达不到125片的标准 Six Big Losses Identification Exercise SCENARIO LOSS IDENTIFICATION 1.Machine A operation

25、is interrupted by an electrical problem for 31 minutes 2.An in-process quality check takes 22 minutes 3.Load&unload time between widgets on machine B is 4 minutes 4.Machine X operation is interrupted of 8 minutes due to a mechanical problem 5.Cleaning time on machine Z is 47 minutes 6.Jammed piece c

26、auses machine C stoppage of 3 minutes 7.Machine A completes a load at 1:00 pm and begins another load(different product)at 2:27 pm 8.A sample is taken and transported to the lab taking 32 minutes 9.200 pieces are re-processed on machine Z 10.Machine D runs at 100 pc/hr not 125 pc/hr due to leaky oil

27、 lines 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)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 hrsCalculating OEE Elem

28、entsLoading 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 H

29、RS=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世界级的OEE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%Wor

30、ld 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 c

31、onsistently kept at or above 90%The OL is maintained at or above 95%The QL is at or above 99%阶段阶段 I阶段阶段 II阶段阶段 III阶段阶段 IVTPM 阶段PHASE IPHASE IIPHASE IIIPHASE IVTPM Phases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.Six Team Activities1.U

32、se small group activities to improve machine uptime by eliminating the major sources of downtime.nStartup LossesnBreakdown LossesnMaterial and Scheduling Losses2.Involve the machine operators as well as skilled trades in basic preventative maintenance such as lubrication,cleaning,and inspection for

33、defects.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Six Team Activities(Cont.)3.Utilize predictive tools such as vibration analysis to move past reactive type maintenance4.Increase awareness and knowledge of equipment

34、 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 staffedTPM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

35、的制造成本u减少浪费 u在保养设备方面树立荣誉感u促进维护和生产部门之间的相互尊重与合作 Benefits 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 equipmentuPromotes

36、 cooperation and respect between maintenance and production 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Areas of ResponsibilityuLean Six Sigma TeamuChampion/SponsoruTPM TeamnOperatornSupervisornMaintenance精益6Sigma团队的任务u确定一个TPM项目的需求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Lean Six Sigma

37、 Team RoleuDetermine the need for a TPM ProjectuGather history of maintenance cost,delay,machine availability,and quality problemsuInterview Operators to get their prospectiveu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Lean Six Sigma Tea

38、m RoleuOn floor activitiesnAssemble the TPM TeamlMaintenance personnellOperatorslFirst line supervisionnProvide necessary equipmentnHelp team diagnose abnormalitiesnAssist skilled tradesnCollect copies of defect tags and generate a work listnProvide people resources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

39、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展示TPM的改善的成就Champion/Sponsor RoleuUpon Completion of On Floor EventnGenerate and track completion of work ordersnAssist in creation and posting of accurate Periodic Maintenance List nAssist in sustaining the gainsnEvaluate Overall Equipment Effectiveness

40、nDisplay TPM improvements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Supervisors RoleuCoach and promote TPM ConceptsuMonitor ongoing housekeeping and machine cleanlinessuPromote Operator ownershipuEmpower Operators uProvide time for TPM activitiesuPromote

41、 cooperation between Production and Maintenance维护人员的角色“专业的管理者”u有计划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,风险安全性高的作业u促进TPMMaintenance Role“The Specialized Caretakers”uPerform all planned preventative maintenance and take corrective action as

42、 neededuUse predictive tools such as vibration analysis,wear particle analysis,and thermographyuDocument equipment maintenance historyuCooperate with Operators and provide technical assistanceuPerform equipment overhaul,complex adjustmentsuProvide special skill tasks,high safety risk tasksuPromote T

43、PM 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按照核准清单的项目进行定期保养u按计划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TPMOperators Role“The First Line Caretaker”uClean and inspect for defectsuPerform basic lubrication,multi-point inspectionuPerform Periodic Maintenance per approved ListuPerform routine c

44、leaning and housekeeping as scheduleduIdentify equipment defects as they ariseuAssist Maintenance with repairs upon requestuPerform basic adjustmentsuSuggest improvementsuPromote TPM 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O

45、EE并鼓励大家合作The 7 Steps of Total Productive Maintenance1.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 Housek

46、eeping and Organization7.Monitor OEE and encourage cooperationTPM 安全常识u遵守/使用n停工现场标牌警示程序n正确的起重方法n用电安全操作规范n劳保装备l手套l工作鞋 l护目镜l防尘口罩 l耳塞TPM Safety HabitsuFollow/UsenLockout Tagout ProcedurenProper Lifting TechniquesnElectrical Safety GuidelinesnPersonal Protective EquipmentlGloveslSafety Shoes lGoggleslRe

47、spirators lHearing ProtectionTPM 步骤1初始的机器清洁和检查初始的机器清洁和检查u目的:识别需修理处并标示缺陷u执行:n彻底清洁机器-团队所有成员参与n并将所有需要维修的项目标示并记录TPM Step 1Initial Machine InspectionuPurpose:To Identify needed repairs and tag defectsuExecution:nClean machine thoroughly done by all team membersnTag and record all repairs needed in a proj

48、ect notebookTPM 步骤1“现场活动”u彻底的清洁工作包括:n清除所有的碎屑及其他残余物n彻底地去除油污n调节压缩空气n更换过滤器,润滑剂等n润滑移动部件及接头处n清理不必要的使用工具,五金器具及备件等u“你的双手肯定会脏兮兮的!”TPM Step 1“On Floor Activities”uA Thorough Cleaning Includes:nRemoving all chips and other debrisnThorough DegreasingnCompressed air for controlsnChanging filters,lubricants,etc.

49、nLubricating moving parts and jointsnRemoving unnecessary tooling,hardware,supplies,etc.u“You have to get your hands dirty!”TPM 步骤1“现场活动”u维修项标示色码 u标签上须标示的信息:n机器的资产编号n机器位置及故障位置n投入使用的日期及使用人n机油机油泄漏泄漏橙色橙色n冷却液泄漏冷却液泄漏绿色绿色n空气泄漏空气泄漏 黄色黄色n机器故障机器故障 粉红色粉红色n电气问题电气问题-蓝色蓝色TPM Step 1“On Floor Activities”uRepair Ta

50、g Color Codes uInformation Needed on TagsnAsset number of machinenLocation and relative position of defect on machinenName of originator and datenOil Leaks-OrangenCoolant Leaks-GreennAir Leaks-YellownMachine Defects-PinknElectrical Problems-Blue关注TPM清洁效果 降低停机时间70%u之前 砂粒及碎屑很严重n无法调试n运行速度降低n故障接连发生u之后 跨