全員生產(chǎn)維護(hù)tpm

1、第 第20頁(yè)全員生產(chǎn)維護(hù) tpm篇一：TPM 全員生產(chǎn)維護(hù)簡(jiǎn)介“TPM 全員生產(chǎn)維護(hù)”簡(jiǎn)介1全面生產(chǎn)維護(hù)Total Productive MaintenanceTPM 強(qiáng)調(diào)五大要素，即：TPM 致力于設(shè)備綜合效率最大化的目標(biāo)；TPM 在設(shè)備一生建立徹底的預(yù)防維修體制；TPM 由各個(gè)部門共同推行；TPM 涉及每個(gè)雇員，從最高管理者到現(xiàn)場(chǎng)工人；TPM 通過(guò)動(dòng)機(jī)管理，即自主的小組活動(dòng)來(lái)推進(jìn)。(PM) 其具體含義有下面 4 個(gè)方面：以追求生產(chǎn)系統(tǒng)效率（綜合效率）的極限為目標(biāo)；從意識(shí)改變到使用各種有效的手段，構(gòu)筑能防止所有災(zāi)害、的體系；從生產(chǎn)部門開(kāi)始實(shí)施，逐漸發(fā)展到開(kāi)發(fā)、管理等所有部門；從最高領(lǐng)導(dǎo)到第一

2、線作業(yè)者全員參與。TPM 活動(dòng)由設(shè)備保全、質(zhì)量保全、個(gè)別改進(jìn)、 6 進(jìn)行全方位的改進(jìn)。TPM 概念全員質(zhì)量管理） 有以下幾點(diǎn)相似之處：（1）要求將包括高級(jí)管理層在內(nèi)的公司全體（3）要求有一個(gè)較長(zhǎng)的作業(yè)期限，這是因?yàn)門PM 自身有一個(gè)發(fā)展過(guò)TPM 上轉(zhuǎn)變也需要時(shí)間。TPM TPM 的起源TPM TQM 是愛(ài)德華德這種新型的制造概念最終形成了眾所周知 TQM。TQM TQM 措施，多數(shù)工廠也都采用PM，而且，通過(guò)采PM 而在通常的維修過(guò)程中，很少或根本就不考慮操作人員的作用，維修人員也只是就常用的并不完善的維修手冊(cè)規(guī)定的內(nèi)容進(jìn)行培訓(xùn)， 并不涉及額外的知識(shí)。TPMTQM 原則前提下解決TPM 個(gè)質(zhì)量

3、過(guò)程的組成部分之中?，F(xiàn)在，TPM TPM 40 年前由一位美TPM 位汽車電子元件制造商N(yùn)ippondenso 20 60 年代后期實(shí)現(xiàn)Seiichi Naka jima TPM 作了界定TPM 在數(shù)百家日本公司中的應(yīng)用。TPM 的應(yīng)用在開(kāi)始應(yīng)用 TPM 之前，應(yīng)首先使全體員工確信公司高級(jí)管理層TPM TPM TPM 協(xié)TPM 知識(shí)，并通過(guò)教育和說(shuō)服工TPM 能完成的事情，而是要在幾年甚至更長(zhǎng)時(shí)間內(nèi)進(jìn)行的作業(yè)。TPM TPM TPM 這些團(tuán)隊(duì)通常由那些能對(duì)生產(chǎn)中存在問(wèn)題部位有直接影響的人員組 成，包括操作人員、維修人員、值班主管、調(diào)度員乃至高層管理員。 TPM 過(guò)程完全熟悉為止。行動(dòng)團(tuán)隊(duì)的職責(zé)

4、是對(duì)問(wèn)題進(jìn)行準(zhǔn)確定位，細(xì)化并啟動(dòng)修復(fù)作業(yè)TPM 作業(yè)進(jìn)行的順利與否，在于團(tuán)隊(duì)成員能否經(jīng)常到其他合作車間，以觀察對(duì)比采用TPM TPM 工作。這種對(duì)比過(guò)程也是進(jìn)行整體檢測(cè)技術(shù)（稱為水準(zhǔn)基點(diǎn)）的組成部分，是TPM TPM 中，鼓勵(lì)這些團(tuán)隊(duì)從簡(jiǎn)單問(wèn)題開(kāi)始，并保存其工作過(guò)程的詳TPM TPM 過(guò)程，并有了一定的解決問(wèn)題的經(jīng)驗(yàn)后，就可以嘗試解決一些重要的和復(fù)雜的問(wèn)題。案例分析TPM 團(tuán)隊(duì)在一開(kāi)始選擇了一些團(tuán)隊(duì)成員發(fā)現(xiàn)沖床在幾種十分相似狀態(tài)下的工作效率卻相差懸 TPM TPM 確能TPM 技的生產(chǎn)率也會(huì)顯著提高。要求將設(shè)備的操作人員也當(dāng)作設(shè)備維修TPM 的一種創(chuàng)新。那種我只負(fù)責(zé)操作的潤(rùn)滑員也應(yīng)在維修過(guò)程中

5、扮演顯著角色。TPM 協(xié)調(diào)員有幾種培訓(xùn)方式。多數(shù)與制造業(yè)相結(jié)合的大型專業(yè)TPM 實(shí)施的信息。制造工程協(xié)會(huì)TPM TPM 研討會(huì)，同時(shí)也提供工業(yè)水準(zhǔn)基點(diǎn)的指導(dǎo)和培訓(xùn)工作。TPM 效果TPM 的公司很多，其中包括許多世界馳名公司，如： 福特汽車公司、柯達(dá)公司、戴納公司和艾雷布雷德利公司等。這些TPM TPM TPM 500 萬(wàn)比1600 萬(wàn)的投入產(chǎn)出比。另一家制造公司則稱其沖模更換時(shí)間從原來(lái)20 分鐘。這相當(dāng)于無(wú)需購(gòu)買就能使用兩臺(tái)甚至更TPM 80%左右。而且這些公司TPM 甚至更多的設(shè)備停機(jī)時(shí)間，降低備件.TPM 進(jìn)行改善。2全員生產(chǎn)維修制度TPM(Total Productive Mainte

6、nance)，中文翻譯為全面生產(chǎn)保Total Quality ManagementTQM）、精實(shí)生產(chǎn)（ Lean Production）并稱為世界級(jí)三大制造管理技術(shù)。TPM 1971 1989 年之前主要的重點(diǎn)有五項(xiàng)，焦點(diǎn)放在設(shè)備面：設(shè)備效率化的個(gè)別改善（6 大損失的對(duì)策）； 建立以作業(yè)人員為中心的 5S（自主保養(yǎng)）體制； 建1989 設(shè)備面擴(kuò)增至企業(yè)整體面：設(shè)備效率化的個(gè)別改善； 自主保養(yǎng)體制的確立； 計(jì)劃保養(yǎng)體制的確立； MP 制； 教育訓(xùn)練； 管理間接部門的效率化； 安全、衛(wèi)生和環(huán)境的管TPM 提升方面，也產(chǎn)生了實(shí)質(zhì)的幫助。日本在吸收了歐美最新研究成果的基礎(chǔ)上，結(jié)合他們自己豐富的管理經(jīng)驗(yàn)

7、，創(chuàng)建了富有特色的全員生產(chǎn)維修制度 TPM（Total Productive 。其主要內(nèi)容是：目標(biāo)是使設(shè)備的總效率最高；建議包括設(shè)備整個(gè)壽命周期的生產(chǎn)維修系統(tǒng)；包括與設(shè)備有關(guān)的部門，如設(shè)備規(guī)劃、使用、維修部門等等；從最高管理部門到基層工人全體人員都參加；加強(qiáng)思想教育，開(kāi)展小組自主活動(dòng)，推進(jìn)生產(chǎn)維修。TPM (Tanker Pacific Management)Tanker Pacific is a leading provider of Marine Transportation for the energy markets. We manage afleetof 60 vessels spr

8、ead across all vessel classes with in excess of 11 million deadweight tonnescapacity.Construction of new vessels at leading yards in Asia has been a regular feature in the companys fleet development programme and Tanker Pacific currently has 13 new buildings on order at Japanese shipyards. We also h

9、ave an active presence in the Sale & Purchase market.In addition to the tanker business we also operate (Floating Storage and Offtake) units and (Floating Production Storage and Offtake) units, through our closely held affiliate Tanker Pacific Offshore Terminals.Our BusinessTanker Pacifics business

10、strategy is customer and operations centered. We aim on each voyage to load, transport and discharge the cargoes in the most cost-efficient manner without compromising on safety or the environment.Our consistent track record in this area sets us apart from other industry participants and lets us mai

11、ntain a preferred position in the maritime industry.The company organizes its operation under four independent business groups defined by the following operating segments:VLCC and Suezmax Aframax Product FSOs / FPSOsEachbusinessunitisverticallyintegratedwithmanagersexperiencedinallaspectsofMarineOpe

12、rations. Senior Management sets policies and monitors performance through carefully selected KPIs reflecting the businessperformance.All fleet vessels are class maintained with one of the following major classification societies:Nippon Kaiji Kyokai American Bureau of Shipping Lloyds Register Det Nor

13、ske Veritas In addition to mandatory classification inspections, the majority of Tanker Pacifics customers regularly inspect vessels as a preconditiontoenteringintocharteringagreements.customer approvals of all our managed trading vessels continues to be viewed by Management as a very important test

14、 of our quality and any feedback validates immediate reaction from theorganization.Tanker Pacifics vessels operate in both the spot and time-chartermarkets delivering crude oil and oil products to customers worldwide.Our peopleWe currently have 4,000 sailing staff with us on theships and 155 office

15、staff in our corporate headquarters in Singapore.We strongly believe that our people are our most valuable resource and are key to a safe and successful operation. We spend a great deal of time and effort to attract and retain the best talent for both office based and ship based positions. Over the

16、years we have invested in developing an international recruitment and training base through our network of manning offices and training facilities across the globe. We believe that our approach to highquality manning and training plays an important role in our ability tocompete successfully in the m

17、arkets we operate in.Tanker Pacific is a leading provider of Marine Transportation for the energy markets. We manage afleetof 60 vessels spread across all vessel classes with in excess of 11 million deadweight tonnescapacity.Construction of new vessels at leading yards in Asia has been a regular fea

18、ture in the companys fleet development programme and Tanker Pacific currently has 13 new buildings on order at Japanese shipyards. We also have an active presence in the Sale & Purchase market.In addition to the tanker business we also operate (Floating Storage and Offtake) units and (Floating Produ

19、ction Storage and Offtake) units, through our closely held affiliate Tanker Pacific Offshore Terminals.Our BusinessTanker Pacifics business strategy is customer and operations centered. We aim on each voyage to load, transport and discharge the cargoes in the most cost-efficient manner without compr

20、omising on safety or the environment.Our consistent track record in this area sets us apart from other industry participants and lets us maintain a preferred position in the maritime industry.The company organizes its operation under four independent business groups defined by the following operatin

21、g segments:VLCC and Suezmax Aframax Product FSOs / FPSOsEachbusinessunitisverticallyintegratedwithmanagersexperiencedinallaspectsofMarineOperations. Senior Management sets policies and monitors performance through carefully selected KPIs reflecting the businessperformance.All fleet vessels are class

22、 maintained with one of the following major classification societies:Nippon Kaiji Kyokai American Bureau of Shipping Lloyds Register Det Norske Veritas In addition to mandatory classification inspections, the majority of Tanker Pacifics customers regularly inspect vessels as a preconditiontoentering

23、intocharteringagreements.customer approvals of all our managed trading vessels continues to be viewed by Management as a very important test of our quality andanyfeedback validates immediate reaction from the organization.Tanker vessels operate in both the spot and time-charter markets delivering cr

24、ude oil and oil products to customers worldwide.Our peopleWe currently have 4,000 sailing staff with us on the ships and 155 office staff in our corporate headquarters in Singapore.We strongly believe that our people are our most valuable resource and are key to a safe and successful operation. We s

25、pend a great deal of time and effort to attract and retain the best talent for both office based and ship based positions. Over the years we have invested in developing an international recruitment and training base through our network of manning offices and training facilities across the globe. We

26、believe that our approach to highq篇二：全員生產(chǎn)維護(hù)(簡(jiǎn)稱 TPM Total Productive Maintenance)全員生產(chǎn)維護(hù)（TPM Total Productive 1.8 大支柱活動(dòng)：1 2 3 4 持續(xù)改善5 6 7 8 行政支持設(shè)備“點(diǎn)檢”：按照設(shè)備特性，通過(guò)人的“五感”和簡(jiǎn)單的工具、儀表，對(duì)設(shè)備的規(guī)定部位（點(diǎn)），用“八定”的模式，按預(yù)先設(shè)定好的技術(shù)標(biāo)準(zhǔn)和觀察周期，對(duì)該點(diǎn)進(jìn)行精心地、逐條地周密檢查，查找處有無(wú)差錯(cuò)現(xiàn)象、缺陷和不良隱患，使其得到早期發(fā)現(xiàn)、早期預(yù)防、早期修復(fù)。設(shè)備整體效能（OEE Overall Equipment 設(shè)備綜合效

27、率（OEE）=時(shí)間開(kāi)動(dòng)率（AR）性能開(kāi)動(dòng)率（OR）合格品率（PR）。時(shí)間開(kāi)動(dòng)率=計(jì)劃工作時(shí)間。=計(jì)劃停機(jī)時(shí)間。（計(jì)劃停機(jī)時(shí)間主要包括計(jì)劃性維護(hù)、晨會(huì)等消耗的時(shí)間）。實(shí)際工作時(shí)間=計(jì)劃工作時(shí)間-非計(jì)劃停機(jī)時(shí)間。（非計(jì)劃停機(jī)時(shí)間包括設(shè)備故障、產(chǎn)品換型、設(shè)備調(diào)整等消耗時(shí)間）。性能開(kāi)動(dòng)率=*速度運(yùn)轉(zhuǎn)率。凈開(kāi)動(dòng)率=（產(chǎn)量x 實(shí)際節(jié)拍）/實(shí)際工作時(shí)間。（凈開(kāi)動(dòng)率用以測(cè)量設(shè)備穩(wěn)定性、小停頓造成的損失、小問(wèn)題及調(diào)試造成的損失）。速度運(yùn)轉(zhuǎn)率=理論節(jié)拍/實(shí)際節(jié)拍。（速度運(yùn)轉(zhuǎn)率反映了設(shè)備由于老化或維護(hù)不良，達(dá)不到設(shè)計(jì)的或理論的節(jié)拍造成的損失）。合格品率：反映了設(shè)備的有效工作情況。直接采用生產(chǎn)輸出的“質(zhì)量合格率”或采

28、用如下計(jì)算方法。 質(zhì)量比率用來(lái)制造不合格品的時(shí)間利用的操作時(shí)間。篇三：全員生產(chǎn)維護(hù)全員生產(chǎn)維護(hù)(TPM)的定義日期：2019-7-5 10:56:38 源自：互聯(lián)網(wǎng) 網(wǎng)友評(píng)論【 字號(hào)： 大中 小 】1、全員生產(chǎn)維護(hù)(TPM)的定義按照日本工程師學(xué)會(huì)(JIPE)，TPM 有如下的定義：以最高的設(shè)備綜合效率為目標(biāo)。確立以設(shè)備一生為目標(biāo)的全系統(tǒng)的預(yù)防維修。設(shè)備的計(jì)劃、使用、維修等所有部門都要參加。從企業(yè)的最高管理層到第一線職工全體參加。修。2、全員生產(chǎn)維護(hù)的特點(diǎn)日本的全員生產(chǎn)維修與原來(lái)的生產(chǎn)維修相比，主要突出一個(gè)“全”字，“全”有三個(gè)含義，即全效率、全系統(tǒng)和全員參加。所謂的全效率，是指設(shè)備壽命周期費(fèi)

29、用評(píng)價(jià)和設(shè)備綜合效率， 本章后面還要展開(kāi)討論。全系統(tǒng)即指生產(chǎn)維修的各個(gè)側(cè)面均包括在 ? TPM 的主要目標(biāo)就落在“全效率”上，“全效率”在于限制和降低六大損失：設(shè)備停機(jī)時(shí)間損失（停機(jī)時(shí)間損失）。設(shè)置與調(diào)整停機(jī)損失。閑置、空轉(zhuǎn)與暫短停機(jī)損失。速度降低（速度損失）。殘、次、廢品損失，邊角料損失（缺陷損失）。產(chǎn)量損失（由安裝到穩(wěn)定生產(chǎn)間隔）。有了這三個(gè)“全”字，使生產(chǎn)維修更加得到徹底地貫徹執(zhí)行， 特之處。TPM 的不斷發(fā)展，日本把這一從上到下，全系統(tǒng)參與的設(shè)事故為零！”的奮斗目標(biāo)。TPM 活動(dòng)的意義日期：2019-7-5 10:17:52 源自：互聯(lián)網(wǎng) 網(wǎng)友評(píng)論【 字號(hào)： 大中 小 】開(kāi)展 TPM

30、活動(dòng)的意義開(kāi)展 TPM 活動(dòng)可使企業(yè)獲得良好的經(jīng)濟(jì)效益和廣告效應(yīng)，可以使企業(yè)充分發(fā)揮設(shè)備的生產(chǎn)潛力，并使企業(yè)樹(shù)立起良好的社會(huì)形象。TPM 給企業(yè)帶來(lái)的好處如下圖所示：TPM 中的設(shè)備點(diǎn)檢制日期：2019-7-5 10:15:27 源自：互聯(lián)網(wǎng) 網(wǎng)友評(píng)論【 字號(hào)： 大中 小 】點(diǎn)檢制定義：點(diǎn)檢制是以點(diǎn)檢為中心的設(shè)備維修管理體制，點(diǎn)檢制的醫(yī)學(xué)內(nèi)度?！叭灰惑w”點(diǎn)檢制及五層防護(hù)線的概念 點(diǎn)檢、專業(yè)技術(shù)人員的精密點(diǎn)檢三者結(jié)合起來(lái)的點(diǎn)檢制度。五層防護(hù)線是：第一層防護(hù)線：崗位操作員的日常點(diǎn)檢 第二層防護(hù)線：專業(yè)點(diǎn)檢員的定期點(diǎn)檢 第四層防護(hù)線：對(duì)出現(xiàn)問(wèn)題進(jìn)一步通過(guò)技術(shù)診斷等找出原因及對(duì)策第五層防護(hù)線：每半年或一年的精密檢測(cè)點(diǎn)檢制的特點(diǎn)：點(diǎn)檢制的特點(diǎn)就是八“定”定人：設(shè)立操作者兼職和專職的點(diǎn)檢員定點(diǎn)：明確設(shè)備故障點(diǎn)，明確點(diǎn)檢部位，項(xiàng)目和內(nèi)容定量：對(duì)劣化側(cè)向的定量化測(cè)定定周期：不同設(shè)備，不同設(shè)備故障點(diǎn)給出不同點(diǎn)檢周期定標(biāo)準(zhǔn)：給出每個(gè)點(diǎn)檢部位是否正常的依據(jù)定計(jì)劃：作出作業(yè)卡、指導(dǎo)點(diǎn)檢員沿規(guī)定的路線作業(yè)定記錄：定出固定的記錄格式定流程：定出點(diǎn)檢作業(yè)和點(diǎn)檢結(jié)果的處理程序點(diǎn)檢制的要求點(diǎn)檢制共有 6 項(xiàng)要求，如下圖