一份国外公司的TPM讲义.ppt

* Here we see examples where color distinguishes whether the equipment operator or a maintenance technician should address the abnormality tagged. * A visual example of tags in use. * Stopping short of asking the “5 Whys” very often fails to identify the root causes of failure and error. Thus the problem recurs again in time. * Equipment failure - time lost to failed drive motors, cooling fans, broken belts, etc. Shutdown - time lost to factory shutdown, repairs, servicing, etc. Process failure - time lost correcting spills, contamination, operator error Manufacturing adjustment - time lost to changes in production planning Product defects - time and money lost to producing defective products Normal process loss - time lost to process startup or shutdown, and product changeovers Abnormal process loss - loss in production capacity to process or equipment breakdowns or poor function Process recycling - time and money lost to reprocessing unacceptable products * The goals of TPM and mandate for action are to eliminate breakdowns and defects, and minimize efficiency losses. * Here we see the distinction between restoring equipment to normal conditions, and achieving optimal conditions. Overall equipment life is extended and performance losses reach minimum levels. * Possible reasons for such breakdowns could include: Not following lubrication instructions No lubrication instructions exist Use of incorrect lubricants * Lubrication management is a fundamental requirement to successful equipment maintenance and the reduction of performance losses. This points to the need for lubrication standards. * Training in and use of a visual control system for identifying lubricants to be used further reduces the likelihood of their incorrect use. * Use of equipment checklists standardizes the practice of cleaning and inspection of critical points, and reduces the chance of omissions * An Autonomous Maintenance Standard example as seen here illustrates its use. Maintenance