『原创』青啤TPM设备管理与模块推进.ppt

误区: 将平衡计分卡作为公司的一项考核制度: 原来的考核办法就像是一根绳子拴着我们，现在想用四根绳子，还不就是拴得再紧点 ，为少发点奖金找个借口。 考什么做什么,不靠就不做。因为任何考核不能穷尽所有工作，而BSC只强调关键绩效指标。所以有些事情无人问津的现象势必发生，很快会发生混乱。 平衡计分卡是一种管理思想。由过去的以单一的财务指标来考核企业，转变到全面的来考核一个企业 平衡计分卡考核的指标不是原有的指标的简单的罗列，所有的指标都是为实现战略服务的。 公司包装线效率每提升一个百分点相当于年提升产能4万吨 If we analyze different maintenance organizations throughout industry we would determine that most of their maintenance activity could be grouped into one of these three categories: reactive, efficient, or effective. This slide shows the categories of maintenance as a continuum from reactive on the left to effective on the right. The bulleted list under each category identifies common indicators of where a maintenance organization is on this continuum. One common theme among all world-class maintenance organizations is a consistent and sustained effort to move to the right on the spectrum. *THIS SLIDE USES A PRESENTATION BUILD* Asset utilization is a fairly new term. It refers to a group of activities focused on maximizing the production time available for a piece of equipment (asset). Instructor – High level and simplistic view of asset utilization. One measure of efficiency is the comparison between time in production and equipment downtime. The downtime can be further broken down as asset utilization to idle time, support activities, and real downtime. Support activities may be further broken down into scheduled maintenance overhauls and operations support tasks. Historically the performance of a line or piece of equipment was divided into two categories; production time and downtime. The sum of the two added up to the total time the line was scheduled to operate. The trouble with this measure is that when downtime is too high, the calculation provided very little data to assist in determining the cause. Asset utilization takes a much more detailed look at the reasons a line is not in production to assist in identifying the underlying causes. Steve Rouggly or other Tie to the simple 3 St