1997 led by Huaxin Yue, began to implement TPM (ktpm) in China;
200 1, Huaxin Yue established "ChinaTPM" or CTPM；; Abbreviation;
In 2002, KTPM and CTPM were mixed in Hisense and Skyworth Group.
In 2005, Professor Li Baowen founded TnPM. Before starting to apply TPM, all employees should be sure that the company's senior management will also participate in TPM operation. The first step to implement TPM is to hire or appoint a TPM coordinator, who will be responsible for training all employees of the company on TPM knowledge, and through education and persuasion, convince the employees of the company that TPM is not a short-term operation, not something that can be completed in just a few months, but an operation that takes several years or even longer.
Once the TPM coordinator thinks that the employees of the company have mastered the relevant knowledge and firmly believes that TPM can bring benefits, it can be considered that the first batch of TPM research and action teams have been formed. These teams are usually composed of people who can have a direct impact on the defective parts in production, including operators, maintenance personnel, duty supervisors, dispatchers and even senior managers. Everyone in the team is the backbone of this process, and they should be encouraged to go all out to ensure that each team can successfully complete the task. Usually, until other members of the team are fully familiar with the TPM process, the leaders of these teams should act as TPM coordinators at the beginning.
The responsibility of the action team is to accurately locate the problem, refine and start the maintenance operation procedure. For some team members, it may not be easy to find problems and start solutions at first, which requires a process. Although working in other workshops may have the opportunity to learn different working methods, team members do not need such experience. Whether TPM runs smoothly depends on whether team members can often go to other cooperative workshops to observe and compare methods, technologies and TPM work. This comparison process is also an integral part of the whole inspection technology (called benchmark) and one of the most valuable achievements of TPM process. In TPM, these teams are encouraged to start with simple questions and record their work process in detail. This is because the success of the team at the beginning of the work usually strengthens the management's recognition of the team. The popularization of working procedures and their results is one of the keys to the success of the whole TPM process. Once the team members are fully familiar with the TPM process and have some experience in solving problems, they can try to solve some important and complex problems. This book focuses on the three pillars of TPM: independent maintenance, professional maintenance and equipment efficiency improvement. Among them: Chapter 2, Chapter 3 and Chapter 4 introduce how to maintain activities independently; The fifth and sixth chapters introduce how to carry out professional maintenance activities; The seventh section introduces how to carry out equipment efficiency improvement activities.
In order to make readers understand the tools and skills of TPM activities well and apply TPM as a management tool quickly in enterprise management, this book is equipped with more than 80 pictures and nearly 90 tables for reference. At the same time, in order to facilitate readers to understand the whole picture of TPM activities, this book uses a whole chapter in Chapter 9 to comprehensively introduce all aspects of TPM activities in an enterprise. The last section of each chapter provides a case to deepen the understanding of this chapter; Song, the author of this book, Tsinghua University MBA, a practical expert in production management and field improvement, embellished dozens of small cases.
He has written practical books on site management such as Fine Site Management (Graphic Edition), Graphical TPM Management Practice (Case Practice Edition) and Graphical 6S Management Practice.
The team leader and the grass-roots supervisor at the production site are training experts, and they are consultants and senior trainers for on-site improvement activities such as total productive maintenance and KYT safety team zero accident activities, that is, QC team, 6S and visual management.
Graduated from Tsinghua University Institute of Economics and Management and Si Long School of Management of Massachusetts Institute of Technology.
I have worked in a Korean-funded electronics company for nearly ten years, and have served as workshop director, production manager and production director.
As a consultant, he suggested that enterprises should promote all productive maintenance personnel to participate in equipment maintenance activities, 6S and visual management, KYT and safety team zero accident activities, QC group activities, improvement suggestions and so on. In addition, DMAIC tools for implementing key processes in Six Sigma were adopted to carry out on-site improvement activities. In a manufacturing enterprise using TPM technology, the TPM team chose a punch as the analysis object from the beginning, and conducted in-depth and detailed research and evaluation. After a long period of production, the comparative record of production and non-production time of punch is established. Some team members found that the working efficiency of the punching machine is very different in several very similar States. This discovery made them think about how to improve their working conditions. Soon after, they designed a set of advanced operating procedures for the punching machine, including cleaning, painting, adjusting and replacing the worn parts on the punching machine, thus making the punching machine in a world-class manufacturing state. As a part of it, they also redesigned the training of equipment users and maintenance personnel, made a daily maintenance list that operators were responsible for checking, and factory agents assisted in completing some stages of work.
After the TPM of one device is successful, the case records will show that TPM can greatly improve the product quality, so the factory will support the next device to adopt TPM technology. In this way, the state of the whole production line can be upgraded to the world-class level, and the company's productivity will be significantly improved.
As can be seen from the above cases, TPM requires equipment operators to be an element in equipment maintenance, which is an innovation of TPM. The concept of "I am only responsible for the operation" no longer applies here. Routine maintenance and inspection, minor adjustment, lubrication and replacement of individual components have become the responsibilities of operators. With the assistance of operators, professional maintenance personnel are mainly responsible for controlling excessive wear and major downtime of equipment. Even if external or internal maintenance experts must be hired, operators should play an important role in the maintenance process.
There are several training methods for total productive maintenance coordinator. Most large professional organizations combined with manufacturing industry, such as private consulting departments and training institutions, can provide information about TPM implementation. Manufacturing Engineering Association (SME) and Productivity News are two examples, both of which provide tapes, books and other related teaching materials to introduce TPM. Productivity also holds TPM seminars in major cities in the United States for a long time, and also provides guidance and training on industry standards. Since the implementation of TPM in enterprises in Japan and other countries in the world, it has created considerable economic benefits for enterprises, and at the same time increased the intangible assets of enterprises. Here are some concrete examples.
Before the implementation of TPM in Japan's Xiwei Pump Factory, more than 700 failures occurred every month. In 1982 after TPM implementation, trouble-free shutdown has been realized, and the product quality has been improved to 1 10,000 pieces, with only 1 1 pieces of defective products. Xiwei Pump Factory is known as "Living Room Factory".
From 1990 to 1993, Nissan Motor Company of Japan implemented TPM, which increased the labor productivity by 50% and the comprehensive efficiency of equipment from 64. 7% before TPM decreased to 82.4%, and the equipment failure rate decreased from 4740 times in 1990 to 1993.
Canada WTG Automobile Company: TPM was implemented in 1988. In three years, the monthly downtime of its metal processing line has been reduced from 10h to 2. The planned downtime (preparation) time was reduced from 54h to 9h. The waste of its movable roof production line was reduced by 68%, and the number of personnel was reduced from 12 to 6.
An Italian company: After pushing TPM for three years, the productivity increased by 33. 9%, machine failure decreased by 95.8%, local shutdown decreased by 78%, lubricating oil consumption decreased by 39%, maintenance cost decreased by 17.4%, working environment was greatly improved, and air dust decreased by 90%.
Enterprises that have implemented TPM have spread all over Northern Europe, Western Europe, North America, South America, Asia and Oceania, such as South Korea. In the early 1980s, 800 of 2267 companies began to implement total productive maintenance management. In recognition of the achievements of TPM promotion, Japan has set up a PM award. In addition to Japanese and its overseas subsidiaries, since 199 1, 42 famous companies such as Janet, Wolf, Bell, Pieri and Ford Motor Company have won PM awards.
Some famous domestic enterprises, such as Shanghai Baoshan Iron and Steel Group, Guangdong Kelon Electric Appliance Group, Shanghai Bright Dairy, Tianjin Xinweixiang Industrial Products Co., Ltd., Liaoning Angang Group, Qingdao Haier Group and Shandong General Motors (Tobacco) Group, have also introduced TPM management mode and achieved remarkable results.
TPM is to maintain the labor productivity of all employees, aiming at continuous improvement in all aspects.
introduce
Others can copy our model, but not what we have worked hard for several years, said Alibaba CEO, our innovation team. Toyota legend Taiichi ohno had no idea what TPS was when he was determined to improve Toyota's production mode. Inspired by American supermarket management, he devoted himself to the improvement of Toyota's website. Determined to improve, TPM was successfully used. After decades of accumulation, Toyota gave birth to a production model that surprised the world-TPS. Whether it is the birth of Alibaba or the rise of Toyota, determination to do it and determination to change and improve is the source of ultimate success. The author explains from the following points:
Carry forward the missing and create conditions for implementation.
Now TPM has been popular in many enterprises, which is of course a good thing, but how can we get better results? It is not difficult to understand that different schools have been formed during the development and promotion of TPM for decades. For example, the former Japanese TPM represented by Toyota emphasized self-protection. This is because Toyota takes JIT just-in-time production and herringbone automation as its action plan and TPM as its support, and finally forms a complete Toyota operation mode, so the original TPM takes self-protection as its core. When implementing TPM, Korean enterprises adopt the dual promotion mode of project improvement and independent preservation. Successful enterprises include Samsung and LG.
Implement TPM in China, and standardize the overall production and maintenance system of TnPM represented by Professor Li Baowen. According to the behavior habits of Chinese employees and the characteristics of enterprises, it is proposed to take SOON system as the core of standardization, take "6S" and "6H" activities as the basis, and promote OPS and OPL project activities, which have achieved good results in Sinopec, Chongqing build peak chemical, Yu Bingxuan Wheel and other enterprises.
Different enterprises have different corporate cultures and management levels, and enterprises should choose how to implement TPM according to their actual conditions. TPM is a management activity with full participation. Although the core content is the independent preservation of production facilities, it is influenced by many factors, including teamwork, service awareness in coordination with the preliminary work of various departments, staff morale, leadership determination and so on. Therefore, enterprises should make full preparations to build a platform with atmosphere and soft environment before implementation, including the setting of incentive mechanism, organizational structure, model line (machine) first, and the determination of top leaders. The soldiers and horses did not move, and the food and grass went first. As long as you are fully prepared, TPM work will definitely achieve the expected results!
Maintain an ideal attitude and enhance the carrying capacity of enterprises.
Although TPM has achieved certain results in many enterprises, many enterprises will always encounter many problems when implementing it, either stopping or repeating. Over time, employees will get tired of carrying out activities, and finally this management activity will not continue! I think the following points should be considered:
TPM is a management activity centered on production facilities, but enterprises exist for profit realization and sustainable development, and the focus of enterprise improvement is production process, supply chain and business model, so TPM's independent security activity should be a dynamic process. Enterprise operation is like carrying water, and products are carried in barrels. Buckets and shoulder poles are like the hardware facilities of our enterprise, and the people who carry water are the operators and employees of the enterprise. How to transport water to the destination-market is not only to ensure the integrity of bucket-TPM activities, but more importantly, to maintain stability and efficiency in the process of water transport and whether it can continue to transport water. Therefore, the barrel theory should be understood as a dynamic barrel theory, which should not only pay attention to the short board effect, but also pay attention to the bearing capacity of enterprises in the process of water lifting and the ability to deal with emergencies in the process of water lifting. In Toyota enterprises, TPM is the basic guarantee of TPS, while in China, TPM should be implemented with an ideal attitude in order to realize the sustainable development of enterprises.
TPM activity is to maintain and maintain the status quo, so as to ensure the maximum benefits under the existing circumstances. Even if the TPM on the production site is well done, when the goal is achieved, there will still be serious phenomena such as lack of materials, unstable orders, inaccurate production plans, etc., and the promotion of TPM will stagnate, making operators and employees have resistance to TPM activities. The author thinks that these factors should be solved from two aspects: first, enterprises should control materials, orders and existence, comprehensively improve activities, reduce raw material inventory, increase the turnover rate of raw material warehouses, realize zero unnecessary inventory in raw material warehouses, zero inventory in production processes and zero production without orders, and ensure that enterprises' procurement, sales, production departments and even the whole supply chain avoid unnecessary waste. Secondly, after realizing the production and preservation of TPM, we should gradually implement TPM activities for all departments and supply chains of the enterprise, from tangible products to intangible services.
Slow speed is clever and late, and speed wins.
The ultimate goal of TPM promotion is to achieve zero failure, zero defects and zero accidents. However, in the fierce market competition, due to the convenience of modern communication, knowledge transfer is very rapid. As long as your competitors are one step ahead of you, they are likely to seize the market. Not only the big fish eat small fish, but also the fast fish will eat the slow fish. How to quickly promote TPM can refer to the following points.
If you are slow and smart, you will try to do it with fifty percent certainty. Enterprises have problems because of development. The problem is actually the gap between the goal and the status quo (problem = goal-status quo), and these problems will eventually become because of our neglect.
It is a long-standing problem of enterprises (such as oil collection on the ground and dirty working environment). ), and these problems will cover up the real reasons that affect the work (such as equipment oil leakage, fault source, etc.). )! There is a name in management called "Bullwhip Effect", which means that we can solve problems with little investment in the initial stage, but when we solve them in the later stage, the problems will be magnified and more investment will be needed to solve them. In the process of implementing TPM, enterprises must constantly improve and solve all kinds of problems in development at the initial stage. Don't think that it is almost enough. Problems that affect the efficiency and quality of operations should be improved in the fastest time, and enterprises should also establish an improvement environment that allows failure, so that the operation team can give full play to its intelligence. In Toyota's philosophy, there is a spirit of Excellence, that is, to act quickly first and then standardize, which coincides with the "P-D-C-A N-D-C-A" dual-cycle propulsion mode in TnPM system. If you want to promote TPM well, you must act quickly, because your opponent will not wait for you, and the problems will only accumulate. Unless you don't want to develop, the goal is equal to the status quo.
Fully integrate and utilize various resources. We are not pushing TPM for the sake of pushing TPM. Ultimately, total productive maintenance activities are aimed at improving the efficiency and quality of field operations, and these activities will eventually turn into greater benefits. Modern enterprises are increasingly aware of the importance of people in enterprises. How to improve the difficulty of people's work (including workflow, workload and work efficiency) and give full play to people's greatest potential? Enterprises should improve the working conditions of employees, integrate and utilize various resources, including knowledge resources (TPM itself, the experience and achievements of successful enterprises, the application of new methods and achievements ...) and software resources (ERP system, IEM production improvement OEE).
There is no end to progress.
(IEM system analysis) -OEE overall promotion scheme.
Problem = goal-status quo, conversely, goal = status quo+problem. If an enterprise wants to develop continuously, the bigger the goal, the better. In the process of development, they are constantly adjusting their goals, so the problems will only increase. Improvement is actually solving problems. The author analyzes and explains the improvement of the overall OEE improvement scheme of IEM system:
S planned shift: planned start-up time = calendar time-equipment idle time, which depends on the production plan and downtime caused by non-equipment reasons (such as external power failure, water cut, etc.). ), and the production plan is arranged according to the production order.
A actual start-up time: actual start-up time = planned start-up time-idle time of equipment, which is usually caused by insufficient materials and unstable production.
B Actual operation time: actual operation time = actual start-up time-(failure time+adjustment time), and the actual operation time is reduced due to failure, mold change, line change and job waiting.
D Actual running time: actual effective running time = actual running time-speed loss time. Equipment usually loses speed due to the decline of equipment performance, the sudden stop caused by unreasonable equipment design and manufacture, and the skill factors of employees.
F Quantity of qualified products: time required for actual production of qualified products = calendar time-(equipment idle time+equipment idle time+fault time+adjustment time+loss time)-(production time of defective products+production time of repaired products). Note: The production time of defective products includes the production time of repaired defective products.
It can be seen that there are many losses in the production process, and the space and potential for enterprises to improve are very huge. To improve the enterprise space, you can consider the following points:
1. Reduce the idle time of equipment. The production plan depends on the order. Inventory is the root of all evil. Enterprises should issue production plans according to orders. How to get more orders? According to the personalized demand of modern market, the order acceptance ability of small batch, multi-variety and short delivery time will determine the order quantity of enterprises, which will eventually be reflected in the OEE data of enterprises. The higher the OEE value, the stronger the enterprise's ability to take orders.
2. Reduce the idle time of equipment, which will be caused by material shortage and unstable production. To reduce the idle time of equipment, we can refer to Toyota mode: production according to standard operation (standard hand-held, standard walking and standard time), flat production (reasonable distribution process) and one-line production;
3. To reduce the failure time, which is the core of equipment maintenance, we should start from three aspects: first, strengthen independent safety, so that employees can operate and maintain the equipment correctly; The second is to strengthen the professional support of the maintenance team and improve the fault response time and fault handling time; The third is to establish a preventive mechanism of lubrication and spot inspection to prevent problems before they happen.
4. Reduce the adjustment time, do a good job in the management of tooling and molds, use assembly parts, and reduce the time for changing molds and lines.
5. Reduce the lost time, reduce the lost time through regular maintenance of equipment, make local improvements, formulate standard operating procedures, strengthen employee skills training, and ensure that everyone produces products according to standard time.
6. Reduce the generation of defective products and repaired good products, improve the quality of equipment, and prevent equipment defects caused by non-equipment reasons. When there is repair, the repair time will lead to the performance startup rate being lower than the true value, so the first pass rate and repair rate should be used for control assessment in production!