What Is Total Productive Maintenance?

Advanced equipment management system is one of the most powerful support tools for manufacturing enterprises' production systems. It can ensure the timely execution of production plans and respond to customer market demands in a timely manner. At the same time, it can effectively reduce the manufacturing costs of enterprises, such as inventory backlog costs Repair and maintenance costs and other management (labor, time) costs, and can effectively reduce the probability of defective products. From the past, maintenance was only considered to be the management of production costs. It is one of the key items for enterprises to compete abnormally, and ultimately improve the economy Value-added level.

TPM comprehensive production maintenance

Advanced equipment management system is one of the most powerful support tools for manufacturing enterprises' production systems. It can ensure the timely execution of production plans and respond to customer market demands in a timely manner. At the same time, it can effectively reduce the manufacturing costs of enterprises, such as inventory backlog costs. Repair and maintenance costs and other management (labor, time) costs, and can effectively reduce the probability of defective products. From the past, maintenance was only considered to be the management of production costs. It is one of the key items for the competitiveness of the company in the market, and ultimately improves the economy of the company. Value-added level. The TPM activity is to create and maintain an excellent equipment management system through the participation of all employees and work in a team manner, improve the equipment startup rate (utilization rate), improve safety and high quality, and thereby comprehensively improve the operating efficiency of the production system.

In theory, TPM is a maintenance program. It with

TPM originates from "Total Quality Management (TQM)". TQM is a direct result of Dr. W. Edward Deming's influence on Japanese industry. Dr. Deming came to Japan to carry out his work shortly after World War II. As a statistician, he was initially responsible for teaching Japanese how to apply statistical analysis to their manufacturing industries. How to use its data results to control product quality in the manufacturing process. The original statistical process and the quality control principles it produced were soon influenced by the Japanese professional ethics, forming an industrial survival path with Japanese characteristics. This new manufacturing concept eventually formed the well-known TQM.

When TQM required equipment maintenance as one of the inspection elements, it was found that TQM itself did not seem suitable for the maintenance environment. This is because for quite some time, people have paid attention to preventive maintenance (PM) measures. Most factories have also adopted PM, and the technology for developing maintenance plans by using PM technology to keep equipment running normally has matured. However, this technique often leads to over-maintenance of equipment when it is necessary to increase or improve production. Its guiding principle is: "If a drop of oil is better, then more oil should be better." In this way, increasing the operating speed of the equipment will inevitably lead to an increase in maintenance operations.

In the normal maintenance process, little or no consideration is given to the role of the operator. The maintenance staff only trains on the contents of the commonly used and incomplete maintenance manuals, and does not involve additional knowledge.

By adopting TPM, many companies quickly realized that it was not enough to meet manufacturing needs simply by planning maintenance. To solve this problem while following the TQM principles, the original TPM technology needs to be improved in order to incorporate maintenance into the components of the entire quality process.

The origin of TPM is clear. TPM was first proposed by an American manufacturer 40 years ago. But the earliest introduction of TPM technology to the field of maintenance was a Japanese car

The TPM implemented by advanced companies in the world today is called Total Productive Maintenance, and it has two components:

-Total Preventive Maintenance and

-Comprehensive predictive maintenance.

Preventive maintenance is a method of equipment maintenance based on time and usage plans. Maintenance actions are performed at planned times and / or intervals to prevent machine failure.

Predictive maintenance is a condition-based approach to equipment maintenance. Maintenance actions are performed when there are obvious signals or using diagnostic techniques to prevent malfunctions.

TPM is a management system based on EVA

With the promotion of TPM, TPM has formed a management model based on "value". GAP Consulting uses "LEAN-SIX SIGMA" to help customers use the "EVA" method to measure each process of company management, find and solve problems, and help customers increase market share and lead in the market.

The application of EVA measurement method, while helping customers understand the value of improvement, so that the company's improvement focus is always around creating maximum value for customers and shareholders.

Improvement proposal activities involving all employees

The introduction and promotion of TPM requires the participation of the entire company and all employees, and everyone has his role, responsibility and importance.

The company's top leadership president,

P: OPE (overall corporate effectiveness) reaches at least 80%;

OEE (Overall Equipment Effectiveness) at least 90%;

The machine runs the same during lunch time (the lunch is for production staff, not the machine);

Q: Operate according to procedures, so customers will not complain; C: Reduce production costs by 30%; D: 100% success rate when sending goods to customers; S: Can respond to unexpected situations; M: Increase in the number of proposals 3 times. Train a group of multi-skilled and resilient workers.

Achieve zero defects, zero failures, and zero accidents in all mission areas in the organization. Unite people at all levels in the organization. Reduce defects and self-repair by different teams.

Phase A-preliminary phase

Step 1-The manager announces to all staff that the organization will introduce TPM

At this stage, the correct understanding, task and active participation of senior managers are necessary. When announced to all, senior management should

Compared with the original production maintenance, the total production and maintenance in Japan mainly highlights the word "full". "Full" has three meanings: full efficiency, full system and full participation.

The so-called full efficiency refers to the evaluation of equipment life cycle cost and the comprehensive efficiency of equipment, which will be discussed later in this chapter. The whole system means that all aspects of production and maintenance are included, such as preventive maintenance, maintenance prevention, necessary post-service maintenance, and improved maintenance. Full participation refers to the mass characteristics of this maintenance system. From the company manager to the relevant department, all the operators must participate, especially the autonomous group activities of the operators.

The main goal of TPM lies in "full efficiency", which is to limit and reduce the six major losses:

(1) Loss of equipment downtime (loss of downtime).

(2) Set and adjust shutdown losses.

(3) Idle, idling and temporary downtime losses.

(4) Speed reduction (speed loss).

(5) Loss of residual, inferior and scrap products, loss of scraps (loss of defects).

(6) Yield loss (from installation to stable production interval).

With these three "full" words, production and maintenance are more thoroughly implemented, and the goal of production and maintenance is more effectively guaranteed. This is also unique to all production and maintenance in Japan.

With the continuous development of TPM, Japan raised the goal of this top-down, system-wide participation in the equipment management system to a higher level, and put forward the struggle of "zero downtime! Zero waste! Zero accidents!" aims.