TPM在企业推展实务讲义专业维修，全员维护.ppt

* * * * Within Philips, only about a third of the available time is actually used effectively in production (producing right-first-time products). Reference for names given to the different time periods (loading time etc.): Nakajima “Introduction to TPM”, page 25 Figures based on “Industrial Opportunity Assessment” * Within Philips, only about a third of the available time is actually used effectively in production (producing right-first-time products). Reference for names given to the different time periods (loading time etc.): Nakajima “Introduction to TPM”, page 25 Figures based on “Industrial Opportunity Assessment” * * * * * * * * * * Within Philips, only about a third of the available time is actually used effectively in production (producing right-first-time products). Reference for names given to the different time periods (loading time etc.): Nakajima “Introduction to TPM”, page 25 Figures based on “Industrial Opportunity Assessment” * Within Philips, only about a third of the available time is actually used effectively in production (producing right-first-time products). Reference for names given to the different time periods (loading time etc.): Nakajima “Introduction to TPM”, page 25 Figures based on “Industrial Opportunity Assessment” * * * * * * 自主保全2STEP GUIDE FLOW(发生原因 难点 对策) 第一STEP初期清扫合格 发生原因,难点理解 发生原因,对策 发生原因,对策 1.掌握泄露,故障,不良发生源 (掌握污染点,特点,状况,程度) 2.发生源的调查和跟踪 1)AREA内的发生源 润滑油,机械油更的泄露 水,空气,蒸汽,化学泄露 荧光粉,石墨的飞散 外部及其他工序的发生源 灰尘,积水,GAS等 3.制定发生源改善方案 1)根治发生源及ZERO湖 2)限制发生源及极小化 3)通过加保护罩或密封材料 防止外界入侵,飞散 1.掌握难点 (清扫,点检,加油,紧固) 2.各项作业的分析 1)作业频率(每小时,每月/ 每周, 每)作业所需时间 性)使用工具(拌手WRENCH) 4)操作水平,关机确认方法 困难程度评价(烦,浪费时间0 3.现场确认 1)向全体成员重新确认困难程度 2)向现场确认实际不存在重复 出现或遗漏的作业 4.制定难点改善方案 1)浪费时间,缩短作业时间 跨度)做事困难,作业环境改善 烦,作业简单扼化及方便化 污染MAP化 定量化 发生检查表 KNOW-WHY 发生源对策一览表 改善SHEET 难点检查表 KNOW-WHY分析表 改善难点一览表 5.制定改善实施计划 6.开展改善活动 7.开展肉眼看的见的活动 8.制定清扫,点检,加油标准书 改善SHEET 清扫作业一览表 加油作业一览表 点箭作业一览表 自主保全2STEP GUIDE FLOW(发生原因 难点 对策) 9.清扫,点检,加油TEST RUN实施 10.2STEP成果把握 11.实施内部诊断 12.科长,诊断 13.指示事