What are the seven stages of TPM management?

It refers to the management activities of the technical department in the process of design, manufacture and installation of the equipment, and the design should meet the actual needs of users and the site.

Step 1: Initial cleaning.

At this stage, the manager needs to find the pollution point of the equipment and improve the polluted environment. At the same time, you can set the fault point to the point that needs to be checked in the checklist.

Step 2: Countermeasures against the source of the source of the problem in the difficult area.

For equipment failures, managers should find the root cause of the problem through superficial phenomena and propose corresponding countermeasures. Cleaning difficult locations and unreasonable fundamental improvements, the removal of pollution sources to remove equipment pollution, D T reduction, PIT defects reduction. Learn the why-why analysis method and the circularity improvement method, and eliminate or reduce difficult parts and pollution sources through the second stage of activities, shorten the cleaning and inspection time, and extend the cleaning and inspection cycle.

Step 3: Preparation of cleaning and oil filling standards.

The standard book is the initial form of the checklist. After discovering the difficult parts, it is necessary to establish a benchmark book that ensures that employees can detect the problem in a timely manner. Learn the skills to properly fill the oil. Achieve the reduction of water, electricity and gas energy costs, the reduction of safety accidents, and the reduction of external processing costs.

Step 4: Total inspection of equipment.

Purpose and Requirements: The purpose of the general inspection is to develop an educational manual for the inspection, and to train operators who understand the function and structure of the equipment and can maintain it themselves. This step requires at least 80% of the equipment on the production line to be implemented.

Step 5: Autonomous inspection.

Purpose and requirements: The purpose of the autonomous inspection is to formulate a more complete inspection standard based on the above-mentioned tentative standards, and to gain an in-depth understanding of the equipment and effectively improve the level of independent maintenance. Autonomous inspections must be carried out by at least 30% of the equipment on the production line.

Step 6: Standardization.

Purpose and requirements: The purpose of this step is to simplify the management of objects, standardize each project and carry out independent maintenance in a systematic manner. Step 7: Self-management.

Purpose and requirements: The purpose of this step is to confirm the company's policies and goals, and make analysis records such as FMEA and MTBF, so as to normalize improvement. Implementation contents:

1) Promote self-maintenance activities with small group organizations as the activity leader. (2) The content of the M-Q analysis. Maintain the status of the current construction equipment, and set the improvement and standardization of standards.

Achieve the maintenance of the state of sudden failure of equipment, the state of sudden defect of equipment, high-quality engineering, and high-productivity equipment.

TPM management in seven steps.

Step 1: Initial cleaning (cleaning inspection), removal of dust and dirt centered on the equipment itself, detection and restoration of abnormal parts of the equipment by lubrication, locking, and equipment.

Step 2: Countermeasures against the source of dust, dirt, scattering prevention, cleaning, lubrication, locking, and improvement of the parts that are difficult to inspect are made easy to inspect and shorten the inspection time.

Step 3: Make a tentative standard for self-maintenance, and make a baseline for action so that cleaning, lubrication, locking, and inspection can be completed in a short time (the time for each of the above things to be done should be specified.)

Step 4: General inspection, use the inspection manual to carry out inspection skills education, and carry out general inspection, find out the micro-defects of the equipment and restore them. The implementation content includes: learning the inspection skills according to the inspection manual.

Step 5: Make a self-checklist and implement it. Implementations include:

Review the standards of cleaning, oil supply, and general inspection, and make a comprehensive system to promote the efficiency of activities. Preparation and implementation of self-directed checklists. Improve visual management and find ways to improve operability.

Step 6: Standardization, the implementation of the standardization of various on-site management projects, seeking to maintain the complete institutionalization of management, cleaning, oil spot inspection standards; on-site logistics benchmarks; standardization of data recording; Molds, tools, management standards, etc.

Step 7: Thorough implementation of self-management, regularization of company policies, goals, and improvement activities, and accurate implementation of MTBF analysis records, and analysis to improve equipment.

The three phases of TPM management are as follows:

Phase 1: From the first step to the third stage, the basic conditions of the equipment are thoroughly repaired through activities centered on equipment cleaning and inspection, and the maintenance system is established.

It is an important process to understand the above steps, experience the hard work of the process, and use your brain to think about why you are doing it. In addition, the three elements of cleaning, lubrication, and locking screws should be properly implemented, which are the minimum necessary conditions to prevent deterioration and are the basis of all TPM activities.

The second stage: From the fourth step to the fifth stage, the total equipment inspection skills education and inspection are carried out, so that it can develop from the activities of preventing deterioration to the activities of measuring deterioration, and this stage is mainly to achieve the recovery and improvement of deterioration, that is, the results. The results of such work can change people's minds, and the occurrence of defects and failures will be regarded as a shame on the spot, which is an important stage for them to establish a self-management system.

Stage 3: The stage from Step 6 to Step 7 is also the stage of completing standardization and self-management. For the operators themselves, it is required to improve management technology, expand the scope of self-management, promote the awareness of goals, implement cost awareness such as maintenance costs, and learn maintenance techniques such as minor equipment repairs.

At this stage, the operator and the site have changed greatly, and the site has become self-managed.

The main content of TPM management is full production and maintenance, which is a kind of production and maintenance mode with full participation, and the equipment performance is optimized by establishing a production and maintenance activities with the participation of employees in the whole system. TPM is characterized by three "all", that is, full efficiency, whole system and full participation. Full Efficiency:

It refers to the evaluation of equipment life cycle cost and the overall effectiveness of equipment. System-wide chain grip: It means that all methods of production and maintenance of the system should be included.

That is, PM, MP, CM, BM, etc. should be included. Full participation: It means that all departments such as the planning, use, and maintenance of the equipment must participate, especially the operator's autonomous group activities.

TPM management is a kind of production management mode with full participation, which gives everyone the idea of being the master of the work, so that the staff is in a positive state, rather than an indifferent state, so as to improve work efficiency, and TPM management has a lot of activities, but these activities are based on the three major management ideas. So what are these three management ideas?

Philosophy of prevention. The philosophy of prevention is the core management philosophy of TPM. In factory management, it is necessary to achieve "prevention first, supplemented by prevention".

By establishing the conditions for prevention, prevention is better than prevention. Carry out daily prevention, health check-ups and advance ** to eliminate physical and psychological defects, eliminate forced deterioration, eliminate long-standing chronic adverse diseases in the factory, extend the service life of the plant, equipment and tools, and reduce the occurrence of waste.

Zero" goal (zero defects).

The goal is a signpost that guides the business forward. When setting corporate goals, TPM requires companies to pursue a "zero" goal, that is, to pursue a limit goal. For example, the pursuit of zero defect (ZD) requires enterprises to give full play to the subjective initiative of people to carry out business management, and producers should strive to make their products and businesses have no shortcomings, and strive for the goal of high quality standards.

Therefore, the "zero" goal is the highest level of management philosophy, which requires us to pursue it persistently.

The "zero" goal of zero defects, zero accidents, and zero disasters can be understood from two aspects: if the management level of competitors or peers has not reached the "zero" goal, the enterprise should pursue the "zero" goal; If competitors are also pursuing the "zero" goal, or are already close to the "zero" goal, then the company should use speed to win and accelerate to the "zero" goal. In a word, the pursuit of the "zero" goal is to establish a competitive advantage for the enterprise.

Full participation and small group activities.

The third management idea of TPM is full participation and small group activities. Full participation is the universal concept of contemporary enterprise management, and only full participation can sustain the improvement and innovation activities of the enterprise for a long time and continuously. Therefore, for enterprise managers, the most important thing is to establish a variety of small group activity mechanisms, improve the enthusiasm and participation ability of organizational members, build activated teams, and maximize organizational results.

Maximizing organizational results requires that a single example of improving team success be promoted to all teams and all departments in a timely manner. In this way, not only can the members of the successful team be psychologically satisfied, so that they have the confidence and motivation to further improve, but also arouse the competitiveness of other team members, and drive the improvement activities of the whole team.

The three major ideas of TPM management are:

Preventive management thinking;

Equipment failure is not to wait for the failure to occur before repairing, but to formulate the equipment management system, do a good job in daily inspection, daily maintenance, to eliminate the factors (micro defects) that affect the equipment failure before the failure occurs, to prevent the occurrence of failure.

2.Zero thinking (zero failure, zero waste, zero accident, zero defect);

Enterprises should strive for the ultimate goal of zero (zero failure, zero waste, zero accidents, and zero defects), truly maximize productivity, minimize production costs, and continuously improve the comprehensive competitiveness of enterprises.

3.Small group activity ideas (group activities with full participation).

TPM management is not carried out by equipment management personnel or a small group of personnel, but from the top of the enterprise to the most basic level of employees must participate in the activities, only the full participation of TPM management activities can maximize the effect and maintain the longest time. The general production department forms a small group activity with the team as a unit, and the office department forms a small group activity with the department as a unit, and the number of small group (group) activities is generally 8 15 people.

The main content of TPM management is full production and maintenance, which is a production and maintenance mode with full participation, and the performance of equipment can be optimized by establishing a production and maintenance activity with the participation of employees in the whole system.

TPM is characterized by three "all", that is, full efficiency, whole system and full participation.

Full efficiency: refers to the evaluation of equipment life cycle cost and the overall efficiency of equipment.

System-wide: refers to the inclusion of all methods of production and maintenance of the system. That is, PM, MP, CM, BM, etc. should be included.

Full participation: It means that all departments such as the planning, use, and maintenance of the equipment should participate, and special attention is paid to the operator's autonomous group activities.

TPM (Total Productive Maintenance), translated as "Total Production Maintenance" in Chinese, is a manufacturing management technology that focuses on equipment-centered efficiency improvement, and is known as the world's three major manufacturing management technologies along with Total Quality Management (TQM) and Lean Production.

TPM began in the United States in 1950, then flowed into Japan, and was officially born in 1971, with five main focuses before 1989, focusing on the equipment side

Individual improvement of equipment efficiency (6 major losses by managers and technical supporters) Establish a 5S (self-maintenance) system centered on workers; Establish a planned maintenance system for the maintenance department; training in operation and maintenance skills; Establish a system for the initial management of facilities. After 1989, its focus increased from five to eight, and the focus expanded from the equipment to the enterprise as a whole

Individual improvements in equipment efficiency; Establishment of an independent maintenance system; Establishment of a planned maintenance system; MP design and establishment of initial mobility management system; Establish a quality maintenance system; education and training; Efficiency of management of indirect departments; Safety, health and environmental management. TPM is widely implemented in companies around the world, and it has also contributed significantly to the improvement of production efficiency.

On the basis of absorbing the latest research results from Europe and the United States, combined with their own rich management experience, Japan has created a unique total production and maintenance system (TPM) (Total Productive Management).

Its main contents are:

1) The goal is to maximize the overall efficiency of the equipment;

2) Recommendations include a production and maintenance system for the entire life cycle of the equipment;

3) Including equipment-related departments, such as equipment planning, use, maintenance departments, etc.;

4) Participation of all personnel, from the top management to the grassroots workers;

5) Strengthen ideological education, carry out group independent activities, and promote production and maintenance.

Hello, the content of TPM management is full production and maintenance, which is a production and maintenance method with full participation, and the performance of the equipment can be optimized by establishing a production and maintenance activity with the participation of employees in the whole system. TPM is characterized by three "all", that is, full efficiency, whole system and full participation.