【導(dǎo)讀】60年代TPM起源起源于美國的PM，經(jīng)過日本人的擴(kuò)展及創(chuàng)新，于81年形成了全公司的TPM并在日本取得。巨大成功，隨之在世界各地實(shí)施開來。通過建立一個(gè)全系統(tǒng)員工參與的生產(chǎn)維修活動(dòng)，使設(shè)備性能達(dá)到最優(yōu)。在非日本國家，由于國情不同，對(duì)TPM的理解是：利用包括操作者在內(nèi)的生產(chǎn)維。修活動(dòng)，提高設(shè)備的全面性能。思想，是由國際TPM協(xié)會(huì)發(fā)展出來的。使得在一個(gè)工廠里安裝TPM活。決定開展TPM的內(nèi)容，也可以說是一種動(dòng)態(tài)的方法。TPM的特點(diǎn)就是三個(gè)全，全效率、全系統(tǒng)和全員參加。TPM的目標(biāo)為四個(gè)零，停機(jī)為零、廢品為零、事故為零、速度損失為零。

　　

【正文】 quality and begin to eliminate current quality concerns, then move to potential quality concerns. Transition is from reactive to proactive (Quality Control to Quality Assurance). QM activities is to set equipment conditions that preclude quality defects, based on the basic concept of maintaining perfect equipment to maintain perfect quality of products. The condition are checked and measure in time series to very that measure values are within standard values to prevent defects. The transition of measured values is watched to predict possibilities of defects occurring and to take counter measures before hand. Policy : 1. Defect free conditions and control of equipments. 2. QM activities to support quality assurance. 3. Focus of prevention of defects at source 4. Focus on pokayoke. ( fool proof system ) 5. Inline detection and segregation of defects. 6. Effective implementation of operator quality assurance. Target : 1. Achieve and sustain customer plaints at zero 2. Reduce inprocess defects by 50 % 3. Reduce cost of quality by 50 %. Data requirements : Quality defects are classified as customer end defects and in house defects. For customerend data, we have to get data on 1. Customer end line rejection 2. Field plaints. Inhouse, data include data related to products and data related to process Data related to product : 1. Product wise defects 2. Severity of the defect and its contribution major/minor 3. Location of the defect with reference to the layout 4. Magnitude and frequency of its occurrence at each stage of measurement 5. Occurrence trend in beginning and the end of each production/process/changes. (Like pattern change, ladle/furnace lining etc.) 6. Occurrence trend with respect to restoration of breakdown/modifications/periodical replacement of quality ponents. Data related to processes: 1. The operating condition for individual subprocess related to men, method, material and machine. 2. The standard settings/conditions of the subprocess 3. The actual record of the settings/conditions during the defect occurrence. PILLAR 6 TRAINING : It is aimed to have multiskilled revitalized employees whose morale is high and who has eager to e to work and perform all required functions effectively and independently. Education is given to operators to upgrade their skill. It is not sufficient know only KnowHow by they should also learn Knowwhy. By experience they gain, KnowHow to overe a problem what to be done. This they do without knowing the root cause of the problem and why they are doing so. Hence it bee necessary to train them on knowing Knowwhy. The employees should be trained to achieve the four phases of skill. The goal is to create a factory full of experts. The different phase of skills are Phase 1 : Do not know. Phase 2 : Know the theory but cannot do. Phase 3 : Can do but cannot teach Phase 4 : Can do and also teach. Policy : 1. Focus on improvement of knowledge, skills and techniques. 2. Creating a training environment for self learning based on felt needs. 3. Training curriculum / tools /assessment etc conductive to employee revitalization 4. Training to remove employee fatigue and make work enjoyable. Target : 1. Achieve and sustain downtime due to want men at zero on critical machines. 2. Achieve and sustain zero losses due to lack of knowledge / skills / techniques 3. Aim for 100 % participation in suggestion scheme. Steps in Educating and training activities : 1. Setting policies and priorities and checking present status of education and training. 2. Establish of training system for operation and maintenance skill up gradation. 3. Training the employees for upgrading the operation and maintenance skills. 4. Preparation of training calendar. 5. Kickoff of the system for training. 6. Evaluation of activities and study of future approach. PILLAR 7 OFFICE TPM : Office TPM should be started after activating four other pillars of TPM (JH, KK, QM, PM). Office TPM must be followed to improve productivity, efficiency in the administrative functions and identify and eliminate losses. This includes analyzing processes and procedures towards increased office automation. Office TPM addresses twelve major losses. They are 1. Processing loss 2. Cost loss including in areas such as procurement, accounts, marketing, sales leading to high inventories 3. Communication loss 4. Idle loss 5. Setup loss 6. Accuracy loss 7. Office equipment breakdown 8. Communication channel breakdown, telephone and fax lines 9. Time spent on retrieval of information 10. Non availability of correct on line stock status 11. Customer plaints due to logistics 12. Expenses on emergency dispatches/purchases How to start office TPM ? A senior person from one of the support functions . Head of Finance, MIS, Purchase etc should be heading the submittee. Members representing all support functions and people from Production amp。 Quality should be included in sub mittee. TPM coordinate plans and guides the sub mittee. 1. Providing awareness about office TPM to all support departments 2. Helping them to identify P, Q, C, D, S, M in each function in relation to plant performance 3. Identify the scope for improvement in each function 4. Collect relevant data 5. Help them to solve problems in their circles 6. Make up an activity board where progress is monitored on both sides results and actions along with Kaizens. 7. Fan out to cover all employees and circles in all functions. Kobetsu Kaizen topics for Office TPM : ? Inventory reduction ? Lead time reduction of critical processes ? Motion amp。 space losses ? Retrieval time reduction. ? Equalizing the work load ? Improving the office efficiency by eliminating the time loss on retr