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全面生产维护TPM</SPAN>实务（上海，6</SPAN>月29-30</SPAN>日） </SPAN></SPAN> 【培训日期】</SPAN>2009</SPAN>年6</SPAN>月29-30</SPAN>日 </SPAN></SPAN></SPAN> 【培训地点】</SPAN>上海</SPAN></SPAN> 【备注说明】</SPAN>本培训班全年循环开课，如有需求，欢迎来电咨询！</SPAN></SPAN> 【培训对象】</SPAN>企业生产部、设备管理部经理</SPAN>/</SPAN>主管</SPAN>/</SPAN>工程师</SPAN>/</SPAN>现场班组长及相关中高阶管理人员以及对</SPAN>TPM</SPAN>推行感兴趣之人士等。</SPAN></SPAN></SPAN> 说明：</SPAN>凡希望参加认证的学员，在培训结束参加考试合格者，颁发(</SPAN>国际职业认证标准联合会)生产管理师>></SPAN>国际国内双职业资格证书，（国际国内认证／全球通行／雇主认可／网上查询）</SPAN></SPAN> </SPAN> 【课程背景】</SPAN></SPAN> 先进的设备管理是制造型企业降低成本，增加效益的最直接，最有效的途径。</SPAN>TPM</SPAN>活动就是以全员参与的小组方式，创建设计优良的设备系统，提高现有设备的最高限运用，实现安全性和高质量，防止错误发生，从而使企业达到降低成本和全面生产效率的提高。希望学员通过此次课程：</SPAN></SPAN> 从客户的角度出发，认识价值和发现制造过程中的浪费，并消除浪费</SPAN></SPAN> 了解</SPAN>TPM</SPAN>对企业的重要。</SPAN>OEE</SPAN>的计算和如何改善</SPAN>OEE</SPAN>。理解</SPAN>5S</SPAN>与</SPAN>TPM</SPAN>的关系。如何建立和维护设备的历史记录，评价目前的</SPAN>TPM</SPAN>水平。掌握实施</SPAN>TPM</SPAN>的方法。</SPAN></SPAN> 本课程将为学员提供大量的可操作性的格式化表格和成功案例讲解，供学员参考运用</SPAN></SPAN> </SPAN> 【课程大纲】</SPAN></SPAN> 1</SPAN>、</SPAN>TPM</SPAN>概述</SPAN></SPAN> ■</SPAN>TPM</SPAN>的起源、概念、特色</SPAN></SPAN> ■</SPAN>TPM</SPAN>活动的目标</SPAN></SPAN> ■精益生产模式回顾</SPAN></SPAN> ■</SPAN>TPM</SPAN>活动八大支柱</SPAN></SPAN> ■</SPAN>TPM</SPAN>的组成部分（预防性维护和预见性维护）</SPAN></SPAN> ■什么是预防性维护</SPAN></SPAN> ■什么是预见性维护</SPAN></SPAN> ■预防性维护案例讲解</SPAN></SPAN> ■可靠性工程的运用</SPAN></SPAN> ■如何提升维护工作的品质和效率</SPAN></SPAN> </SPAN> 2</SPAN>、设备关联分析</SPAN></SPAN> ■设备故障损失原因分析与对策</SPAN></SPAN> ■损失计算及数据收集</SPAN></SPAN> ■ 评定目前的设备运行状态</SPAN></SPAN> ■评价指标，机器利用率，设备停机时间等</SPAN></SPAN> ■维护及维修成本</SPAN></SPAN> ■</SPAN>TPM</SPAN>工作的优先顺序</SPAN></SPAN> ■实例学习</SPAN></SPAN> ■</SPAN> </SPAN>总体设备效率（</SPAN>OEE</SPAN>）</SPAN></SPAN> ■什么是</SPAN>OEE</SPAN> ■认识</SPAN>OEE</SPAN>的三个构成因素：可用水平，运行水平，质量水平</SPAN></SPAN> ■</SPAN>OEE</SPAN>计算要素与实例：根据设备维护的历史数据，选定单元，计算</SPAN>OEE</SPAN> ■</SPAN>OEE </SPAN>的计算与</SPAN>OEE</SPAN>损失的识别技巧</SPAN></SPAN> ■如何改善</SPAN>OEE</SPAN>：评价目前的</SPAN>OEE</SPAN>水平，提出改进目标</SPAN></SPAN> ■如何建立基于</SPAN>OEE</SPAN>的设备管理监控</SPAN></SPAN> ■其他重要</SPAN>TPM</SPAN>指标：</SPAN>MTBF</SPAN>及</SPAN>MTTR</SPAN>的概念与应用实例</SPAN></SPAN> </SPAN> 3</SPAN>、</SPAN> TPM</SPAN>组织及职责界定</SPAN></SPAN> ■</SPAN>TPM</SPAN>项目负责人：能力评定，确定项目需求，实施计划，职责。</SPAN> </SPAN>主管职责：监控，授权，促进</SPAN></SPAN> ■合作。维护人员：制定、实施分级的</SPAN>PM</SPAN>计划，建立数据，紧急、日常的备件计划</SPAN>,</SPAN>与操作工合</SPAN></SPAN> ■作并提供技术支持。</SPAN> </SPAN>操作员：</SPAN>5S</SPAN>检查、日常维护、维修申请，改进建议，促进</SPAN>TPM</SPAN> </SPAN> 4</SPAN>、</SPAN> TPM</SPAN>活动的根基—</SPAN>5S</SPAN>与目视控制</SPAN></SPAN> </SPAN>■</SPAN>5S</SPAN>与</SPAN>TPM</SPAN>的关系</SPAN></SPAN> </SPAN>■现场设备维护的</SPAN>5S</SPAN>实施</SPAN></SPAN> </SPAN>■</SPAN>5S</SPAN>设备检查和清洁计划，（实施周期等定）</SPAN></SPAN> </SPAN>■目视管理概念</SPAN></SPAN> </SPAN>■目视管理在现场设备维护的作用</SPAN></SPAN> ■如何通过目视管理改善设备故障</SPAN></SPAN> </SPAN>■</SPAN> </SPAN>实施设备维护的目视管理</SPAN></SPAN> </SPAN></SPAN>■</SPAN>5S</SPAN>、</SPAN>TPM</SPAN>等级评定方法</SPAN></SPAN> </SPAN> 5</SPAN>、</SPAN> TPM</SPAN>系统实施的七大步骤</SPAN></SPAN> ■识别维修需求及标识缺陷，实施初始的清洁和检查</SPAN></SPAN> ■维修机器缺陷项目，消除影响失效的因素</SPAN></SPAN> ■提出预防性维护计划，</SPAN>TPM</SPAN>小组建立操作工和维修人员的</SPAN>PM </SPAN>计划</SPAN></SPAN> ■ 指导操作工掌握</SPAN>PM</SPAN> |