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1. Improve institutions and formulate policies.
Total Productive Maintenance is a systematic project. It is not a single equipment management, but a change in people's traditional thinking mode and old system. It is a modern management mode involving people, money and things. Therefore, there will be great resistance in the implementation process, and a strong implementation organization is needed to publicize, make plans and organize implementation. To this end, the company has established and improved three-level promotion agencies, including company, workshop and team, with clear responsibilities and established promotion policies and objectives. TPM promotion leading group headed by general manager, TPM project promotion office, departmental promotion groups of various departments and part-time coordinator of TPM promotion were established, and 20 TPM activity groups were established in various departments, which laid a good organizational foundation for TPM promotion.
2. Widely publicize and create an atmosphere.
In order to promote TPM, we first conducted a questionnaire survey on all employees. The survey results show that employees' attitude of participating in TPM is healthy and positive, but there are also some problems: employees don't know much about TPM management, and they don't know enough about their important work in TPM management; Lack of confidence in the implementation of total productive maintenance; Even some employees think it is a kind of pipe, card and pressure. These findings show that it is very difficult to implement TPM, and there is still a lot of work to be done.
In view of employees' thoughts and mentality, we decided to start with publicity and education, adopt various ways to create a strong TPM atmosphere in an all-round way, and establish employees' determination and confidence in implementing TPM. We first held a TPM implementation mobilization meeting attended by all employees to convey the company's purpose and determination to all employees and how to carry out the next work for all employees. At the same time, the promotion office also went deep into various workshops and teams, organized 20 group seminars, and made extensive and in-depth publicity on the significance and purpose of promoting TPM. Combined with team building, the department publicized TPM content on management billboards, and also organized various departments to collect slogans from employees extensively, and made these slogans into banners to hang in the workplace; A blackboard newspaper competition with TPM as the theme was also launched, and TPM implementation manuals, several TPM special issues and a TPM special edition were distributed to every employee, so that employees can fully understand the TPM management situation of the company and the achievements of TPM management in various workshops in a timely manner; In order to further unify our thinking, straighten out our thinking and raise our awareness, we also planned and implemented the activity of "Leaders of major departments talk about TPM implementation". These all-round and three-dimensional publicity work has provided a good mass base for the further development of TPM, and the enthusiasm of all staff to participate in TPM management has been fully mobilized. 3 Strengthen training and master methods.
It is not enough to promote TPM management with enthusiasm. You must have relevant knowledge and master the promotion methods. In order to master the theoretical core and promotion methods of TPM, we have trained our employees in TPM knowledge by going out and coming in. Seven promotion backbones participated in a four-day TPM knowledge lecture organized by the Enterprise Management Association, and all of them passed the graduation examination. All workshops and departments sent 45 key personnel to advanced enterprises in Anhui Pingdu Hisense Air Conditioning Factory, Shanghai and Yangzhou for targeted intensive training or study. After learning, the company specially organized foreign trainees to make a special study report, and invited employees who participated in the study and training to talk about their learning experience and how to carry out TPM management in their own departments and posts in the next step. The development of the above work has further unified employees' understanding of TPM management, and also enabled us to master some methods and means to carry out TPM management, which greatly enhanced employees' confidence in implementing TPM management.
4. Create a pilot to promote comprehensiveness.
The company takes 5S management and VCS management as the breakthrough point to promote full-time productive maintenance. Formulated the company's 5S management standard book, on-site visual management and location management regulations, and carried out pilot work in some teams with poor conditions and difficult work under the slogan of "making the dirtiest place cleanest". The company and workshop make overall planning for the pilot team, arrange rectification step by step, establish and improve the clean standard book, and implement the responsibility to people. In order to improve the working environment, the company also made appropriate investments to improve the environment of the team and the work site; It also manages all kinds of equipment, materials, tools and other items in a fixed, colored and marked manner. Establish team TPM management kanban, and check and evaluate the working effect of TPM activities every month. After a series of hard and meticulous work, the environmental features of these teams and groups have changed obviously. All kinds of articles are placed in an orderly manner, the workplace is bright and tidy, the equipment and machines are clean and dust-free, and everyone in the team has finished their work, exhausted materials and cleaned up the site. Consciously observing various rules and regulations has become everyone's conscious behavior, and the quality of employees has also been honed and improved. Due to the success of the pilot mode, other teams and groups in the company really felt the benefits and practical effects brought by TPM work, and at the same time deeply felt that TPM activities were really different, which further stimulated the enthusiasm and enthusiasm of other teams and groups to carry out TPM activities.
On the basis of the success of the pilot, the promotion office summed up the experience in time, followed the trend and promoted it in all teams and departments. After a long period of sorting, rectification, cleaning, cleaning and repeated inspection and assessment, the majority of employees are enthusiastic about independent work. They give full play to their intelligence, actively make suggestions, and try their best to make the 5S activities of each unit standardized and distinctive. According to the different shapes of maintenance materials, some teams have designed and made the arrangement of hangers, which not only saves space, but also facilitates access and sorting. According to the trace management method of tools and instruments, some teams and groups make clear and standardized positioning design for the placement of tools and instruments, which makes the placement of tools and instruments intuitive, convenient for access and transparent for management. Visualization, color labeling, unified signs and signs have been widely used in the production site, so that operators can see at a glance. On the basis of zoning, classification, erection, positioning of No.4 and placing of No.5, combined with the principle of visual management, the equal spacing and dynamic indication of reserved materials are innovated. 5S and VCS in each office are also very distinctive, following the principle of "small is beautiful, simple is best", adopting minimal configuration, discarding redundant office supplies and sundries, streamlining office configuration, and making office space bright, spacious, clean and tidy; Office documents are classified and placed in folders and file boxes, and slash management is carried out, which makes the document classification clear, convenient and fast, and greatly improves office efficiency.
5. Establish an incentive mechanism to ensure the continuity of all productive maintenance activities.
In order to make TPM activities persistent, the company issued TPM management regulations and adhered to the inspection and assessment system of daily inspection of teams, weekly inspection of workshops and monthly inspection of the company. In the assessment, it is no longer a simple administrative punishment, but a reward. Fully affirm the good practices of each workshop and publicly expose the units that do not do well. At the same time, the "Regulations on the Management of Group Activities" has been formulated. TPM group activities are reviewed once a month by the company's promotion office, and the top six groups are rewarded respectively. Combining the evaluation results with the annual unit evaluation has greatly stimulated the collective sense of honor and accomplishment of each employee. Employees consciously standardized their words and deeds, and made continuous improvement on the job site independently, which ensured the effective persistence and continuous improvement of TPM activities.
6, a solid foundation, responsibility in place, do a good job of initial cleaning equipment.
The significance of implementing TPM management lies in strengthening the self-care of equipment and challenging the equipment zero failure through the independent work of employees. According to the overall planning requirements of TPM, we started the first stage of independent maintenance-initial cleaning activities from June 5th+February 5th, 2004. The specific approach is: first, start with the basic work of equipment management, and train employees to master the performance parameters and technical conditions of each equipment. Then, combined with the group activities, the equipment was thoroughly cleaned, and it was emphasized that cleaning was a random inspection of the equipment rather than an ordinary cleaning. Through the process of spot inspection of equipment, we can find the potential defects of equipment and reduce the artificial deterioration of equipment. When cleaning, it was found that the technical level of the staff was low, and only the surface of the equipment was cleaned. Therefore, TPM Promotion Office participated in every group activity and gave on-site guidance on the problems existing in the activity. In addition, TPM coordinators and TPM promoters from various departments were organized to observe and study in Anhui Dupont Huajia, Anqing Ti Begzyn Co., Ltd. and Tsingtao Brewery No.4 Factory.