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The profit of the implementation of TPM
• P (efficiency) value-added production to 1.5 ~ 2 times
OEE to 1.5 ~ 2 times
Unexpected number of failures decreased to 1 / 10 ~ 1 / 250
• Q (Quality) projects to reduce non-performing rate of 1 / 10
Market, the number of complaints decreased to 1 / 4
• C (cost) to create the original price by 30%
• D (delivery) the completion of intermediate goods and 50% reduction in library
• S (safety) of business disasters, 0, pollution 0
• M (morale) to improve the number of cases to raise 5 to 10 times
• through a series of self-improvement and self-maintenance activities to achieve 'my device', 'My area' to maintain the best condition.
• from the design, manufacture, installation, commissioning, production, until the end of life's 'life' to carry out management, the goal is the elimination of equipment failures, improve equipment reliability, reduce equipment life cycle costs.
• the elimination of the production of the 16 largest losses, improve OEE (OEE).
* OEE: Overall Equipment Efficiency OEE that OEE = time operating rate operating ratio ×performance integrated yield
Time operating rate = ((load time - stop time) / load time) × 100
The performance of the operation rate = ((Cycle time × processing theory number) / operating time) × 100
Integrated yield = ((the number of processing - the number of non-performing) / the number of processing) × 100
• create a comprehensive and sustained improvement in corporate culture
TPM abroad to promote the results of some enterprises
Hokkaido oil: labor and production increased 58%, failure 81% reduction in the number of
Ricoh (Numatsu): labor and production increased 130%, 77% of shortening the production cycle, shortening the development cycle by 35%, the market
Reduce the number of complaints 88%
Dai Nippon Printing • Akabane Factory: labor and production increased 80%
Body Factory: labor and production increased 90%
New light on the cause of the Hokuriku •: labor and production increased 120%
Onoda: low cost by 30%, the number of failures reduced by 98%
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VOLVO: labor and production increased 30 percent, equipment maintenance costs reduced by 50%
French iron and steel: equipment efficiency increased by 50%
United States • Yamaha: 28% more efficient equipment, works to reduce non-performing rate of 80%
Hyundai Motor: 25% equipment efficiency, reduced manufacturing hours per vehicle 28%, projects 44% reduction in the rate of adverse
Kia Special Steel Co., South Korea: 50% equipment efficiency.
TPM implementation of Shenzhen factory Ricoh 2 years, company-wide improvement in the number of cases to 37,354, 99 per capita to the next period of three cases / month and above are 40 times before. Company-wide to improve the atmosphere of a strong and dynamic. Accumulated to improve the amount of (97 ~ 99 years) 18 million RMB.
To improve the effectiveness of the representative examples are as follows:
In March 2001 from the beginning of the implementation of WCM (World Class Manufacturing), has been quick 5 years. 5 years, the factory launched a quality of maintenance, autonomous maintenance, focused improvement, equipment maintenance, such as the pillars 10 and 113 groups, has 95% of the staff involved in the activities of WCM. At present, an important indicator of the plant compared to 2002 are very significant improvement, such as customer complaints from 88 the year 2002 to reduce by 2005 the first 10 months of only 45; delivery time (On Time) and cross - goods in sufficient quantity (In Full), respectively 100% and 99.9%; factory production increased from 739 per person in 2002 up to 1282 standard package standard package; In addition, the rate of plant waste (Total waste) continue to decline in the global Group of plant waste from the lowest ranking first in 2005 to 20 this year, the progress of the fourth printing of the OEE (OEE, or Overall Equipment Effectiveness) and achieved a global first. Attention due to the results of the implementation of advanced management system and practice, constant progress, step by step towards a higher award, to provide customers with newer, faster and better service is the ultimate goal of enterprise.
- Foshan TetraPak plant (known as the TPM implementation WCM)
According to internal statistics of the China Motor Bus, since the promotion of TPM activities, the actual savings two factory has a total of more than 470 million yuan. China Motor, said the Hsinchu plant since 1998 to promote TPM activities to date, more than half a year of zero-failure as high as 90% of equipment, production capacity increased by more than 50%, also significantly reduced the working hours more than 40% lower production costs by up to more specific 50%, but also set security for 8 years 'zero disaster,' the record.
- 05 in Taiwan China Motor Equipment Association of Japan (JIPM) issued by the Special tours TPM
Since 1994, Shanghai started to promote 'TPM' --- a strange and all staff-related activities, so that the maintenance of production equipment in this sub-file from the previous by a small number of things to do, become a conscious action of each person. Now, the production line staff deal with the manipulation of the machine, as well as their children, as long as a little strange happened with a look corner, you can find it again.
Families in Shanghai, the production of more than 38,000 enterprises have advanced equipment, including more than one million Yuan of equipment accounted for 40.9%. Who is going to operation, maintenance, management of these devices, for enterprises to create a stream of benefits? A traditional concept, equipment, of course, is responsible for maintenance. The SAIC said: to improve the operating efficiency of equipment, the key lies in the production of front-line employees. Thus, since 1994, SAIC will be implemented mainly in the manufacture of the TPM for enterprises that can lower the efficiency of the management model, including the TPM system, the establishment and effective operation, on-site management and visual 5S management of . 'After the implementation of TPM management, equipment starting rate of 99.6 percent.'
- Shanghai GM vehicle assembly plant maintenance workshop, a person in charge paragraph
Through TPM management, and staff are doing everything possible to tap a variety of potential to improve equipment utilization, to overcome the bottleneck problem, the completion of production. 3 monthly production companies in 2006 than in December 2005 more than doubled. 'TPM without borders.'
- Mirror Jiansheng, a person in charge
So that production from the initial design capacity of 50,000 tons / year to 120,000 tons actual / year, 50 percent lowers operating costs.
- Unilever China in 2001 after the implementation of TPM
