1. A student asked about the boundary between self-preservation and planned preservation:
There is a problem that the line between routine maintenance by employees and planned maintenance by maintenance personnel is blurred. For example, if the compressed air pipe leaks, the operator on the outside can deal with it, but if the shell needs to be removed inside the equipment, the operator will say that it can't be done. Is there any way to distinguish this boundary?
Think, what is your understanding?
2. On-site equipment management, production squad leader and equipment squad leader skill training ability boundaries of an enterprise:
The expectations of enterprise managers are: the production team leader needs to have the ability of daily inspection of equipment, equipment cleaning, and maintenance of minor equipment faults (such as the replacement of air pipes); The equipment team leader has the ability to plan and inspect the equipment, the ability to repair major faults of the equipment, and the ability to manage the ledger of the whole life cycle of the equipment.
What the production manager does not accept is: the team leader has the ability to repair small equipment, what does the equipment maintenance worker do? What are minor faults and how are they defined? The production team leader has a heavy workload and should not do this part of the work.
Think about it, is it reasonable for the manager to do this?
3. The development process of TPM project of an enterprise:
Select a demonstration equipment, led by the production team and employees, assisted by equipment maintenance personnel, thoroughly clean the equipment, refuel, fasten, lubricate, identify difficult sources, hazards, and immediately improve based on the problem site, and include the backward action plan if it cannot be improved immediately, and follow up and implement it by the equipment or team.
Please think about whether it is reasonable for TPM to be carried out according to such a process division of labor and mainly carried out by the workshop to identify equipment problems and improve?
Based on the above three cases, please think about what is the business separation point between the equipment maintenance of the production team leader and the planned maintenance of the equipment team leader? How to divide labor scientifically and cooperate efficiently?
Case: A Japanese enterprise with a specialized division of labor between planned preservation and independent preservation
As can be seen from the table, in the equipment management work, the operation is the production workshop, and the team leader needs to carry out the standard operation of the equipment, equipment cleaning, refueling, fastening, and spot checking; The equipment department needs to carry out regular maintenance, planned spot checks, rapid repairs, planned maintenance work, and improvement work; In terms of improvement activities, the production workshop, equipment department, and technical department all need to cooperate to complete the corresponding business efficiently.
In the 7-step method of equipment self-maintenance, the work content is mainly as follows:
1. The key point of cleaning
a) The operator cleans by himself
b) The so-called cleaning is not only to wipe the equipment body, electrical control box, etc., but to remove the dirt attached to the equipment for many years.
c) Open the cover of the end that I haven't seen so far, even the corners of the device are not missing, and remove the bottom to remove the dirt.
d) Not only the dirt of the main body of the equipment must be removed, but also the dirt of the auxiliary equipment such as the handling equipment, the measuring device, the electrical control box, and the fuel tank must also be removed
e) Don't give up because the cleaning is just over and it's dirty soon, but take it down and find out how long it takes and where the contamination comes from
2. Focus on the improvement of the source and the difficult parts to be cleaned
– Improvement must be done with their own hands
–Pay attention to the safety issues associated with the improvement work, the improvement method, and the safety associated with the improvement content.
– The ideal source countermeasure is to completely eradicate the source (what the source is) However, in fact, there are many very difficult situations. But even so, we must pursue our ideals, raise our standards even if they are not good at all, and make improvements visible in a way that is visible. Therefore, it is effective to compare the defective time with the improved photo.
• LEVEL (I.) Sparks fly outside the safety fence
•LEVEL (Ⅱ ) 火花汇集在M/C之内
•LEVEL (III) 火花的量变得很少(飞散距离 OM)
• LEVEL (IV.) BARELY NOTICEABLE SPARKS
3. Daily maintenance guide
4. General inspection guide
5. Autonomous spot check
6. Continue to improve the guidance book and standardize
Based on the above situation, what is the business split point? My understanding is as follows:
1. The production team leader is responsible for the daily maintenance of the equipment, including the external cleaning of the equipment, the refueling of the equipment, fastening, lubrication, and the inspection of the equipment; The focus is on the identification and disposal of equipment abnormalities, specifically the reset of equipment, the confirmation of faults, the reporting and follow-up of equipment abnormalities.
2. The equipment team leader is responsible for the planned spot check of the equipment, the thorough cleaning of the planned maintenance, the cleaning of the internal structure, the replacement of spare parts, and the overhaul; Rapid response to equipment failure; The analysis of the fault ledger of the equipment, the development of the failure reduction and improvement activities of the equipment, and the skill training of the team and equipment maintenance personnel.
In summary, in a word, the parts of the equipment that need to be disassembled, whether it is cleaning, refueling, or fault disposal are the responsibility of the equipment department; Production is mainly based on cleaning and spot checking.