How can the implementation of TPM management enhance corporate competitiveness?

1. Improve institutions and formulate policies

TPM is a systematic project. It is not a single equipment management, but a change in people’s traditional mental models and old systems. A modern management model involving all aspects of human, financial, material, etc., so it will encounter great resistance during the implementation process. It requires a strong promotion agency to publicize and build momentum, formulate plans and organize implementation. To this end, a three-level promotion mechanism of the company, workshop and team has been established and improved, responsibilities have been clarified, and promotion policies and goals have been established. A TPM promotion leading group headed by the general manager has been established, with a TPM project promotion office under it. Each department has set up department promotion groups and TPM promotion part-time coordinators. 20 TPM activity groups have been established in major departments to lay the foundation for TPM promotion. established a good organizational foundation.

2. Extensively publicize and create an atmosphere

In order to carry out the TPM promotion work in a targeted manner, we first conducted a questionnaire survey among all employees. The survey results showed that: the mentality of employees participating in TPM is: Healthy and positive, but there are also some problems: that is, employees have little understanding of TPM management and insufficient understanding of the important personal work in TPM management; lack of confidence in the implementation of TPM; some employees even think that it is a Seed tube, jam, press. These survey results show that it is very difficult to implement TPM and there is still a lot of work to be done.

In view of the existing ideas and mentality of employees, we decided to start with publicity and education and use various methods to create a strong TPM atmosphere in an all-round way to build employees' determination and confidence in implementing TPM. We first held a TPM promotion mobilization meeting attended by all employees, conveyed the company's purpose and determination to implement TPM to all employees, and arranged how the next step of work will be carried out to all employees. At the same time, the Promotion Office also went deep into each workshop and team, organized 20 group symposiums, and conducted an extensive and in-depth publicity on the significance and purpose of promoting TPM; the department promoted the TPM content on the management board in conjunction with team building, and also We organized various departments to collect slogans from employees, and made these slogans into banners and hung them in the workplace; we also launched a TPM-themed blackboard competition, and issued a TPM promotion manual, multiple TPM special issues, and TPM special issues. version and distributed to each employee so that employees can have a timely and comprehensive understanding of the company's TPM management and the results of TPM management in each workshop; in order to further unify thinking, straighten out ideas, and raise awareness, we also plan and implement The event “Main Department Leaders Talk about TPM Implementation” was held. These all-round and three-dimensional publicity and momentum work provided a good mass foundation for the further development of TPM, and the enthusiasm of all employees to participate in TPM management was fully mobilized.

3. Strengthen training and master methods

To promote TPM management, it is not enough to have enthusiasm. You must have relevant knowledge and master the promotion methods. In order to master the theoretical core and promotion methods of TPM, we adopted methods such as going out and inviting in, and successively conducted TPM knowledge training for the majority of employees: seven promotion backbones were sent to participate in a four-day TPM knowledge lecture organized by the Enterprise Management Association and all After passing the graduation examination, 45 key personnel from various workshops and departments were selected to go to Pingdu Hisense Air Conditioning Factory, Anhui, Shanghai, Yangzhou and other advanced enterprises for targeted intensive training or study tours. After returning from study, the company specially organized foreign trainees to conduct special study reports. Employees who participated in the study and training were asked to share their learning experience or experience, as well as the next step of how to carry out TPM management in their own departments and positions. The implementation of the above work further unified employees' understanding of TPM management, and also enabled us to initially master some methods and means of carrying out TPM management, which greatly enhanced employees' confidence in implementing TPM management.

4 Create pilots to promote comprehensive development

The company takes 5S management and VCS management as the entry point to promote TPM. We formulated the "Company 5S Management Standard Book" and "On-site Visual Management and Positioning Management Regulations", with the slogan of "making the dirtiest place the cleanest", and carried out pilot work in some teams with poor conditions and difficult work . The company and workshop made an overall plan for the pilot team, sorted and rectified it step by step, established and improved the cleaning benchmark book, and assigned responsibilities to each person.

In order to improve the working environment, the company has also made appropriate investments to improve the environment of the team and the work site; it has also carried out customized, color-coded and labeled management of various equipment, materials, tools and other items; and established teams and teams. The TPM management dashboard is used to check and evaluate the effectiveness of TPM activities every month. After a series of hard and meticulous work, the environment of these teams has changed significantly. Various items are placed in an orderly manner, the workplace is bright and tidy, and the equipment and machines are clean and dust-free. Every member of the team has completed the work and used all the materials. , the venue is clear. Consciously complying with various rules and regulations has become a conscious behavior for everyone, and the quality of employees has also been honed and improved to a certain extent. Due to the success of the pilot model, other teams in the company have truly felt the benefits and practical effects of TPM work. At the same time, they also deeply feel that there is a difference between implementation and non-implementation, which further stimulates the enthusiasm and enthusiasm of other teams to carry out TPM activities.

Based on the success of the pilot, the Promotion Office promptly summarized the experience and took advantage of the opportunity to carry out comprehensive promotion in various teams and departments. After a long period of organizing, rectifying, sweeping, cleaning and repeated inspections and assessments, the majority of employees are enthusiastic about working independently. They give full play to their intelligence and talents, actively come up with ideas and find ways to make the 5S activities of each unit standardized and unique. Some teams have designed and produced hanger placement methods based on the different shapes of maintenance materials, which not only saves space, but also facilitates access and organization; some teams have clearly and standardized placement of tools and tools based on their trace management methods. The positioning design makes the placement of tools intuitive, easy to access, and transparent in management. Visualization, color marking, and unified signage have been widely used at the production site, allowing operators to understand what they are doing at a glance; the material reserves in the company's material warehouse are divided into partitions, classifications, branding, and No. 4 positioning On the basis of five-by-five placement, combined with the principle of visual management, we innovated the placement of reserve materials with equal spacing and dynamic indication. The 5S and VCS in each office are also very distinctive. They follow the principle of "small is beautiful, simple is best", adopt the minimum configuration, discard redundant office supplies and sundries, and streamline the office configuration to make the office bright and spacious. Clean and tidy; classify and place office documents in folders and file boxes, and manage them with slashes, so that the classification of documents and materials is clear and easy to access, which greatly improves office efficiency.

5. Establish an incentive mechanism to ensure the persistence of TPM activities

In order to ensure the persistence of TPM activities, the company issued the "TPM Management Regulations" and insisted on implementing daily inspections of the team, weekly inspections of the workshop, The company's monthly inspection and assessment system abandons the simple administrative penalties in the past and instead focuses on incentives. Fully affirm the good practices of each workshop, and publicly expose the units that do not do well. At the same time, the "Group Activities Management Regulations" were also formulated, and the company's promotion office will conduct a monthly review of the TPM group activities, and rewards will be given to the top six teams. Combining the evaluation results with the annual unit evaluation greatly stimulates each employee's collective sense of honor and achievement. Employees consciously standardize their words and deeds, and independently and continuously improve the work site, ensuring that TPM activities are effectively adhered to and continuously improved and perfected.

6. Lay a solid foundation, put responsibilities in place, and do a good job in initial cleaning of the equipment

The significance of implementing TPM management is to strengthen the self-care of the equipment through the independent work of employees, and challenge the zero-fault equipment . According to the overall planning requirements of TPM, starting from December 2004, we carried out the first phase of independent maintenance - initial cleaning activities. The specific method is: first starting from the basic work of equipment management, training employees, so that employees can Understand the performance parameters and technical status of each piece of equipment. Then combined with group activities, a comprehensive cleaning work was carried out on the equipment. During the cleaning, it was emphasized that cleaning is an inspection of the equipment and is by no means an ordinary general cleaning. Through the inspection process of equipment, the purpose of identifying potential defects of equipment and reducing artificial deterioration of equipment is achieved. During the cleaning, it was found that the skills of the employees were low and they were only cleaning the surface of the equipment. To this end, the TPM Promotion Office participated in each group activity and provided on-site guidance on the problems existing in the activities. In addition, it also organized TPM coordinators from major departments and TPM The promotion personnel went to Anhui DuPont Chemical Co., Ltd., Anqing Thiborgz Co., Ltd., and Tsingtao Brewery Factory No. 4 for on-site observation and study.

The above information is for reference only!