Our company has done TPM management, but the effect is not very good. Can we prepare for lean production now?

What you can do is to read more relevant materials and study.

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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 to people's traditional thinking mode and old system. It is a modern management mode involving people, money and things. Therefore, it will encounter great resistance in the implementation process, and it needs a strong implementation agency to publicize, make plans and organize implementation. To this end, the company, workshop, team and three-level promotion agencies have been established and improved, with clear responsibilities and formulated promotion policies and objectives. The TPM promotion leading group, TPM project promotion office, departmental promotion groups and TPM promotion part-time coordinators with the general manager as the team leader were established, and 20 TPM activity groups were established in major departments, which laid a good organizational foundation for TPM promotion.

2. Widely publicize and create an atmosphere.

In order to promote total productive maintenance, we first conducted a questionnaire survey on all employees. The survey results show that the attitude of employees to participate in TPM is healthy and positive, but there are also some problems: employees know little about TPM management and lack sufficient understanding of the important work of individuals in TPM management; Lack of confidence in the implementation of total productive maintenance; Even some employees think that this 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 seminars and groups, organized 20 group symposiums, and gave a wide and in-depth introduction on the significance and purpose of promoting total productive maintenance. 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 could know the TPM management situation of the company and the achievements of TPM management in various workshops in a timely and comprehensive 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 provided a good mass base for the further development of TPM, and the enthusiasm of all staff to participate in TPM management was fully mobilized. 3 Strengthen training and master methods.

It is not enough to promote TPM management only by 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 extension backbones were sent to participate in a four-day seminar on total productive maintenance knowledge organized by the Enterprise Management Association, and all of them passed the graduation examination. 45 key personnel from various workshops and departments have been sent to Pingdu Hisense Air Conditioning Factory, advanced enterprises in Anhui, Shanghai and Yangzhou for targeted intensive training or study tours. After coming back from study, the company specially organized foreign trainees to make special study reports, 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 positions in the next step. The above work 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, in order to create a pilot, driven by comprehensive.

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 the responsibility lies with people. In order to improve the working environment, the company also made appropriate investments to improve the environment of the team and workplace; It also manages all kinds of equipment, materials, tools and other items in a fixed, colored and marked way. 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 have changed obviously. All kinds of articles were put in order, the workplace was bright and tidy, the equipment and machinery were clean and dust-free, and everyone in the team finished the work, exhausted the materials and cleaned 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 and took advantage of the situation to promote 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 working independently. They give full play to their intelligence, actively offer suggestions, and try their best to standardize and characterize the 5S activities of each unit. According to the different shapes of maintenance materials, some teams have designed and made hanger placement methods, which not only saves space, but also facilitates access and sorting. According to the management method of tool marks, some teams and groups have made clear and standardized positioning design for the placement of tools and instruments, making the placement of tools and instruments intuitive, convenient to access and transparent in management. Visualization, color labels and unified signs and signs have been widely used in the production site, which makes operators know what they are doing at a glance. On the basis of zoning, classification, No.4 erection, positioning and No.5 placement, 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, simplicity is best", adopting the minimum configuration, discarding redundant office supplies and sundries, streamlining office configuration, and making office space bright, spacious and tidy; Office documents are classified and placed in folders and file boxes, and slash management is carried out, which makes the classification of documents clear, convenient and fast, and greatly improves office efficiency.

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

In order to make TPM activities persistent, the company issued the TPM Management Regulations, and adhered to the inspection and assessment system of team daily inspection, workshop weekly inspection and company monthly inspection. In the assessment, instead of the previous simple administrative punishment, rewards are given priority. Fully affirm the good practices of each workshop and publicly expose the units that are not doing 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 standardize their words and deeds, and independently make continuous improvement in the workplace to ensure effective adherence to TPM activities and continuous improvement and perfection.

6, solid foundation, responsibility in place, do a good job in the initial cleaning of equipment.

The significance of implementing TPM management lies in strengthening the self-maintenance of equipment and challenging the equipment zero failure through the independent work of employees. According to the overall planning requirements of total productive maintenance, we started the first stage of independent maintenance-initial cleaning activities from June 5 to February 5, 2004. The specific methods are as follows: 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, the potential defects of equipment can be found and the artificial deterioration of equipment can be reduced. During the cleaning process, it was found that the skill 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 major departments were organized to go to Anhui Dupont Huajia, Anqing Tibbage Co., Ltd. and Tsingtao Brewery No.4 for on-site observation and study.