How to carry out TPM activities in enterprises

I will paste the following contents for you, and then discuss them if there are any specific questions.

The ultimate goal pursued by an enterprise is efficiency. Enterprise managers are looking for various management methods to make the management of the enterprise more reasonable and improve the management level of the enterprise. In fact, as long as any management tool can persist, it will get good returns. Personally, I think TPM is a very good management tool, which starts from the foundation, improves gradually and improves employees' autonomy through subtle influence.

TPM stands for Total Productive Maintemnce. The original narrow definition is: a production maintenance and maintenance system in which all personnel, including enterprise leaders, production site workers and logistics managers, participate. The purpose of TPM is to achieve the highest efficiency of equipment, which is based on group activities and involves the whole system management of equipment. In 1989, 1. PM was redefined as TPM in a broad sense. It refers to the goal of building an enterprise that constantly pursues the highest level of production efficiency, and building a good mechanism to prevent all losses through the improvement activities of innovative teams with the full participation of company leaders and front-line employees, so as to minimize losses and maximize benefits. Generally speaking, the object that an enterprise faces is customers. How to make customers choose their own enterprises and convince them of their own enterprises on the same basis is difficult to achieve by the description of some salespeople or managers, but if enterprises can clearly show customers

1. A group of energetic employees;

2, a clean environment, orderly management, efficient and sound operation of equipment;

3. The charts of various management project indicators that customers pay attention to are continuously optimized over time, so there is a real enterprise with excellent management in the eyes of customers, and then they will buy the products of the enterprise with confidence.

the continuous implementation of TPM activities can achieve the above three points. TPM is to take equipment as the breakthrough point, grasp the two foundations of enterprise existence: "people" and "things", make the enterprise gradually rationalize bit by bit, and let all employees develop a habit of self-management and immediate improvement when problems are found. Once the foundation is laid down, it is very easy for the enterprise to move to a higher level. The core management idea of TPM activity is prevention philosophy, and the ultimate goal is "zero" goal, which is also an extreme goal. The most fundamental requirement is full participation. The effect of the activity can be evaluated by product quality, production cost, manufacturing cycle and environmental safety, the most fundamental management items of the enterprise, and the mental outlook of the employees, the greatest wealth of the enterprise. After the activity, TPM implementation organizations should always compare the above-mentioned elements to ensure the best direction and effect of the activity. The manager's role is to guide, promote and guide, so what the enterprise's equipment managers, production site managers or cost control personnel should do as the main implementers of what M is:

1. Set up a TPM promotion team, whose members should include the main leaders and promotion officers of an organization. For example, if a factory wants to implement TPM, it must include the factory director and the competent leaders of various departments. Or if a department in a factory wants to implement TPM, it must include the competent leader of the department and the competent leader of the subordinate organization of the department. In short, no matter how big the organization is, it can implement TPM independently, as long as the organization has its own indicators. The factory level aims at the continuous improvement of factory-level indicators, and the department level aims at the continuous improvement of departmental indicators. Even a team level can carry out activities with the continuous improvement of class affairs as the goal.

2. After the group is established, it is necessary to start collecting materials, and set a benchmark for improvement according to its own management status. For example, to conduct a comprehensive 5S cleaning activity, then the Yang M promotion group must first collect some well-made pictures and methods, and train all the employees in the organization. Employees can use the pictures as the standard, use the successful methods, and improve their work site under the leadership of the team leader. In the process, they will gradually discover the wisdom of employees, and eventually you will feel it. This benchmark is constantly changing. After our management has improved, the TPM implementation team will find a higher goal as a benchmark and carry out activities continuously and circularly.

3. After the benchmark is found, we should make an activity development plan, which should include the launching ceremony, activity mode, activity nodes, final summary and evaluation, merit-based awards and exhibition and promotion work. The span of a plan should not be too long, and it should be three months or half a year.

4. The first step for any enterprise to carry out TPM activities is to check the implementation of 5S activities. If its 5S activities have been running continuously and the comparison has been done in place, then the activity time of this step can be shortened to benefit one month, mainly to consolidate the achievements of 5S, achieve the benchmark we have formulated earlier and give employees a clean workplace. If the implementation of 5S activities is not very good, then we should thoroughly improve the workplace of employees according to the benchmark and the selected successful methods, and finally achieve our expected goals. This process will benefit for three months. What I'm talking about here is only the initial cleaning activity of TPM, which is not the same as 5S activity. The initial cleaning here emphasizes the rapid change of on-site management, and thoroughly rectifies all the problems that can be seen, so that employees and senior leaders can see these changes, thus enhancing their confidence in improving activities and increasing their enthusiasm for participation. 5S may take several years, and it is an ongoing process until employees develop a habit of consciously maintaining on-site standards.

5. After the initial cleaning of the site, the garbage, dust, oil stains, etc. on the site have been thoroughly cleaned, and some unnecessary articles or equipment used in no hurry have been sealed or dismantled, so that the site can reach the simplest state, which can basically eliminate about 8% of the problems in site management, and the remaining 2% problems are difficult to be solved in a short time. These problems are often the root causes of most other problems, which are generally called the source of occurrence. For example, aiming at the problem of oil pollution on the ground, we cleaned the oil pollution every day to ensure the cleanliness of the site through initial cleaning, but the sources of oil pollution have not been dealt with, which may be oil leakage from equipment, oil splashing and pipeline. These are the sources of oil pollution on the site, and only after these problems are completely solved can we really solve the problem of oil pollution on the site. At this time, we will introduce the routine inspection system. In the routine inspection system, we will refine all the equipment and some difficult items, formulate a standard routine inspection table in detail, describe the routine inspection items and the cycle of routine inspection clearly, and analyze the consequences of how to do these items and what not to do, and finally make them into standards. When employees have not developed the habit of routine inspection, managers should be diligent in inspection and supervision to ensure the implementation rate of routine inspection, rather than becoming a mere formality. In the process of routine inspection, we may plan many routine inspection items, and the requirements for routine inspection are strict, and the frequency of routine inspection may be dense. Therefore, after a period of implementation, we will re-examine the frequency of routine inspection and optimize the routine inspection items. For unnecessary items, the routine inspection can be cancelled, and for items with high routine inspection frequency, the inspection frequency can be appropriately reduced. Gradually achieve visual management, so that employees will know what to do next when they see the check list, without the need for the monitor or competent leader to issue work instructions, making the check easy and clear at a glance, thus simplifying the whole check activity and becoming more efficient. In the process of gradual implementation, the routine inspection activities form a standardized management process. Managers only need to randomly collect some well-executed pictures, summarize some well-executed methods to implement them, and give appropriate rewards, and finally achieve independent management throughout the organization, forming a standardized management model, thus completely changing people's style. Employees are full of self-confidence and sense of accomplishment, and continue to consciously engage in activities and constantly improve their work. An important misunderstanding for managers here is to replace improvement with inspection. In the process of inspection, they just look for problems instead of finding some good results and good methods. Therefore, we must use some effective methods that employees are willing to participate in, such as diagnostic activities and highlight evaluation. For diagnostic activities, managers only need to tell employees that they can reach another level when they reach a certain level, so that employees have a strong desire to improve themselves. The value of highlight evaluation lies in that it can make employees' work recognized, make employees change the management site with passion and create more highlights. Therefore, to carry out self-management activities well, we can't simply rely on inspection to solve problems. Inspection is only one aspect.

6. After the spot check system has been effectively operated, it is necessary to gradually carry out excessive self-management. There are seven methods to realize self-management, such as red card combat, fixed-point photography, visual management, error correction mechanism, visit activities, scenic spot production and diagnostic activities. By adhering to the application of these seven techniques for a long time, the self-management consciousness of enterprise employees can be effectively cultivated.

6.1 red card combat is also called problem ticket activity. The process of the problem ticket activity is very simple, that is, some professionals and managers find the problems on the spot, ask employees to improve the problems revealed by the problem ticket, and finally take the ticket off after confirming the improvement effect. At the beginning of this process, professionals or managers can teach employees some effective methods and let them implement them. Until employees master certain methods, they can let them implement them independently. The main steps of this activity are as follows:

First, prepare and mobilize before the activity and set goals. Employees should be made to realize that the problem tickets are not disgraceful, but the more they are posted, the better; Second, the inspection team composed of representatives from various departments went to the scene to find problems; Third, the employees of the subordinate departments are responsible for recording and counting the problems and making a list of problems; Fourth, the decision of the countermeasure person generally requires the user of the place or equipment to be the countermeasure person himself, that is, to complete it independently; Fifth, implement it independently as required. If it is really difficult to implement it, report it to the department head for organization and implementation; Sixth, for the completed project, collect and save the problem ticket and record it on the problem list.

6.2 Fixed-point photography mainly brings invisible pressure to various departments by comparing the situation on the spot before and after and the horizontal comparison of different departments, prompting them to take corrective measures. Before the improvement, the on-site photos urge all departments to take solutions for the image and interests of their own departments, while the improved on-site photos can give employees of all departments a sense of accomplishment and satisfaction, thus forming the motivation for further improvement. Fixed-point photography is to find the right problem, find the right focus, record the problem in the form of photos, then solve the problem specifically, and finally show the improved photos. Because the effect of improvement is shown by improving the contrast between the before and after photos, fixed-point photography requires that the same thing in the same position be viewed from the same angle and viewpoint.

6.3 visual management is a management method that uses visual information and perceptual information with intuitive images and appropriate colors to organize on-site production activities in order to improve labor productivity. Visual management is visible management, that is, it can let employees see with their eyes whether the work progress is normal or not, and make judgments and decisions quickly. The visual management logo of the ideal management state should include the following aspects: first, it should describe the management state, management content and significance; Second, to have a dynamic description, we must play the role of kanban and give instructions to employees. For example, for on-site material management, the maximum amount of on-site storage is 1 pieces, less than 2 pieces, which are fed by the logistics department. Our tooling is 1x1 rectangular tooling, so we can draw a brief view of 1xlO tooling in the management billboard, mark 2 pieces as safety stock, mark the dividing line as red, and write work instructions for less than 2 pieces, such as contacting someone for delivery. In this way, employees can clearly know what to do in what state in the management kanban, and there is no need for managers to give instructions.

6.4 the foolproof and error correction mechanism can avoid problems before they occur, or send clear warnings to people in time when problems occur. In repetitive work, people will always make mistakes, which is inevitable. This kind of error is usually called unconscious error. Unconscious mistakes are not what employees want, so they can't be blamed on employees. When faced with unconscious mistakes, different managers adopt different methods: ordinary managers punish employees, and employees can't have autonomy; while excellent managers are willing to study with employees how to avoid mistakes. For example, in product quality management, an employee needs to install four kinds of parts, and each part is placed in an orderly manner according to visual management. In the process of installation, employees install one part less because of unconscious errors, so in the process of next product installation, they will find that the number of one part is different from the other three parts, thus giving employees a reminder. After discovering it, employees will look for the missing products to supplement the installation and correct their mistakes.

6.5 the attractions and highlights of an enterprise refer to the improvement cases that can surprise the boss, impress the customers, give the employees a sense of accomplishment, and arouse others to imitate, learn, challenge and surpass their desires. The scenic spots and highlights of enterprises are the best places to show the wisdom of employees and show their management level. If an enterprise really wants to become a moving factory, it must have many scenic spots and bright spots. Attractions and highlights must be visual things. The scenic spots of enterprises should be described in detail, that is, the scenic spots should be explained. The description of scenic spots should include the name and photos of the person who improved it, the situation before improvement, the situation after improvement, the improvement methods and the benefits obtained after improvement, etc. Publicizing the brand of scenic spots description can fully show the wisdom of employees, the improvement culture of enterprises and impress customers. The production of scenic spots and highlights is summarized by the TPM implementation team, and all departments of the organization are covered by letters. What can be displayed on the spot can be displayed on the spot, and the promotion of management indicators can be displayed in columns. It is necessary to make full use of the photo materials collected in fixed-point photography to fully show the work done by employees, give employees a sense of accomplishment and inspire others to learn and surpass.

6.6 The in-plant tour is to organize the top leaders, competent leaders of various departments and relevant employees to show and evaluate the scenic spots and highlights made above on a regular basis, and it is easy to operate to carry out the in-plant tour. As a TPM implementation organization, we should send a notice of visit in advance when we start the factory visit, and inform the corresponding departments of the list of senior executives and department heads who will participate in the visit, so that all departments can make preparations. During the visit, the improvement person of the department will explain the scenic spots and praise the excellent improvement cases on the spot. Through the factory visit, not only can the company's top management recognize the improvement results, but also make employees build confidence and feel the sense of accomplishment of improvement, which is more conducive to mutual learning among departments, encourage the advanced, and spur the backward 1

6.7. Finally, the diagnosis activity is the process of summary. In all the above-mentioned processes, it should be applied to diagnostic activities, which make an evaluation for the completion of each stage of work. It usually includes planned diagnosis, activity diagnosis, result diagnosis and commendation display and implementation activities. Among them, plan