TPM 就是全员生产维护。目标是提高设备综合效率，过程是预防维修，基
础是全员参与。TPM 强调五大要素，即：TPM 目标是追求设备综合效率最大化；
TPM 在设备使用年限内建立彻底的预防维修体制；TPM 由各个部门共同推行；
TPM 涉及全公司的每一位职员；TPM 通过自主的小组活动来推进。建立适合本
企业特有的设备现代管理体系，是本文研究课题的主要意义和根本出发点
本文重点对 TPM 的概念、发展历程进行了相关研究，同时对 TPM 的应用
进行了重点调查和研究。本文结合本人所在的高盛钢丝绳的实际生产状况和特
点，就高盛钢丝绳如何应用推行 TPM 的模式作了详细论述，对运用中取得的
成果和遇到的困难进行了详尽分析，并对其解决办法进行探讨。在 TPM 管理上
应用统计技术的方法和观念，应用帕累托图改善 TPM，应用 PDCA 循环提升
TPM，在全员努力之下提高设备综合效率
关键词：TPM,综合效率,预防维修,PDCAII
ABSTRACT
To build the world&39;s most competitive elevator wire rope manufacturers is the
development of Goldman Sachs strategic objectives. With the elevator wire rope of
the development, production equipment, technological innovation, although
Goldman Sachs equipment advantage is, but only by TPM (total productive
maintenance, improve equipment efficiency, improve staff&39;s comprehensive quality,
constantly improve the quality of the products is Goldman Sachs has become the
only way out of the global high-end brands.
TPM is the abbreviation of total productive maintenance, Chinese translation
called total productive maintenance. Is to improve the comprehensive efficiency of
equipment as the goal, to the whole system of preventive maintenance for the
process, all personnel involved in the maintenance of equipment and maintenance
management system. TPM on the five elements, namely: TPM is committed to the
goal of maximizing the overall efficiency of the equipment; TPM in the equipment
life a thorough preventive maintenance system; TPM by various departments jointly
implemented; TPM involving every employee, from top management to field
workers; TPM through motivation management, namely autonomous group activities
to advance. To establish a modern management system suitable for the enterprise
specific equipment, is the main significance of this research topic and the
fundamental starting point.
This paper focuses on the concept of TPM, the development process of the
relevant research, and the application of TPM focused on the investigation and
research. According to own Goldman Sachs wire rope of the actual production
situation and characteristics, in Goldman Sachs wire rope used to implement TPM
Mode are discussed in detail, to use this achievements and difficulties encountered
were detailed analysis, and the solving methods are discussed. TPM management in
the application of statistical techniques and concepts, the application of Pareto chart
to improve the TPM, the application of PDCA cycle to enhance TPM, in full efforts
to improve the comprehensive efficiency of equipment.
Key words:TPM，Comprehensive efficiency , Preventive maintenance , PDCAIII
目 录
第 1 章 绪 论....1
1.1 研究背景..........1
1.2 TPM 的发展历史..........1
1.3 TPM 的国内外的研究情况......2
1.4 高盛企业概况.4
1.4.1 高盛企业基本情况......4
1.4.2 高盛设备管理存在的主要问题..........6
1.5 研究内容及研究方法.7
第 2 章 TPM 的理论综述...........9
2.1 TPM 概述..........9
2.1.1 TPM 的定义及组成部分...........9
2.1.2 TPM 的五大要素和特点...........9
2.2 TPM 的总体方案........10
2.2.1 TPM 的开展步骤.........10
2.2.2 TPM 推动技巧.12
2.3 TPM 的自主活动........12
2.3.1 TPM 活动小组.12
2.3.2 TPM 的八大支柱.........14
2.3.3 TPM 的管理基石.........16
2.4 TPM 的“三位一体”点检制17
2.5 可视化管理...18
第 3 章 高盛企业 TPM 管理体系研究21
3.1 TPM 的实施方案........21
3.1.1 高盛公司 TPM 管理体系组织架构...22
3.1.2 高盛公司 TPM 推动组成员主要职责...........22
3.1.3 TPM 管理模式和方针.24
3.2 TPM 的基础管理........24
3.2.1 5S 现场管理...24
3.2.2 小组活动........29
3.2.3 推动发光点活动........33
3.3 可视化看板管理........34
3.4 TPM 的预测性管控....38
3.5 衡量设备效率的 OEE 指标...40
3.6 TPM 的多层级评价机系........41
3.6.1 车间的考核评价........42
3.6.2 活动小组评价43
第 4 章 高盛企业 TPM 管理的改善与提升....45
4.1 培训改善分析方法或工具...45
4.2 个案改善.......46
4.3 课题攻关.......47
第 5 章 结论和展望....49IV
5.1 结论...49。。。以上简介无排版格式，详细内容请下载查看
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