Equipment Maintenance Management Best Practices

Transcription

1 Equipment Maintenance Management Best Practices Shanghai, China 25th - 26th June 2015 Your Consultant: Liang Dai With five world famous fortune 500 multinational enterprises work experience, master of engineering project management, part-time trainer, WCM activity coaches and internal trainers. Worked as maintenance manager, project manager, factory director in foreign capital enterprise, now is the general manager of an industry well-known enterprise. In May 2004, he started as a part-time trainer, cooperated with many management consulting companies, including internal training and public class training nationwide in management. Has more than ten years rich maintenance management, project management, production management, sales management experience, as a project manager to build two new factory with total investment of more than 100 million US dollars, as a factory director to create a group production line continuous production within 249 hours of uninterrupted records, and as a maintenance manager to create two times without any mechanical and electrical faults in monthly record. Dai advocates "get ideas before starting work, own wisdom and energy" training philosophy, pursue "taking students as the center, practical exercise, practical operating, true effect" practical learning goals. To let students study in a pleasant status, can focus on learning, not only learn professional knowledge, but also can share how to get wisdom life energy method, in order to achieve the supreme state of comprehending by analogy instance, perceiving how and why, happy work, happy life. Work Experience: Aug.1991 Oct.1994 Electrical Engineer, Jiangnan Shipyard Nov Oct.1997 Senior Equipment Engineer, Jiangnan Shipyard Nov.1997 Apr.2001 Equipment Supervisor, USA Gillette Shanghai Co., Ltd. Apr.2001-June 2003 Maintenance Supervisor, Holland PHILIPS Lighting Co., Ltd. July 2003-Apr Engineering project manager, USA PepsiCo Food china Co., Ltd. Apr Nov 2006 Project manager, French Saint-Gobain Gypsum Shanghai Co. Ltd. Dec.2006-Sep Plant manager, French Saint-Gobain Gypsum Shanghai Co., Ltd. Sep July 2009 Engineering manager, French Saint-Gobain Gypsum Shanghai Co., Ltd July 2009-April 2011 Operation director, Australia oceans group Shanghai Changfeng Ocean World Co., Ltd. Apr June 2012 Plant manager, USA Armstrong building products (Suzhou) Co., Ltd Now General Manager, Shanghai Yinqiao Decorating Material Co., Ltd Who Should Attend? 1. Production/manufacturing manager, equipment department manager, equipment maintenance and repair engineers, maintenance personnel and production supervisor of manufacturing enterprise; 2. Process/IE engineer, technical supervisor, TPM members, lean improvement activities members. Seminar Features: Learner-centred, pay attention to the participation of delegates; Use his 20 years of personal feeling and experience to interpret realistic, pay attention to clear thinking, clear concept, and pay attention to combining with practice, to give the participants more "dry stuff". Regard practical exercise, practical operating, true effect as the fundamental purpose, to learn well and use after coming back. Describes how to combine work and life, make life and work bring out the best in each other - to be happy, to do things well. In-House Training Solutions If you have a number of delegates with similar training needs, then you may wish to consider having an In-House Training solution delivered locally on-site. Course can be tailored to specific requirements. Please contact Whitney Shen on or whitney.shen@martinlinking.net to discuss further possibilities. Martin Linking professional seminar

2 Seminar Equipment Maintenance Management Best Practices Seminar Outline (2 Days): Section 1 First communicate two days EMM learning direction and thoughts, only if we have clear direction, clear thinking, then the rest of the learning effect is guaranteed. (about 0.5 hour) 1. Meaning of Equipment Maintenance Management 2. How to view the big pattern of EMM 3. How to use the wisdom of thinking to control EMM Section 2 Equipment Maintenance Management basics (about 4 hours) 1. Safety management of equipment maintenance On-site safety sign training On-site maintenance risk assessment Safety audit training Equipment Lockout-tagout (LOTO) training 2. Equipment 5S management What is 5S The meaning of 5S to equipment maintenance management How to do 5S 3. Equipment visual management What is equipment visual management Why do equipment visualization How to do equipment visualization, visualization method and practice 4. Introduce TPM What is TPM Why to implement TPM 5. Introduce overall equipment efficiency OEE Know three factors of OEE: Availability, Capability, Quality OEE calculation element and case analysis OEE calculation and analysis OEE substance and its financial results How to use OEE to identify equipment LOSS skills Relation and difference of OEE and TEEP (Total Equipment Effective Productivity) Case study and discussion Section 3 Equipment maintenance management practices (about 6 hours) 6. Equipment Preventive Maintenance management (PM) (3 hours) Maintenance key KPI system introduction What is PM and the goal of PM Basic theory of equipment state and failure introduction Equipment Failure curve - Bathtub curve introduction Corrective maintenance (CM), time-based maintenance (TBM), condition-based maintenance (CBM) introduction Define and equipment priority classification Establish equipment account Equipment maintenance process establishment Lubricating oil management Maintenance goal setting principles Parts list and maintenance methods Establishment of the maintenance list of AM Equipment failure distribution Equipment failure list Practice of Failure Mode and Effects Analysis (FMEA) The use of Qk for quick improvement The use of contrast before and after improvement TPM activities in essence How to promote TPM Think about: What is a company? What is production line equipment? Why to run the equipment maintenance management system? What kind of benefit will systematic management bring us? Seminar Schedule Day 1 and Day Registration and coffee 0900 Seminar commences 1045 Morning refreshments 1115 Seminar re-commences 1200 Luncheon 1300 Seminar commences 1500 Afternoon refreshments 1530 Seminar re-commences 1730 Seminar concludes About Martin Linking Martin Linking Business Consulting plans to produce more than 80 trainings and conferences and works with senior executives from the majority of the world's top 1000 companies to improve their business strategy and match their learning and training needs in one year. And we continue to grow. We also invite the leading business practitioners, industry decision makers and innovators to share insights, best business practice, and new technology at our forums. We are dedicated to give attendees cutting edge information they can use immediately. We constantly research and listen to all industry sectors to ensure that the business intelligence we provide is timely and cutting-edge. Martin Linking reserves the right to change the venue of, or speakers at the seminar should circumstances require. Martin Linking

3 Seminar Equipment Maintenance Management Best Practices What is 5G? Downtime management - EWO explanation, find the root cause Spare parts classification Establish standard maintenance process (SMP) Establish equipment maintenance calendar Seven steps of spare parts management Statistical analysis based on the of actual consumption Maintenance spare parts inventory control and maintenance timely Visual management of spare parts warehouse Section 4 Leadership and team building (2 hours) 1. Leadership What is leadership? What are the elements of leadership? How to get strong leadership? Three types of leaders analysis 2. Team building The relationship between the team building and leadership 2. Autonomous Maintenance (AM) (2.5 hours) Significance of equipment Autonomous Maintenance activities Introduce seven steps of equipment autonomous maintenance Losses as driving force Equipment risk assessment walk through Clean equipment to recover equipment Understand the basic principle of equipment Introduced and use of OPL(One Point Lesson) Establish equipment cleaning standard Eliminate pollution sources and inaccessible areas Set up equipment Autonomous Maintenance standard Case and discussion: How to make the operators at work can truly implement The key points of team construction How to enhance cohesion and combat capacity of the team Practice of team building 3. Password of life wisdom and energy Behaving is superior to action People having both talents and virtue are the most popular in enterprises Observe the precepts and having righteous professional ethnic, be mindful, sweep before your own door Quiet cause wisdom, mania cause faint The principle of a happy life, smooth way to do things The principle and method of wisdom and energy Autonomous Maintenance activities in practice? The difficulties, confusion and solution 4. Equipment Focused Improvement (FI) (2 hours) importance and significance of continuous improvement Types of improvement Seven steps of continuous improvement The right way to improve (1) Define the phenomenon (2) Understand the system (3) Set goals In-House Training Solutions If you have a number of delegates with similar training needs, then you may wish to consider having an In-House Training solution delivered locally on-site. Course can be tailored to specific requirements. Please contact Whitney Shen on or whitney.shen@martinlinking.net to discuss further possibilities. (4) Measurements (5) Root reason analysis (6) Take measures (7) Check results (8) Update the standard Martin Linking reserves the right to change the venue of, or speakers at the seminar should circumstances require. Martin Linking

4 设备维修管理最佳实践 上海, 中国 2015 年 6 月 25 日至 26 日 咨询师 : 戴亮 拥有 5 家世界著名 500 强跨国企业工作经历, 项目管理工程硕士, 兼职培训师,WCM 活动辅导师, 企业内部培训师 在外资企业担任过维修经理, 项目经理, 厂长, 现担任一行业内著名企业的总经理 2004 年 5 月开始作为兼职培训师, 与多家管理顾问公司合作, 全国范围内从事管理培训工作, 包括内部培训和公开课培训 拥有十几年丰富的维修管理 项目管理 生产管理 营销管理经验, 作为项目经理建造过两个总投资超 1 亿美金新工厂, 作为厂长创造过集团内生产线连续生产 249 小时不间断的记录, 和作为维修经理创造过两次月度内无任何机械 电气故障发生的记录 戴老师倡导 先思路后动手 智慧加能量 的培训理念, 追求 以学员为中心 实战 实操 实效 的实用学习目标 要让学员在愉快的状态下学习, 能够集中注意力学习, 不但学到专业的知识, 更能分享如何获得人生智慧能量的方法, 以达到触类旁通 融会贯通 快乐工作 快乐人生的至高境界 工作经历 : 江南造船厂机电工程师 江南造船厂主管设备工程师 美资上海吉列有限公司设备主管 上海飞利浦亚明照明有限公司维修主管 百事食品 ( 中国 ) 有限公司工程项目经理 圣戈班石膏建材上海有限公司项目经理 圣戈班石膏建材上海有限公司厂长 圣戈班石膏建材上海有限公司工程经理 澳大利亚澳洋集团上海长风海洋世界营运总监 阿姆斯壮建筑制品 ( 苏州 ) 有限公司厂长 现在上海银桥装饰材料有限公司总经理 研讨会参加对象 : 1 制造企业生产 / 制造部经理 设备部经理, 设备保养及维修工程师 维修人员 生产主管参加 ; 2 工艺 IE 工程师 生产技术主管,TPM 推进成员 精益改善活动成员等参加 研讨会特点 : 以参会者为中心, 注重参会者的参与和互动 ; 以自己二十几年的亲身感悟和积累的经验来贴合实际讲解, 注重思路清晰, 概念清楚, 讲究结合实践, 给与会者更多 干货 研讨会以重视 实战 实操 实效 为根本目的, 这样才能学得会, 回去后用得上 介绍如何把做事和做人结合起来, 使得做人和做事相得益彰 -- 做人快乐, 做事顺利 内训方案如果公司有许多人有类似的培训需要, 那么你不妨考虑内部培训的解决方案 培训将在贵公司现场举行 并且培训可以根据您具体的要求来进行 请联系 Whitney Shen 来讨论合作的可能 : 电话 : 电邮 :whitney.shen@martinlinking.net 马汀令可专业研讨会

5 研讨会 设备维修管理最佳实践 研讨会大纲 (2 天 ): 单元一 首先和全体人员交流此次 EMM 两天学习研讨的方向和思路, 只有大家方向明确 思路清晰了, 后面的学习效果才有保障 ( 约 0.5 小时 ) 1, 工厂设备维修管理的意义 2, 如何用大格局的眼光看待 EMM 3, 如何用大智慧的思维来驾驭 EMM 单元二 设备维修管理基础 ( 约 4 小时 ) 1 设备维修的安全管理 现场安全标志的培训 现场维修风险评估 安全审核培训 设备上牌挂锁 LOTO 培训 2 设备的 5S 管理 什么是 5S 5S 对设备维修管理的意义 如何去做 5S 3 设备的可视化管理 什么是设备可视化 为什么要做设备可视化 如何去做设备可视化, 设备可视化的方法和实操 4 TPM 介绍 什么是 TPM 为什么要实施 TPM TPM 活动精髓 如何推进 TPM 思考 : 公司是什么? 生产线设备是什么? 为什么要运行设备维修管理制度? 系统性的管理会给我们带来什么样的利益? 5 设备综合效率 OEE 介绍 认识 OEE 的三个构成因素 : 时间利用率 (Availability), 性能利用率 (Capability), 良品率 (Quality) OEE 计算要素与实例分析设备综合效率 OEE 计算与分析 OEE 的实质意义及其财务效果 如何利用 OEE 识别设备损失 (LOSS) 的技巧 OEE 与 TEEP(Total Equipment Effective Productivity) 的关系和区别案例学习与讨论单元三 设备维修管理操作实务 ( 约 6 小时 ) 6 设备专业维修管理 PM(3 小时 ) 维修 KPI 关键指标体系详解 什么是 PM 和 PM 的目标 设备状态和失效基本理论介绍 设备鼓掌曲线 浴盆曲线介绍 CM 改善型维修,TBM 定期维修,CBM 状态维修讲解 设备界定和设备优先级分级 建立设备台账 设备维修流程的建立 润滑油品管理 维修目标的设定原则 零件清单及维修方式 AM 维护清单的建立 设备故障分布图 设备故障清单 设备故障防范 FMEA 实操 Qk 快速改进的运用 改进前后对比的运用 关于马汀令可 马汀令可商务咨询计划每年组织超过 80 场的培训和会议, 与全球 1000 强公司的高层经理一起提高他们的商务战略, 满足他们的学习和培训需求 并且我们在不断成长 研讨会时间表 第一天和第二天 0830 签到及早茶 0900 研讨会开始 1045 上午休息 1115 研讨会继续 1200 午餐 1300 研讨会开始 1500 下午休息 1530 研讨会继续 1730 研讨会总结 我们邀请领先企业的管理者, 决策者和创新者在我们的活动中分享他们的思想观念, 最佳商业实践和新技术 我们致力于为我们的客户提供即刻可用的前沿信息 我们不断地研究和聆听所有行业的声音来保证我们提供商业信息的及时性和前沿性 马汀令可保留在必要的情况下更换研讨会地点和咨询师的权利 马汀令可

6 研讨会 设备维修管理最佳实践 什么是 5G? 故障停机管理 EWO 详解, 找到根本原因 零部件分级 建立标准维修流程 SMP 建立设备日常维护日历 备品备件管理的七大步骤 以实际消耗量为统计分析基础 维修备件的库存控制与维修及时性 备品备件库的可视化管理 2 设备操作者的自主维护 AM(2.5 小时 ) 现场设备自主维护活动意义 设备自主维护的 7 大步骤介绍 以损失为驱动力 设备风险评估详解 清洁设备恢复设备原貌 了解设备工作基本原理 设备点检实务 OPL 一点通介绍和使用 制定设备清洁标准 消除污染源和难以接近区域 制定设备自主维护标准案例与讨论 : 实务工作中如何使操作工能够真正落实自主维护活动? 其中的难点 困惑与解决思路 单元四 领导力和团队建设 (2 小时 ) 1 领导力 什么是领导力? 领导力的要素是什么? 怎样才能具有超强的领导力? 三种领导人的分析 2 团队建设 团队建设与领导力的关系 团队建设的关键点 如何增强团队的凝聚力 战斗力 团队建设的实操 3 人生获得智慧与能量的方法实践 先做人, 后做事 德才兼备的人最受企业欢迎 持戒守正, 正念 正身 正己 静则慧, 躁则昏 人生快乐的原理, 做事顺利的方法 获得智慧和能量的原理和方法 4 设备专项改进 FI (2 小时 ) 持续改进的重要性和意义 改进的类型 持续改进的 7 个步骤 改进的正确方法 (1) 定义现象 (2) 懂得系统 (3) 制定目标 内训方案如果公司有许多人有类似的培训需要, 那么你不妨考虑内部培训的解决方案 培训将在贵公司现场举行 并且培训可以根据您具体的要求来进行 请联系 Whitney Shen 来讨论合作的可能 : 电话 : 电邮 :whitney.shen@martinlinking.net (4) 测量数据 (5) 根因分析 (6) 采取措施 (7) 检查结果 (8) 更新标准 马汀令可保留在必要的情况下更换研讨会地点和咨询师的权利 马汀令可

7 Equipment Maintenance Management Best Practices SH Sales Contract-Please Complete in Capital Letters and Black Ink Sales Contract Please complete this form immediately and fax back to Whitney Shen Fax: Fee Per Delegate Two Days Seminar Fee RMB 5995 per person All the registered delegates are entitled for a set of documentation free of charge. Register Now Contact: Whitney Shen Tel: Fax: whitney.shen@martinlinking.net Business Opportunities An exhibition space is available at the conference. Sponsorship opportunities covering lunch, evening receptions and advertising in documentation packs are also available. Please contact Ms. Whitney Shen at Payment Method DOCUMENTATION RMB 500 If you are unable to attend the seminar but wish to receive copies of the seminar documentation, please complete the sales contract, tick this box and return the contract with payment details. Our payment terms are 5 working days on receipt of invoice and full payments can be made by bank transfer. Full Payment is required within 5 working days Authorization (Signatory must be authorized to sign on behalf of contracting organization.) This booking is invalid without a signature. Terms & Conditions: 1. Fees are inclusive of program materials and refreshments. 2. Payment Terms - Following completion and return of the registration form, full payment is required within five (5) working days upon the issuance of invoice. Payment must be received prior to the conference/ training date. A receipt will be issued on payment. Due to limited conference/training seats, we advise early registration to avoid disappointment. We reserve the right to refuse admission if payment is not received on time. 3. Client s Cancellation/substitution - Provided the total fee has been paid, client s cancellation must be received in writing by MAIL or FAX four (4) weeks prior to the event in order to obtain an 85% credit to attend for any future Martin Linking Events. Under such circumstances, Martin Linking will retain the other 15% service fee to cover expenses for prior cost that has already been incurred upon the acceptance of registration.all bookings carry a 50% cancellation liability immediately after a signed sales contract has been received by Martin Linking. 4. If, for any unexpected circumstances or reasons that Martin Linking decides to postpone this event, the client hereby indemnifies and holds Martin Linking harmless from any cost incurred in by the client. The event fee will not be refunded, but can be credited to future Martin Linking s events. Martin Linking reserves the right to change the content without notice. 5. Copyright etc. - All Intellectual Property rights in all materials produced or distributed BY Martin Linking in connection with this event is expressly reserved and any unauthorized duplication,publication or distribution is strictly prohibited. 6. Important note: In the event that Martin Linking permanently cancels the event for any reason whatsoever, (Including, but not limited to any force majeure occurrence) and provided that the event is not postponed to a later date nor is merged with another event, the client shall receive a refund for the amount that the Client has paid to such permanently cancelled event. Martin Linking Business Consulting Company Limited