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TPM在长城电器集团应用的探讨

论文编号:GY034 论文字数:28681.页数:43

摘要
企业的竞争力是表现在较高的效率、效能、品质、创新、差异化及顾客满意度上，相对于生产方面，就是要具备高的生产效率，高品质以及低成本的能力。在当今的恶劣环境下，如何为求生存而降低成本；如何缩短交货期及产品多样化及如何对应严格的质量要求及苛刻的人为环境改善等等都是重要课题，尤其是加入WTO（World Trade Organization）更是凸显其重要性。
推动TPM（Total Productive Management）活动的目标是人与设备的改善，进而改善企业体质，以达到零损失、零故障、零公害及零缺点，也因此达到提高设备的综合效率，提高生产力，提升质量及降低成本的目的。其活动是依各公司经营理念，方针与目标所拟定的计划书执行，基本上是依十二步骤逐一展开，内容大致涵盖八大支柱（个别改善、自主保全、计划保全、品质保全、开发管理、教育训练、安全卫生及间接部门等），主要是消除十六大损失（设备效率化的八大损失、人效率化的五大损失及原物件效率化的三大损失），在活动中运用到目标管理、目视管理、诊断稽核系统、FMEA（Failure Mode and Effect Analysis）、PM（P-4M）（Phenomena-Mechanism，Man，Machine，Material）分析及MQ（Machine Quality）分析等手法，并且用PDCA（Plan， Do， Check，Action）的管理循环来运作整个TPM的推动，其有形成果是利用相对指数表现在Production（生产）、Quality（品质）、Cost（成本）、Delivery（交货期）、Safety（安全）及Morale（士气）等項目上。有成果的数据显示TPM活动不仅能呈现目标的完成率，而且能协助企业改善体制和结构持续性的竞争优势。推动TPM是长期性的活动，依各企业本身的基本组织能力和质量系统而定的。其成效对企业能力与竞争优势都有很大的帮助，而且产生的效能与结果的影响层面是其他活动所不能及的。
本文首先综述了TPM在国内外的应用状况，然后结合了长城电器集团的具体情况，分析了其生产管理中存在的问题，强调了起推行TPM的必要性。最后在分析的基础上，研究了其推行TPM的策略。希望本文提出的建议对企业具有一定的参考价值。

关键词：TPM 持续改进竞争力

THE discuSsion of TPM application in chang cheng electrical equipment group co.ltd

ABSTRACT

An enterprise’s competitiveness shows on better quality, efficiency, effectiveness, innovation, differentiation and customer satisfaction. In production, it shows on high production efficiency, good product quality and low costs. In today’s bad environment, how to lower costs to survive, how to shorten lead-time and do diversification, how to work to strict quality requirements and how to improve human environment are important issues. It is more so after entrance WTO (World Trade Organization).
The goal of the TPM (Total Productive Management) campaign is to improve the enterprise by improving personnel and equipments in order to achieve nil loss, nil damage, nil public hazard and nil faults. Also by doing so, to increase equipment integration efficiency, production ability, quality and to decrease costs. The activities are proceeded according to the programmers made upon management, guidelines and goals of each company. Basically, twelve steps started it. The content generally covers eight pillars (individual improvement, motivation maintenance, plan maintenance, quality maintenance, development management, training, health security and indirect departments…etc.). The major point is to eliminate sixteen losses (eight losses of equipment efficiency, five losses of personnel efficiency and three losses of raw material efficiency), use target management, vision management, system check diagnosis, FMEA (Failure Made and Effect Analysis), PM (P-4M) (Phenomena – Mechanism, Man, Machine, Material) analysis and MQ (Machine Quality) analysis methods, as well as PDCA (Plan, Do, Check, Action) management cycles to push TPM campaign. The result is to use relative index to show on Production, Quality, Cost, Delivery, Safety, and Morale. The numbers show that TPM not only tells goal achievement, but it also helps enterprises to improve their quality and build constantly competitive advantage. TPM is a long-term promotion activities，and it decided with the enterprises and the basic organizational capacity and quality of the system. Its effectiveness and competitive edge of the enterprise capabilities will be very helpful, moreover other activities can not compare with it about the implication it have.
This paper first reviews the application of TPM at home and abroad, then combine with Chang Cheng Electrical Equipment Group analysis its problems existing in its production and management, emphasizing its need for TPM. At last, do some research on its implementation of TPM at the base of analysis. We hope that this paper will be useful to the enterprise.

KEYWORDS：TPM, Continuous Improvement, Competitiveness

正文目录
第一章引言 1
第二章 TPM在企业的应用综述 2
第一节 TPM的含义与特点 2
一、TPM的含义 2
二、TPM的特点 3
第二节TPM的目标和活动 5
一、TPM的目标 5
二、TPM的主要活动 6
第三节 TPM与5S，TQC，JIT的区别和联系 7
一、TPM与5S的区别和联系 7
二、TPM与TQC之比较 9
三、JIT (Just in Time)与TPM共通的基本理念 10
第四节 TPM在国内外应用的现状 11
第三章长城电器集团推行TPM的必要性分析 13
第一节长城电器集团概况 13
第二节竞争形势分析 16
第三节推行TPM的必要性 17
第四章 TPM在长城电器集团的应用策略 21
第一节 TPM的应用策略 21
第五章结论与展望 36
参考文献 37
致谢 38