Reducing losses is the greatest contribution to the cost. How to make a good equipment plan to prevent the occurrence of faults and how to solve them quickly in case of faults, so as to minimize the loss of downtime is a topic before us. It is exactly what equipment managers should seriously study to form full maintenance through management, prevent the failure from happening again and solve the failure quickly through the plan.
It is often wrong to give up protection when the cost is mentioned, regardless of the cost. With the improvement of maintenance level, maintenance costs will continue to rise, so we can't replace them all at that time, but look at the time; At the same time, with the increase of maintenance, the failure loss will be lower and lower, and the intersection of the two curves is the best management point. To manage equipment, we must seize this best point and pursue the lowest comprehensive cost.
2. Total Productive Maintenance Equipment Management-Minimize operating costs:
Limited by conditions, maintenance costs will be incurred when the fault needs outsourcing maintenance. First of all, we should pay attention to whether this expense should occur. Many failures are caused by our management mistakes, or improper use and maintenance of use links, or untimely preventive maintenance, resulting in expenses. At this time, we should review these mistakes and make improvements. In addition, if the skill level of our maintenance team can't be supported, it will increase the business volume of outsourcing maintenance, which puts forward the topic of team training and skill improvement for us. Secondly, we should pay attention to whether the channel is the best. Because many urgent repairs come suddenly, the time is tight, and the business volume is not large, every time you look for a new supplier, you will encounter the problem that the other party does not cooperate enough or the maintenance quality cannot be guaranteed. This requires establishing a competitive maintenance network in the surrounding area in advance and establishing a long-term relationship with it, so that you can be prepared in case of emergency. The other is to establish a maintenance fee verification process, and all expenses incurred should be verified and tracked, so as to continuously optimize our network and improve the cost performance of maintenance fees.
When your own internal maintenance fails, you will incur the cost of spare parts. How big the reserve of spare parts should be has always been a problem that puzzles us. Here, we should also understand from two dimensions to find the best management point: with the improvement of maintenance level, the loss of downtime will be less and less, but the cost of spare parts will increase. On the contrary, because of insufficient maintenance level, the loss of downtime will be more and more. Although the cost of spare parts is decreasing, the intersection of the two is the best point of comprehensive cost. Spare parts should be classified and key spare parts should be reserved. Spare parts that have a great impact on production and spare parts with long procurement cycle can also be considered to cooperate with suppliers on a commission basis.
The third category is the consumption of spare parts for daily maintenance, such as regular oil change, insulating tape and other low-value consumables. This part is relatively stable and suitable for quota management. Tools can be replaced with old ones, and the old ones should be returned to the warehouse for identification, and the old ones should be repaired and reused. Supporting some incentive systems in this regard will have a good effect.
In addition, it should be emphasized that the waste of equipment procurement can not be ignored.
It is very important to avoid risks in the early stage of equipment procurement. Usually, some companies are not fully planned, which leads to idleness, waste or failure afterwards, which brings high operating costs. Here, we should mainly pay attention to demonstrate the risk avoidance in the early stage of procurement: one is technical risk avoidance, and the other is commercial risk avoidance. In the early stage, the author encountered an incident in a company. Enterprises want to introduce a set of aluminum melting equipment and spend a lot of money to introduce bottled gas system. In the second year after production, pipeline gas was sent around the factory. The boss regretted it and a lot of money was wasted. Therefore, equipment procurement must be fully demonstrated. There are also some units that pay attention to one-time investment, only compare the price of purchased equipment and ignore the performance, resulting in high operating costs and so on. In addition, in the use of assets, due to the lack of coordination among the equipment department, the user department and the financial department, assets are often incomplete, the accounts are inconsistent, assets are lost, and the value-added assets are recorded as new assets, and finally there is confusion in asset management.
3. Total Productive Maintenance Equipment Management-Safety Risk Minimization:
The losses caused by safety accidents to enterprises are enormous. More than 80% of accidents in manufacturing enterprises are related to equipment, but often many equipment directors hold the attitude that "safety is the responsibility of safety officers, not mine" and "safety accidents will not happen to me", which leads to enterprises being "in danger". Because the security department doesn't understand the equipment, if the equipment personnel ignore the safety again, the consequences will be quite serious! Grasping safety is first of all the cultivation of consciousness, and we should use all channels and opportunities to talk about safety. For example, one minute before going to work, many enterprises are holding morning meetings, demanding safety, but how to say it? Some classes will repeat every day like shouting slogans. What role will employees play when they are tired of listening? This is why everyone is doing the same thing, and the effect will be very different. Tell specific and different details every day to make the string of safety tight. Second, the safety plan. No one was killed or injured in Sangzao Middle School in Wenchuan Earthquake, which was obtained by the pre-plan exercise that President Ye Zhiping insisted on for many years. Our equipment management should also make plans for key risk equipment and key risk points of equipment and keep practicing, simulate accidents, check preventive measures and check protection reliability, especially accidental failures; Find out who will investigate the losses caused by the accident. In order to awaken everyone's awareness of prevention. Remember 12' s words: "broadcast ideas, correct violations, check hidden dangers, and build systems", and it will be effective if you grasp them repeatedly and persevere.
4. Total Productive Maintenance Equipment Management-Innovation and Value-added Normalization;
In addition to avoiding losses and reducing costs, we should also pay attention to the six major losses and seven major wastes in the production process, and guide employees to be good at discovering and capturing innovation. Establish an innovation incentive platform to encourage employees to actively innovate. In practice, many inventions, such as quick mold changing and clever tooling, come from front-line employees. Guiding this innovation from the mechanism is very beneficial to the development of the company.