TPM咨詢(xún)服務(wù)中心TPM管理咨詢(xún)公司概述：今天分享的是TPM英文，主題是：Three key factors for Total Productive Maintenance success-TPM成功的三大關(guān)鍵因素，全文1540余字，歡迎閱讀與分享！

　　What do we have to do to make sure our investment in TPM pays off? How can we ensure we reap the promised business benefits?

　　我們必須做些什么來(lái)確保在TPM上的投資能得到回報(bào)呢？我們?cè)鯓硬拍鼙ＷC獲得所承諾的業(yè)務(wù)利益？

　　We can’t give you a magic wand that ensures instant results. But we can share with you these three vital activities practised by JIPM award winning companies， such as Coca-Cola Beverages， Panasonic and Tetra Pak.

　　我們不能給你一根“魔杖”來(lái)確保有立竿見(jiàn)影的效果。但可以與你分享由日本工廠管理協(xié)會(huì)獎(jiǎng)的獲勝企業(yè)的三個(gè)重要的活動(dòng)，諸如，可口可樂(lè)飲料、松下，以及利樂(lè)。

　　You will notice a common denominator for all three； time. TPM is not something that can be implemented overnight. Organisations take five years and more to even become eligible for the first level of awards.

　　你會(huì)注意到這三者的共同點(diǎn)：時(shí)間。全員生產(chǎn)維護(hù)，不是可以在一夜之間就能實(shí)現(xiàn)的東西。組織需要五年，甚至更長(zhǎng)的時(shí)間，才能有資格獲得一級(jí)獎(jiǎng)項(xiàng)。

　　The good news is that it doesn’t take that long for the performance benefits to start accruing. The sooner you start your pilot activities the sooner you can see a difference and improve your bottom line.

　　好的方面是，不需要那么長(zhǎng)的時(shí)間去開(kāi)始積累性能的好處。你越早開(kāi)始支柱活動(dòng)，你越會(huì)看到其中的差異，并且去改進(jìn)基礎(chǔ)。

　　1.Obtain commitment from the very top

　　獲得高層承諾

　　It’s no coincidence that the very first step on the 12 step journey is called “Declaration by management”.

　　12步中的第1步叫做“管理宣言”，這可不是什么巧合。

　　The senior management team must first understand the reasons their company is embarking on this journey. And then they must communicate their intention to the entire workforce.

　　高層管理團(tuán)隊(duì)，必須首先了解他們的公司開(kāi)始全員生產(chǎn)維護(hù)的原因。之后，他們必須向全體員工傳達(dá)他們的計(jì)劃。

　　TPM推行計(jì)劃

　　2. Integrate TPM activities into your company’s policy and strategy

　　將全員生產(chǎn)維護(hù)活動(dòng)整合到公司的政策與戰(zhàn)略中

　　Companies that are serious about using TPM to continuously improve their business performance， integrate it into their existing Policy Deployment plans. In fact this is the focus of the work in step 4 of the 12 step journey.

　　認(rèn)真利用全員生產(chǎn)維護(hù)來(lái)不斷提高業(yè)務(wù)表現(xiàn)的公司，將全員生產(chǎn)維護(hù)整合到現(xiàn)有的策略部署計(jì)劃中。事實(shí)上，這是12個(gè)步驟中的第4步的工作重點(diǎn)。

　　Think of it as a two pronged approach to support achievement of：

　　把全員生產(chǎn)維護(hù)看成一個(gè)雙管齊下的方法來(lái)支持：

　　-Daily performance targets derived from customer requirements.

　　從客戶(hù)的需求中得出每日績(jī)效目標(biāo)。

　　-Stretch goals derived from the annual policies.

　　由年度政策拓展目標(biāo)。

　　Treating TPM as a set of activities additional to your short term or long term targets.

　　將全員生產(chǎn)維護(hù)作為短期或者長(zhǎng)期目標(biāo)的一系列額外的行動(dòng)。

　　You may have already experienced this scenario. You put a lot of time and effort into training your production associates in Autonomous Maintenance (AM). Once the production plan is complete the teams stop and move onto their AM work. Initially output and quality improve and unplanned downtime is reducing. AM works!

　　你可能已經(jīng)經(jīng)歷了這種情況。在自主維護(hù)（AM）方面，你花了很多的時(shí)間和精力去培訓(xùn)生產(chǎn)員工。一旦完成生產(chǎn)計(jì)劃，生產(chǎn)團(tuán)隊(duì)就會(huì)停下來(lái)，去開(kāi)始自主維護(hù)工作。首先是，產(chǎn)出和質(zhì)量方面的改善，以及計(jì)劃外停機(jī)時(shí)間的減少。自主維護(hù)是管用的！

　　Then one Friday you haven’t met the plan， so you keep manufacturing. Maybe your order book is increasing or you had a particularly unusual and lengthy breakdown.

　　在某個(gè)周五，計(jì)劃沒(méi)有達(dá)成，所以，生產(chǎn)繼續(xù)了，可能是是因?yàn)橛唵卧隽?，不常?jiàn)的停機(jī)，或者停機(jī)時(shí)間太長(zhǎng)。

　　What we find is that if this happens regularly， the benefits of the TPM programme become forgotten and production output at all costs is the priority. The TPM activities cease over time， morale decreases and people become resistant to new initiatives.

　　我們發(fā)現(xiàn)，如果這種情況經(jīng)常發(fā)生，全員生產(chǎn)維護(hù)的好處就會(huì)被遺忘，不惜一切代價(jià)做生產(chǎn)產(chǎn)量是優(yōu)先考慮的問(wèn)題。全員生產(chǎn)維護(hù)的活動(dòng)隨會(huì)著時(shí)間的推移而停止，士氣下降，人員抵制新活動(dòng)。

　　Instead of treating TPM as a set of bolt on activities， integrate it. Specifically target use of the tools to prevent that breakdown happening again and to increase capacity over time.

　　不要把全員生產(chǎn)維護(hù)當(dāng)作活動(dòng)的一系列的意外事件來(lái)對(duì)待，對(duì)它進(jìn)行整合。尤其是，工具層面的目標(biāo)使用，要防止故障重復(fù)發(fā)生，并增加隨著時(shí)間的推移，提升全員維護(hù)的能力。

　　The tools need to become part of daily working， not something scheduled for the end of the week. This applies at the shop floor as much as it does the boardroom.

　　工具需要成為日常工作的一部分，而不是每周末的某些計(jì)劃，這在車(chē)間和會(huì)議室一樣適用。

　　3. Include every single person in the organisation

　　讓組織中的每個(gè)人都參與進(jìn)來(lái)

　　In a previous blog we learned that the main aim of TPM is to achieve zero losses. These losses can occur in every function and at every level within your business.

　　在之前的博文中，我們知道全員生產(chǎn)維護(hù)的主要目標(biāo)是“零損失”，這些損失可以以不同的程度發(fā)生在你所在企業(yè)的任何一個(gè)部門(mén)。

　　So to root out every loss you need to involve people from every function and at every level.

　　所以，為了根除每一項(xiàng)損失，需要不同部門(mén)的不同級(jí)別的人參與進(jìn)來(lái)。

　　When only a proportion of the workforce are involved we always find losses and， of course， the costs associated with them.

　　只有一部分人員參與進(jìn)來(lái)時(shí)，我們才能一直發(fā)現(xiàn)損失，當(dāng)然還有與之相關(guān)的費(fèi)用。