TPM咨询服务中心TPM管理咨询公司概述：今天分享的是TPM英文，主题是：Three key factors for Total Productive Maintenance success-TPM成功的三大关键因素，全文1540余字，欢迎阅读与分享！

　　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?

　　我们必须做些什么来确保在TPM上的投资能得到回报呢？我们怎样才能保证获得所承诺的业务利益？

　　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.

　　我们不能给你一根“魔杖”来确保有立竿见影的效果。但可以与你分享由日本工厂管理协会奖的获胜企业的三个重要的活动，诸如，可口可乐饮料、松下，以及利乐。

　　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.

　　你会注意到这三者的共同点：时间。全员生产维护，不是可以在一夜之间就能实现的东西。组织需要五年，甚至更长的时间，才能有资格获得一级奖项。

　　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，不需要那么长的时间去开始积累性能的好处。你越早开始支柱活动，你越会看到其中的差异，并且去改进基础。

　　1.Obtain commitment from the very top

　　获得高层承诺

　　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”，这可不是什么巧合。

　　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.

　　高层管理团队，必须首先了解他们的公司开始全员生产维护的原因。之后，他们必须向全体员工传达他们的计划。

　　TPM推行计划

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

　　将全员生产维护活动整合到公司的政策与战略中

　　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.

　　认真利用全员生产维护来不断提高业务表现的公司，将全员生产维护整合到现有的策略部署计划中。事实上，这是12个步骤中的第4步的工作重点。

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

　　把全员生产维护看成一个双管齐下的方法来支持：

　　-Daily performance targets derived from customer requirements.

　　从客户的需求中得出每日绩效目标。

　　-Stretch goals derived from the annual policies.

　　由年度政策拓展目标。

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

　　将全员生产维护作为短期或者长期目标的一系列额外的行动。

　　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!

　　你可能已经经历了这种情况。在自主维护（AM）方面，你花了很多的时间和精力去培训生产员工。一旦完成生产计划，生产团队就会停下来，去开始自主维护工作。首先是，产出和质量方面的改善，以及计划外停机时间的减少。自主维护是管用的！

　　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.

　　在某个周五，计划没有达成，所以，生产继续了，可能是是因为订单增量，不常见的停机，或者停机时间太长。

　　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.

　　我们发现，如果这种情况经常发生，全员生产维护的好处就会被遗忘，不惜一切代价做生产产量是优先考虑的问题。全员生产维护的活动随会着时间的推移而停止，士气下降，人员抵制新活动。

　　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.

　　不要把全员生产维护当作活动的一系列的意外事件来对待，对它进行整合。尤其是，工具层面的目标使用，要防止故障重复发生，并增加随着时间的推移，提升全员维护的能力。

　　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.

　　工具需要成为日常工作的一部分，而不是每周末的某些计划，这在车间和会议室一样适用。

　　3. Include every single person in the organisation

　　让组织中的每个人都参与进来

　　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，我们知道全员生产维护的主要目标是“零损失”，这些损失可以以不同的程度发生在你所在企业的任何一个部门。

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

　　所以，为了根除每一项损失，需要不同部门的不同级别的人参与进来。

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

　　只有一部分人员参与进来时，我们才能一直发现损失，当然还有与之相关的费用。