以全面規範化生產維護理論改善設備管理之研究─以大陸台商P公司為例

NCUIR > School of Management at National Central University > Executive MBA > Electronic Thesis & Dissertation > Item 987654321/83777

Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/83777

Title:	以全面規範化生產維護理論改善設備管理之研究─以大陸台商P公司為例
Authors:	邱義順;Chiu, Yi-Shun
Contributors:	高階主管企管碩士班
Keywords:	設備管理;TnPM;全面規範化生產維護;equipment management;TnPM;comprehensive standardized production;maintenance
Date:	2020-07-09
Issue Date:	2020-09-02 17:05:00 (UTC+8)
Publisher:	國立中央大學
Abstract:	生產設備作為現代生產企業的生產要素和重要資產，作為企業生命線及支柱，設備的先進性決定了企業良性發展基礎。企業產品品質、安全生產都跟設備管理先進程度密切相關，越來越多的企業認識到，要想實現企業經濟效益最大化，就必須將設備管理工作放到重要位置上。本研究從P公司基本情況和行業發展狀況入手，逐步深入，介紹了P公司現有設備管理狀況，P公司在設備管理方面有諸多缺失，尤其缺少一套適合自己的設備管理模式，在此情況下本研究以P公司針對設備全壽命週期的中期管理，分別從管理體系、維修機制、維修效率、維修品質、人員責任心、現場管理等方面進行了剖析。本研究運用有中國特色的 TnPM 設備理論為基礎，結合企業管理現狀和生產實際，制定出適合P 公司設備管理的改進方案。制訂了設備管理的目標和原則，給出了完善相關制度的建議；設備維保方面建立了基於自主維護的三閉環系統、以“SOON 流程”為核心的預防維修制及四位一體點檢定修制，引入了設備分類管理法和備件 3A 管理；與此同時，提出以6S為切入點，實施 P公司視覺化定置管理提升現場管理水準的建議措施。本研究最後針對 P 公司設備管理績效考評中存在的主要問題建立了新的考評系統模型，提出了幾條關於員工激勵政策方面的建議，希望對公司提升績效管理有所幫助。本研究所提方案不只是為了提升P公司設備管理水準，改進過程中需要企業多部門聯動協作，特別是生產、財務、人事、採購、品質、工程等部門的緊密配合，改進過程也是提升企業整體管理水準的過程，改進的最終目的是要提高企業經濟效益。;Production equipment, as a production factor and important asset of a modern production enterprise, as a lifeline and pillar of the enterprise, the advanced nature of the equipment determines the basis of the benign development of the enterprise. Enterprise product quality and safety production are closely related to the advanced level of equipment management. More and more enterprises realize that in order to maximize the economic benefits of an enterprise, equipment management must be placed in an important position. This research starts from the basic situation of P company and the development of the industry, and gradually deepens. It introduces the current equipment management status of P company. P company has many deficiencies in equipment management, especially the lack of a set of equipment management models suitable for itself. In this case In this study, P company analyzed the management system, maintenance mechanism, maintenance efficiency, maintenance quality, personnel responsibility, on-site management, etc. for the mid-term management of the equipment life cycle. This study uses the TnPM equipment theory with Chinese characteristics as the basis, combined with the current status of enterprise management and production practice, to formulate an improvement plan suitable for the company′s equipment management. The goals and principles of equipment management have been formulated, and suggestions for improving relevant systems have been given; equipment maintenance has established a three closed-loop system based on autonomous maintenance, a preventive maintenance system with "SOON process" as the core, and a four-in-one point repair Introduced equipment classification management method and spare parts 3A management; at the same time, put forward 6S as the starting point, and implemented P company′s visual fixed management to improve the on-site management level of recommended measures. This study finally established a new evaluation system model for the main problems in the evaluation of company P′s equipment management performance, and put forward several suggestions on employee incentive policies, hoping to help the company improve performance management. The proposal proposed by this institute is not just to improve the company′s equipment management level. The improvement process requires the coordination of multiple departments of the enterprise, especially the close cooperation of the production, finance, personnel, procurement, quality, engineering and other departments. The improvement process also enhances the overall enterprise. In the process of management level, the ultimate goal of improvement is to increase the economic efficiency of the enterprise.
Appears in Collections:	[Executive MBA] Electronic Thesis & Dissertation

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