Seminar Equipment Maintenance Management Best Practices Seminar Outline (2 days): Section 1. Equipment maintenance management basics (about 2 hours) 1

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1 Equipment Maintenance Management Best Practices Shanghai, China 27th&28th March 2014 The Consultant: Bin Li He had been senior production executives, production centre part-time trainer, c ore team member of TPM activities and internal trainer in a wellknown multinational company. In early 2000, changed from production management to specialize in providing education and training to production operations related staff, the main job was to provide training to nationwide sub-companies, the core suppliers and other related enterprises; after that he worked as part-time trainer, training consultant in School of Management of a domestic enterprise. From July 2002, he worked as a professional trainer, cooperated with a number of management consultant companies engaged in management training nationwide, including internal training and public courses. As a project manager and core members, he worked with other project team members co-counselling enterprises including machinery, beer industries, etc., in which the TPM ac tivities for a well-known enterprises in Tianjin achieved remarkable results: the downtime rate of the demonstration equipments reduced and stabilized at 1/20 of the original level, with an average increase of nearly 12% in production capacity and average savings of more than 1 million per month. Other production lines efficiency had also been improved, the demonstrated production line s OEE increased by nearly 15%. Mr. Li advocate training concept of "happy to learn and enjoy work", pursue of practical learning concepts of "learner-centred, easily understood, can remember, usable". Since engaged in professional training, more than 13,000 students attended his public courses, some typical clients include Bohai Shipyard of PetroChina, Dalian ITT Flygt Pump, ABB Shanghai, LG Chemical, LG Tongchuang, SGNEC, Tianjin Denso air-conditioning, Hisense mobile phone, Uni-President Enterprises Corp., SMC (China), Lenovo Computer, G ates Unitta, Chery Auto, Samsung, Siemens, Pepsi-Cola China, SONY Chemical, Timken, Sun Machinery, Liufeng Machinery, Sumitomo Electric, Flextronics, Suzhou Metrologic, Huiyuan Juice, Red Bull drinks, Qingdao Beer, 999 medicine, Lanbao pharmaceuticals, Shanghai Yongda elevator, Japanese state printing, Panasonic Communications, Daewoo Heavy Industries, Huaqiang Sanyo Dalian, Shenyang Astron chemical, Howden Weihai, etc.; Up to now has completed more than 230 in-house trainings for companies such as: Sany Heavy Industry, Shanghai Maglev, Dongfeng Honda Engine (Guangzhou), Dongfeng Honda Automobile Parts (Huiyang), Yutong Bus (Luoyang plant), Shandong aluminum plant of CHINALCO, Shanxi Aluminum Plant, anjiangkou aluminum of Hanjiang Group, Tradex Converting Co., Ltd., Wuxi Lihu Impeller, Asiatrak Tianjin, Qinhuangdao Dicastal Wheel, Yantai Timken, Yuasa Battery (YUASA), Punch Industry (Dalian), Philips Lighting, Makita China (Kunshan), Tianwei Baobian Group (Baoding), Tianjin Tianhai synchronizer, Suzhou Grande Electronics, hina-arab fertilizer, W eishen pharmac eutic als of CSPC, Zhongnuo pharmaceutical, Taishan beer, Swire Coca-Cola, Perf ect China, Nanjing Phoenix Contact, Guangzhou Pusheng Speakers, Guangdong Jinsha Paints, Sate-Lite Foshan) Plastics, ECCO (Xiamen), Quanzhou Xinhuanghe Clothing etc. Who Should Attend? Production / manufacturing manager, equipment manager, equipment maintenance and repair engineers, maintenance personnel, production Managers and supervisors Seminar Features: Learner-centred, pay attention to the participation of attendees; Combine practical case studies and well-designed games, advocate discovery learning; Good at interpretation of the complex and boring content simple and vivid. In-House Training Solutions If you have a number of delegates with similar training needs, then you may wish to consider having an In-House Training solution delivered locally on-site. Course can be tailored to specific requirements. Please contact Whitney Shen on or whitney.shen@martinlinking.net to discuss further possibilities. Martin Linking professional seminar

2 Seminar Equipment Maintenance Management Best Practices Seminar Outline (2 days): Section 1. Equipment maintenance management basics (about 2 hours) 1. New ideas of Maintenance and management - From production maintenance to full participation of Preventive Maintenance 2. TPM concept and total plant management 3. Digitization and quantitative analysis MTTR, MTBF calculation and analysis Overall Equipment Efficiency (OEE) calculation and analysis Real significance of OEE and its financial results Understand three components of OEE: Availability, Capability, Quality OEE calculation f actors and case analysis Skills to identify device loss using OEE OEE and TEEP (Total Effective Equipment Productivity) OEE \ TEEP and Overall Asset Effectiveness Cas e study and discussion Misconceptions about OEE and cas e study Cas e study and discussion: Thinking: W hat s the problem in practice? What countermeasures are? How about the eff ect? Our countermeasures: standardize data collection and analysis according to the enterprise actual need Case: practical data analysis and review Section 2. Equipment maintenance strategy (about 3 hours) 1. Equipment maintenance strategies and considerations Analysis and discussion of maintenance strategy Fundamental basis for determining maintenance strategy - number of devices and ease of maintenance Maintenance time strategy Cost f actors must be considered Equipment maintenance outsourcing strategy Practical discussion Seminar Schedule Day One & Two 0830 Registration and Coffee 0900 Seminar Commences 1045 Morning Refreshments 1115 Seminar Re-commences 1200 Luncheon 1300 Seminar Commences 1500 Afternoon Refreshments 1530 Seminar Re-commences 1730 Seminar Concludes 2. Framework and content for effective equipment maintenance management Setting up and practice of equipment point inspection s ystem Establishing and improving equipment maintenance s ystem (PM, CM, BM) Understanding equipment failure bathtub curve Proper handling relationship between routine maintenance and professional maintenance Basic concept s ystem f or prof essional maintenance Basic concept of zero-fault equipment 3. Preventive maintenance management concepts based on Point Inspection Leading-in question: effect and the difficulties when practicing to implement Point Inspection activities? What countermeasures and eff ect are? Our countermeasures: first of all make Point Inspection ac tivities become management closed loop Six bas ic elements of Point Inspection programs, standards, routes, implementation methods, education & training, following up and performance evaluation Detailed explanation of six basic elements Structure and classification of Point Inspec tion management Point Inspection path optimization Cas e: standardization work of full-time Point Inspection staff Standardization of equipment Point Inspection method Point Inspection and scheduled maintenance Competency requirements and training of various types of Point Inspection staffs Cas e: million points of equipment point inspection engineering of Wuhan Iron and Steel Group Practic al discussion About Martin Linking Martin Linking Business Consulting plans to produce more than 80 trainings and conferences and works with senior executives from the majority of the world's top 1000 companies to improve their business strategy and match their learning and training needs in one year. And we continue to grow. We also invite the leading business practitioners, industry decision makers and innovators to share insights, best business practice, and new technology at our forums. We are dedicated to give attendees cutting edge information they can use immediately. We constantly research and listen to all industry sectors to ensure that the business intelligence we provide is timely and cutting-edge. Martin Linking reserves the right to change the venue of, or speakers at the seminar should circumstances require. Martin Linking

3 Seminar Equipment Maintenance Management Best Practices Section 3. Equipment maintenance management operation practices (about 6 hours) 1. Equipment operator s Autonomous Maintenance operation practices (2 hours) Equipment Point Inspection s ystem and Preventive Maintenance Basic Point Inspection and maintenance of equipments by production operators Function of equipment producer for equipment zero f ailure Meaning of on-site Autonomous Maintenance and improvement activities Three basic requirements for good operator St eps and practical points to practice Autonomous Maintenance Cas e and discussion: How to make operators really implement Autonomous Maintenance in work? The difficulties, confusion and solutions Discussion of different ways of Point Inspection in practice 2. Equipment maintenance and management operation practices (3 hours) (1) Focus on the improvement of key equipments Several considerations to identify key equipments Dynamic management of key equipments and refinement practice Discussion: How to determine your key equipments (2) Maintenance management with zero failures as the basic goal Equipment forc ed deterioration and natural deterioration analysis Approaches to pursue equipment zero-f ailure Statistics and analysis of f ault data Equipment failure analysis and countermeasures Prof essional temporary maintenance reference book (f or professional sector) Point Inspection f orm f or routine maintenance Cas e Study Condition-based Maintenance (CBM) based on equipment diagnostic techniques About diagnostic equipments Panel discussion to s hare practic e (3) Equipment daily maintenance history data and maintenance costs management (content, methods) Establishment and optimization of equipment maintenance history data Failure statistics and analysis Common failure modes of rotating equipments Common failure modes of stationary equipments Maintenance and management cost analysis Three basic questions about c ost - structure, proportion and total sum Cas e Study Early development and Maintenance Prevention of equipments Early planning of equipments and LCC (Life Cycle Cost) management 3. Analysis and management of spare maintenance parts (1 hour) Use actual consumption as the basis f or statistic al analysis ABC analysis and optimization of spare parts Inventory control of spare parts and maintenance timeliness Different parts have different procurement strategies Procurement of spare parts and cooperation with equipment department Cas e Study Discussion: prac tic al issues of spare parts management Section 4. Maintenance Training (about 1 hour) Planning maintenance training materials Maintenance staff training - multi-skilled training methods and mechanisms Operator training - zero error operation and Autonomous Maintenance Using OPL (One Point Lesson) to train Maintenance and repair efficiency performance appraisal: MTTR and repair efficiency Video study and case analysis In-House Training Solutions If you have a number of delegates with similar training needs, then you may wish to consider having an In-House Training solution delivered locally on-site. Course can be tailored to specific requirements. Please contact Whitney Shen on or whitney.shen@martinlinking.net to discuss further possibilities. Martin Linking reserves the right to change the venue of, or speakers at the seminar should circumstances require. Martin Linking

4 设备维修管理最佳实践上海, 中国 2014 年 3 月 27 日至 28 日咨询师 : 李斌曾经担任著名跨国企业高级生产主管, 生产中心兼职培训师, TPM 活动小组核心成员, 内部培训师 2000 年初, 从生产管理转向专门对生产运作相关员工进行教育训练, 主要工作是在全国范围内相关兄弟公司核心供应商及其他关联企业实施培训 ; 后在国内企业管理学院担任兼职培训师培训顾问 2002 年 7 月始作为职业培训师, 与多家管理顾问公司合作, 全国范围内从事管理培训工作, 包括内部培训和公开课培训作为项目经理和核心成员, 与项目组成员共同辅导的企业包括机械啤酒等, 其中天津某著名企业的 TPM 活动, 取得显著效果 : 示范设备故障停机率降低并稳定在原来的 1/20, 平均产能提升接近 12%, 月平均节约 100 多万元, 其他生产线效率也得到改善, 示范生产线的 OEE 水平提高近 15% 李老师倡导快乐学习享受工作的培训理念, 追求以学员为中心听得懂记得住用得上的实用学习理念从事职业培训工作以来, 公开课学员累计已超过人, 部分代表性客户如中石油渤海修船厂大连 ITT 飞力泵业上海 ABB LG 化学 LG 同创北京首钢日电天津电装空调海信手机统一工业 SMC ( 中国 ) 联想电脑盖茨优霓塔奇瑞汽车三星电子西门子百事可乐中国索尼凯美高铁姆肯太阳机械六丰机械住友电工伟创力电子苏州码捷汇源果汁红牛饮料青岛啤酒三九药业蓝宝制药上海永大电梯日邦印刷松下通信大宇重工大连华强三洋沈阳阿斯创化工威海豪顿华工程等 ; 截止目前入厂内部培训企业已完成 230 多家, 服务的部分代表性客户如 : 三一重工上海磁悬浮东风本田发动机 ( 广州 ) 东风本田汽车零部件 ( 惠阳 ) 宇通客车 ( 洛阳工厂 ) 中国铝业集团山东铝厂山西铝厂汉江集团丹江口铝业特瑞胶黏配件有限公司无锡蠡湖叶轮制造亚实履带天津公司秦皇岛戴卡轮毂烟台铁姆肯汤浅蓄电池 ( YUASA ) 大连盘起工业飞利浦照明牧田中国 ( 昆山 ) 天威保变集团 ( 保定 ) 天津天海同步器苏州群鑫电子中国 - 阿拉伯化肥石药集团维生制药中诺制药泰山啤酒太古可口可乐完美中国南京菲尼克斯电气广州普笙音箱广东鲸鲨制漆顺德赛特莱特塑胶制品厦门 ECCO( 丹麦 ) 鞋业泉州新黄河服装等研讨会参加对象 : 制造企业生产 / 制造部经理设备部经理, 设备保养及维修工程师维修人员生产经理与各级生产主管参加 ; 研讨会特点 : 以参会者为中心, 注重参会者的参与 ; 实务案例分析与精心设计的游戏相结合, 倡导启发式学习 ; 研讨会中听得懂研讨会后记得住, 这样才能学得会 ---- 擅长把枯燥复杂演绎得生动简单内训方案如果公司有许多人有类似的培训需要, 那么你不妨考虑内部培训的解决方案培训将在贵公司现场举行并且培训可以根据您具体的要求来进行请联系 Whitney Shen 来讨论合作的可能 : 电话 : 电邮 :whitney.shen@martinlinking.net 马汀令可专业研讨会

5 研讨会设备维修管理最佳实践研讨会大纲 (2 天 ): 单元一设备维修管理基础 ( 约 2 小时 ) 1 维修管理新理念从生产性维修到全员参加的预防性维修 2 TPM 理念与全员工厂管理 3 数据化及其量化分析 MTTR MTBF 计算与分析设备综合效率 OEE 计算与分析 OEE 的实质意义及其财务效果认识 OEE 的三个构成因素 : 时间利用率 (Availability), 性能利用率 (Capability), 良品率 (Quality) OEE 计算要素与实例分析如何利用 OEE 识别设备损失 (LOSS) 的技巧 OEE 与 TEEP(Total Effective Equipment Productivity) OEE\TEEP 与总体资产利用率 (Overall Asset Effectiveness) 关于 OEE 的误区与案例分析案例学习与讨论思考 : 实践中我们的问题是? 尝试的对策是? 效果? 我们的对策 : 依据企业实际需要把数据收集与分析标准化案例 : 实务数据分析与检讨单元二设备维修策略 ( 约 3 小时 ) 2 设备维修管理有效运作的框架与内容设备点检体系的建立与实践建立健全设备保养体系 (PM CM BM) 设备故障的浴缸曲线再认识正确处理设备专业保养与日常保全的关联专业保养的基本观念体系设备零故障的基本观念 3 以点检为基础的预防维修管理理念问题导入 : 实践中落实点检活动的效果与困难点? 尝试的对策与效果? 我们的对策是 : 首先使点检活动成为管理闭环点检的六个要素项目标准路线教育训练后期跟进绩效考核六个要素的详解点检管理的架构与分类点检线路优化案例 : 专职点检员的标准化作业规范化的设备点检工作法点检与定修各类点检人员能力要求与培养案例 : 武钢集团的万点设备点检工程实务讨论 1 设备维修策略及考虑因素关于维修策略分析与探讨确定维修策略的基本依据 - 设备数量与维修难易度维修的时间策略必须考虑成本因素设备维修的委外策略实务讨论关于马汀令可马汀令可商务咨询计划每年组织超过 80 场的培训和会议, 与全球 1000 强公司的高层经理一起提高他们的商务战略, 满足他们的学习和培训需求并且我们在不断成长研讨会时间表第一天和第二天 0830 签到及早茶 0900 研讨会开始 1045 上午休息 1115 研讨会继续 1200 午餐 1300 研讨会开始 1500 下午休息 1530 研讨会继续 1730 研讨会总结我们邀请领先企业的管理者, 决策者和创新者在我们的活动中分享他们的思想观念, 最佳商业实践和新技术我们致力于为我们的客户提供即刻可用的前沿信息我们不断地研究和聆听所有行业的声音来保证我们提供商业信息的及时性和前沿性马汀令可保留在必要的情况下更换研讨会地点和咨询师的权利马汀令可

6 研讨会设备维修管理最佳实践单元三设备维修管理操作实务 ( 约 6 小时 ) 1 设备操作者的自主维修操作实务(2 小时 ) 设备点检制与预防性维修生产操作者对设备的基础性点检与保养生产单位对于设备零故障的作用现场自主保全改善活动意义优秀操作工的三点基本要求实践自主保全的个步骤和实践要点案例与讨论 : 实务工作中如何使操作工能够真正落实自主保全活动? 其中的难点困惑与解决思路实务中不同的点检实践方式讨论 2 设备维修管理操作实务(3 小时 ) (1) 关注关键设备的改善确定关键设备的几个考虑因素关键设备的动态管理与精细化实践讨论 : 如何确定你的关键设备 (2) 以零故障为基本目标的维修管理设备的强制劣化与自然劣化分析追求设备的零故障方法展开故障数据的统计和分析设备故障原因分析与对策专业保养临时基准书 ( 专业部门用 ) 日常保养点检表格表单实例分析基于设备诊断技术的状态维修 (CBM) 诊断仪器设备简介实务问题小组讨论分享 (3) 设备日常维修履历资料与保养费用管理 ( 内容方法 ) 设备维修履历资料的建立和优化故障统计与分析旋转设备常见的故障模式静止设备常见的故障模式保养费用分析与管理关于费用的三个基本问题结构比例和总额案例分析围绕设备的早期开发与流动期管理 (Maintenance Prevention) 设备的早期规划和 LCC(Life Cycle Cost) 管理 3 维修备件分析与管理 (1 小时 ) 以实际消耗量为统计分析基础备件的 ABC 分析及其优化维修备件的库存控制与维修及时性不同备件适用不同的采购策略备件采购与设备部门的合作实例分析讨论 : 关于备件管理的实务问题单元四保养教育训练 ( 约 1 小时 ) 规划保养训练教材维修人员培养 -- 多技能训练方法与机制操作人员训练零错误操作与自主保养利用 OPL(One Point Lesson) 进行训练维修绩效考核 MTTR 及维修效率录像学习与实例分析内训方案如果公司有许多人有类似的培训需要, 那么你不妨考虑内部培训的解决方案培训将在贵公司现场举行并且培训可以根据您具体的要求来进行请联系 Whitney Shen 来讨论合作的可能 : 电话 : 电邮 :whitney.shen@martinlinking.net 马汀令可保留在必要的情况下更换研讨会地点和咨询师的权利马汀令可

Equipment Maintenance Management Best Practices SH20140327-Sales Contract-Please Complete in Capital Letters and Black Ink Sales Contract Please complete this form immediately and fax back to Athena

7 Equipment Maintenance Management Best Practices SH Sales Contract-Please Complete in Capital Letters and Black Ink Sales Contract Please complete this form immediately and fax back to Athena Xie Fax: Fee Per Delegate Two Days Seminar Fee RMB 5995 per person All the registered delegates are entitled for a set of documentation free of charge. Register Now Contact: Athena Xie Tel: Fax: athena.xie@martinlinking.net Business Opportunities An exhibition space is available at the conference. Sponsorship opportunities covering lunch, evening receptions and advertising in documentation packs are also available. Please contact Ms. Whitney Shen at Payment Method DOCUMENTATION RMB 500 If you are unable to attend the seminar but wish to receive copies of the seminar documentation, please complete the sales contract, tick this box and return the contract with payment details. Our payment terms are 5 working days on receipt of invoice and full payments can be made by bank transfer. Full Payment is required within 5 working days Authorization (Signatory must be authorized to sign on behalf of contracting organization.) This booking is invalid without a signature. Terms & Conditions: 1. Fees are inclusive of program materials and refreshments. 2. Payment Terms - Following completion and return of the registration form, full payment is required within five (5) working days upon the issuance of invoice. Payment must be received prior to the conference/ training date. A receipt will be issued on payment. Due to limited conference/training seats, we advise early registration to avoid disappointment. We reserve the right to refuse admission if payment is not received on time. 3. Client s Cancellation/substitution - Provided the total fee has been paid, client s cancellation must be received in writing by MAIL or FAX four (4) weeks prior to the event in order to obtain an 85% credit to attend for any future Martin Linking Events. Under such circumstances, Martin Linking will retain the other 15% service fee to cover expenses for prior cost that has already been incurred upon the acceptance of registration.all bookings carry a 50% cancellation liability immediately after a signed sales contract has been received by Martin Linking. 4. If, for any unexpected circumstances or reasons that Martin Linking decides to postpone this event, the client hereby indemnifies and holds Martin Linking harmless from any cost incurred in by the client. The event fee will not be refunded, but can be credited to future Martin Linking s events. Martin Linking reserves the right to change the content without notice. 5. Copyright etc. - All Intellectual Property rights in all materials produced or distributed BY Martin Linking in connection with this event is expressly reserved and any unauthorized duplication,publication or distribution is strictly prohibited. 6. Important note: In the event that Martin Linking permanently cancels the event for any reason whatsoever, (Including, but not limited to any force majeure occurrence) and provided that the event is not postponed to a later date nor is merged with another event, the client shall receive a refund for the amount that the Client has paid to such permanently cancelled event. Martin Linking Business Consulting Company Limited

Seminar Improving Overall Equipment Effectiveness (OEE) Practices Seminar Outline (1 day): Question lead in: (1) Efficiency indicators of equipment in

Seminar Improving Overall Equipment Effectiveness (OEE) Practices Seminar Outline (1 day): Question lead in: (1) Efficiency indicators of equipment in Improving Overall Equipment Effectiveness (OEE) Practices Shanghai, China 29th August 2014 Consultant: Bin Li He had been senior production executives, production centre part-time trainer, core team member