Training Equipment Maintenance Management and Production Cost Control Unit 1: Financial analysis of facility management and cost reduction (about 3.5

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1 Equipment Maintenance Management and Production Cost Control Shanghai, China March, 2010 Trainer: Bin Li Had been senior production executives, production center part-time trainer, core team member of TPM activities, internal trainer in a well-known 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-counseling enterprises including machinery, beer industries, etc., in which the TPM activities 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-centered, easily understoodd, 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, Gates 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, Danjiangkou 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, China-Arab fertilizer, Weishen pharmaceuticals of CSPC, Zhongnuo pharmaceutical, Taishan beer, Swire Coca-Cola, Perfect China, Nanjing Phoenix Contact, Guangzhou Pusheng Speakers, Guangdong Jinsha Paints, Sate-Lite (Foshan) Plastics, ECCO (Xiamen), Quanzhou Xinhuanghe Clothing etc. Who Should Attend: Manager of production/manufacturing department from manufacturing enterprises, equipment manager, equipment maintenance and repair engineer, production supervisor etc. What the Workshop Will Help You Achieve: Systematically learn the basic method of equipment management, build the basic framework for the management of enterprise equipments; A comprehensive understanding of system approach of equipment routine maintenance, Preventive Maintenance and KAIZEN; Understand point inspection system of equipments, Time Based Maintenance(TBM), Condition Based Maintenance(CBM) and Reliability-Centered Maintenance(RCM) system; How to carry out practical method for zero fault of equipment; Management of equipment maintenance costs, downtime reduction, improvement of maintenance efficiency, maintenance record file and spare parts; Establish training system and operation methods for the maintenance staff Training Features: Learner-centered, pay attention to the participation of students; Combine practical case studies and well-designed games, advocate discovery learning; Good at interpretation of the complex and boring content to 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 training Pre-Course Questionnaire In order to tailor this course precisely to your needs, the course leaders would value information on your knowledge, experience and requirements.

2 Training Equipment Maintenance Management and Production Cost Control Unit 1: Financial analysis of facility management and cost reduction (about 3.5 hours) 1. Overview Corporate profit pattern analysis Analysis of continuing cost activities in the manufacturing sector and competitiveness The role of equipment management in cost reduction Development and evolution of equipment management Structure, content and methods of equipment maintenance TPM activities based on full participation Analysis and discussion: current problems of equipment management 2. Cost concept based on operational activities Supervisor s view of cost and profit Basis for the control of production costs - the Loss Analysis Cost analysis method based on operational activities -ABC cost Cost drive and optimization of operational activities Case study 3. Data and Its Quantitative Analysis of The basic measure indicators of device management Calculation and analysis of MTTR, MTBF Calculation and analysis of Overall Equipment Efficiency (OEE) The meaning of OEE the and its financial effect Understand the three factors of OEE: the available level, the operational level, the quality level OEE calculation and case analysis Skills of how to use OEE to identify the losses of equipments Interpretation of OEE - expectations of improvement potential and financial results How to create device management control based on OEE Case study Analysis and Discussion: Practice data analysis and review Two key points with regard to data analysis Unit 2: Main points of equipment management practices and methods (about 6.5 hours) 1. Framework and content for the effective operation of equipment management Establishment and practice of point Inspection system of equipments Establish a sound system of equipment maintenance (PM, CM, BM) Bathtub curve analysis of equipment failures and maintenance Correctly handle the association of professional equipment maintenance and day to day maintenance The basic concept of professional maintenance system Basic concept of zero-fault of equipments 2. Practical operation of Autonomous Maintenance for equipment operator Point inspection system of equipments and Preventive Maintenance Basic Point Inspection and maintenance of equipments by operators The role of manufacturer for zero- fault of equipments The significance of on-site Autonomous Maintenance and KAIZEN Benefits of Autonomous Maintenance in improving the competitiveness of the operator Three basic requirements for good operators Seven steps and practical points for the practice of Autonomous Maintenance 3. Practical operation of equipment maintenance management Maintenance management with zero-fault as the basic objective Analysis of forced degradation and natural deterioration of equipment Start of pursuit of zero-fault of equipments Statistics and analysis of fault data Equipment failure analysis and countermeasures Use 5-why approach, PM techniques Temporary reference book for professional maintenance (used in professional department) Inspection Form for routine maintenance Case Study Device diagnostic techniques based Condition Based Maintenance (CBM) Introduction of diagnostic equipment Reliability-centered maintenance (RCM) system 4. Routine maintenance record of equipments and maintenance cost management (content&method) Establishment and optimization of maintenance record for equipments Equipment maintenance information electronization Maintenance cost analysis and management Three basic issues of the cost - structure, proportion and total amount Case Study Outsourcing management

3 Training Equipment Maintenance Management and Production Cost Control 5. Analysis and management of spare parts Use the actual consumption as the basis of statistical analysis ABC analysis and optimization of spare parts Inventory control of spare parts and maintenance on time Different parts have different procurement strategies Cooperation of spare parts procurement and equipment department Case Study Discussion: practical question of spare parts management Unit 3. Education and training of maintenance (about 1 hour) 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. Planning maintenance training materials Maintenance personnel training --training methods and mechanisms of multi-skills Operator training -- Zero-error operation and Autonomous Maintenance Using OPL (One Point Lesson) for training maintenance performance appraisal: MTTR and maintenance efficiency Video Learning and Case Analysis Unit 4. Introduction of Full participated TPM activities (about 1 hour) 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. 1. What is TPM? The meaning and evolution of TPM The relationship of TPM activities and equipment maintenance TPM's main content and its inherent logic association 2. Skills and the necessary preparations for successful implementation of TPM activities within the enterprise Organizational guarantee:organization structure and effective operation skills for the implementation of TPM Practice assurance:inter-departmental communication and cooperation Workshop Schedule -Day One & Day Two 0830 Registration and coffee 0900 Workshop commences 1045 Morning refreshments 1115 Workshop re-commences 1200 Luncheon 1300 Workshop commences 1500 Afternoon refreshments 1530 Workshop re-commences 1700 Workshop concludes Personnel guarantee:preparation of desire, preparation of methods, preparation of abilities Practical skills:selective implementation of TPM activities based on enterprise realities Key points of TPM activities: support from high level executives Analysis of TPM implemention strategic of the current enterprises in China Martin Linking reserves the right to change the venue of, or speakers at the conference should circumstances require. Martin Linking

4 设备维修管理与生产成本控制上海, 中国 2010 年 3 月 11 日至 12 日培训师 : 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培训对象 : 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生产主管该培训将帮助您达到什么目标 : 系统学习设备管理的基本方法, 构建企业设备管理的基本架构 ; 全面了解设备日常保养预防保养与改善的系统方法 ; 了解设备点检体系定期保养 TBM 状态保养 CBM 和以可靠性为中心的维修体系 RCM; 如何开展设备零故障的实务方法 ; 对设备保养费用减少故障时间提升保养效率维修履历档案及备品备件管理 ; 建立维修人员训练机制与操作方法培训特点 : 以学员为中心, 注重学员的参与 ; 实务案例分析与精心设计的游戏相结合, 倡导启发式学习 ; 培训中听得懂培训后记得住, 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很多人有类似的培训需要, 那么您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 马汀令可专业培训课前问卷调查为了使这一课程真正适合您的需求, 培训师将会评估你现有的知识, 经验和需求

5 培训设备维修管理与生产成本控制单元一设备管理与成本降低的财务分析 ( 约 3.5 小时 ) 1. 概论企业盈利模式分析制造业持续的成本降低活动 (Cost Down) 与竞争力分析设备管理对降低成本的作用设备管理的发展及其演进过程设备保养架构内容与方法以全员参与为基础的 TPM 活动分析与讨论 : 当前设备管理中的问题 2 基于作业活动的成本观主管的成本观与利润观生产成本控制的基础损失 (Loss) 分析基于作业活动的成本分析方法 ABC 成本成本动因与作业活动优化案例分析 3 数据化及其量化分析设备管理的基本衡量指标 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 : 可用水平, 运行水平, 质量水平 OEE 计算要素与实例分析如何利用 OEE 识别设备损失 (LOSS) 的技巧解读 OEE 改善潜力与财务效果期望如何建立基于 OEE 的设备管理监控案例学习分析与讨论 : 实务数据分析与检讨关于数据分析的两个关键点培训时间表第一天和第二天 0830 签到及早茶 0900 培训开始 1045 上午休息 1115 培训继续 1200 午餐 1300 培训开始 1500 下午休息 1530 培训继续 1700 培训总结单元二设备管理实务要点与方法 ( 约 6.5 小时 ) 1 设备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分析与保养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 2 设备操作者的自主保全操作实务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自主保全对提高操作工的竞争能力有何益处优秀操作工的三点基本要求实践自主保全的 7 个步骤和实践要点 3 设备维修管理操作实务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 5 why 手法 PM 手法运用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) 诊断仪器设备简介以可靠性为核心的维修管理 (RCM) 体系 4 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设备保养信息 e 化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委外维修管理 5 维修备件分析与管理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

6 培训设备维修管理与生产成本控制单元三保养教育训练 ( 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单元四全员参与的 TPM 活动简介 ( 约 1 小时 ) 1 TPM 是什么? TPM 的含义及其演进过程 TPM 活动与设备保养的关联 TPM 的主要内容和其内在逻辑关联 2 企业内部成功实践 TPM 活动的技巧与必要准备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组织保证 : 内部推行 TPM 的组织架构及其有效运行技巧实践保证 : 跨部门沟通与合作人员保证 : 意愿准备, 方法准备, 能力准备实践技巧 : 与企业实际相结合, 有选择性地实施 TPM 活动 TPM 活动的关键点 : 高阶主管支持关于当前我国企业实践 TPM 的策略分析培训时间表第一天和第二天 0830 签到及早茶 0900 培训开始内训方案如果公司有很多人有类似的培训需要, 那么您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 1045 上午休息 1115 培训继续 1200 午餐 1300 培训开始 1500 下午休息 1530 培训继续 1700 培训总结马汀令可保留在必要的情况下更换培训地点和培训师的权利马汀令可

7 Equipment Maintenance Management and Production Cost Control SH Sales Contract-Please Complete in Capital Letters and Black Ink Sales Contract Please complete this form immediately and fax back to Whitney Shen Fax No: Fee Per Delegate Two Day Training Fee RMB 5995 per person All the registered delegates are entitled for a set of documentation free of charge Register Now Contact: Whitney Shen Tel: Fax: whitney.shen@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 conference/training but wish to receive copies of the conference/training documentation, please complete the sales contract, tick this box and return the contract with payment details. Full Payment is required within 5 working days Our payment terms are 5 working days on receipt of invoice and full payments can be made by bank transfer 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