Production line
A. The ‘production line’ system of creating and assembling goods was for many years been the standard mode of operation for many industries. Cars, electronic equipment, packaging – many diverse companies have employed the same methods, and most have hit two main problems. The first is that unscheduled maintenance required on essential machinery has often held up production all along the line, and the second is the significant impact on employee morale. This has given rise to the increasingly adopted method of Total Productive Maintenance (TPM) – a maintenance program which governs the maintenance of plants and equipment. The goal of the TPM program is to markedly increase production while, at the same time, increasing employee morale and job satisfaction.
B. The concept of TPM was first developed in Japan in the late 1970s, only moving to the western world a decade later, initial success of the programme in countries such as Australia was limited, but in the late 1990s a ‘westernised’ version of TPM was launched. TPM brings maintenance into focus as a necessary and vitally important pan of the business. It is no longer regarded as a non-profit activity. Down time for maintenance is scheduled as a part of the manufacturing day and, in some cases, as an integral part of the manufacturing process. The goal is to keep emergency and unscheduled maintenance to a minimum.
C. TPM involves directing participating companies and industries to move away from traditional methods of production to more efficient mechanisms. This is evident in TPM’s operational focus on lea production rather than mass production. The lean approach favours flexibility within a team, rather than the specialisation of labour Introduced with mass production. It also involves a shift away from being driven by the financial department of the company to a more customer focused goal. Another goal of the TPM method is to introduce quality control not by being overseen by managers, but rather by engendering a sense if responsibility amongst all staff; a move from autocratic management to empowerment. This shift means that shop floor workers are being able to take a sense of pride in their work, and with that comes the desire to perform well ultimately leading to higher productivity for the company.
D. In order to apply the concepts of TPM, a company will have to work through a number of stages. First, there must be universal agreement that the system has the potential to be successful within the company. Then a specific person or team needs to be appointed to coordinate the changes required to apply TPM methodologies, an aim that begins with training and education for all employees. Once the coordinator is convinced that the work force is sold on the TPM program and that they understand it and its implications, the first action teams are formed. These teams are usually made up of people who have a direct Impact on the problem being addressed. Operators, maintenance personnel, shift supervisors, schedulers, and upper management might all be included on a team. Each person becomes a stakeholder in the process and is encouraged to do his or her best to contribute to the success of the team effort. Usually, the TPM coordinator heads the teams until others become familiar with the process and natural team leaders emerge.
E. The concept of TPM is built on what are referred to as the three pillars – work area management, risk management and equipment management. An illustration of these pillars is highlighted in the importance of recognising and eliminating defects within the machinery used in a company, This refers to issues such as the accumulation of dust and grime on equipment, gauges that are broken or too dirty to read clearly and missing or loose bolts, nuts and screws, Using a sample company, statistics collected from a three month period indicate a substantial reduction in machine maintenance costs, felling by $ 30,000 between 1996 and 1999. At the same time, the effectiveness of the equipment increased significantly, with machine uptime rising by almost 2096 over the same period.
F. Many observers have identified similarities between TPM and an earlier industry concept – total quality management (TQM), and in many respects, TPM and TQM resemble each other. Both require total commitment to the program by upper level management, and both promote the empowerment of all employees to initiate corrective action, Additionally, both processes require a long range outlook, as it may take a year or more to implement and is an ongoing process, Changes in employee mind-set toward their job responsibilities must take place as well, Indeed, initial results for at least the first quarter may actually lead to reduced productivity while changes are put into effect.
G. The difference between the two systems, however, becomes apparent in when looking at what each system considers to be a priority. TQM is essentially an output focused system, whereas TPM is singular in that it looks more at input – the equipment used and the causes of real or potential maintenance failures. Also, although both programme stress the need for complete involvement of all parties, TPM stresses the equal importance of all levels of employee, whereas TQM has a more traditional focus on management structure, The main target of both is also slightly different; whereas TQM alms to improve quality, TPM aims to reduce wastage and minimise losses.
中文译文
A. 多年来，创造和组装商品的“生产线”系统一直是许多行业的标准运作模式。汽车、电子设备、包装——许多不同的公司都采用了同样的方法，且大多遇到了两个主要问题。首先，基本机械设备的非计划维护常常导致整条生产线停工，其次，这对员工士气有重大影响。这导致全面生产维护（TPM）方法越来越被采用，这是一种管理工厂和设备维护的维护计划。TPM的目标是在显著提高产量的同时，提高员工士气和工作满意度。
B. TPM的概念于20世纪70年代末在日本首次提出，十年后才传入西方世界，该计划在澳大利亚等国的初步成功有限，但在20世纪90年代末，西方版的TPM推出了。TPM使维护成为企业关注的一个必要且至关重要的部分。它不再被视为一项非营利性活动。维护停机时间被安排为制造日的一部分，在某些情况下，是制造过程的一个组成部分。目标是尽量减少紧急和非计划维护。
C. TPM涉及引导参与的公司和行业从传统的生产方法转向更高效的机制。这在TPM注重精益生产而非大规模生产方面很明显。精益方法注重团队内部的灵活性，而不是大规模生产引入的劳动专业化。它还涉及从财务部门驱动公司转向以客户为中心的目标。TPM方法的另一个目标是引入质量控制，不是由管理者监督，而是通过在全体员工中培养责任感；从专制管理向赋权转变。这意味着车间工人能够在工作中感受到自豪感，随之而来的是出色表现的愿望，最终为公司带来更高的生产力。
D. 为了应用TPM的概念，公司需要经历多个阶段。首先，必须达成普遍共识，即该系统在公司内部有成功的潜力。然后需要指定一个人或团队来协调应用TPM方法所需的变更，从对所有员工进行培训和教育开始。一旦协调员确信员工支持TPM计划，并且他们理解该计划及其影响，就会成立第一个行动小组。这些小组通常由对所解决的问题有直接影响的人组成。操作员、维护人员、轮班主管、调度员和上层管理人员都可能被纳入一个小组。每个人都成为过程中的利益相关者，并被鼓励尽其所能为团队的成功做出贡献。通常，TPM协调员会领导团队，直到其他人熟悉该过程并出现自然的团队领导者。
E. TPM的概念建立在所谓的三大支柱之上——工作区域管理、风险管理和设备管理。一家样本公司收集的统计数据突出了这些支柱，表明认识到并消除公司使用机械中的缺陷的重要性，这指的是诸如设备上积尘和污垢、仪表损坏或太脏而无法清晰读数以及螺栓、螺母和螺丝松动等问题。在1996年至1999年期间，机器维护成本大幅降低，减少了30,000美元。同时，设备的有效性显著提高，同一时期机器正常运行时间增加了近2096小时。
F. 许多观察者发现了TPM和更早的行业概念——全面质量管理（TQM）之间的相似之处，在许多方面，TPM和TQM彼此相似。两者都需要上层管理的全面承诺，并且都促进赋予所有员工权力以发起纠正行动。此外，这两个过程都需要很长时间才能实施，可能需要一年或更长时间，并且是一个持续的过程。员工对工作责任的心态也必须改变。实际上，在实施变更时，最初的结果实际上可能导致生产力下降。
G. 然而，当观察每个系统认为的优先事项时，两个系统之间的差异变得明显。TQM本质上是一个以输出为中心的系统，而TPM则更注重投入——使用的设备以及实际或潜在维护故障的原因。此外，尽管这两个项目都强调所有各方的完全参与，TPM强调各级员工的平等重要性，而TQM更注重管理结构。两者的主要目标也略有不同；TQM旨在提高质量，TPM旨在减少浪费和尽量减少损失。
英文提纲
1. Introduction of the problem of traditional production line and the emergence of TPM
• Traditional production line has standard operation mode but faces two main problems: unscheduled maintenance and impact on employee morale.
• TPM is introduced as a solution to increase production, improve employee morale and job satisfaction.
2. Development and concept of TPM
• TPM was first developed in Japan and later introduced to the Western world.
• It makes maintenance a necessary and important part of business, aiming to minimize emergency and unscheduled maintenance.
3. Operational focus of TPM
• TPM focuses on lean production, favoring flexibility within a team over labor specialization.
• It shifts from autocratic management to empowerment, aiming to improve productivity.
4. Stages of applying TPM
• Need universal agreement on the potential of TPM within the company.
• Appoint a coordinator to coordinate changes, starting with training and education.
• Form action teams and encourage all stakeholders to contribute.
5. The three pillars of TPM
• Work area management, risk management, and equipment management.
• Example shows the reduction in maintenance costs and increase in equipment effectiveness.
6. Similarities and differences between TPM and TQM
• Similarities: require upper - level management commitment, promote employee empowerment, long - term implementation.
• Differences: TPM focuses on input, TQM on output; TPM emphasizes equal importance of all employees, TQM on management structure; different main targets.
雅思词汇同义替换
1. maintenance/ˈmeɪntənəns/
• Synonyms:
upkeep /ˈʌpkiːp/,
servicing /ˈsɜːvɪsɪŋ/
2. significantly/sɪɡˈnɪfɪkəntli/
• Synonyms:
considerably /kənˈsɪdərəbli/,
substantially /səbˈstænʃəli/
3. efficiency/ɪˈfɪʃnsi/
• Synonyms:
productivity /prɒdʌkˈtɪvəti/,
effectiveness /ɪˈfektɪvnis/
4. flexibility/ˌfleksəˈbɪləti/
• Synonyms:
adaptability /əˌdæptəˈbɪləti/,
versatility /ˌvɜːsəˈtɪləti/
5. empowerment/ɪmˈpaʊəmənt/
• Synonyms:
authorization /ˌɔːθəraɪˈzeɪʃn/,
delegation /ˌdelɪˈɡeɪʃn/
长难句分析
1. The 'production line' system of creating and assembling goods has been the standard mode of operation for many years for many industries.
• 分析：句子主干是“The 'production line' system has been the standard mode of operation”。“of creating and assembling goods”是后置定语，修饰“system”，说明是什么样的生产线系统；“for many years for many industries”是时间状语和范围状语，表明该系统在多年里对许多行业来说都是标准运作模式。
2. TPM involves directing participating companies and industries to move away from traditional methods of production to more efficient mechanisms.
• 分析：句子主干为“TPM involves directing...”。“participating companies and industries”是“direct”的宾语；“to move away from traditional methods of production to more efficient mechanisms”是不定式短语作宾语补足语，说明引导公司和行业去做什么。
3. A study published inThe Lancetrevealed that 70% of herbal supplements failed to meet safety standards, posing risks of toxicity or drug interactions.
• 分析：句子主干是“A study revealed that...”。“published inThe Lancet”是过去分词短语作后置定语，修饰“study”；“that 70% of herbal supplements failed to meet safety standards”是宾语从句，作“revealed”的宾语；“posing risks of toxicity or drug interactions”是现在分词短语作结果状语，表明前面情况所带来的结果。
4. The concept of TPM is built on what are referred to as the three pillars - work area management, risk management and equipment management.
• 分析：句子主干为“The concept is built on what...”。“what are referred to as the three pillars”是宾语从句，作“on”的宾语，其中“what”在从句中作主语；“work area management, risk management and equipment management”是对“the three pillars”的具体说明。
5. Many observers have identified similarities between TPM and an earlier industry concept - total quality management (TQM), and in many respects, TPM and TQM resemble each other.
• 分析：句子由“and”连接两个并列分句。第一个分句“Many observers have identified similarities between TPM and an earlier industry concept - total quality management (TQM)”中，“between TPM and...”是后置定语，修饰“similarities”；第二个分句“in many respects, TPM and TQM resemble each other”中，“in many respects”是状语，表明从很多方面来看。
