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Abstract(s)
Num contexto de uma economia cada vez mais globalizada, onde todos os elementos são importantes para que uma organização alcance uma posição no mercado atual, o conceito de manutenção sobressai-se, de forma inata, como um dos fatores mais cruciais. Torna-se cada vez mais importante o estabelecimento de uma forma de pensar da manutenção, com o intuito de eliminar perdas intrínsecas aos processos industriais, maximização da utilização dos equipamentos garantindo a sua fiabilidade, geração de produtos com excelente
qualidade, estabelecimento de ações preventivas e melhoria contínua. Para este fim e sem investimentos adicionais, diversas organizações adotam em si a filosofia TPM (Total Productive Maintenance), sendo esta baseada na filosofia Lean. A primeira fase deste trabalho incidiu na análise detalhada da situação atual da gestão da manutenção da empresa. O estudo focou-se nos equipamentos pertencentes ao processo
produtivo da organização, tendo sido classificados como ativos críticos os equipamentos e infraestruturas que apresentaram uma maior ameaça à quebra de produção e consequentemente atrasos na entrega dos produtos aos clientes. Numa fase posterior, elaborou-se a os planos de manutenção preventiva e autónoma desses mesmos ativos. Para este efeito, foram realizadas sucessivas reuniões entre os colaborados da
empresa para se chegar a um consenso, bem como ouvir as suas sugestões e opiniões. Adicionalmente, com o intuito de melhorar mais aspetos relacionados com a gestão da manutenção, realizou-se a implementação da ferramenta Lean 5S no posto de trabalho da pintura. A implementação desta ferramenta foi muito conveniente, atingindo-se resultados muito positivos após a sua aplicação. Em suma, após a implementação das melhorias a organização conseguiu em média aumentar o indicador MTBF em 116 horas, diminuir 1,5 horas o indicador MTTR, e consequentemente, aumentar em média 3% da disponibilidade dos equipamentos. Não menos importante, sentiu-se que os colaboradores se sentiram mais confortáveis na utilização dos equipamentos para a execução das suas tarefas diárias.
In the context of an increasingly globalized economy, where all elements are important for an organization to achieve a position in today's market, the concept of maintenance stands out as one of the most crucial factors. It is becoming increasingly important to establish a way of thinking about maintenance, with the aim of eliminating losses intrinsic to industrial processes, maximizing the use of equipment, and guaranteeing its reliability, generating products with excellent quality, establishing preventive actions and continuous improvement. To this end and without additional investment, many organizations have adopted the TPM (Total Productive Maintenance) philosophy, which is based on the Lean philosophy. The first phase of this work focused on a detailed analysis of the company's current maintenance management situation. The study focused on the equipment belonging to the organization's production process. The equipment and infrastructures that posed the greatest threat to production downtime and consequently delays in delivering products to customers were classified as critical assets. At a later stage, preventive and autonomous maintenance plans were drawn up. To this end, successive meetings were held between the company's employees to reach a consensus and listen to their suggestions and opinions. In addition, in order to improve more aspects of maintenance management, the Lean 5S tool was implemented in the painting workplace. The implementation of this tool was very convenient and very positive results were achieved after its implementation. In summary, following the implementation of improvements, the organization managed to increase the MTBF indicator by an average of 116 hours, decrease the MTTR indicator by 1.5 hours, and consequently, increase equipment availability by an average of 3%. Not least, it was felt that employees were more comfortable using the equipment for the execution of their daily tasks.
In the context of an increasingly globalized economy, where all elements are important for an organization to achieve a position in today's market, the concept of maintenance stands out as one of the most crucial factors. It is becoming increasingly important to establish a way of thinking about maintenance, with the aim of eliminating losses intrinsic to industrial processes, maximizing the use of equipment, and guaranteeing its reliability, generating products with excellent quality, establishing preventive actions and continuous improvement. To this end and without additional investment, many organizations have adopted the TPM (Total Productive Maintenance) philosophy, which is based on the Lean philosophy. The first phase of this work focused on a detailed analysis of the company's current maintenance management situation. The study focused on the equipment belonging to the organization's production process. The equipment and infrastructures that posed the greatest threat to production downtime and consequently delays in delivering products to customers were classified as critical assets. At a later stage, preventive and autonomous maintenance plans were drawn up. To this end, successive meetings were held between the company's employees to reach a consensus and listen to their suggestions and opinions. In addition, in order to improve more aspects of maintenance management, the Lean 5S tool was implemented in the painting workplace. The implementation of this tool was very convenient and very positive results were achieved after its implementation. In summary, following the implementation of improvements, the organization managed to increase the MTBF indicator by an average of 116 hours, decrease the MTTR indicator by 1.5 hours, and consequently, increase equipment availability by an average of 3%. Not least, it was felt that employees were more comfortable using the equipment for the execution of their daily tasks.
Description
Keywords
Maintenance Maintenance performance Indicators TPM Manutenção Indicadores de desempenho da manutenção Filosofia Lean