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Publication
Gestão da Manutenção e Aplicação de Ferramentas Lean numa Empresa de Produtos Alimentares
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| 12.69 MB | Adobe PDF |
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Advisor(s)
Abstract(s)
A gestão da manutenção, tem como principal propósito determinar os objetivos, a estratégia e
as responsabilidades respeitantes à manutenção e que os implementam por diversos meios tais
como o planeamento, o controlo e supervisão da mesma e a melhoria de métodos na
organização, incluindo os aspetos económicos. A manutenção exerce um papel fundamental,
para que possa ser atingida a excelência organizacional. Os seus objetivos desempenham, desta
forma, um papel crucial naquilo que concerne à conciliação dos planos de manutenção com as
metas organizacionais. Desta forma, e dada a conjetura da indústria portuguesa, esta tem vindo
a mudar o paradigma no que diz respeito à manutenção, assumindo-se cada vez com maior
frequência como parte integrante do seu papel estratégico, ao invés de uma fonte de custos.
O desenvolvimento do caso de estudo prático foi realizado numa empresa de produtos
alimentares, Lactogal S.A., com o intuito de aplicar as ferramentas Lean numa perspetiva de
reformulação e criação de novos planos preventivos por forma a desenvolver novos
procedimentos de manutenção.
Para tal, foi adotada a abordagem Action-Research, que permitiu identificar problemas no chão
de fábrica e implementar soluções de forma colaborativa. O trabalho começou com uma análise
às principais dificuldades sentidas e definição do objetivo a atingir. Com o propósito de alcançar
o objetivo, fez-se inicialmente uma atualização da estrutura hierárquica e de toda a
documentação digital. Foram ainda analisados os indicadores de performance existentes para
apoio à análise de criticidade de ativos, que permitiu definir os equipamentos a priorizar no
projeto. Em seguida foi estruturado um novo modelo de manutenção, onde foi realizada uma
análise FMEA com o intuito de perceber quais os principais potenciais modos de falha e
respetiva causa, de forma a interpretar qual a melhor estratégia para os mitigar. Concluídas
estas etapas foram elaborados planos de manutenção de acordo com as necessidades dos
equipamentos e ainda elaborados planos de verificação periódicos. Em complemento criaramse
ainda tarefas de manutenção autónoma.
A avaliação dos resultados foi desempenhada tendo em consideração a comparação dos dados
de 2024 com 2025, onde foi garantida a centralização e facilidade no acesso à informação bem
como maior rastreabilidade e registo histórico dos dados. No que concerne aos indicadores,
obteve-se a diminuição em cerca de 5% das perdas de PTU e do MTTR. As evidências de maior
destaque foram a redução de 23% no número de horas de mão de obra contratada, e ainda o
aumento da disponibilidade para alocar os recursos a outras necessidades com a redução da
mão de obra interna em 20%. Também a atualização do MRP acarretou resultados positivos,
diminuindo a probabilidade de rotura de stock aliando a redução de 32% do valor em stock.
Os resultados obtidos corroboram que as ferramentas implementadas se demonstram eficazes,
evidenciando a potencialidade em replicar a estratégia nas restantes linhas de produção,
atingindo dessa forma a excelência no que respeita à gestão da manutenção.
Maintenance management has as its principal purpose determining the objectives, the strategy and the responsibilities respecting maintenance and implementing them by various means such as planning, its control and supervision and the methods’ improvement in organizations, including economic aspects. Maintenance plays a fundamental role so that organizational excellence can be achieved. Its objectives thus play a crucial role in reconciling maintenance plans with organizational goals. In this way, and given the context of the Portuguese industry, there has been a shift in the paradigm regarding maintenance, assuming itself increasingly more frequently as a vital part of its strategic role, rather than merely a cost source. The development of this practical case study was conducted in a food products company, Lactogal S.A., with the intention of applying Lean tools to reformulate and create new preventive plans aimed at developing new maintenance procedures. To do that, the Action-Research approach was adopted, which allowed the identification of problems on the factory, and the implementation of solutions collaboratively. The work began with an analysis of the main difficulties and with the definition of the goals to be achieved. With the aim of achieving this goal, the hierarchical structure and the digital documentation were initially updated. Also, the existing performance indicators to support the assets’ criticality analysis were analyzed, which allowed the definition of which equipment to be prioritized in the project. Subsequently, a new maintenance model was structured, where an FMEA analysis was carried out in order to understand which were the main potential failure modes and their respective causes, with the aim of interpreting which was the best strategy to mitigate them. Once these steps were completed, maintenance plans were prepared according to the needs of the equipment, and there were also elaborated periodic verification plans. Additionally, autonomous tasks were created. The evaluation of the results was carried out considering the comparison of data from 2024 with that from 2025, where there was guaranteed centralization and ease of access to information, as well as greater traceability and historical recording of data. Regarding indicators, there was a decrease of about 5% in losses of PTU and of MTTR. The most prominent evidences were the 23% reduction in the number of hours of hired labor, and also the increase in the availability to allocate resources to other needs, with the reduction of internal labor by 20%. The MRP update also brought positive results, reducing the probability of stockouts combining with a 32% reduction in the value in stock. The obtained results corroborate that the tools implemented are effective, evidencing the potential to replicate the strategy in the remaining production lines, thus achieving excellence in terms of maintenance management.
Maintenance management has as its principal purpose determining the objectives, the strategy and the responsibilities respecting maintenance and implementing them by various means such as planning, its control and supervision and the methods’ improvement in organizations, including economic aspects. Maintenance plays a fundamental role so that organizational excellence can be achieved. Its objectives thus play a crucial role in reconciling maintenance plans with organizational goals. In this way, and given the context of the Portuguese industry, there has been a shift in the paradigm regarding maintenance, assuming itself increasingly more frequently as a vital part of its strategic role, rather than merely a cost source. The development of this practical case study was conducted in a food products company, Lactogal S.A., with the intention of applying Lean tools to reformulate and create new preventive plans aimed at developing new maintenance procedures. To do that, the Action-Research approach was adopted, which allowed the identification of problems on the factory, and the implementation of solutions collaboratively. The work began with an analysis of the main difficulties and with the definition of the goals to be achieved. With the aim of achieving this goal, the hierarchical structure and the digital documentation were initially updated. Also, the existing performance indicators to support the assets’ criticality analysis were analyzed, which allowed the definition of which equipment to be prioritized in the project. Subsequently, a new maintenance model was structured, where an FMEA analysis was carried out in order to understand which were the main potential failure modes and their respective causes, with the aim of interpreting which was the best strategy to mitigate them. Once these steps were completed, maintenance plans were prepared according to the needs of the equipment, and there were also elaborated periodic verification plans. Additionally, autonomous tasks were created. The evaluation of the results was carried out considering the comparison of data from 2024 with that from 2025, where there was guaranteed centralization and ease of access to information, as well as greater traceability and historical recording of data. Regarding indicators, there was a decrease of about 5% in losses of PTU and of MTTR. The most prominent evidences were the 23% reduction in the number of hours of hired labor, and also the increase in the availability to allocate resources to other needs, with the reduction of internal labor by 20%. The MRP update also brought positive results, reducing the probability of stockouts combining with a 32% reduction in the value in stock. The obtained results corroborate that the tools implemented are effective, evidencing the potential to replicate the strategy in the remaining production lines, thus achieving excellence in terms of maintenance management.
Description
Keywords
Assets Criticality Key Performance Indicators (KPI) Lean Maintenance Preventive Maintenance Criticidade de Ativos Indicadores de Desempenho (KPI) Manutenção Lean Manutenção Preventiva