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Advisor(s)
Abstract(s)
Na indústria, os processos produtivos e os ativos estão em constante mudança. Assim sendo, a revisão, melhoria contínua e atualização do projeto é essencial para a sua sustentabilidade. Este projeto, realizado de janeiro de 2018 a maio de 2019, consistiu no desenvolvimento de ferramentas e aplicação de métodos e filosofias, com intuito de melhorar a Gestão das Manutenções Preventivas(MP) na empresa Efacec Power Solutions, S. A. (EPS). Após a identificação dos principais problemas e soluções, com vista a apoiar a tomada de decisão, no desenvolvimento do trabalho foi aplicada uma estratégia de manutenção mista, baseada no RCM (Reliability Centered Maintenance) e TPM (Total Productive Maintenance). Com vista a apoiar a tomada de decisão, foi elaborado e implementado um método de classificação da criticidade dos equipamentos com base na importância para o processo produtivo, o que resultou numa classificação dos ativos em três classes (1, 2 e 3). Após o estudo dos equipamentos, foi definida uma nova restruturação na Gestão do Plano de Manutenção Preventiva (PMP), que resultou num novo fluxograma de decisões e ações do plano, revisão dos Registos de Manutenção Preventiva (RMP), implementação de Manutenção Autónoma (MA) em equipamentos críticos, elaboração de uma ferramenta de controlo e registo das anomalias encontradas no decorrer das intervenções, desenvolvimento de uma ferramenta para controlo e registo de KPIs (Key Perfomance Indicators) e estabeleceu-se uma lista de parceiros capazes de auxiliar no cumprimento e resolução de problemas encontrados nas operações de manutenção. Concluído o trabalho acima descrito, podem ser identificadas melhorias significativas ao nível da gestão da manutenção. Foram identificados os ativos com criticidade 1 (60 equipamentos), verificou-se uma redução do desperdício de tempo nas MP, onde o RMP foi revisto e melhorado, assim como uma diminuição do número de falhas em equipamentos onde foram aplicadas as MA, num deles chegando aos 66%, e o cumprimento do PMP aumentou em 12% no PT (Power Transformer). Para além do descrito atrás, foram introduzidos KPIs tais como, MTTR (Mean Time To Repair), MDT (Mean Down Time), MWT (Mean Waiting Time) e MTBF (Mean Time Between Failure).
In industry, production processes and assets are constantly changing, so reviewing, continually improving and updating the project is essential to its sustainability. This project, held from January 2018 to May 2019, consisted of the development of tools and application of methods and philosophies in order to improve the Preventive Maintenance Management (PM) at Efacec Power Solutions, S. A. (EPS). After identifying the main problems and solutions to support decision-making, a mixed maintenance strategy based on the Reliability Centered Maintenance (RCM) and Total Productive Maintenance (TPM) was applied in the development of the work. In order to support decision-making, a method of grading equipment criticality based on importance to the production process was developed and implemented, resulting in a classification of assets into three classes (1, 2 and 3). After the study of the equipment, a new restructuring of the Preventive Maintenance Plan Management (PMP) was defined, which resulted in a new flowchart of decisions and actions of the plan, revision of the Preventive Maintenance Records (PMR), implementation of Autonomous Maintenance (AM) in critical equipment, elaboration of a tool to control and record the anomalies found in Preventive Maintenance (PM), development of a tool for controlling and recording Key Performance Indicators (KPIs) and a list of partners able to assist in the fulfillment and resolution of maintenance problems. Following the work described above, significant improvements in maintenance management can be identified. Critical assets 1 (60 equipment’s) were identified, there was a reduction in waste time in PM where PMR was revised and improved, as well a decrease in the number of equipment failures where the AM was applied, in one of them it reaches 66%, and the PMP compliance increased by 12% in the PT (Power Transformer). In addition to the above, KPIs such as MTTR (Mean Time To Repair), MDT (Mean Down Time), MWT (Mean Waiting Time) and MTBF(Mean Time Between Failure) have been introduced.
In industry, production processes and assets are constantly changing, so reviewing, continually improving and updating the project is essential to its sustainability. This project, held from January 2018 to May 2019, consisted of the development of tools and application of methods and philosophies in order to improve the Preventive Maintenance Management (PM) at Efacec Power Solutions, S. A. (EPS). After identifying the main problems and solutions to support decision-making, a mixed maintenance strategy based on the Reliability Centered Maintenance (RCM) and Total Productive Maintenance (TPM) was applied in the development of the work. In order to support decision-making, a method of grading equipment criticality based on importance to the production process was developed and implemented, resulting in a classification of assets into three classes (1, 2 and 3). After the study of the equipment, a new restructuring of the Preventive Maintenance Plan Management (PMP) was defined, which resulted in a new flowchart of decisions and actions of the plan, revision of the Preventive Maintenance Records (PMR), implementation of Autonomous Maintenance (AM) in critical equipment, elaboration of a tool to control and record the anomalies found in Preventive Maintenance (PM), development of a tool for controlling and recording Key Performance Indicators (KPIs) and a list of partners able to assist in the fulfillment and resolution of maintenance problems. Following the work described above, significant improvements in maintenance management can be identified. Critical assets 1 (60 equipment’s) were identified, there was a reduction in waste time in PM where PMR was revised and improved, as well a decrease in the number of equipment failures where the AM was applied, in one of them it reaches 66%, and the PMP compliance increased by 12% in the PT (Power Transformer). In addition to the above, KPIs such as MTTR (Mean Time To Repair), MDT (Mean Down Time), MWT (Mean Waiting Time) and MTBF(Mean Time Between Failure) have been introduced.
Description
Keywords
Gestão do Plano de Manutenção Preventiva Criticidade dos Equipamentos Manutenção Produtiva Total Manutenção Centrada na Fiabilidade Manutenção Autónoma Manutenção Preventiva Indicadores de Desempenho Desperdício de Tempo Preventive Maintenance Plan Management Equipment Criticality Total Productive Maintenance Reliability Centered Maintenance Autonomous Maintenance Preventive Maintenance Performance Indicators Waste of Time