| Name: | Description: | Size: | Format: | |
|---|---|---|---|---|
| 9.52 MB | Adobe PDF | |||
| 1.74 KB | License |
Authors
Advisor(s)
Abstract(s)
Ao contrário do que as empresas antigas e rígidas referiam, que a gestão da manutenção seria um custo indispensável para o funcionamento das unidades não acrescentando valor, compara-se hoje o oposto. Alinhar a manutenção à produção, planeamento e apoio à decisão, permite colocar produtos no mercado ao mais baixo custo nos prazos estabelecidos. Esta dissertação tem como objetivo primordial a melhoria dos processos de manutenção de uma unidade industrial. Para tal foram estudados e desenvolvidos alguns modelos de teste na estrutura da manutenção. Por exemplo, definiu-se o critério de obrigatoriedade de num turno produtivo estar sempre um técnico sénior, um júnior e um aprendiz ou estagiário, por forma a que o conhecimento se transmita entre gerações. Com isto, ambiciona-se um aumento na motivação e maior facilidade na integração de novos técnicos, refletindo-se na redução do número de paragens por avaria. Para isso utiliza-se a metodologia Action Research, onde todas as ações são planeadas, implementadas, medidas e se necessário reajustadas. A realização deste trabalho permitiu padronizar as ações e decisões a tomar no âmbito da manutenção; aumentar a rapidez, logo melhoria do Mean Time To Repair(MTTR); Melhorar no cumprimento dos planos de manutenção; Aplicar o conceito Total Productive Maintenance (TPM); Elaborar procedimentos e contribuir para a formação dos técnicos; Criar um de repositório digital; Criar procedimentos para associar materiais aos equipamentos; Melhorar o software SAP; Criar indicadores de manutenção. Com estas melhorias conseguiu-se reduzir o indicador MTTR de 9,86 dias para 1,46 dias, no caso de manutenções curativas, nas manutenções preditivas o indicador MTTR passou de 75 dias para 15 dias.
The management of maintenance, contrary to what the old and rigid companies said, which is an indispensable cost for the operation of the units not adding value, today comes to prove exactly the opposite, and align maintenance to production, planning and decision support, to put products on the market at the lowest cost with the established deadlines. This dissertation has as its primary objective the improvement of the maintenance processes of an industrial unit. For this, some test models were studied and developed in the maintenance structure, such as the criterion of a shift being mandatory to be a senior technician, a junior and an apprentice or intern, so that knowledge is transmitted between generations. This aims to increase motivation and easier integration of new technicians, reflecting the reduction in the number of stops per breakdown. For this, the methodology used was Action Research, where all actions are planned, implemented, measures and, if necessary, readjusted. Thus, with the accomplishment of this work, it was possible: Standardization of actions and decisions to be made in the context of maintenance; Faster, soon improvement of Mean Time To Repair; Improvement in compliance with maintenance plans; Application of the TPM (Total Productive Maintenance) concept; Preparation of procedures and training of technicians; Creation of digital repository; Creation of procedures to associate materials with equipment; Improvement of SAP software; Creation of maintenance indicators. With these improvements, it was possible to reduce the MTTR indicator from 9.86 days to 1.46 days, in the case of curative maintenance and predictive maintenance, the MTTR indicator went from 75 days to 15 days.
The management of maintenance, contrary to what the old and rigid companies said, which is an indispensable cost for the operation of the units not adding value, today comes to prove exactly the opposite, and align maintenance to production, planning and decision support, to put products on the market at the lowest cost with the established deadlines. This dissertation has as its primary objective the improvement of the maintenance processes of an industrial unit. For this, some test models were studied and developed in the maintenance structure, such as the criterion of a shift being mandatory to be a senior technician, a junior and an apprentice or intern, so that knowledge is transmitted between generations. This aims to increase motivation and easier integration of new technicians, reflecting the reduction in the number of stops per breakdown. For this, the methodology used was Action Research, where all actions are planned, implemented, measures and, if necessary, readjusted. Thus, with the accomplishment of this work, it was possible: Standardization of actions and decisions to be made in the context of maintenance; Faster, soon improvement of Mean Time To Repair; Improvement in compliance with maintenance plans; Application of the TPM (Total Productive Maintenance) concept; Preparation of procedures and training of technicians; Creation of digital repository; Creation of procedures to associate materials with equipment; Improvement of SAP software; Creation of maintenance indicators. With these improvements, it was possible to reduce the MTTR indicator from 9.86 days to 1.46 days, in the case of curative maintenance and predictive maintenance, the MTTR indicator went from 75 days to 15 days.
Description
Keywords
Melhoria Contínua Gestão Manutenção Processos Unidade Industrial Total Productive Maintenance MTTR Continuous Improvement Management Maintenance Processes Industrial Unit Total Productive Maintenance MTBF