P. 1
Julio Nascif - Improvement on Maintenance Performance

Julio Nascif - Improvement on Maintenance Performance

|Views: 3|Likes:
Published by TECEM

More info:

Published by: TECEM on Jun 12, 2013
Copyright:Attribution Non-commercial

Availability:

Read on Scribd mobile: iPhone, iPad and Android.
download as PDF, TXT or read online from Scribd
See more
See less

07/03/2015

pdf

text

original

Página | 1

IMPROVEMENT ON MAINTENANCE PERFORMANCE
Júlio Nascif

1 – CHANGING AND IMPROVEMENT
The words CHANGE AND IMPROVE are more and more used at organizations. To occur IMPROVEMENT, CHANGE is needed. But not always CHANGE means IMPROVEMENT. Sometimes a change can worsen a situation or results. Throughout time, man constantly seeking an improvement. This means seeking to overcome challenges, improve quality of life, produce goods with higher technology, among others. Some examples illustrate the improvement obtained over time. Figures 1 and 2, shows a Ford assembly line in 1920 and Fiat's Brazil in 2011, respectively.

Figure 1 (1) Figure 2 (2) The graph in Figure 3 shows the evolution of time to swimming freestyle 100 m for men and women, between 1900 and 2010.

Figure 3

Júlio Nascif, mechanical engineer, CEO of TECÉM TECNOLOGIA EMPRESARIAL LTDA, coauthor of Maintenance books (see bibliography).

TECÉM – Tecnologia Empresarial Ltda - www.tecem.com.br - AUGUST 2011

COMPETITIVENESS AND THREATS Globalization is a process of interaction and integration among the people.In both cases it appears that a considerable improvement occurred when comparing the two extreme dates.AUGUST 2011 . natural resources and enviable weather. In a country that has a considerable consumer market. TECÉM – Tecnologia Empresarial Ltda . but should be developed in all areas of the organization. Página | 2 2 – GLOBALIZATION. the concept that underpins competitiveness is productivity.br . According to Porter.com. focused on international trade and investment. in the most of companies. On the positive side. Also.. globalization has brought the commercial and cultural exchange. among others: -Increased external vulnerability in the economic market -Increases in imports resulting in reduction of the balance or deficit -Threat of deindustrialization of the country At the same time that threats are present. with integration into the global economic and financial relations. companies and governments of different nations. This phenomenon is irreversible and. infrastructure. we must induce a culture that privileges the increased competitiveness of domestic enterprises aided by a more concrete support from the government in the area of infrastructure that currently is inadequate. the basic is not well done.. the competitiveness is the result of skill or knowledge acquired talent capable of creating and sustaining superior performance developed by competitors.www.tecem. for Brazil. operation. But it has also brought. The competitive advantage of any organization has its origins in basic activities. had the following consequences. management.e. It is considered that began in the 80’s.e. technology / innovation and supply chain. THE BEGIN  DO THE BASIC WELL DONE Increasing competitiveness is a goal that should be part of the management process in organizations. i. maintenance. with United States of America as the dominant polo. logistics. However. an interdependence in which developed countries are better served accentuating the economic "gap" between them and the poor countries. according to Porter. since market share is the capacity that organizations must achieve higher levels of productivity and increase it over time. a sum of improvements that occurred during the interval considered. as a negative point. services. it is necessary to face the situation taking from it the lessons that turn these threats into opportunities. supported by information technology. i.

AUGUST 2011 . which consists in seeking. This process led by senior management of the organization. implies the adoption of a consistent policy that sum the coordinated efforts of all segments and collaborators. MANAGEMENT Outsourced staff Own staff Figure 5 The benchmarking practice.IMPROVING PERFORMANCE On a business level. understanding and adapting best practices that exist within and outside of organizations.tecem. . can ensure and sustain competitive advantages. which is part of the management process of the organization. this policy is a PERMANENT goal for the company.com. the improvement in performance is necessary for companies to: • Be more productive • Be competitive • Obtain better results • Remain on the market (to survive) Página | 3 SURVIVE IMPROVE THE RESULTS IMPROVE THE COMPETITIVITY IMPROVE THE PRODUCTIVITY Figure 4 The Performance Improvement (Business Performance Improvement). Moreover. The improvement may have a date to start but no end date. requires a TECÉM – Tecnologia Empresarial Ltda .br . Such programs should be shared by service providers (third party) since its outcome will influence the outcome of the Organization (contractor).www. Permanent process Coordinated efforts of all segments and collaborators.3 .

 C • Make corrections detected in the verification phase. a continuous and dynamic process of change and performance improvement. Thus. The process of improving the performance aligns all segments of the organization around the guidelines established by top management while allowing the treatment of the interfaces between the various segments (areas or departments). i. that in many companies.br . as the better the performance of maintenance better will be the results of the Organization.com. set goals TECÉM – Tecnologia Empresarial Ltda . regardless of individual efforts of the Maintenance and of Supplies Chain to achieve excellence. Companies where there is a structured program of maintenance. Environmental Preservation and Appropriate Costs is the mission of Maintenance. the interface between these two segments should be analyzed and treated so that significantly reduce or eliminate wear points.tecem. friction and that negatively impact the company's bottom line.constant pro-active attitude and a systemic approach that is part of an organization's policy. constitutes an obstacle to the achievement of results. In the process of improving performance in maintenance it is necessary: • Develop an Action Plan aligned Organization guidelines  P • Implement the Action Plan acting according to the best practices  D • Make periodic internal and external checks (audits) for analysis of compliance and the adequacy of the plan of action.AUGUST 2011 .e.www. This policy should establish business excellence as a paradigm for the organization. Maintenance is a strategic role in organizations provided that: • There is no production without maintenance • The performance of maintenance directly impacts costs and profits • The performance of maintenance can impact the environment and safety Thus.  A The application of best practices is the natural way to achieve excellence or World Class Maintenance. Página | 4 GOAL MAINTENANCE OPERATION ADMINISTRATION COMPANY ENGINEERING HUMAN RESOURCES SUPPLY CHAIN FINANCIAL Figure 6 4 – IMPROVEMENT ON MAINTENANCE PERFORMANCE Ensure the availability and reliability of assets to meet a production program or service with Safety.

tecem.1 – BEST PRACTICES Best practices are those chosen as those that produce the best results if properly applied.br . adding tasks that add productivity to the service (for its own personnel and contractors) • Outsourcing. TECÉM – Tecnologia Empresarial Ltda .AUGUST 2011 . lubrication.for improving the utilization of assets grounded in the application of best practices and controlled by (few) representative indicators. by results • Application systematized (and enforcement) training programs for staff • Implementation of programs for internal and external audit as a tool for assessment and dissemination of best practices • Adoption of the practice of TPM . inspection) • Practice of multifunctionality and versatility. Some of the best practices in the management of routine maintenance are: • Failure Analysis • Integrated action with Operation and Engineering • Emphasis on Predictive Maintenance and Inspection • Applying the technique Preliminary Analysis of Risk (safety services) • Critical analysis of service requests prioritizing services that impact the availability and reliability of assets • Critical analysis of annual maintenance plans (predictive. However. a significant number of professionals or businesses do not apply them. • Development and use of procedures for key jobs • Integration between Maintenance and Supply Chain The best practices are widely known by maintenance personnel.Total Productive Maintenance with emphasis on Autonomous Maintenance.www.com. BEST PRACTICES  Not enough to know. Página | 5 RESULTS Desired Situation Best Pratices Action Plan Auditing A P Current Situation C D TIME Figure 7 4. We have to apply them. whenever possible. everyone agrees that your application is factor in improving outcomes and that companies that apply are better off in the market. preventive.

Página | 6 4. not enough plan and execute. among other Improvements may include also several factors simultaneously. we get an improvement. but should focus on those considered most important. most critical or have greater impact on the results. If there is no questioning the results will be the same.tecem. we get an improvement. always. The improvement can occur: • At runtime service • In order to provide the service • In personal safety • In the previous planning service • In staff training. If there is no questioning the results will be the same. Once established new way (better) a service is planned and / or executed.com. is carried out in the verification phase (C). We have to make CRITICAL ANALYSIS process comprising the steps of CHECK (C) and ACT (A). in phase A are proposed improvements (or ACT).AUGUST 2011 . TECÉM – Tecnologia Empresarial Ltda . This can happen in the review of equipment. C. personal security and advance planning. The important thing is to adopt this procedure. The question “how it is done” and “if you can improve”. for example. maintenance shutdowns or turnarounds. That is.2 – A CRITICAL ANALYSIS OF PROCESS Figure 7 shows that the improvement process includes turning the PDCA which is nothing more than the fulfillment of four phases . always.P. always being planned and carried out the same way. To improve. in a particular operation or implementation of preventive plans for a press. The application of critical analysis (C + A) will not be made for all maintenance services.br . While in phase C is analyzed. Once established new way (better) a service is planned and / or executed. D. always being planned and carried out the same way.www. for example. A. is carried out in the verification phase (C). there may be improvement in runtime. in phase A are proposed improvements (or fixes). The question of how it is done and if you can improve them. maintenance shutdowns in a particular operation or implementation of preventive plans a press. This can happen in the review of equipment. While in phase C analysis is done. A process or an activity / service may remain unchanged for 30 years. A process or an activity / service may remain unchanged for 30 years. for example.

tecem. personal security and advance planning.com. for example. also. Suppose the time to perform the maintenance. That is. is 15 days. among other Improvements may include. Página | 7 The improvement occurs in steps. there may be improvement in runtime. should be inspected and undergo repairs in both . Only a front of service is possible in this configuration.The improvement can occur: • At runtime service • In the way to or perform the service • In personal safety • In the previous planning of service • In staff training. several factors simultaneously. Figure 9 shows the assembly of scaffolding inside the tower so that the service is performed from top to bottom.AUGUST 2011 . TECÉM – Tecnologia Empresarial Ltda . but should focus on those considered most important. most critical or have greater impact on the results.br . The important thing is to adopt this procedure.the internal and external sides. which occurs every three years.www. The application of critical analysis (C + A) will not be made for all maintenance services. Every time you complete the rotation of PDCA climbed a rung on the ladder of improvement. according this procedure. CONTINUOUS IMPROVEMENT PROCESS results Actual performance level time Figure 8 The following example illustrates what was written above: Be a tower in a chemical plant during a maintenance shutdown.

br . Now. TECÉM – Tecnologia Empresarial Ltda . safely and time spent will be 5 days.Página | 8 Figure 9 Figure 10 Figure 10 shows a change in the way you perform the service.tecem. can be applied to other types of equipment keeping the characteristics and circumstances in each case. contributes to increase plant availability. derived from critical analysis by maintenance professionals. adopted for service in the tower. supported on brackets that remain on the tower to be used in the next stops. The steel plate. ensures that objects do not fall on workers below it.www.com. three fronts for the service may occur simultaneously. applied after critical analysis conducted by the Planning and Specialists. steel plate to create Chapa separadora de ambientes two separate ambients Figure 11 This type of solution.august 2011 . The Gain in 10 days on the equipment delivery. three separated ambient have been created in which different services can be developed simultaneously. Thus.

www.5% 0. Indicator (Metric) Manufacturing Performance Availability (continuous processes) O E E (continuous processes) Scrap rate Unavailability due to maintenance Based on actives value Maintenance costs / E R V Inventory cost / E R V Maintenance costs / Production Costs Staff Worker per Supervisor Workers per Planner Based on sales Maintenance costs / gross sales $ Labor Cost / Gross sales $ Maintenane inventory cost / gross sales $ Maintenance Performance Planned work Preventive Maintenane plan compliance Maintenance Schedulling compliance PM + PdM hours / Total of hours Emergencial (Corrective) Maintenance/Total of hours Absence Overtime Backlog Training spend / worker Training hours by worker by year Worker turn over medium values Página | 9 98% 95% 50 . In Maintenance.5 .100 ppm < 5% 2-3% 1 .3 K$ 60 . preventive and predictive.br .8 .90 h < 2% Figure 12 TECÉM – Tecnologia Empresarial Ltda . Among other highlights are: • Availability • Maintenance Cost / Gross Sales • Maintenance Cost / Estimated Replacement Value (E R V) • Backlog • Rate of rework • Productivity of Maintenance Labor • Rates of compliance with maintenance scheduling • Maintenance percent of corrective.1.8% 0. some key indicators of the process should be permanently controlled and compared with other excellent companies.4 – INDICATORS The essence of process benchmarking is the comparison of the indicators and the implementation of best practices.com. comparing with excellent companies. The table in figure 12 shows some indicators of maintenance with the average values considered benchmark. The indicators enable the company to monitoring the progress of their improvement process at the same time.2.6% > 80% > 90% > 90% > 55% < 10% < 2% < 5% 2-5 weeks 1 .30% 8 to 12 20 to 30 2 .tecem.2% 7 .4.august 2011 . establish the goals needed for market share.

com. What is sought in this process? • Eliminate activities that do not add value to the company's results.br .august 2011 .tecem. because Figura 13 (3) THIS DISPUTE is PERMANENT! TECÉM – Tecnologia Empresarial Ltda . • Work in a structured joining effort of all • Work in a coordinated way to obtain the best result • To ensure repeatability and sustainability • Go beyond the indices (results) international • Using all this as a competitive advantage But to achieve improved performance requires some assumptions: • PERSEVERANCE • DISCIPLINE • FOCUS.www.Página | 10 5 – CONCLUSION The improvement on Maintenance Performance is part of the company's overall improvement in the pursuit of excellence.

Qualitymark. 2 – Manutenção Função Estratégica – Alan Kardec e Julio Nascif – Ed. 2009 3 – Petrobras – Regap – Planejamento de Paradas de Manutenção. source Wikimedia Commons. 1979 /2001 – diversos.august 2011 .tecem.Página | 11 Bibliografia: 1 – Manutenção Orientada para Resultados – Julio Nascif e Luiz Dorigo. 2005 4 – Competitividade – Michael Porter. Editora Qualitymark. 1928.jpg (2) 11/04/2012 Carros do Álvaro .br . 3ª edição.MZ – Jogos Africanos . segundo presidente da Anfavea (3) 22 de Julho 2011.mz/noticias/atletismo/ TECÉM – Tecnologia Empresarial Ltda .com. Photos credits: (1) Ford Model A Assembly Line. Rio de Janeiro.File:Literary Digest 1928-01-07 Henry Ford Interview 2. Rio de Janeiro.Montadoras investirão US$ 22 bilhões até 2015.sapo. 2009.www.http://jogosafricanos. 13:12 SAPO.

You're Reading a Free Preview

Download
scribd
/*********** DO NOT ALTER ANYTHING BELOW THIS LINE ! ************/ var s_code=s.t();if(s_code)document.write(s_code)//-->