Integrated Management of Assets (CASES, 2012_Jan_1º)

1994 1995 1996 1997 1998 1999 2002 2004 2006 2008

Release of theProject

"Increasing theProductivity of

theMaintenance

Cells(Partnership

FCO:“BHRAMA,CEMIG,

COPEL, CVRD,ELETRONORTE

EMBRACO,GERDAU,

INFRAERO,SADIA,

VOTORANTIM)

Initiate theproject of

restructuringof the cells ofmaintenance ofthe 11 plants

of the GERDAUGroup Brazil

(SMI)

Consolidation ofthe project

Park ofMaintenance ofthe Galleon -PAMAGL /

Brazilian AirForce - FAB((ICA-065)

Restructuringof the cells ofmaintenance of

3 PlantsDANONE Group

(SGM)

Formation ofthe Group of

TechnicalReliability of

theMaintenance inthe FundaçãoChristiano

Otonni - FCO

E&T of ~2.000 Leaders/ Supervisors /Bosses of Teamof Maintenanceof EMBRACO(Brazil, China,

Italy andYugoslavia)

1994 1995 1996 1997 1998 1999 2002 2004 2006 2008

Release of theProject

"Increasing theProductivity of

theMaintenance

Cells(Partnership

FCO:“BHRAMA,CEMIG,

COPEL, CVRD,ELETRONORTE

EMBRACO,GERDAU,

INFRAERO,SADIA,

VOTORANTIM)

Project ofrestructuringof the cells ofmaintenance of

the 12Managements

of Area of theCompanhiaSiderúrgica

Nacional - CSN/ Mining CASADE PEDRA and

BOCAINA(SGM)


restructuringof the cells ofmaintenance ofthe 11 plants

of the GERDAUGroup Brazil

(SMI)

Project ofrestructuringof the cells ofmaintenance of

the 6Managementsof Area of

Acerìas Paz delRìo - APDR /

Colombia

(SGM /VOTORANTIM

Siderurgy)

Consolidation ofthe project

Park ofMaintenance ofthe Galleon -PAMAGL /

Brazilian AirForce - FAB((ICA-065)

Restructuringof the cells ofmaintenance of

3 PlantsDANONE Group

(SGM)

Formation ofthe Group of

TechnicalReliability of

theMaintenance inthe FundaçãoChristiano

Otonni - FCO

E&T of ~2.000 Leaders/ Supervisors /Bosses of Teamof Maintenanceof EMBRACO(Brazil, China,

Italy andYugoslavia)


restructuringof the cells ofmaintenance of

the 76Managementsof Area of

CVRD (SGM /Proativo VALE)

FinancialPerspective

safety and environment attitude change reduction of risks innovative methods

focus in resultsfocus in the operatorintegration of the systems

technology absorption domain and spread of the

technical information benchmarking exchange between existent

units and universities

Perspective of Learning and Growth

Perspectiveof Clients

Perspective ofInternal Processes

intrinsic quality ready delivery technical proactive support

period of delivery to join value to the

customer's business

businesses processes leadership

leadership communication training work in team

per

form

ance

practices

Fase de Falhas Eventuais

T3T1

focus in the inspection and lubrication andrepress and change for wear and tear

T2

diagnostic of

equipment

T0

initial

control

failure/breakdown

time

An

om

alie

s

time

Ap

erfo

rman

ceof

the

Fun

ctio

n

“initial control”(decrease

of the phaseof flawsInitials)

Phase ofRandom Flaws!

Focus in the basic maintenance:inspection, lubrication, reaperto and

change for wear and tear.

Increase of theperformance of

the FunctionStandard

A SDC

A SDC

An

om

alie

s

time

Ap

erfo

rman

ceof

the

Fun

ctio

n

“initial control”(decrease

of the phaseof flawsInitials)

Prolongationof the useful life(Great Reforms)

Phase ofRandom Flaws!

Focus in the basic maintenance:inspection, lubrication, reaperto and

change for wear and tear.

Increase of theperformance of

the FunctionStandard

A SDC

A SDC

A SDC

Fase de Falhas Eventuais

T3T1

focus in the inspection and lubrication andrepress and change for wear and tear

T2

diagnostic of

equipment

T0

initial

control

1 – HISTORY:

Method of analysis introduced by Xerox in order to find the World Class Standarts for

products, services or processes to make adjustments later if internal company focused on

overcoming these standards found.

2 - TYPES OF BENCHMARKING:

MODEL GENERAL DESCRIPTIONSTRATEGIC ORCOMPETITIVE benchmarking is done using competitor as model

INTERNAL operations or processes are used as a model

FUNCTIONAL use of companies that are famous for particular types of action

STANDARD the data is collected from a group of companies for a particular product, service orprocedure without the name of the companies, which are the standards

3 – USES:

The technical analysis of the Benchmarking is used by companies to obtain a quality

improvement, such as being critical factor to obtain the prestigious Malcolm Baldrige

National Quality Award.

4 - THE TEN STEPS :

5 - USE OF BENCHMARKING WITH FOCUS ON RELIABILITY:

Benchmarking is an input to develop a reliability program. It is not absolute (except,

government regulations, environmental protection, etc.).6 - INCLUDE THE BENCHMARKING:

Complete analysis of all failures, regardless of "Where or When," they occur in your

engine. Identifying the cause of the failure and determining corrective actions, including

review and redesign of analytical tools and models;

Emphasis on developing engineering tests to understand the functionality of the Project

and thus validating the design process. Avoiding reliability tests with restricted focus of

analysis. If necessary, the statements should be focused on new components or

assemblies, or the integration of old components with new ones. Accelerated Life Test can

be used to establish the "age" of items, which are required high level of reliability and

determine the mechanisms of failure; and,

Ensure Reliability of the team responsible for Product Development. Giving the team the

responsibility to determine the reliability requirements and project selection, analysis,

testing and manufacturing activities which aim to ensure reliability.

7 - IMPORTANT POINTS IN THE ANALYSIS:

Among the companies interviewed during the data collection, some are perceived

differences in specific activities performed to achieve the reliability;

These differences are not surprising, according to the companies representing

different industry segments;

The nature of the products of a company requires different analysis than that

of another company analyzed;

Therefore, different companies in different industries, use of differentiated

reliability;

Even in the same industrial sector, companies make use of differentiated

according to their need for analysis; and,

Despite these differences the aims of the Trust Companies and can be

generalized and specific activities are identified for the ca-group activities.

8 - SUCCESS FACTORS IN THE DESIGN PHASE:

Use of focus on developing a new product;

Project emphasis on the objects, without the existence of defective points. The

modeling activities of the Trust as a means to achieve the objectives;

Implementation of components properly (more than simply analyze the level of

quality);

Integration of Reliability analysis and modeling tools for design and

manufacturing (CAD / CAM) as an integral part of Concurrent Engineering;

Use of standards such as "lessons learned" than taxes; and,

Use of Design Revew to obtain an independent review of the project.

9 - IMPORTANT POINTS IN MANUFACTURING:

Development of a long relationship with a small number

of suppliers, to ensure a consistent quality of production;

and

Recognize that reliability is impacted by manufacturing

processes, as well as by product design.

ITEM DE CONTROLE - SUGESTÃO CLT COLETA DE DADOS

Indicador Objetivo Fórmula Unidade deMedida Referência Frequência

CLT-01 Índice de Chegada de Naviosem função do LayDays CFR

Medir a performance dosarmadores

(Número de navios chegados atédeterminado laydays (1 a10) /

total de navios) x 100% ago/04 Mensal

CLT-02 Produtividade dos Navios

CLT-02.1 Bobina QuenteCLT-02.2 Placas

CLT-03Índice de Bobinas Avariadasroubadas no TransporteRodoviário USINA x Cliente

Medir o desempenho dotransportador rodoviário noprocesso de entrega ao cliente.

Bobinas avariadas (ton) /roubadas / Total de bobinas

embarcadas (ton)% ago/04 Mensal

CLT-04Índice de Bobinas Avariadasroubadas no TransporteFerroviário USINA x Cliente

Medir o desempenho dotransportador ferroviário noprocesso de entrega ao cliente.

Bobinas avariadas (ton) /roubadas / Total de bobinas

embarcadas (ton)% ago/04 Mensal

CLT-05 Índice de cumprimento deretirada de carga rodoviário

medir o desempenho dotransportador para retirada dacarga programada.

(Num retiradas > 48h / Numretiradas) x 100 % ago/04 Mensal

CLT-06Índice de Permanência decarreta na USINA emcarregamento

medir a eficiência da empresa noprocesso de carregamento edespacho.

Média do tempo de permanênciadas carretas na CST em

carregamentohoras ago/04 Mensal

CLT-07Índice de Permanência devagão na USINA emcarregamento

medir a eficiência da empresa noprocesso de carregamento edespacho.

Média do tempo de permanênciados vagões na CST em

carregamentohoras ago/04 Mensal

CLT-08Índice de cumprimento doTransit Time contratualRodoviário

medir o desempenho dotransportador quanto a prazo deentrega.

(Num entreganoprazo / Numentregatotal) x 100 % ago/04 Mensal

ID

Medir a produtividade média dosembarques

(Somatório da produtividade dosnavios x tonelada embarcada) /

carga total embarcada

Ton / hora /terno ago-04 Mensal

C L T - L o g í s t i c a,

I n d i c a d o r T e n d ê n c i a U n i d a d e d eM e d i d a E m p r e s a A G O

2 0 0 4S E T

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b a r r a e m f u n ç ã o d o L a y D a y s c o mF r e t e C o n t r a t a d o

A C E S I T AS U Z A N O B A H I A S U L ? ? ? ?

B E L G OC S T 2 5 , 0 0 % 3 3 , 0 0 % 5 0 , 0 0 % 5 0 , 0 0 %

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V e g a d o S u l 0 , 0 0 %A C E S I T A

S U Z A N O B A H I A S U L ? ? ? ?B E L G O

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V & MV e g a d o S u l 1 0 0 , 0 0 %


B E L G OC S T 2 5 , 0 0 % 3 3 , 0 0 % 2 5 , 0 0 % 5 0 , 0 0 %

G E R D A U A ç o m i n a s 0 , 0 0 % 1 1 , 1 1 % 2 8 , 5 7 % 3 3 , 3 3 %V & M

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S U Z A N O B A H I A S U L ? ? ? ?B E L G O

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B E L G OC S T 2 5 , 0 0 % 0 , 0 0 % 0 , 0 0 % 0 , 0 0 %

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V e g a d o S u l 0 , 0 0 %C L T - M A - 0 2 P r o d u t i v i d a d e d o s N a v i o s

A C E S I T AS U Z A N O B A H I A S U L N D N / D N / D N / D

B E L G OC S T 3 0 3 , 0 0 3 2 4 , 0 0 3 0 4 , 0 0 3 4 5 , 0 0

G E R D A U A ç o m i n a s 4 5 4 , 6 4 3 9 0 , 8 5 1 7 2 , 3 8 3 0 8 , 6 2V & M

V e g a d o S u l -A C E S I T A

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C S T 2 2 0 , 0 0 2 2 3 , 0 0 2 5 9 , 0 0 2 0 9 , 0 0G E R D A U A ç o m i n a s - - - -

V & MV e g a d o S u l 5 4 , 0 0


B E L G OC S T - - - -

G E R D A U A ç o m i n a s 8 6 , 8 0 9 5 , 9 2 1 4 3 , 4 7 1 4 7 , 6 5V & M



C S T - - - -G E R D A U A ç o m i n a s 5 9 , 8 1 6 7 , 9 3 6 5 , 6 0 4 8 , 2 6

V & MV e g a d o S u l -


B E L G OC S T - - - -

G E R D A U A ç o m i n a s - - - -V & M



C S T - - - -G E R D A U A ç o m i n a s - - - -

V & MV e g a d o S u l -


B E L G OC S T - - - -

G E R D A U A ç o m i n a s - - - -V & M



C S T - - - -G E R D A U A ç o m i n a s 3 2 5 , 1 9 3 0 6 , 7 9 3 9 0 , 9 0 3 3 2 , 3 0

V & MV e g a d o S u l


B E L G OC S T - - - -

G E R D A U A ç o m i n a s 2 1 0 , 9 5 4 4 6 , 0 9 1 6 0 , 4 2 3 0 3 , 4 1V & M

V e g a d o S u lA C E S I T A


C S T 1 , 7 1 1 , 7 6 1 , 7 2 1 , 8 6G E R D A U A ç o m i n a s N / D N / D N / D N / D

V & M 1 1 , 0 0 1 1 , 0 0 1 1 , 0 0 1 1 , 0 0V e g a d o S u l 6 , 0 5


B E L G OC S T 7 3 , 9 4 % 7 9 , 3 9 % 8 6 , 9 4 % 7 1 , 2 3 %


V e g a d o S u l 1 0 0 , 0 0 %A C E S I T A


C S T 0 , 5 1 0 , 4 9 0 , 4 5 0 , 5 4G E R D A U A ç o m i n a s N / D N / D N / D N / D

V & MV e g a d o S u l 1 , 3 5


B E L G OC S T N / D N / D N / D N / D

G E R D A U A ç o m i n a s N / D N / D N / D N / DV & M

V e g a d o S u l 1 , 0 0A C E S I T A


C S T 4 4 . 7 6 0 , 3 4 7 3 . 9 9 4 , 9 0 1 6 . 9 8 2 , 6 8 5 5 . 4 5 6 , 3 0G E R D A U A ç o m i n a s N / D N / D N / D N / D

V & MV e g a d o S u l 2 8 . 5 2 0 , 0 0


B E L G OC S T 3 8 , 8 9 % 1 4 , 2 9 % 1 3 , 3 3 % 4 1 , 6 7 %


V e g a d o S u l 1 0 0 , 0 0 %A C E S I T A


C S T 9 0 , 1 5 9 , 5 5 9 , 1 5 9 , 4 0G E R D A U A ç o m i n a s N / D N / D N / D N / D

V & MV e g a d o S u l 8 0 , 0 0 %

D i s p ê n d i o t o t a l c o m p e a ç ã oe m U S $ ( t a x a d e c a m b i o a o

f i n a l d o m ê s ) / T o n e l a d a sE m b a r c a d a s

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i n d i c a d o r e sd e s t a p l a n i l h a

s ó s e r ã oi n f o r m a d o s à se m p r e s a s q u ea p r e s e n t a r e mo s r e s u l t a d o s .

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o s v a l o r e s ap a r t i r d e

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I T E M D E C O N T R O L E

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N a v i o s c o m D e m u r r a g eC L T - M A - 0 8

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B a i x o

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n a v i o s c o m d e m u r r a g e

M e d i r o t e m p o d i s p e n d i d o p e l on a v i o d e p o i s d e a t r a c a d o

a g u a r d a n d o l i b e r a ç ã o d a sa u t o r i d a d e s

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l i b e r a ç ã o p e l a s a u t o r i d a d e s /Q u a n t i d a d e T o t a l d e N a v i o s

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s i g n i f i c a t i v o d es u a e m p r e s a

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B a i x o

T o n / h o r a /t e r n o





M e d i r o d e s e m p e n h o d o a r m a d o rq u a n t o a o f o r n e c i m e n t o d e n a v i o s

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%

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%

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C L T - M A - 0 2 . 0 8

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M e d i r a p e r f o r m a n c e d o sa r m a d o r e s

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%



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1st year 2nd year 3rd year 4rd year 5th year

Diretorias ................................................ 5

Gerências Gerais ................................... 10

Gerências de Área de Manutenção ........ 36

Diretorias ................................................ 5

Gerências Gerais ................................... 10

Gerências de Área de Manutenção ........ 36

Stages

Products

basic plan of implementation+ won of the project

model of basic attendancedefinition of the map of

battle

today 1st month 2nd month 3rd year

Integrated Management of Assets (CASES, 2012_Jan_1º)

Business

Transcript of Integrated Management of Assets (CASES, 2012_Jan_1º)