1 Trabalho apresentado no Congresso Brasileiro de Manutenção 2005, Revisado 2013.

THE IMPORTANCE OF MAINTENANCE MANAGEMENT or

How to avoid "traps" in Maintenance Management

Part 1

Júlio Nascif

Luiz Carlos Dorigo

RESUME In order to become more competitive, companies need the basic functions represented by the various

departments of its structure have excellent results. Maintenance, as a strategic function in the strategic

organizations and directly responsible for the reliability and availability of assets is of paramount

importance in the company's results. These results will be much better as more effective the

Maintenance Management. However, there is still a portion of maintenance technicians and managers

who believe that only the technologies of their maintenance specialties (Mechanical, Electrical,

Metallurgical, Instrumentation, Control, Automation ...) is sufficient for solving all problems of its plants.

This technical domain is necessary, but is not sufficient. Even those companies in which technological

problems persist, they will be quickly identified if they have an appropriate management system. These

companies go faster to achieve the status of "World Class", while others remain stagnant committing

several errors, or rather fall into management "traps", they cannot provide the desired results. This

work is based on consulting projects that weave develops, plus the experience of its consultants in Brazil

and Latin America.

1 - MANAGEMENT

Management is the process of simultaneous conduction of two actions:

Routine Stabilization and Implementation of Improvements.

According to Vicente Falconi Campos(2)

, "management is essentially to achieve goals. There is no management without goals.

Figure 1 – Management

To make this possible, it is essential to have (figure 2): • Organizational structure with appropriate assignments well defined; • Training and qualification • Plans of actions well prepared well with accountable, representative indicators and deadlines.

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Júlio Nascif, mechanical engineer, CEO of TECÉM-Tecnologia Empresarial Ltda, consultant, coauthor of book “Manutenção Orientada para Resultados” (Results Oriented Maintenance). Luiz Carlos Dorigo, electrical engineer, senior consultant of TECÉM-Tecnologia Empresarial Ltda, coauthor of book “Manutenção Orientada para Resultados” (Results Oriented Maintenance).

MANAGEMENT

ROUTINE

STABILIZATION

IMPROVEMENTS

IMPLEMENTATION

GOALS

2 Trabalho apresentado no Congresso Brasileiro de Manutenção 2005, Revisado 2013.

ADEQUATED

ORGANIZATIONAL

STRUCTURE

TRAINED AND

QUALIFIED

PERSONNEL

PROJECTS AND

ACTION PLANS

appropriate assignments well defined

Figure 2 – Basic Conditions for Management

The STRUCTURE is the foundation upon which people develop work guided by action plans to achieve the goals set. Compliance with DESIGNS AND PLANS OF ACTION will only be effective with the completion of all four phases of the PDCA - Plan, Do, Check and Act. TRAINED AND QUALIFIED PERSONNEL means to develop and strengthen the skills of staff through training that is not limited to technical needs related to equipments. Aspects such as safety, environment, failure analysis, 7S and quality tools are important to format a proper profile and participatory staff in problem solving and an indication of the improvements. When we are referring to the organizational structure of the maintenance, we are not talking of existing models or practiced - centralized or decentralized; online, or mixed matrix. We are talking about the existence of some "bins" that are essential to the Maintenance structure, regardless of how they are arranged in the organization. They are: • MANAGEMENT • MAINTENANCE ENGINEERING • PLANNING, COORDINATION AND CONTROL SERVICES • EXECUTION MANAGEMENT - Responsible for the overall conduct of maintenance. As incredible as it may seem in some companies this function is not defined, ie, there is not a responsible with proper profile that is in your charge the attribution to make the Maintenance Management. The Maintenance Management fulfill its role, insofar as he can command the main events of the day-to-day, can to take care of the human factor and can think in the Maintenance tomorrow’s. MAINTENANCE ENGINEERING - usually includes the following responsibilities:

• Preparation of annual plans of preventive and predictive • Incorporation of new technologies and Predictive Inspection • Control, Analysis and Diagnosis of predictive maintenance • Failure Analysis • Material and Spare Parts • "Sustaining" improvements or small projects • Monitoring of major projects conducted by the Engineering • Support day-to-day execution in special situations

3 Trabalho apresentado no Congresso Brasileiro de Manutenção 2005, Revisado 2013.

MANAGER

Planning, Scheduling,

Coordination and

Control

InspectionMaintenance

Engineering

CMMS/

EAM/

ERP

FAILURE

ANALYSIS

EXECUTION

OPTIMIZATION

Planning

Labor application

Service

AVAILABILITY

RELIABILITY

Chronic Troubles

Technology

Service support

DAILY

DAILY SUPPORT

MEDIUM AND LON TERM

Figure 3 – Maintenance Organizational Structure

PLANNING, COORDINATION AND SERVICE CONTROL - In some companies incorporates INSPECTION function whose goal is to follow up the equipment daily and inserting or removing the next preventive maintenance tasks based on observations made in the field. EXECUTION - Grouping responsible for implementation of the Maintenance services that is responsible for ensuring the quality of services and "feed-back" to the Maintenance Engineering, Planning and Control Maintenance and the Inspection too . This grouping is what needs higher dosage of technical training since is the responsible for the ACTION. DESIGNS AND PLANS OF ACTION Maintenance should be developed from the Guidelines of the Board of the Company. That is, the actions must be aligned with the goals the company wants to achieve. This alignment is as true for the maintenance as for the other segments of the organization, allowing all areas of the company work oriented in the same direction.

Figure 4– Management by guidelines

Action plans of maintenance must be established with the participation of the team. The most common is the involvement of supervisors, engineers and managers. The staff of the enforcement is involved, takes cognizance of action plans and participates in its achievement. The targets must be known to all staff and all maintenance must be aware of its importance so that they are met. Unfold the guidelines is to ensure that the guidelines of the Board are transferred across the structure, ie, all professionals will be reached.