Integrated Management of Assets (CASES, 2012_Jan_1º)

Release of the
Project
"Increasing the
Productivity of
the
Maintenance
Consolidation of
Cells
the project
(Partnership Initiate the Restructuring
Park of
FCO: E&T of ~ project of of the cells of
Maintenance of
“BHRAMA, 2.000 Leaders restructuring maintenance of
Formation of the Galleon -
CEMIG, / Supervisors / of the cells of 3 Plants
the Group of PAMAGL /
COPEL, CVRD, Bosses of Team maintenance of DANONE Group
Technical Brazilian Air
ELETRONORTE of Maintenance the 11 plants (SGM)
Reliability of Force - FAB
EMBRACO, of EMBRACO of the GERDAU
the ((ICA-065)
GERDAU, (Brazil, China, Group Brazil
Maintenance in INFRAERO, (SMI)
Italy and
the Fundação SADIA, Yugoslavia)
Christiano VOTORANTIM)
Otonni - FCO

1994 1995 1996 1997 1998 1999 2002 2004 2006 2008

Project of
Project of
restructuring
restructuring
of the cells of
of the cells of
Release of the maintenance of
maintenance of
Project the 12
Initiate the the 6
"Increasing the Managements
project of Managements
Productivity of of Area of the
restructuring of Area of
the Companhia
of the cells of Acerìas Paz del
Maintenance Siderúrgica
maintenance of Rìo - APDR /
Consolidation of Nacional - CSN
Cells the 76 Colombia
the project / Mining CASA
(Partnership Initiate the Restructuring Managements
Park of DE PEDRA and (SGM /
FCO: E&T of ~ project of of the cells of of Area of
Maintenance of BOCAINA VOTORANTIM
“BHRAMA, 2.000 Leaders restructuring maintenance of CVRD (SGM /
the Galleon - (SGM) Siderurgy)
Formation of CEMIG, of the cells of 3 Plants
/ Supervisors / Proativo VALE)
the Group of PAMAGL /
COPEL, CVRD, Bosses of Team maintenance of DANONE Group
Technical Brazilian Air
ELETRONORTE of Maintenance the 11 plants (SGM)
Reliability of Force - FAB
EMBRACO, of EMBRACO of the GERDAU
the ((ICA-065)
GERDAU, (Brazil, China, Group Brazil
Maintenance in INFRAERO, (SMI)
Italy and
the Fundação SADIA, Yugoslavia)
Christiano VOTORANTIM)
Otonni - FCO

1994 1995 1996 1997 1998 1999 2002 2004 2006 2008

Financial
Perspective

Perspective  intrinsic quality  period of delivery
of Clients  ready delivery  to join value to the
 technical proactive support customer's business

Perspective of
Internal Processes

Perspective of Learning and Growth

 leadership  technology absorption
 domain and spread of the
 safety and environment  communication
technical information
 attitude change  businesses  training  benchmarking
 reduction of risks  processes  work in team focus in results  exchange between existent
 innovative methods  leadership focus in the operator units and universities
integration of the systems

Fase de Falhas Eventuais

T0 T1 T2 T3

initial focus in the inspection and lubrication and diagnostic of
repress and change for wear and tear
control equipment

failure/breakdown

time

of the Function
Aperformance
Increase of the
AS
AS
performance of
the Function CD
Standard
CD

Phase of
Random Flaws!
time

“initial control” Focus in the basic maintenance:
(decrease inspection, lubrication, reaperto and
of the phase change for wear and tear.
of flaws
Initials)
Anomalies

of the Function
Aperformance
Increase of the
AS
A S

AS
performance of
the Function CD
C
D
Standard
CD

Phase of
Random Flaws!
time

“initial control” Focus in the basic maintenance: Prolongation
(decrease inspection, lubrication, reaperto and of the useful life
of the phase (Great Reforms)
change for wear and tear.
of flaws
Initials)
Anomalies

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 DESCRIPTION
STRATEGIC OR
benchmarking is done using competitor as model
COMPETITIVE

INTERNAL operations or processes are used as a model

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

the data is collected from a group of companies for a particular product, service or
STANDARD
procedure 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
ID Unidade de
Indicador Objetivo Fórmula Referência Frequência
Medida
(Número de navios chegados até
Índice de Chegada de Navios Medir a performance dos
CLT-01 determinado laydays (1 a10) / % ago/04 Mensal
em função do LayDays CFR armadores
total de navios) x 100

CLT-02 Produtividade dos Navios (Somatório da produtividade dos
Medir a produtividade média dos Ton / hora /
navios x tonelada embarcada) / ago-04 Mensal
embarques terno
CLT-02.1 Bobina Quente carga total embarcada
CLT-02.2 Placas

Índice de Bobinas Avariadas Medir o desempenho do Bobinas avariadas (ton) /
CLT-03 roubadas no Transporte transportador rodoviário no roubadas / Total de bobinas % ago/04 Mensal
Rodoviário USINA x Cliente processo de entrega ao cliente. embarcadas (ton)

Índice de Bobinas Avariadas Medir o desempenho do Bobinas avariadas (ton) /
CLT-04 roubadas no Transporte transportador ferroviário no roubadas / Total de bobinas % ago/04 Mensal
Ferroviário USINA x Cliente processo de entrega ao cliente. embarcadas (ton)

medir o desempenho do
Índice de cumprimento de (Num retiradas > 48h / Num
CLT-05 transportador para retirada da % ago/04 Mensal
retirada de carga rodoviário retiradas) x 100
carga programada.

Índice de Permanência de medir a eficiência da empresa no Média do tempo de permanência
CLT-06 carreta na USINA em processo de carregamento e das carretas na CST em horas ago/04 Mensal
carregamento despacho. carregamento

Índice de Permanência de medir a eficiência da empresa no Média do tempo de permanência
CLT-07 vagão na USINA em processo de carregamento e dos vagões na CST em horas ago/04 Mensal
carregamento despacho. carregamento

Índice de cumprimento do medir o desempenho do
(Num entreganoprazo / Num
CLT-08 Transit Time contratual transportador quanto a prazo de % ago/04 Mensal
entregatotal) x 100
Rodoviário entrega.

C L T - L o g ís t ic a
,
I T E M D E C O N T R O L E
I D U n id a d e d e A G O S E T O U T N O V D E Z O b s e r v a ç õ e s
I n d ic a d o r T e n d ê n c ia E m p r e s a O b j e t iv o F ó r m u la F r e q u ê n c ia
M e d id a 2 0 0 4 2 0 0 4 2 0 0 4 2 0 0 4 2 0 0 4
Í n d ic e d e C h e g a d a d e N a v io s n a
C L T - M A - 0 1 b a r r a e m f u n ç ã o d o L a y D a y s c o m
F r e t e C o n t r a t a d o
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
C L T - M A - 0 1 .0 1 1 D ia C im a % C S T 2 5 ,0 0 % 3 3 ,0 0 % 5 0 ,0 0 % 5 0 ,0 0 %
G E R D A U A ç o m in a s 4 2 ,8 6 % 5 5 ,5 6 % 1 4 ,2 9 % 2 5 ,0 0 %
V & M
V e g a d o S u l 0 ,0 0 %
A C E S I T A
B E L G O
C L T - M A - 0 1 .0 2 2 a 4 D ia s B a ix o % C S T 2 5 ,0 0 % 3 3 ,0 0 % 2 5 ,0 0 % 0 ,0 0 %
G E R D A U A ç o m in a s 1 4 ,2 9 % 1 1 ,1 1 % 4 2 ,8 6 % 0 ,0 0 %
V & M F r e te C o n tr a ta d o
V e g a d o S u l 1 0 0 ,0 0 % = C F R o u C I F
A C E S I T A ( Q u a n tid a d e d e N a v io s
S U Z A N O B A H I A S U L ? ? ? ? M e d ir a p e r fo r m a n c e d o s c h e g a d o s a té d e te r m in a d o " N a B a r r a " =
M e n s a l
B E L G O a r m a d o r e s la y d a y s / Q u a n tid a d e T o ta l d e Q u a n d o d o
C L T - M A - 0 1 .0 3 5 a 7 D ia s B a ix o % C S T 2 5 ,0 0 % 3 3 ,0 0 % 2 5 ,0 0 % 5 0 ,0 0 % N a v io s ) x 1 0 0 r e c e b im e n to d o
G E R D A U A ç o m in a s 0 ,0 0 % 1 1 ,1 1 % 2 8 ,5 7 % 3 3 ,3 3 % N O R - N o tic e o f
V & M R e a d in e s s
V e g a d o S u l 0 ,0 0 %
A C E S I T A
B E L G O
C L T - M A - 0 1 .0 4 8 a 1 0 D ia s B a ix o % C S T 0 ,0 0 % 0 ,0 0 % 0 ,0 0 % 0 ,0 0 %
G E R D A U A ç o m in a s 2 8 ,5 7 % 1 1 ,1 1 % 1 4 ,2 9 % 8 ,3 3 %
V & M
V e g a d o S u l 0 ,0 0 %
A C E S I T A
B E L G O
C L T - M A - 0 1 .0 5 A c im a d e 1 0 D ia s B a ix o % C S T 2 5 ,0 0 % 0 ,0 0 % 0 ,0 0 % 0 ,0 0 %
G E R D A U A ç o m in a s 1 4 ,2 9 % 1 1 ,1 1 % 0 ,0 0 % 3 3 ,3 3 %
V & M
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 iv id a d e d o s N a v io s
A C E S I T A
S 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 O
T o n / h o r a /
C L T - M A - 0 2 .0 1 P r o d u tiv id a d e d o s N a v io s - P la c a C im a C S T 3 0 3 ,0 0 3 2 4 ,0 0 3 0 4 ,0 0 3 4 5 ,0 0
te r n o
G E R D A U A ç o m in a s 4 5 4 ,6 4 3 9 0 ,8 5 1 7 2 ,3 8 3 0 8 ,6 2
V & M
V e g a d o S u l -
A C E S I T A
B E L G O
T o n / h o r a /
C L T - M A - 0 2 .0 2 P r o d u tiv id a d e d o s N a v io s - B Q C im a C S T 2 2 0 ,0 0 2 2 3 ,0 0 2 5 9 ,0 0 2 0 9 ,0 0
te r n o
G E R D A U A ç o m in a s - - - -
V & M
V e g a d o S u l 5 4 ,0 0
A C E S I T A
B E L G O
T o n / h o r a /
C L T - M A - 0 2 .0 3 P r o d u tiv id a d e d o s N a v io s - F io M á q u in a C im a C S T - - - -
te r n o
G E R D A U A ç o m in a s 8 6 ,8 0 9 5 ,9 2 1 4 3 ,4 7 1 4 7 ,6 5
V & M
V e g a d o S u l -
A C E S I T A
B E L G O
T o n / h o r a /
C L T - M A - 0 2 .0 4 P r o d u tiv id a d e d o s N a v io s - P e r f il C im a C S T - - - -
te r n o
G E R D A U A ç o m in a s 5 9 ,8 1 6 7 ,9 3 6 5 ,6 0 4 8 ,2 6
V & M
V e g a d o S u l -
A C E S I T A I n fo r m a r
S U Z A N O B A H I A S U L N D N / D N / D N / D p r o d u tiv id a d e
B E L G O M e d ir a p r o d u tiv id a d e m é d ia d o s ( T o n e la d a s E m b a r c a d a s / p a r a c a d a
T o n / h o r a / M e n s a l
C L T - M A - 0 2 .0 5 P r o d u tiv id a d e d o s N a v io s - T u b o s C im a C S T - - - - e m b a r q u e s p o r p r o d u to H o r a s ) / T e r n o s p r o d u to
te r n o
G E R D A U A ç o m in a s - - - - s ig n if ic a tiv o d e
V & M s u a e m p r e s a
V e g a d o S u l -
A C E S I T A
B E L G O
T o n / h o r a /
C L T - M A - 0 2 .0 6 P r o d u tiv id a d e d o s N a v io s - C o n te in e r C im a C S T - - - -
te r n o
V & M
V e g a d o S u l -
A C E S I T A
B E L G O
T o n / h o r a /
C L T - M A - 0 2 .0 7 P r o d u tiv id a d e d o s N a v io s - C a r g a S o lta C im a C S T - - - -
te r n o
V & M
V e g a d o S u l -
A C E S I T A
B E L G O
T o n / h o r a /
C L T - M A - 0 2 .0 8 P r o d u tiv id a d e d o s N a v io s - T a r u g o C im a C S T - - - -
te r n o
G E R D A U A ç o m in a s 3 2 5 ,1 9 3 0 6 ,7 9 3 9 0 ,9 0 3 3 2 ,3 0
V & M
V e g a d o S u l
A C E S I T A
B E L G O
T o n / h o r a /
C L T - M A - 0 2 .0 9 P r o d u tiv id a d e d o s N a v io s - B lo c o s C im a C S T - - - -
te r n o
G E R D A U A ç o m in a s 2 1 0 ,9 5 4 4 6 ,0 9 1 6 0 ,4 2 3 0 3 ,4 1
V & M
V e g a d o S u l
A C E S I T A
D is p ê n d io to ta l d e e s tiv a e m
B E L G O
M e d ir o d is p ê n d io d e e s tiv a n o s U S $ ( ta x a d e c a m b io a o f in a l
C L T - M A - 0 3 G a s t o s c o m E s t iv a p o r T o n e la d a B a ix o U S $ / to n C S T 1 ,7 1 1 ,7 6 1 ,7 2 1 ,8 6 M e n s a l
e m b a r q u e s d o m ê s ) / T o n e la d a s
G E R D A U A ç o m in a s N / D N / D N / D N / D
E m b a r c a d a s
V & M 1 1 ,0 0 1 1 ,0 0 1 1 ,0 0 1 1 ,0 0
V e g a d o S u l 6 ,0 5
A C E S I T A
B E L G O N ú m e r o d e te r n o s q u e
Í n d ic e d e C o m p a r e c im e n t o d a M e d ir o im p a c to d a f a lta d e e s tiv a
C L T - M A - 0 4 C im a % C S T 7 3 ,9 4 % 7 9 ,3 9 % 8 6 ,9 4 % 7 1 ,2 3 % c o m p a r e c e r a m a o s e r v iç o / M e n s a l
E s t iv a p o r T e r m in a l P o r t u á r io n o c a r r e g a m e n to .
G E R D A U A ç o m in a s 7 4 ,5 3 % 7 4 ,4 3 % 7 5 ,2 9 % 6 7 ,2 4 % N ú m e r o d e te r n o s r e q u is ita d o s
V & M
V e g a d o S u l 1 0 0 ,0 0 %
A C E S I T A
S U Z A N O B A H I A S U L N D N / D N / D N / D D is p ê n d io to ta l c o m p e a ç ã o V a lo r e s d e
B E L G O M e d ir o d is p ê n d io c o m p e a ç ã o n o s e m U S $ ( ta x a d e c a m b io a o
C L T - M A - 0 5 G a s t o s c o m P e a ç ã o p o r T o n e la d a B a ix o U S $ / to n M e n s a l t o d o s o s
C S T 0 ,5 1 0 ,4 9 0 ,4 5 0 ,5 4 e m b a r q u e s f in a l d o m ê s ) / T o n e la d a s in d ic a d o r e s
G E R D A U A ç o m in a s N / D N / D N / D N / D E m b a r c a d a s d e s t a p la n ilh a
V & M
s ó s e r ã o
V e g a d o S u l 1 ,3 5
in f o r m a d o s à s
A C E S I T A
S o m a tó r io d o s te m p o s e m p r e s a s q u e
M e d ir o te m p o d is p e n d id o p e lo c o m p r e e n d id o s e n tr e a a p r e s e n t a r e m
B E L G O
T e m p o d e lib e r a ç ã o d e n a v io s n a v io d e p o is d e a tr a c a d o a tr a c a ç ã o d o n a v io e a o s r e s u lt a d o s .
C L T - M A - 0 6 B a ix o h o r a s / n a v io C S T N / D N / D N / D N / D M e n s a l
p e la s a u t o r id a d e s a g u a r d a n d o lib e r a ç ã o d a s lib e r a ç ã o p e la s a u to r id a d e s /
a u to r id a d e s Q u a n tid a d e T o ta l d e N a v io s T o d a s a s
V & M
E m b a r c a d o s e m p r e s a s s e
V e g a d o S u l 1 ,0 0
c o m p r o m e t e m
A C E S I T A
a in f o r m a r e m
D is p ê n d io to ta l c o m o s v a lo r e s a
B E L G O
M e d ir o d is p ê n d io c o m d e m u r r a g e p a r t ir d e
C L T - M A - 0 7 D e m u r r a g e M é d io p o r N a v io B a ix o U S $ / n a v io 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 0 d e m u r r a g e / Q u a n tid a d e d e M e n s a l
n o s e m b a r q u e s J a n e ir o / 2 0 0 5 .
G E R D A U A ç o m in a s N / D N / D N / D N / D n a v io s c o m d e m u r r a g e
V & M
V e g a d o S u l 2 8 .5 2 0 ,0 0
A C E S I T A
B E L G O Q u a n tid a d e d e n a v io s c o m
M e d ir a in c id ê n c ia d e n a v io s c o m
C L T - M A - 0 8 N a v io s c o m D e m u r r a g e B a ix o % C S T 3 8 ,8 9 % 1 4 ,2 9 % 1 3 ,3 3 % 4 1 ,6 7 % d e m u r r a g e / Q u a n tid a d e T o ta l M e n s a l
d e m u r r a g e n o s e m b a r q u e s
G E R D A U A ç o m in a s 7 8 ,5 7 % 5 3 ,3 3 % 4 2 ,8 6 % 2 5 ,0 0 % d e N a v io s E m b a r c a d o s
V & M
V e g a d o S u l 1 0 0 ,0 0 %
A C E S I T A
M e d ir o d e s e m p e n h o d o a r m a d o r Q u a n tid a d e d e n a v io s q u e n ã o
B E L G O
Í n d ic e d e d e s e m p e n h o d o s q u a n to a o f o r n e c im e n to d e n a v io s a te n d e r a m a c o n tr a ta ç ã o /
C L T - M A - 0 9 C im a % C S T 9 0 ,1 5 9 ,5 5 9 ,1 5 9 ,4 0 M e n s a l
a r m a d o r e s c o m c o n d iç õ e s d e c a r r e g a r o Q u a n tid a d e T o ta l d e N a v io s
c o n tr a ta d o . E m b a r c a d o s
V & M
V e g a d o S u l 8 0 ,0 0 %

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

 Diretorias ................................................ 5

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

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

today 1st month 2nd month 3rd year

Stages

Products

 basic plan of implementation
+ won of the project
 model of basic attendance
 definition of the map of
battle

Integrated Management of Assets (CASES, 2012_Jan_1º)

Integrated Management of Assets (CASES, 2012_Jan_1º)

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