تجزیه و تحلیل سقوط نگهداری فنی با بهره وری کامل در شرکت ها

The search for interaction between maintenance and production has been of great intensity in the manufacturing industries. With the maintenance policy it is possible to enhance the productivity in a global way. In this sense, the most used methodology is total productive maintenance—TPM, with its sustainable pillars guide will create routines that enable that interaction. Companies may be classified in three ways regarding to TPM: the ones that really have the structured and working methodology; the ones who say they have it, but they do not have even the structured basic principles; and the ones who had already established the pillars but let this structure to fall serving its fragments only to satisfy the audit. This paper is about this third case, where the main factors that lead to the gradual abandonment of already reached levels of excellence of application of the TPM methodology is presented. For the analysis of the problem operators, maintenance people and managers involved in the productive process were heard. This document was elaborated based on these multiple visions.

Nowadays there is no place for improvisation when it comes to industrial management matters, being production or maintenance. In a general way, the impact of an inadequate and an inefficient maintenance can define the business profitability and the survival of the company. The use of new technologies, and new methods of management have multiplied in companies who try, this way, to keep and broaden their space in the market [1]. The human factor is presented essentially for the success of all this complex process, regardless even to the adopted philosophy. According to Kardec and Zen [2], the education and the training of engineers, technicians or maintenance technicians, capable of execution and control, in Brazil is still incipient. Basically the seminars, conferences, workshops and short-term courses (such as improvement and specialisation) are responsible for the formal qualification of the maintenance community in this country. This pseudo-amateurism management compromises the sustainability of several programs applied in the area of industrial maintenance. In order to analyse the proposed problem of the fall of TPM in companies, operators, maintenance people and managers involved in the productive process were heard. This paper was constructed based on these multiple visions, approaching the main factors involved in the failure of TPM. It is also highlighted, in an explicit way, the key role developed by the collaborators, in all levels, to the success of this methodology. The information ground for the elaboration of this paper is mainly formed by the manufacturing industries of the Metropolitan Region of Curitiba, because in this region, according to Rodrigues [3], TPM is presented in the companies as one of the main tools of management of the industrial maintenance, as shown in the Fig. 1.

In accordance to what has been presented, we go back to the great issue, that unfortunately many managers have not noticed yet, that the great asset of the companies is their collaborators. And the big responsibility for non-success is due to the managers of the process and the top administration of the companies. Because, even though several resources are invested for the implementation of a TPM system in the beginning of the process, what one notices in most cases, is that the organisation as a whole (operators, maintenance people, managers, top administration—Fig. 4) is not always really inserted in TPM philosophy. The periodical performance of audit with respective evaluations and feedback in the system still present one of the most positive procedures for the maintenance and improvement of the structure. TPM is an excellent work philosophy that really produces gains in the productive process. An important question for all is: “Does my company think it has TPM, or does it really have it?”.