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Implementação da metodologia Total Productive Maintenance (TPM) na Indústria Aeronáutica
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Abstract(s)
Esta Dissertação resulta da atividade desenvolvida no Departamento de Excelência Empresarial de uma empresa de referência no setor aeronáutico em Portugal, a OGMA - Indústria Aeronáutica de Portugal, S.A., centrada na implementação corporativa da filosofia Total Productive Maintenance (TPM).
O equipamento GEMCOR, é responsável pela produção dos dez painéis estruturais da fuselagem central do avião C-390 Millennium, assim como das fuselagens do Dassualt F6X e Airbus C295. Devido à criticidade da necessidade de reposta do crescimento da procura do avião C-390 Millennium, da EMBRAER, foi selecionada a metodologia TPM para impulsionar a eficiência deste equipamento e otimizar os seus resultados, numa indústria que exige os mais elevados padrões de segurança e qualidade.
A implementação do TPM decorreu de forma estruturada, de acordo com a revisão bibliográfica, pelas diferentes fases, etapas e pilares, começando pela capacitação da equipa de manutenção, definição de rotinas e formação dos operadores. Seguiu-se o evento de limpeza inicial, que constitui a primeira etapa da manutenção autónoma o kickoff da implementação, que permitiu restabelecer as condições básicas do equipamento, definição de Key Performance Indicators (KPIs), de metas e consolidar práticas de estabilização. Foram ainda realizados projetos kaizen para eliminar perdas crónicas e um diagnóstico em conjunto com a EMBRAER, identificando novas oportunidades de melhoria.
O trabalho evidenciou que a aplicação disciplinada da metodologia TPM, com forte participação das equipas e acompanhamento rigoroso dos indicadores, aumentou significativamente o Overall Equipment Effectiveness (OEE) da GEMCOR em 31,3 pontos percentuais e uma evolução do Total Effective Equipment Performance (TEEP) de 13,1% para 26,4%, num período de 9 meses. Além disso, são notórias as mudanças culturais e a sua difusão, de forma enraizada, em todos os envolvidos com o equipamento. A metodologia capacitou as pessoas e fortaleceu a capacidade produtiva da organização, com uma dinâmica de melhoria continua robusta, para responder de forma sustentável às exigências do mercado, com segurança e qualidade.
This dissertation presents the work carried out in the Department of Business Excellence at OGMA – Indústria Aeronáutica de Portugal, S.A., a leading company in the Portuguese aerospace sector, focusing on the corporate implementation of the Total Productive Maintenance (TPM) philosophy. The GEMCOR equipment is responsible for producing the ten structural panels of the central fuselage of the C-390 Millennium aircraft, as well as fuselages for the Dassault F6X and Airbus C295. Due to the critical need to respond to the increase in demand for EMBRAER’s C-390 Millennium aircraft, the TPM methodology was selected to enhance the efficiency of this equipment and optimize its performance, in an industry that demands the highest standards of safety and quality. The TPM implementation was conducted in a structured manner, following the phases, steps, and pillars identified in the literature. It began with training the maintenance team, definition of routines, and operator training. This was followed by the initial cleaning event, marking the first stage of autonomous maintenance and the official kickoff of the implementation, which restored the equipment’s basic operating conditions, established Key Performance Indicators (KPIs) and targets, and consolidated stabilization practices. Kaizen projects were also carried out to eliminate chronic losses, alongside a joint diagnosis with EMBRAER to identify new improvement opportunities. The study demonstrated that disciplined application of the TPM methodology, combined with strong team engagement and rigorous monitoring of indicators, significantly increased the GEMCOR Overall Equipment Effectiveness (OEE) by 31.3 percentage points and improved the Total Effective Equipment Performance (TEEP) from 13.1% to 26.4% over a nine-month period. Moreover, notable cultural changes were observed, deeply embedded across all personnel involved with the equipment. The methodology empowered employees and strengthened the organization’s production capacity, establishing a robust continuous improvement dynamic capability of sustainably meeting market demands, while ensuring safety and quality.
This dissertation presents the work carried out in the Department of Business Excellence at OGMA – Indústria Aeronáutica de Portugal, S.A., a leading company in the Portuguese aerospace sector, focusing on the corporate implementation of the Total Productive Maintenance (TPM) philosophy. The GEMCOR equipment is responsible for producing the ten structural panels of the central fuselage of the C-390 Millennium aircraft, as well as fuselages for the Dassault F6X and Airbus C295. Due to the critical need to respond to the increase in demand for EMBRAER’s C-390 Millennium aircraft, the TPM methodology was selected to enhance the efficiency of this equipment and optimize its performance, in an industry that demands the highest standards of safety and quality. The TPM implementation was conducted in a structured manner, following the phases, steps, and pillars identified in the literature. It began with training the maintenance team, definition of routines, and operator training. This was followed by the initial cleaning event, marking the first stage of autonomous maintenance and the official kickoff of the implementation, which restored the equipment’s basic operating conditions, established Key Performance Indicators (KPIs) and targets, and consolidated stabilization practices. Kaizen projects were also carried out to eliminate chronic losses, alongside a joint diagnosis with EMBRAER to identify new improvement opportunities. The study demonstrated that disciplined application of the TPM methodology, combined with strong team engagement and rigorous monitoring of indicators, significantly increased the GEMCOR Overall Equipment Effectiveness (OEE) by 31.3 percentage points and improved the Total Effective Equipment Performance (TEEP) from 13.1% to 26.4% over a nine-month period. Moreover, notable cultural changes were observed, deeply embedded across all personnel involved with the equipment. The methodology empowered employees and strengthened the organization’s production capacity, establishing a robust continuous improvement dynamic capability of sustainably meeting market demands, while ensuring safety and quality.
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Keywords
TPM OEE Eficiência Lean Kaizen Moral