Abstract
Abstract Finding alternatives to what is generally used in companies allows a different strategic vision to be built, which can lead to different results. In this context, the present study applied the Autonomous Maintenance pillar (AM) of the Total Productive Maintenance tool (TPM) in an unusual context. The AM is used to involve the various actors of the company in the conservation of equipment with the aim of improving their performance concerning a reduction of failures and an availability and reliability increase. In the present study, the AM had the objetive of mitigating the generation of waste in the production of a women's shoes industry, installed in a Local Productive Agglomeration (LPA). This APL is composed mostly of micro and small enterprises (MPE) that do not have the culture to using maintenance tools, but in its process generate hazardous waste. It is important to highlight that this kind of company does not typically use the concepts of industrial maintenance. In conclusion, with the implementation of the AM pillar, it was possible to reduce the volume of waste generated in the cutting sector, contrary to the fact that the company does not use the concepts of industrial maintenance in its strategic decisions, thus opening up new strategic possibilities for discussing the use of widely disseminated tools in some areas for other purposes.
Highlights
The Total Productive Maintenance (TPM) tool has been used by companies of different segments and sizes to improve the management of the equipment presented in the production processes.This tool is structured in eight pillars, one of which is called Autonomous Maintenance (AM), which proposes a group of actions aimed at involving actors others than the maintainers in the context of equipment maintenance. Chand & Shirvani (2000) argue that TPM can be used as a component of the company's strategic plan to ensure that manufacturing is considered world-class, involving everyone, giving support to guarantee the proper functioning of the equipment
Having as a proposal the search for strategic alternatives to reduce the generation of waste from the production of women's shoes in a Local Productive Agglomeration (LPA), this article uses the concepts of the industrial maintenance tool known as TPM, applying one of its eight pillars: Autonomous Maintenance (AM)
To clearly understand the scenario in which the study would be applied, a field survey was carried out with 53 companies that, based on primary data, outlined a series of profiles of the companies that compose the LPA. In one of these profiles, it was possible to identify a low level of use of maintenance concepts by LPA companies, which would represent a difficulty in consolidating the proposal
Summary
The Total Productive Maintenance (TPM) tool has been used by companies of different segments and sizes to improve the management of the equipment presented in the production processes.This tool is structured in eight pillars, one of which is called Autonomous Maintenance (AM), which proposes a group of actions aimed at involving actors others than the maintainers in the context of equipment maintenance. Chand & Shirvani (2000) argue that TPM can be used as a component of the company's strategic plan to ensure that manufacturing is considered world-class, involving everyone, giving support to guarantee the proper functioning of the equipment. The Total Productive Maintenance (TPM) tool has been used by companies of different segments and sizes to improve the management of the equipment presented in the production processes. This tool is structured in eight pillars, one of which is called Autonomous Maintenance (AM), which proposes a group of actions aimed at involving actors others than the maintainers in the context of equipment maintenance. Chand & Shirvani (2000) argue that TPM can be used as a component of the company's strategic plan to ensure that manufacturing is considered world-class, involving everyone, giving support to guarantee the proper functioning of the equipment. Autonomous Maintenance prioritizes the operators. Ireland & Dale (2001) reinforce this idea, showing that in an environment in which the company is observing inadequate skill levels and low employee participation, as well as lack of application of appropriate methods of continuous improvement, TPM implementation can help solve these problems
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