masterThesis
Transferência de tecnologia para melhoria da interface entre equipes de manutenção: caso da Companhia Paranaense de Energia, Copel
Fecha
2009-01-29Registro en:
THOMAZ, Marcos Surian. Transferência de tecnologia para melhoria da interface entre equipes de manutenção: caso da Companhia Paranaense de Energia, Copel. 2009. 101 f. Dissertação (Mestrado em Engenharia de Produção) - Universidade Tecnológica Federal do Paraná, Ponta Grossa, 2009.
Autor
Thomaz, Marcos Surian
Resumen
Organizations have been trying to increase their profits, to cut of expenses and to improve productivity. Cuts of expenses demand a larger availability of machines and, consequently, a larger effort of the maintenance area. When this area is composed by different teams, with different materials, tools and know-how, these teams need to work in an effective and efficient way, in order to accomplish the strategic role of maintenance. The present work has the objective of propose a standardization of management of the interface among several maintenance teams, with the purpose of improving their job. The applied methodology was a case study in the Companhia Paranaense de Energia, COPEL. Questionnaires were used to extract the perceptions of the workers of two substations maintenance teams. The interviewed people gave their opinion about the viability of appliance of several interface management tools, and also if transference of knowledge between teams could improve their work together. Results shows us that this transference of knowledge really improves the work, and also the interface management tools that could be applied in the case are: Staff work; Joint formation of objectives and goals; Avoiding extreme solutions for partial or functional objectives; Internal information meetings; Securing up-to-date information on plans by information exchange; Co-operation supporting company culture; Milestone planning and monitoring; Teambuilding in task forces; Consideration of co-operation supporting characteristics in choosingpersonnel; Development of shared visions for the organization; Learning about differences in activities by further education; Organization interaction programmes; Incentive systems to support co-ordination and Distance reduction by decentralization. Considering these results, we conclude proposing a standardization with nine items which includes all the most appropriated tools for the case.