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1994 1995 1996 1997 1998 1999 2002 2004 2006 2008
Release of theProject
"Increasing theProductivity of
theMaintenance
Cells(Partnership
FCO:“BHRAMA,CEMIG,
COPEL, CVRD,ELETRONORTE
EMBRACO,GERDAU,
INFRAERO,SADIA,
VOTORANTIM)
Initiate theproject of
restructuringof the cells ofmaintenance ofthe 11 plants
of the GERDAUGroup Brazil
(SMI)
Consolidation ofthe project
Park ofMaintenance ofthe Galleon -PAMAGL /
Brazilian AirForce - FAB((ICA-065)
Restructuringof the cells ofmaintenance of
3 PlantsDANONE Group
(SGM)
Formation ofthe Group of
TechnicalReliability of
theMaintenance inthe FundaçãoChristiano
Otonni - FCO
E&T of ~2.000 Leaders/ Supervisors /Bosses of Teamof Maintenanceof EMBRACO(Brazil, China,
Italy andYugoslavia)
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1994 1995 1996 1997 1998 1999 2002 2004 2006 2008
Release of theProject
"Increasing theProductivity of
theMaintenance
Cells(Partnership
FCO:“BHRAMA,CEMIG,
COPEL, CVRD,ELETRONORTE
EMBRACO,GERDAU,
INFRAERO,SADIA,
VOTORANTIM)
Initiate theproject of
restructuringof the cells ofmaintenance ofthe 11 plants
of the GERDAUGroup Brazil
(SMI)
Consolidation ofthe project
Park ofMaintenance ofthe Galleon -PAMAGL /
Brazilian AirForce - FAB((ICA-065)
Restructuringof the cells ofmaintenance of
3 PlantsDANONE Group
(SGM)
Formation ofthe Group of
TechnicalReliability of
theMaintenance inthe FundaçãoChristiano
Otonni - FCO
E&T of ~2.000 Leaders/ Supervisors /Bosses of Teamof Maintenanceof EMBRACO(Brazil, China,
Italy andYugoslavia)
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1994 1995 1996 1997 1998 1999 2002 2004 2006 2008
Release of theProject
"Increasing theProductivity of
theMaintenance
Cells(Partnership
FCO:“BHRAMA,CEMIG,
COPEL, CVRD,ELETRONORTE
EMBRACO,GERDAU,
INFRAERO,SADIA,
VOTORANTIM)
Project ofrestructuringof the cells ofmaintenance of
the 12Managements
of Area of theCompanhiaSiderúrgica
Nacional - CSN/ Mining CASADE PEDRA and
BOCAINA(SGM)
Initiate theproject of
restructuringof the cells ofmaintenance ofthe 11 plants
of the GERDAUGroup Brazil
(SMI)
Project ofrestructuringof the cells ofmaintenance of
the 6Managementsof Area of
Acerìas Paz delRìo - APDR /
Colombia
(SGM /VOTORANTIM
Siderurgy)
Consolidation ofthe project
Park ofMaintenance ofthe Galleon -PAMAGL /
Brazilian AirForce - FAB((ICA-065)
Restructuringof the cells ofmaintenance of
3 PlantsDANONE Group
(SGM)
Formation ofthe Group of
TechnicalReliability of
theMaintenance inthe FundaçãoChristiano
Otonni - FCO
E&T of ~2.000 Leaders/ Supervisors /Bosses of Teamof Maintenanceof EMBRACO(Brazil, China,
Italy andYugoslavia)
Initiate theproject of
restructuringof the cells ofmaintenance of
the 76Managementsof Area of
CVRD (SGM /Proativo VALE)
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1994 1995 1996 1997 1998 1999 2002 2004 2006 2008
Release of theProject
"Increasing theProductivity of
theMaintenance
Cells(Partnership
FCO:“BHRAMA,CEMIG,
COPEL, CVRD,ELETRONORTE
EMBRACO,GERDAU,
INFRAERO,SADIA,
VOTORANTIM)
Project ofrestructuringof the cells ofmaintenance of
the 12Managements
of Area of theCompanhiaSiderúrgica
Nacional - CSN/ Mining CASADE PEDRA and
BOCAINA(SGM)
Initiate theproject of
restructuringof the cells ofmaintenance ofthe 11 plants
of the GERDAUGroup Brazil
(SMI)
Project ofrestructuringof the cells ofmaintenance of
the 6Managementsof Area of
Acerìas Paz delRìo - APDR /
Colombia
(SGM /VOTORANTIM
Siderurgy)
Consolidation ofthe project
Park ofMaintenance ofthe Galleon -PAMAGL /
Brazilian AirForce - FAB((ICA-065)
Restructuringof the cells ofmaintenance of
3 PlantsDANONE Group
(SGM)
Formation ofthe Group of
TechnicalReliability of
theMaintenance inthe FundaçãoChristiano
Otonni - FCO
E&T of ~2.000 Leaders/ Supervisors /Bosses of Teamof Maintenanceof EMBRACO(Brazil, China,
Italy andYugoslavia)
Initiate theproject of
restructuringof the cells ofmaintenance of
the 76Managementsof Area of
CVRD (SGM /Proativo VALE)
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FinancialPerspective
safety and environment attitude change reduction of risks innovative methods
focus in resultsfocus in the operatorintegration of the systems
technology absorption domain and spread of the
technical information benchmarking exchange between existent
units and universities
Perspective of Learning and Growth
Perspectiveof Clients
Perspective ofInternal Processes
intrinsic quality ready delivery technical proactive support
period of delivery to join value to the
customer's business
businesses processes leadership
leadership communication training work in team
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FinancialPerspective
safety and environment attitude change reduction of risks innovative methods
focus in resultsfocus in the operatorintegration of the systems
technology absorption domain and spread of the
technical information benchmarking exchange between existent
units and universities
Perspective of Learning and Growth
Perspectiveof Clients
Perspective ofInternal Processes
intrinsic quality ready delivery technical proactive support
period of delivery to join value to the
customer's business
businesses processes leadership
leadership communication training work in team
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per
form
ance
practices
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13
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Fase de Falhas Eventuais
T3T1
focus in the inspection and lubrication andrepress and change for wear and tear
T2
diagnostic of
equipment
T0
initial
control
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Fase de Falhas Eventuais
T3T1
focus in the inspection and lubrication andrepress and change for wear and tear
T2
diagnostic of
equipment
T0
initial
control
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failure/breakdown
time
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An
om
alie
s
time
Ap
erfo
rman
ceof
the
Fun
ctio
n
“initial control”(decrease
of the phaseof flawsInitials)
Phase ofRandom Flaws!
Focus in the basic maintenance:inspection, lubrication, reaperto and
change for wear and tear.
Increase of theperformance of
the FunctionStandard
A SDC
A SDC
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An
om
alie
s
time
Ap
erfo
rman
ceof
the
Fun
ctio
n
“initial control”(decrease
of the phaseof flawsInitials)
Prolongationof the useful life(Great Reforms)
Phase ofRandom Flaws!
Focus in the basic maintenance:inspection, lubrication, reaperto and
change for wear and tear.
Increase of theperformance of
the FunctionStandard
A SDC
A SDC
A SDC
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Fase de Falhas Eventuais
T3T1
focus in the inspection and lubrication andrepress and change for wear and tear
T2
diagnostic of
equipment
T0
initial
control
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Fase de Falhas Eventuais
T3T1
focus in the inspection and lubrication andrepress and change for wear and tear
T2
diagnostic of
equipment
T0
initial
control
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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 DESCRIPTIONSTRATEGIC ORCOMPETITIVE benchmarking is done using competitor as model
INTERNAL operations or processes are used as a model
FUNCTIONAL use of companies that are famous for particular types of action
STANDARD the data is collected from a group of companies for a particular product, service orprocedure without the name of the companies, which are the standards
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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 :
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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.
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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.
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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.
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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.
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ITEM DE CONTROLE - SUGESTÃO CLT COLETA DE DADOS
Indicador Objetivo Fórmula Unidade deMedida Referência Frequência
CLT-01 Índice de Chegada de Naviosem função do LayDays CFR
Medir a performance dosarmadores
(Número de navios chegados atédeterminado laydays (1 a10) /
total de navios) x 100% ago/04 Mensal
CLT-02 Produtividade dos Navios
CLT-02.1 Bobina QuenteCLT-02.2 Placas
CLT-03Índice de Bobinas Avariadasroubadas no TransporteRodoviário USINA x Cliente
Medir o desempenho dotransportador rodoviário noprocesso de entrega ao cliente.
Bobinas avariadas (ton) /roubadas / Total de bobinas
embarcadas (ton)% ago/04 Mensal
CLT-04Índice de Bobinas Avariadasroubadas no TransporteFerroviário USINA x Cliente
Medir o desempenho dotransportador ferroviário noprocesso de entrega ao cliente.
Bobinas avariadas (ton) /roubadas / Total de bobinas
embarcadas (ton)% ago/04 Mensal
CLT-05 Índice de cumprimento deretirada de carga rodoviário
medir o desempenho dotransportador para retirada dacarga programada.
(Num retiradas > 48h / Numretiradas) x 100 % ago/04 Mensal
CLT-06Índice de Permanência decarreta na USINA emcarregamento
medir a eficiência da empresa noprocesso de carregamento edespacho.
Média do tempo de permanênciadas carretas na CST em
carregamentohoras ago/04 Mensal
CLT-07Índice de Permanência devagão na USINA emcarregamento
medir a eficiência da empresa noprocesso de carregamento edespacho.
Média do tempo de permanênciados vagões na CST em
carregamentohoras ago/04 Mensal
CLT-08Índice de cumprimento doTransit Time contratualRodoviário
medir o desempenho dotransportador quanto a prazo deentrega.
(Num entreganoprazo / Numentregatotal) x 100 % ago/04 Mensal
ID
Medir a produtividade média dosembarques
(Somatório da produtividade dosnavios x tonelada embarcada) /
carga total embarcada
Ton / hora /terno ago-04 Mensal
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C L T - L o g í s t i c a,
I n d i c a d o r T e n d ê n c i a U n i d a d e d eM e d i d a E m p r e s a A G O
2 0 0 4S E T
2 0 0 4O U T
2 0 0 4N O V
2 0 0 4D E Z
2 0 0 4 O b j e t i v o F ó r m u l a F r e q u ê n c i a
C L T - M A - 0 1Í n d i c e d e C h e g a d a d e N a v i o s n a
b a r r a e m f u n ç ã o d o L a y D a y s c o mF r e t e C o n t r a t a d o
A C E S I T AS U Z A N O B A H I A S U L ? ? ? ?
B E L G OC 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 i n 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
S U Z A N O B A H I A S U L ? ? ? ?B E L G 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 i n a s 1 4 , 2 9 % 1 1 , 1 1 % 4 2 , 8 6 % 0 , 0 0 %
V & MV e g a d o S u l 1 0 0 , 0 0 %
A C E S I T AS U Z A N O B A H I A S U L ? ? ? ?
B E L G OC S T 2 5 , 0 0 % 3 3 , 0 0 % 2 5 , 0 0 % 5 0 , 0 0 %
G E R D A U A ç o m i n a s 0 , 0 0 % 1 1 , 1 1 % 2 8 , 5 7 % 3 3 , 3 3 %V & M
V e g a d o S u l 0 , 0 0 %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 S T 0 , 0 0 % 0 , 0 0 % 0 , 0 0 % 0 , 0 0 %G E R D A U A ç o m i n a s 2 8 , 5 7 % 1 1 , 1 1 % 1 4 , 2 9 % 8 , 3 3 %
V & MV e g a d o S u l 0 , 0 0 %
A C E S I T AS U Z A N O B A H I A S U L ? ? ? ?
B E L G OC 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 i n 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 i v i d a d e d o s N a v i o s
A C E S I T AS 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 OC S T 3 0 3 , 0 0 3 2 4 , 0 0 3 0 4 , 0 0 3 4 5 , 0 0
G E R D A U A ç o m i n a s 4 5 4 , 6 4 3 9 0 , 8 5 1 7 2 , 3 8 3 0 8 , 6 2V & M
V e g a d o S u l -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 / DB E L G O
C S T 2 2 0 , 0 0 2 2 3 , 0 0 2 5 9 , 0 0 2 0 9 , 0 0G E R D A U A ç o m i n a s - - - -
V & MV e g a d o S u l 5 4 , 0 0
A C E S I T AS 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 OC S T - - - -
G E R D A U A ç o m i n a s 8 6 , 8 0 9 5 , 9 2 1 4 3 , 4 7 1 4 7 , 6 5V & M
V e g a d o S u l -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 / DB E L G O
C S T - - - -G E R D A U A ç o m i n a s 5 9 , 8 1 6 7 , 9 3 6 5 , 6 0 4 8 , 2 6
V & MV e g a d o S u l -
A C E S I T AS 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 OC S T - - - -
G E R D A U A ç o m i n a s - - - -V & M
V e g a d o S u l -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 / DB E L G O
C S T - - - -G E R D A U A ç o m i n a s - - - -
V & MV e g a d o S u l -
A C E S I T AS 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 OC S T - - - -
G E R D A U A ç o m i n a s - - - -V & M
V e g a d o S u l -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 / DB E L G O
C S T - - - -G E R D A U A ç o m i n a s 3 2 5 , 1 9 3 0 6 , 7 9 3 9 0 , 9 0 3 3 2 , 3 0
V & MV e g a d o S u l
A C E S I T AS 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 OC S T - - - -
G E R D A U A ç o m i n a s 2 1 0 , 9 5 4 4 6 , 0 9 1 6 0 , 4 2 3 0 3 , 4 1V & M
V e g a d o S u lA 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 / DB E L G O
C S T 1 , 7 1 1 , 7 6 1 , 7 2 1 , 8 6G E R D A U A ç o m i n a s N / D N / D N / D N / D
V & M 1 1 , 0 0 1 1 , 0 0 1 1 , 0 0 1 1 , 0 0V e g a d o S u l 6 , 0 5
A C E S I T AS 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 OC S T 7 3 , 9 4 % 7 9 , 3 9 % 8 6 , 9 4 % 7 1 , 2 3 %
G E R D A U A ç o m i n a s 7 4 , 5 3 % 7 4 , 4 3 % 7 5 , 2 9 % 6 7 , 2 4 %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 / DB E L G O
C S T 0 , 5 1 0 , 4 9 0 , 4 5 0 , 5 4G E R D A U A ç o m i n a s N / D N / D N / D N / D
V & MV e g a d o S u l 1 , 3 5
A C E S I T AS 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 OC S T N / D N / D N / D N / D
G E R D A U A ç o m i n a s N / D N / D N / D N / DV & M
V e g a d o S u l 1 , 0 0A 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 / DB E L G O
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 0G E R D A U A ç o m i n a s N / D N / D N / D N / D
V & MV e g a d o S u l 2 8 . 5 2 0 , 0 0
A C E S I T AS 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 OC S T 3 8 , 8 9 % 1 4 , 2 9 % 1 3 , 3 3 % 4 1 , 6 7 %
G E R D A U A ç o m i n a s 7 8 , 5 7 % 5 3 , 3 3 % 4 2 , 8 6 % 2 5 , 0 0 %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 / DB E L G O
C S T 9 0 , 1 5 9 , 5 5 9 , 1 5 9 , 4 0G E R D A U A ç o m i n a s N / D N / D N / D N / D
V & MV e g a d o S u l 8 0 , 0 0 %
D i s p ê n d i o t o t a l c o m p e a ç ã oe m U S $ ( t a x a d e c a m b i o a o
f i n a l d o m ê s ) / T o n e l a d a sE m b a r c a d a s
V a l o r e s d et o d o s o s
i n d i c a d o r e sd e s t a p l a n i l h a
s ó s e r ã oi n f o r m a d o s à se m p r e s a s q u ea p r e s e n t a r e mo s r e s u l t a d o s .
T o d a s a se m p r e s a s s e
c o m p r o m e t e ma i n f o r m a r e m
o s v a l o r e s ap a r t i r d e
J a n e i r o / 2 0 0 5 .
I T E M D E C O N T R O L E
C i m a
B a i x o
B a i x o
B a i x o
B a i x o
C i m a
N a v i o s c o m D e m u r r a g eC L T - M A - 0 8
Í n d i c e d e d e s e m p e n h o d o sa r m a d o r e sC L T - M A - 0 9
B a i x o
B a i x o
B a i x o
C i m a
D i s p ê n d i o t o t a l c o md e m u r r a g e / Q u a n t i d a d e d e
n a v i o s c o m d e m u r r a g e
M e d i r o t e m p o d i s p e n d i d o p e l on a v i o d e p o i s d e a t r a c a d o
a g u a r d a n d o l i b e r a ç ã o d a sa u t o r i d a d e s
S o m a t ó r i o d o s t e m p o sc o m p r e e n d i d o s e n t r e aa t r a c a ç ã o d o n a v i o e a
l i b e r a ç ã o p e l a s a u t o r i d a d e s /Q u a n t i d a d e T o t a l d e N a v i o s
E m b a r c a d o s
I n f o r m a rp r o d u t i v i d a d e
p a r a c a d ap r o d u t o
s i g n i f i c a t i v o d es u a e m p r e s a
( T o n e l a d a s E m b a r c a d a s /H o r a s ) / T e r n o s
B a i x o
T o n / h o r a /t e r n o
T o n / h o r a /t e r n o
T o n / h o r a /t e r n o
T o n / h o r a /t e r n o
T o n / h o r a /t e r n o
M e d i r o d e s e m p e n h o d o a r m a d o rq u a n t o a o f o r n e c i m e n t o d e n a v i o s
c o m c o n d i ç õ e s d e c a r r e g a r oc o n t r a t a d o .
%
Q u a n t i d a d e d e n a v i o s q u e n ã oa t e n d e r a m a c o n t r a t a ç ã o /
Q u a n t i d a d e T o t a l d e N a v i o sE m b a r c a d o s
M e n s a l
M e d i r a i n c i d ê n c i a d e n a v i o s c o md e m u r r a g e n o s e m b a r q u e s
Q u a n t i d a d e d e n a v i o s c o md e m u r r a g e / Q u a n t i d a d e T o t a l
d e N a v i o s E m b a r c a d o sM e n s a l
%
M e n s a l
M e d i r o d i s p ê n d i o d e e s t i v a n o se m b a r q u e s
D i s p ê n d i o t o t a l d e e s t i v a e mU S $ ( t a x a d e c a m b i o a o f i n a l
d o m ê s ) / T o n e l a d a sE m b a r c a d a s
M e n s a l
M e n s a l
M e d i r o i m p a c t o d a f a l t a d e e s t i v an o c a r r e g a m e n t o .
N ú m e r o d e t e r n o s q u ec o m p a r e c e r a m a o s e r v i ç o /
N ú m e r o d e t e r n o s r e q u i s i t a d o sM e n s a l
( Q u a n t i d a d e d e N a v i o sc h e g a d o s a t é d e t e r m i n a d o
l a y d a y s / Q u a n t i d a d e T o t a l d eN a v i o s ) x 1 0 0
M e n s a l
C L T - M A - 0 2 . 0 8
C L T - M A - 0 2 . 0 9
P r o d u t i v i d a d e d o s N a v i o s - T a r u g o
P r o d u t i v i d a d e d o s N a v i o s - B l o c o s
M e d i r a p e r f o r m a n c e d o sa r m a d o r e s
M e d i r a p r o d u t i v i d a d e m é d i a d o se m b a r q u e s p o r p r o d u t o
P r o d u t i v i d a d e d o s N a v i o s - C a r g a S o l t aC L T - M A - 0 2 . 0 7
M e n s a l
C i m a
C i m a
C i m a
C i m a
C i m a
C i m a
C i m a
C i m a
U S $ / n a v i o
U S $ / t o n
h o r a s / n a v i oT e m p o d e l i b e r a ç ã o d e n a v i o sp e l a s a u t o r i d a d e sC L T - M A - 0 6
C L T - M A - 0 7 D e m u r r a g e M é d i o p o r N a v i o
B a i x o
M e d i r o d i s p ê n d i o c o m d e m u r r a g en o s e m b a r q u e s
M e d i r o d i s p ê n d i o c o m p e a ç ã o n o se m b a r q u e s
P r o d u t i v i d a d e d o s N a v i o s - C o n t e i n e r
G a s t o s c o m E s t i v a p o r T o n e l a d a U S $ / t o nC L T - M A - 0 3
C L T - M A - 0 4 Í n d i c e d e C o m p a r e c i m e n t o d aE s t i v a p o r T e r m i n a l P o r t u á r i o
C L T - M A - 0 2 . 0 6
C i m a
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 l a d a
%
T o n / h o r a /t e r n o
T o n / h o r a /t e r n o
C L T - M A - 0 2 . 0 5 P r o d u t i v i d a d e d o s N a v i o s - T u b o s T o n / h o r a /t e r n o
C L T - M A - 0 2 . 0 3 P r o d u t i v i d a d e d o s N a v i o s - F i o M á q u i n a
C L T - M A - 0 2 . 0 4 P r o d u t i v i d a d e d o s N a v i o s - P e r f i l
M e n s a l
I D O b s e r v a ç õ e s
C L T - M A - 0 1 . 0 1 1 D i a %
F r e t e C o n t r a t a d o= C F R o u C I F
" N a B a r r a " =Q u a n d o d o
r e c e b i m e n t o d oN O R - N o t i c e o f
R e a d i n e s s
%C L T - M A - 0 1 . 0 2 2 a 4 D i a s
C L T - M A - 0 1 . 0 3 5 a 7 D i a s %
%
%
C L T - M A - 0 2 . 0 1 P r o d u t i v i d a d e d o s N a v i o s - P l a c a T o n / h o r a /t e r n o
C L T - M A - 0 1 . 0 4 8 a 1 0 D i a s
C L T - M A - 0 1 . 0 5 A c i m a d e 1 0 D i a s
C L T - M A - 0 2 . 0 2 P r o d u t i v i d a d e d o s N a v i o s - B Q
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1st year 2nd year 3rd year 4rd year 5th year
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1st year 2nd year 3rd year 4rd year 5th year
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Diretorias ................................................ 5
Gerências Gerais ................................... 10
Gerências de Área de Manutenção ........ 36
Diretorias ................................................ 5
Gerências Gerais ................................... 10
Gerências de Área de Manutenção ........ 36
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Stages
Products
basic plan of implementation+ won of the project
model of basic attendancedefinition of the map of
battle
today 1st month 2nd month 3rd year
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