Integrated Management of Assets (CASES, 2012_Jan_1º)

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Integrated Management of Assets (CASES, 2012_Jan_1º)

  1. 1. Release of the Project "Increasing the Productivity of the Maintenance Consolidation of Cells the project (Partnership Initiate the Restructuring Park of FCO: E&T of ~ project of of the cells of Maintenance of “BHRAMA, 2.000 Leaders restructuring maintenance ofFormation of the Galleon - CEMIG, / Supervisors / of the cells of 3 Plantsthe Group of PAMAGL / COPEL, CVRD, Bosses of Team maintenance of DANONE Group Technical Brazilian Air ELETRONORTE of Maintenance the 11 plants (SGM)Reliability of Force - FAB EMBRACO, of EMBRACO of the GERDAU the ((ICA-065) GERDAU, (Brazil, China, Group BrazilMaintenance in INFRAERO, (SMI) Italy andthe Fundação SADIA, Yugoslavia) Christiano VOTORANTIM)Otonni - FCO 1994 1995 1996 1997 1998 1999 2002 2004 2006 2008
  2. 2. Release of the Project "Increasing the Productivity of the Maintenance Consolidation of Cells the project (Partnership Initiate the Restructuring Park of FCO: E&T of ~ project of of the cells of Maintenance of “BHRAMA, 2.000 Leaders restructuring maintenance ofFormation of the Galleon - CEMIG, / Supervisors / of the cells of 3 Plantsthe Group of PAMAGL / COPEL, CVRD, Bosses of Team maintenance of DANONE Group Technical Brazilian Air ELETRONORTE of Maintenance the 11 plants (SGM)Reliability of Force - FAB EMBRACO, of EMBRACO of the GERDAU the ((ICA-065) GERDAU, (Brazil, China, Group BrazilMaintenance in INFRAERO, (SMI) Italy andthe Fundação SADIA, Yugoslavia) Christiano VOTORANTIM)Otonni - FCO 1994 1995 1996 1997 1998 1999 2002 2004 2006 2008
  3. 3. Project of Project of restructuring restructuring of the cells of of the cells of Release of the maintenance of maintenance of Project the 12 Initiate the the 6 "Increasing the Managements project of Managements Productivity of of Area of the restructuring of Area of the Companhia of the cells of Acerìas Paz del Maintenance Siderúrgica maintenance of Rìo - APDR / Consolidation of Nacional - CSN Cells the 76 Colombia the project / Mining CASA (Partnership Initiate the Restructuring Managements Park of DE PEDRA and (SGM / FCO: E&T of ~ project of of the cells of of Area of Maintenance of BOCAINA VOTORANTIM “BHRAMA, 2.000 Leaders restructuring maintenance of CVRD (SGM / the Galleon - (SGM) Siderurgy)Formation of CEMIG, of the cells of 3 Plants / Supervisors / Proativo VALE)the Group of PAMAGL / COPEL, CVRD, Bosses of Team maintenance of DANONE Group Technical Brazilian Air ELETRONORTE of Maintenance the 11 plants (SGM)Reliability of Force - FAB EMBRACO, of EMBRACO of the GERDAU the ((ICA-065) GERDAU, (Brazil, China, Group BrazilMaintenance in INFRAERO, (SMI) Italy andthe Fundação SADIA, Yugoslavia) Christiano VOTORANTIM)Otonni - FCO 1994 1995 1996 1997 1998 1999 2002 2004 2006 2008
  4. 4. Project of Project of restructuring restructuring of the cells of of the cells of Release of the maintenance of maintenance of Project the 12 Initiate the the 6 "Increasing the Managements project of Managements Productivity of of Area of the restructuring of Area of the Companhia of the cells of Acerìas Paz del Maintenance Siderúrgica maintenance of Rìo - APDR / Consolidation of Nacional - CSN Cells the 76 Colombia the project / Mining CASA (Partnership Initiate the Restructuring Managements Park of DE PEDRA and (SGM / FCO: E&T of ~ project of of the cells of of Area of Maintenance of BOCAINA VOTORANTIM “BHRAMA, 2.000 Leaders restructuring maintenance of CVRD (SGM / the Galleon - (SGM) Siderurgy)Formation of CEMIG, of the cells of 3 Plants / Supervisors / Proativo VALE)the Group of PAMAGL / COPEL, CVRD, Bosses of Team maintenance of DANONE Group Technical Brazilian Air ELETRONORTE of Maintenance the 11 plants (SGM)Reliability of Force - FAB EMBRACO, of EMBRACO of the GERDAU the ((ICA-065) GERDAU, (Brazil, China, Group BrazilMaintenance in INFRAERO, (SMI) Italy andthe Fundação SADIA, Yugoslavia) Christiano VOTORANTIM)Otonni - FCO 1994 1995 1996 1997 1998 1999 2002 2004 2006 2008
  5. 5. Financial Perspective Perspective  intrinsic quality  period of delivery of Clients  ready delivery  to join value to the  technical proactive support customers business Perspective ofInternal Processes Perspective of Learning and Growth  leadership  technology absorption  domain and spread of the  safety and environment  communication technical information  attitude change  businesses  training  benchmarking  reduction of risks  processes  work in team focus in results  exchange between existent  innovative methods  leadership focus in the operator units and universities integration of the systems
  6. 6. Financial Perspective Perspective  intrinsic quality  period of delivery of Clients  ready delivery  to join value to the  technical proactive support customers business Perspective ofInternal Processes Perspective of Learning and Growth  leadership  technology absorption  domain and spread of the  safety and environment  communication technical information  attitude change  businesses  training  benchmarking  reduction of risks  processes  work in team focus in results  exchange between existent  innovative methods  leadership focus in the operator units and universities integration of the systems
  7. 7. performancepractices
  8. 8. 13
  9. 9. Fase de Falhas Eventuais T0 T1 T2 T3initial focus in the inspection and lubrication and diagnostic of repress and change for wear and tearcontrol equipment
  10. 10. Fase de Falhas Eventuais T0 T1 T2 T3initial focus in the inspection and lubrication and diagnostic of repress and change for wear and tearcontrol equipment
  11. 11. failure/breakdown time
  12. 12. of the Function Aperformance Increase of the AS AS performance of the Function CD Standard CD Phase of Random Flaws! time “initial control” Focus in the basic maintenance: (decrease inspection, lubrication, reaperto and of the phase change for wear and tear. of flaws Initials)Anomalies
  13. 13. of the Function Aperformance Increase of the AS A S AS performance of the Function CD C D Standard CD Phase of Random Flaws! time “initial control” Focus in the basic maintenance: Prolongation (decrease inspection, lubrication, reaperto and of the useful life of the phase (Great Reforms) change for wear and tear. of flaws Initials)Anomalies
  14. 14. Fase de Falhas Eventuais T0 T1 T2 T3initial focus in the inspection and lubrication and diagnostic of repress and change for wear and tearcontrol equipment
  15. 15. Fase de Falhas Eventuais T0 T1 T2 T3initial focus in the inspection and lubrication and diagnostic of repress and change for wear and tearcontrol equipment
  16. 16. 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 DESCRIPTION STRATEGIC OR benchmarking is done using competitor as model COMPETITIVE INTERNAL operations or processes are used as a model FUNCTIONAL use of companies that are famous for particular types of action the data is collected from a group of companies for a particular product, service or STANDARD procedure without the name of the companies, which are the standards
  17. 17. 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 :
  18. 18. 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.
  19. 19. 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.
  20. 20. 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.
  21. 21. 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.
  22. 22. ITEM DE CONTROLE - SUGESTÃO CLT COLETA DE DADOS ID Unidade de Indicador Objetivo Fórmula Referência Frequência Medida (Número de navios chegados até Índice de Chegada de Navios Medir a performance dosCLT-01 determinado laydays (1 a10) / % ago/04 Mensal em função do LayDays CFR armadores total de navios) x 100CLT-02 Produtividade dos Navios (Somatório da produtividade dos Medir a produtividade média dos Ton / hora / navios x tonelada embarcada) / ago-04 Mensal embarques ternoCLT-02.1 Bobina Quente carga total embarcadaCLT-02.2 Placas Índice de Bobinas Avariadas Medir o desempenho do Bobinas avariadas (ton) /CLT-03 roubadas no Transporte transportador rodoviário no roubadas / Total de bobinas % ago/04 Mensal Rodoviário USINA x Cliente processo de entrega ao cliente. embarcadas (ton) Índice de Bobinas Avariadas Medir o desempenho do Bobinas avariadas (ton) /CLT-04 roubadas no Transporte transportador ferroviário no roubadas / Total de bobinas % ago/04 Mensal Ferroviário USINA x Cliente processo de entrega ao cliente. embarcadas (ton) medir o desempenho do Índice de cumprimento de (Num retiradas > 48h / NumCLT-05 transportador para retirada da % ago/04 Mensal retirada de carga rodoviário retiradas) x 100 carga programada. Índice de Permanência de medir a eficiência da empresa no Média do tempo de permanênciaCLT-06 carreta na USINA em processo de carregamento e das carretas na CST em horas ago/04 Mensal carregamento despacho. carregamento Índice de Permanência de medir a eficiência da empresa no Média do tempo de permanênciaCLT-07 vagão na USINA em processo de carregamento e dos vagões na CST em horas ago/04 Mensal carregamento despacho. carregamento Índice de cumprimento do medir o desempenho do (Num entreganoprazo / NumCLT-08 Transit Time contratual transportador quanto a prazo de % ago/04 Mensal entregatotal) x 100 Rodoviário entrega.
  23. 23. C L T - L o g ís t ic a , I T E M D E C O N T R O L E I D U n id a d e d e A G O S E T O U T N O V D E Z O b s e r v a ç õ e s I n d ic a d o r T e n d ê n c ia E m p r e s a O b j e t iv o F ó r m u la F r e q u ê n c ia M e d id a 2 0 0 4 2 0 0 4 2 0 0 4 2 0 0 4 2 0 0 4 Í n d ic e d e C h e g a d a d e N a v io s n a C L T - M A - 0 1 b a r r a e m f u n ç ã o d o L a y D a y s c o m F r e t e C o n t r a t a d o 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 OC L T - M A - 0 1 .0 1 1 D ia C im a % C 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 in 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 OC L T - M A - 0 1 .0 2 2 a 4 D ia s B a ix 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 in a s 1 4 ,2 9 % 1 1 ,1 1 % 4 2 ,8 6 % 0 ,0 0 % V & M F r e te C o n tr a ta d o V e g a d o S u l 1 0 0 ,0 0 % = C F R o u C I F A C E S I T A ( Q u a n tid a d e d e N a v io s S U Z A N O B A H I A S U L ? ? ? ? M e d ir a p e r fo r m a n c e d o s c h e g a d o s a té d e te r m in a d o " N a B a r r a " = M e n s a l B E L G O a r m a d o r e s la y d a y s / Q u a n tid a d e T o ta l d e Q u a n d o d oC L T - M A - 0 1 .0 3 5 a 7 D ia s B a ix o % C S T 2 5 ,0 0 % 3 3 ,0 0 % 2 5 ,0 0 % 5 0 ,0 0 % N a v io s ) x 1 0 0 r e c e b im e n to d o G E R D A U A ç o m in a s 0 ,0 0 % 1 1 ,1 1 % 2 8 ,5 7 % 3 3 ,3 3 % N O R - N o tic e o f V & M R e a d in e s s 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 OC L T - M A - 0 1 .0 4 8 a 1 0 D ia s B a ix 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 in a s 2 8 ,5 7 % 1 1 ,1 1 % 1 4 ,2 9 % 8 ,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 OC L T - M A - 0 1 .0 5 A c im a d e 1 0 D ia s B a ix o % C 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 in 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 iv id a d e d o s N a v io s 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 / D B E L G O T o n / h o r a /C L T - M A - 0 2 .0 1 P r o d u tiv id a d e d o s N a v io s - P la c a C im a C S T 3 0 3 ,0 0 3 2 4 ,0 0 3 0 4 ,0 0 3 4 5 ,0 0 te r n o G E R D A U A ç o m in a s 4 5 4 ,6 4 3 9 0 ,8 5 1 7 2 ,3 8 3 0 8 ,6 2 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 / D B E L G O T o n / h o r a /C L T - M A - 0 2 .0 2 P r o d u tiv id a d e d o s N a v io s - B Q C im a C S T 2 2 0 ,0 0 2 2 3 ,0 0 2 5 9 ,0 0 2 0 9 ,0 0 te r n o G E R D A U A ç o m in a s - - - - V & M V e g a d o S u l 5 4 ,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 / D B E L G O T o n / h o r a /C L T - M A - 0 2 .0 3 P r o d u tiv id a d e d o s N a v io s - F io M á q u in a C im a C S T - - - - te r n o G E R D A U A ç o m in a s 8 6 ,8 0 9 5 ,9 2 1 4 3 ,4 7 1 4 7 ,6 5 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 / D B E L G O T o n / h o r a /C L T - M A - 0 2 .0 4 P r o d u tiv id a d e d o s N a v io s - P e r f il C im a C S T - - - - te r n o G E R D A U A ç o m in a s 5 9 ,8 1 6 7 ,9 3 6 5 ,6 0 4 8 ,2 6 V & M V e g a d o S u l - A C E S I T A I n fo r m a r S U Z A N O B A H I A S U L N D N / D N / D N / D p r o d u tiv id a d e B E L G O M e d ir a p r o d u tiv id a d e m é d ia d o s ( T o n e la d a s E m b a r c a d a s / p a r a c a d a T o n / h o r a / M e n s a lC L T - M A - 0 2 .0 5 P r o d u tiv id a d e d o s N a v io s - T u b o s C im a C S T - - - - e m b a r q u e s p o r p r o d u to H o r a s ) / T e r n o s p r o d u to te r n o G E R D A U A ç o m in a s - - - - s ig n if ic a tiv o d e V & M s u a e m p r e s a 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 / D B E L G O T o n / h o r a /C L T - M A - 0 2 .0 6 P r o d u tiv id a d e d o s N a v io s - C o n te in e r C im a C S T - - - - te r n o G E R D A U A ç o m in 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 / D B E L G O T o n / h o r a /C L T - M A - 0 2 .0 7 P r o d u tiv id a d e d o s N a v io s - C a r g a S o lta C im a C S T - - - - te r n o G E R D A U A ç o m in 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 / D B E L G O T o n / h o r a /C L T - M A - 0 2 .0 8 P r o d u tiv id a d e d o s N a v io s - T a r u g o C im a C S T - - - - te r n o G E R D A U A ç o m in a s 3 2 5 ,1 9 3 0 6 ,7 9 3 9 0 ,9 0 3 3 2 ,3 0 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 / D B E L G O T o n / h o r a /C L T - M A - 0 2 .0 9 P r o d u tiv id a d e d o s N a v io s - B lo c o s C im a C S T - - - - te r n o G E R D A U A ç o m in a s 2 1 0 ,9 5 4 4 6 ,0 9 1 6 0 ,4 2 3 0 3 ,4 1 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 / D D is p ê n d io to ta l d e e s tiv a e m B E L G O M e d ir o d is p ê n d io d e e s tiv a n o s U S $ ( ta x a d e c a m b io a o f in a l C L T - M A - 0 3 G a s t o s c o m E s t iv a p o r T o n e la d a B a ix o U S $ / to n C S T 1 ,7 1 1 ,7 6 1 ,7 2 1 ,8 6 M e n s a l e m b a r q u e s d o m ê s ) / T o n e la d a s G E R D A U A ç o m in a s N / D N / D N / D N / D E m b a r c a d a s V & M 1 1 ,0 0 1 1 ,0 0 1 1 ,0 0 1 1 ,0 0 V e g a d o S u l 6 ,0 5 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 / D B E L G O N ú m e r o d e te r n o s q u e Í n d ic e d e C o m p a r e c im e n t o d a M e d ir o im p a c to d a f a lta d e e s tiv a C L T - M A - 0 4 C im a % C S T 7 3 ,9 4 % 7 9 ,3 9 % 8 6 ,9 4 % 7 1 ,2 3 % c o m p a r e c e r a m a o s e r v iç o / M e n s a l E s t iv a p o r T e r m in a l P o r t u á r io n o c a r r e g a m e n to . G E R D A U A ç o m in a s 7 4 ,5 3 % 7 4 ,4 3 % 7 5 ,2 9 % 6 7 ,2 4 % N ú m e r o d e te r n o s r e q u is ita d o s 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 / D D is p ê n d io to ta l c o m p e a ç ã o V a lo r e s d e B E L G O M e d ir o d is p ê n d io c o m p e a ç ã o n o s e m U S $ ( ta x a d e c a m b io a o 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 la d a B a ix o U S $ / to n M e n s a l t o d o s o s C S T 0 ,5 1 0 ,4 9 0 ,4 5 0 ,5 4 e m b a r q u e s f in a l d o m ê s ) / T o n e la d a s in d ic a d o r e s G E R D A U A ç o m in a s N / D N / D N / D N / D E m b a r c a d a s d e s t a p la n ilh a V & M s ó s e r ã o V e g a d o S u l 1 ,3 5 in f o r m a d o s à s A C E S I T A S o m a tó r io d o s te m p o s e m p r e s a s q u e S U Z A N O B A H I A S U L N D N / D N / D N / D M e d ir o te m p o d is p e n d id o p e lo c o m p r e e n d id o s e n tr e a a p r e s e n t a r e m B E L G O T e m p o d e lib e r a ç ã o d e n a v io s n a v io d e p o is d e a tr a c a d o a tr a c a ç ã o d o n a v io e a o s r e s u lt a d o s . C L T - M A - 0 6 B a ix o h o r a s / n a v io C S T N / D N / D N / D N / D M e n s a l p e la s a u t o r id a d e s a g u a r d a n d o lib e r a ç ã o d a s lib e r a ç ã o p e la s a u to r id a d e s / G E R D A U A ç o m in a s N / D N / D N / D N / D a u to r id a d e s Q u a n tid a d e T o ta l d e N a v io s T o d a s a s V & M E m b a r c a d o s e m p r e s a s s e V e g a d o S u l 1 ,0 0 c o m p r o m e t e m A C E S I T A a in f o r m a r e m S U Z A N O B A H I A S U L N D N / D N / D N / D D is p ê n d io to ta l c o m o s v a lo r e s a B E L G O M e d ir o d is p ê n d io c o m d e m u r r a g e p a r t ir d e C L T - M A - 0 7 D e m u r r a g e M é d io p o r N a v io B a ix o U S $ / n a v io 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 0 d e m u r r a g e / Q u a n tid a d e d e M e n s a l n o s e m b a r q u e s J a n e ir o / 2 0 0 5 . G E R D A U A ç o m in a s N / D N / D N / D N / D n a v io s c o m d e m u r r a g e V & M V e g a d o S u l 2 8 .5 2 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 / D B E L G O Q u a n tid a d e d e n a v io s c o m M e d ir a in c id ê n c ia d e n a v io s c o m C L T - M A - 0 8 N a v io s c o m D e m u r r a g e B a ix o % C S T 3 8 ,8 9 % 1 4 ,2 9 % 1 3 ,3 3 % 4 1 ,6 7 % d e m u r r a g e / Q u a n tid a d e T o ta l M e n s a l d e m u r r a g e n o s e m b a r q u e s G E R D A U A ç o m in a s 7 8 ,5 7 % 5 3 ,3 3 % 4 2 ,8 6 % 2 5 ,0 0 % d e N a v io s E m b a r c a d o s 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 / D M e d ir o d e s e m p e n h o d o a r m a d o r Q u a n tid a d e d e n a v io s q u e n ã o B E L G O Í n d ic e d e d e s e m p e n h o d o s q u a n to a o f o r n e c im e n to d e n a v io s a te n d e r a m a c o n tr a ta ç ã o / C L T - M A - 0 9 C im a % C S T 9 0 ,1 5 9 ,5 5 9 ,1 5 9 ,4 0 M e n s a l a r m a d o r e s c o m c o n d iç õ e s d e c a r r e g a r o Q u a n tid a d e T o ta l d e N a v io s G E R D A U A ç o m in a s N / D N / D N / D N / D c o n tr a ta d o . E m b a r c a d o s V & M V e g a d o S u l 8 0 ,0 0 %
  24. 24. 31
  25. 25. 1st year 2nd year 3rd year 4rd year 5th year
  26. 26. 1st year 2nd year 3rd year 4rd year 5th year
  27. 27. 22
  28. 28. 33
  29. 29. 30
  30. 30.  Diretorias ................................................ 5 Gerências Gerais ................................... 10 Gerências de Área de Manutenção ........ 36
  31. 31. today 1st month 2nd month 3rd yearStagesProducts basic plan of implementation + won of the project model of basic attendance definition of the map of battle

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