Efficient Management Model

SPM – Systemic Productive Management comprehends an efficient management model, based in the systematization of world-class leadership techniques.

SPM is arranged as:

  • OEE – Overall Equipment Effectiveness Deployment or Revision;
  • Systemic Maintenance;
  • Continuous Improvement;
  • Integrated Operation;
  • RCMP Reliability;
  • Human Development Base.


The World Class Management models were inspired by the successful Japanese experience at Nippon Denso Co. LTDA (a Toyota Group company), in 1971 under the name TPM – Total Productive Maintenance. Nowadays these models are much richer, with the advances in software technology and instruments related to equipment control.

GPS - Evolução de modelos de gestão classe mundial Evolução de modelos de gestão classe mundial

SPM - Evolution.

  • Maximize industrial productivity by reducing losses; boosting improvements and establishing efficient professional development that supplies the model’s requirements;
  • Make OEE a serious and efficient management strategy and not only a decorative element between Board of Directors and Production;
  • Seize gain and cost reduction opportunities, redirecting and expanding professional behavior that is sole focused in budget control;
  • Head people’s actions flow towards the same direction;
  • Create a good work environment, harmonizing safety, health, environment and social interaction;
  • Appreciate the results of teamwork.

Example of OEE for results management, where losses are quantified by line or equipment, by shift or party. The system is reachable through computers in the LAN and through the touch screen TVs installed in the area.

The almost real-time transparency of the results puts people’s actions in motion to fix eventual deviations and keep focus in accomplishing established goals.

GPS - OEE Eficiência Global de Equipamentos

Availability Losses

  • P01 – Planned Downtime
  • P02 – Lack of demand
  • P03 – Equipment Failure
  • P04 – Process Failure

Quality Losses

  • P07 – Losses due to Failures and Faults
  • P08 – Losses due to refurbishments

Performance Losses

  • P05 – Regular Losses
  • P06 – Non-regular Losses
  • P09 – Losses due to lack of commodities
  • P10 – Losses due to waste of energy
  • P11 – Low Efficiency Rate of Tools and Instruments
  • P12 – Management Faults
  • P13 – Operational Faults
  • P14 – Logistics Faults
  • P15 – Production Organization Faults
  • P16 – Failure due to Excessive Interventions
  • Keep industrial profits in attractive levels by developing relevant gains and reducing operational and maintenance costs;
  • Obtain quantitative and qualitative indicators from the Production and Management Director Plan, which will be the groundwork for planning targets, prioritizing more relevant items by opportunity or organization strategy;
  • Items with possible potential for considerable gains: removal or reduction of bottlenecks; reduction of operational downtime losses – maintenance and PCP; reduction of performance losses (i.e. slow production speed), reduction of remanufacturing and/or quality, reduction of “setup” losses, costs reduction with operational and maintenance inputs, costs reduction with internal and external services etc