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Characterization of small metalworking industries and diagnosis of the management of physical assets in the company induhorst c�a ltda of quevedo canton, year 2022

 

Caracterizaci�n de las peque�as industrias metalmec�nicas y diagn�stico de la gesti�n de activos f�sicos en la empresa induhorst c�a ltda del cant�n quevedo, a�o 2022

 

Caracteriza��o de pequenas ind�strias metal�rgicas e diagn�stico da gest�o de ativos f�sicos na empresa induhorst c�a ltda no cant�o de quevedo, ano 2022

 

 

 

 

 

 

 

 

 

 

Correspondencia: mbriones3206@utm.edu.ec

Ciencias T�cnicas y Aplicadas

Art�culo de Investigaci�n

 

* Recibido: 30 de enero de 2024 *Aceptado: 22 de febrero de 2024 * Publicado: �15 de marzo de 2024

 

       I.          Universidad T�cnica de Manab�, Portoviejo, Ecuador.

     II.          Universidad T�cnica Estatal de Quevedo, Quevedo, Ecuador.

   III.          Universidad T�cnica Estatal de Quevedo, Quevedo, Ecuador.

  IV.          Universidad T�cnica Estatal de Quevedo, Quevedo, Ecuador.

 

Resumen

Este proyecto de investigaci�n se enfoca en la identificaci�n y caracterizaci�n de peque�as empresas metalmec�nicas, centr�ndose espec�ficamente en la empresa INDUHORT C�A LTDA ubicada en el Cant�n Quevedo. El objetivo primordial es realizar un diagn�stico de la gesti�n de activos f�sicos (GAF) en dicha empresa y proponer mejoras congruentes con la familia de normas ISO 55XXX (000, 001, 002) (Sanchez, 2010). La identificaci�n de las peque�as empresas metalmec�nicas en Quevedo se llev� a cabo mediante investigaci�n de campo, tomando en consideraci�n el n�mero de trabajadores seg�n la resoluci�n de la Comunidad Andina de Naciones. Se identificaron tres empresas que cumplen con los criterios establecidos y est�n reguladas por la Superintendencia de Compa��as. La caracterizaci�n de estas empresas se realiz� mediante entrevistas con gerentes generales, revelando que INDUHORST C�A LTDA presenta una gesti�n de mantenimiento m�s organizada. El diagn�stico aplicado mediante entrevistas en esta empresa indica que actualmente solo se est� gestionando la etapa de mantenimiento, lo que lleva a proponer mejoras basadas en las normas ISO 55xxx (000, 001 y 002) (Sola R & Crespo M, 2016). Se sugiere fortalecer la gesti�n de mantenimiento antes de implementar la gesti�n de activos f�sicos desde la generaci�n hasta el final de la vida del activo, conforme a la norma ISO 55000. Adem�s, se recomienda que INDUHORST C�A LTDA desarrolle un proyecto de "mejoramiento de la gesti�n de los activos f�sicos" mediante la contrataci�n a terceros, despu�s de fortalecer la gesti�n de mantenimiento.

Palabras Clave: activos; gesti�n de activos; peque�a empresa.

 

Abstract

This research project focuses on the identification and characterization of small metalworking companies, specifically focusing on the company INDUHORT C�A LTDA located in the Quevedo Canton. The primary objective is to carry out a diagnosis of physical asset management (GAF) in said company and propose improvements consistent with the ISO 55XXX (000, 001, 002) family of standards (Sanchez, 2010). The identification of small metalworking companies in Quevedo was carried out through field research, taking into consideration the number of workers according to the resolution of the Andean Community of Nations. Three companies were identified that meet the established criteria and are regulated by the Superintendence of Companies. The characterization of these companies was carried out through interviews with general managers, revealing that INDUHORST C�A LTDA presents a more organized maintenance management. The diagnosis applied through interviews in this company indicates that currently only the maintenance stage is being managed, which leads to proposing improvements based on ISO 55xxx standards (000, 001 and 002) (Sola R & Crespo M, 2016). It is suggested to strengthen maintenance management before implementing the management of physical assets from generation to the end of the asset's life, in accordance with the ISO 55000 standard. In addition, it is recommended that INDUHORST C�A LTDA develop a "improvement of the management of physical assets" by contracting out third parties, after strengthening maintenance management.

Keywords: assets; asset Management; small company.

 

Resumo

Este projeto de pesquisa tem como foco a identifica��o e caracteriza��o de pequenas empresas metalmec�nicas, com foco espec�fico na empresa INDUHORT C�A LTDA localizada no Cant�o de Quevedo. O objetivo principal � realizar um diagn�stico da gest�o de ativos f�sicos (GAF) na referida empresa e propor melhorias consistentes com a fam�lia de normas ISO 55XXX (000, 001, 002) (Sanchez, 2010). A identifica��o das pequenas empresas metalmec�nicas em Quevedo foi realizada atrav�s de pesquisa de campo, levando em considera��o o n�mero de trabalhadores conforme resolu��o da Comunidade Andina de Na��es. Foram identificadas tr�s empresas que atendem aos crit�rios estabelecidos e s�o regulamentadas pela Superintend�ncia de Empresas. A caracteriza��o destas empresas foi realizada atrav�s de entrevistas com gerentes gerais, revelando que a INDUHORST C�A LTDA apresenta uma gest�o de manuten��o mais organizada. O diagn�stico aplicado por meio de entrevistas nesta empresa indica que atualmente apenas a etapa de manuten��o est� sendo gerenciada, o que leva a propor melhorias com base nas normas ISO 55xxx (000, 001 e 002) (Sola R & Crespo M, 2016). Sugere-se fortalecer a gest�o da manuten��o antes de implementar a gest�o dos ativos f�sicos desde a gera��o at� o fim da vida �til do ativo, de acordo com a norma ISO 55000. Al�m disso, recomenda-se que a INDUHORST C�A LTDA desenvolva uma "melhoria da gest�o de ativos f�sicos" atrav�s da contrata��o de terceiros, ap�s fortalecer a gest�o da manuten��o.

Palavras-chave: ativos; gest�o de ativos; pequena empresa.

 

 

INTRODUCCION

This research focuses on the meticulous identification and characterization of small metal-mechanical companies, concentrating its analysis efforts on the company INDUHORT C�A LTDA, strategically located in the Quevedo Canton. The main purpose is to carry out an exhaustive diagnosis of the management of physical assets (GAF) in this entity and to propose improvements that are rigorously aligned with the standards of the ISO 55XXX family (000, 001, 002) (Torres, 2015). The process of identifying these companies was developed through field research, meticulously adjusted to the parameters established by the Andean Community of Nations. This approach resulted in the identification of three companies that meet the defined criteria and are regulated by the Superintendency of Companies.

The detailed characterization of these companies was carried out through interviews with general managers, revealing with precision that INDUHORST C�A LTDA exhibits a particularly well-organized maintenance management. The application of diagnostics through additional interviews in this company yielded conclusive results: the current management addresses only the maintenance stage. In response to this finding, it is suggested to implement improvements based on ISO 55xxx standards (000, 001 and 002). The specific proposal is to strengthen maintenance management before introducing physical asset management, in strict accordance with the principles established by ISO 55000 (Novillo, 2013).

In addition, it is recommended that INDUHORST C�A LTDA develop a specific "physical asset management improvement" project through outsourcing, a strategy that would be implemented after consolidating maintenance management. This approach seeks to maximize effectiveness and efficiency in the management of physical assets through a robust methodology.

In a broader temporal context, asset management has become a crucial discipline to optimize the management of physical assets in Quevedo's small metalworking industries. This process seeks to improve the relationship between risks, costs and performance throughout the asset life cycle. In asset-intensive operations, asset reliability, availability, efficiency, maintenance and safety play a key role in achieving sustainable profitability.

This work not only aims to obtain a detailed characterization of the small metalworking companies in Quevedo and a comprehensive diagnosis of the management of physical assets in INDUHORST CIA LTDA, but also to establish an auditable reference framework according to ISO 55000. The implementation of this framework will not only allow to evaluate the current status, but will also guide each evaluation towards an analysis focused on preventing and improving the existing system, thus promoting continuous improvement in the management of physical assets.

Ultimately, physical assets, which include basic and specialized technological systems that support the operations of these companies, play a critical role. Their detailed attention throughout the life cycle is essential to determine and contribute to the long-term competitiveness and sustainability of these companies in the metal-mechanic sector�(Vera, 2020).

METHODOLOGY

Type of research

This is a diagnostic research to perform a characterization of the small metal-mechanic industries and to make a diagnosis of the management of physical assets in the company INDUHORST C�A LTDA.

Field research

This research was conducted through the interview technique applied by means of the interview guide instrument in which situations that could be observed were recorded by capturing relevant data provided by primary sources such as general managers of small metalworking companies in the canton of Quevedo and the head of maintenance of the company INDUHORST CIA LTDA, in order to obtain data and documents to develop the research.

Research methods

Deductive method

This method was used in the study of the theoretical underpinnings at the global and local levels to argue the development of the research.

Analytical method

It consisted of the analysis of each of the results obtained in the interviews that allowed obtaining conclusive data for the development of the research proposal.

Synthetic method

This method was applied to synthesize the summary of the document, conclusions and recommendations.

 

 

 

 

Sources of information gathering

Primary sources

The primary source was used since it allowed the collection of information through the research, to obtain data from the general managers and maintenance chief of the small metal-mechanic industries, since they contribute with valuable information for the research.

Secondary sources

Secondary source was used for this research work since already existing information such as scientific articles were used in order to reveal research results in a clear and concise manner and similar theses on asset management.

Research design

Non-experimental design

This design was used in the development of this research because the research is based on theoretical support taken from undergraduate and graduate theses, scientific articles and journals. The improvement approach is based on the general aspects for asset management and asset management systems provided by the ISO 55000 standard; also the ISO 55001 standard specifies the requirements to establish, implement, maintain and improve asset management and the ISO 55002 standard provides the guidelines for asset management according to the requirements specified in 55001�(Tholana & Neingo, 2016).

Research instruments

Interview

The interview technique was used by means of the instrument "interview guide" applied to the general managers of the small metal-mechanic companies identified to know the maturity level of their companies and to the maintenance manager of INDUHORST C�A LTDA, so questions were elaborated to know if maintenance is managed.

RESULTS

Identification of small companies in the metal-mechanic sector in the canton of Quevedo

To begin with the development of the research we will start with the identification of the small metal-mechanical companies in the canton of Quevedo, for which we classified the companies that belong to this sector:

 

 

Classification of small metal-mechanical companies

According to the characteristics of small metalworking companies in the canton of Quevedo there are three entities that belong to this sector which are detailed below:

Table 1. Classification of small metalworking companies

SOURCE: FIELD RESEARCH

PREPARED BY: AUTHORS (2017)

To obtain this information and classify the small companies that belong to this sector, the size of the company, number of workers and consequently they are not artisanal micro-companies must be taken into account. One of the parameters to be measured is the level of maturity of the small metal-mechanical companies, for which 4 levels were determined:

�       Level 1 vulnerable; this level is obtained when the company is very sensitive to changes.

�       Level 2 stable; this level remains unchanged, its purpose is to be present and to comply.

�       Level 3 growth; characterized by applying new trends, seeking knowledge to make better use of resources and have less organizational waste.

�       Level 4 continuous improvement; characterized by having a strong organizational culture attached to leadership, values and strategies.

For the collection of information on the maturity level in small metalworking industries, we started with the information established by (Monta�o, Corona, & Gomez, 2018), which identifies the various requirements and factors to be considered for each of them, as detailed in the following table:

Table 2. Maturity levels of small companies

SOURCE: FIELD RESEARCH

PREPARED BY: AUTHORS (2017)

Characterization of the small metal-mechanical company MAQGRO C�A LTDA

MAQGRO C�A LTDA is an industrial company created to manufacture and commercialize agricultural, wood, food and construction machinery. It was created on January 1, 2006 with the purpose of keeping in permanent evolution and development in the competitive markets becoming one of the best companies in terms of machinery production, which has allowed the company to constantly renew its technology in such a way that it achieves the highest standards of quality and efficiency with the products it manufactures.

Objectives

General Objective

�       To manufacture machinery that allows day by day to innovate the technology to visualize its better development in diverse areas that can be used in related situations and that allow to maintain the growth in the market.

Specific Objectives

�       Quantify the company's investments and profits.

�       To always train the personnel so that they can perform better in their functions.

�       Constantly innovate technology

Mission

To manufacture and commercialize machinery for agribusiness in order to satisfy the countless needs of farmers, improving quality and efficiency, as well as the innovation of the personnel involved in production.

Vision

It is aimed at satisfying the internal demand for small, medium and large farmers, implementing high standards of quality and innovation in its products in order to compete with the foreign market.

Organizational Structure

Figure 1. Organizational structure of MAQGRO C�A LTDA.

SOURCE: FIELD RESEARCH

PREPARED BY: AUTHORS (2017)

Results of the interview technique applied to Mr. Marco Gilberto Garc�a Sangoquiza, general manager of the small company MAQGRO C�A LTDA.

Deduction of the maturity level

Table 3.� Analysis of maturity levels MAQGRO C�A LTDA

SOURCE: FIELD RESEARCH

PREPARED BY: AUTHORS (2017)

Analysis: The behavior of the maturity levels of the requirements can be evaluated as low, if we consider that 71% reach levels lower or equal to 2, four of them are classified in level 2 and one requirement in level 1. Requirement R4 of resource management reaches the lowest level, which results in a disadvantage in asset management. On the other hand, R5 linked to the organization of the company is at level 2, an essential element for good asset management. The results displayed are close to a "stable" rating for the company, with the consideration that two requirements of importance reach very low values.

Maintenance organization

• Factor: technical documentation�

Analysis: As indicated above, there is no maintenance plan and therefore no technical documentation is managed.

• Factor: Equipment history

Analysis: Although there is no maintenance plan, the interviewee states that there is an equipment history and that it is generally updated every 3 months; however, from the answers to the questions it is clear that most of the equipment and machinery involved in the production process do not have a maintenance history (preventive and corrective); in other words, only a few pieces of equipment such as compressors, plasmas and drills are monitored and their maintenance service is outsourced.�

• Factor: Follow-up of work orders

Analysis: The lack of a maintenance plan results in the non-existence of the maintenance work order and consequently there is no way to manage it.

• Factor: Budget distribution

Analysis: It was mentioned earlier that certain equipment and machines are taken to another company for maintenance (outsourcing), so there is a maintenance budget.

• Factor: Planning and scheduling of maintenance activities.

Analysis: This factor is directly related to maintenance planning; therefore, this factor is not met in the small company.

• Factor: control of materials and spare parts

Analysis: This factor is met because there is a software and an official (warehouse manager) who carries out this control, but above all, the raw material to be used is controlled.�

• Factor: Control of maintenance costs

Analysis: There is only a budget to cover the costs of outsourced maintenance.

• Factor: Management index

Analysis: Since there is no maintenance planning, this factor is not applied in the small company; therefore, there is a lack of knowledge of maintenance management.

• Factor: Contracting policies

Analysis: In the case of this factor, there is only a contracting policy "by mutual agreement with the outsourcing company".

• Factor: Contractor selection

Analysis: As in the previous factor, only the contractor is selected in the case of outsourced maintenance according to experience and maintenance needs; generally these outsourcing companies are from Quito and Guayaquil.

• Factor: Control at reception

Analysis: For this factor, the equipment is tested by the operator who is a specialist in handling the equipment.

• Factor: Warranty

Analysis: In terms of warranty, the companies generally guarantee the work performed in accordance with the cost, brand, and time of acquisition of the equipment.

Characterization of the small metal-mechanical company INDUHORST C�A LTDA

INDUHORST C�A LTDA, develops and supplies complete equipment for grain treatment from harvesting to dry and clean storage, including all loading and unloading, drying and cleaning equipment. It is also dedicated to the commercialization of equipment and spare parts that are designed and produced in the facilities of the producers Jatun Huayra, Mephisto and M.C.M. The materials used are of first quality under the brands of recognized worldwide prestige.

 

 

Objectives

• Fulfill customer requirements ensuring a high level of customer satisfaction.
• Implement technological innovations for the benefit of the customer and the company.
• Seek continuous improvement through ongoing staff training.
• Maintain a process management system certified by the ISO 9001 standard.

Mission

To deliver innovative products that meet the needs of our Agribusiness customers, and generate for the company the results required to support growth and development.

Vision

To be the first company in Ecuador for its technology generation and innovative product offer, both in the local and international market.

Organizational Structure

Figure 3. Organizational structure of INDUHORST C�A LTDA.

SOURCE: FIELD RESEARCH

PREPARED BY: AUTHORS (2017)

 

 

Result of the interview technique applied to Mr. Carlos Castro, general manager of the small company INDUHORST C�A LTDA.

Deduction of the maturity level

Table 4. Analysis of maturity levels INDUHORST C�A LTDA

SOURCE: FIELD RESEARCH

PREPARED BY: AUTHORS (2017)

Analysis: All the maturity levels of the requirements are equal or higher than the second level, four reach level 2, two reach level 3 and one reaches level 4. In this company 57% of the requirements reach level 2, while the remaining one is higher than this level. It should be added that none of the requirements is rated at the lowest level. Unlike the previous company, requirement R4 is at the highest level, which favors asset management, while R5, linked to the organization, is placed at level 2. Although the company could be evaluated at level 2, it would be fair to accept that it is an advantageous level 2 or close to level 3.

 

Maintenance organization

Factor: technical documentation

Analysis: If there is a maintenance plan, but there is no work order document, what exists is a technical sheet.

Factor: Equipment history

Analysis: The interviewee stated that there is no equipment history, there is only an equipment file, but there is a systematic investigation of the most frequent breakdowns.

 

Factor: Work order follow-up

Analysis: There is a maintenance plan, but there is no maintenance work order document, so there is no way to manage it.

Factor: Budget distribution

Analysis: The interviewee mentioned that certain equipment and machines are taken to another company for maintenance, so there is a maintenance budget.

Factor: Planning and scheduling of maintenance activities.

Analysis: There is a lubrication and maintenance plan for the equipment, and it is also established who prepares and executes the maintenance plans.

Factor: Control of materials and spare parts

Analysis: This factor is complied with because there are personnel who carry out the control and, above all, control the raw materials to be handled.

Factor: Control of maintenance costs

Analysis: There is only one budget to cover outsourced maintenance costs.

Factor: Management index

Analysis: The interviewee stated that there is knowledge of management indicators within the maintenance area and that they are used for decision making.

Factor: Contracting policies

Analysis: For this factor there is only the policy of contracting outsourcing companies.

Factor: Contractor selection

Analysis: In the case of outsourced maintenance, the contractor is selected based on suppliers and experience, and when this cannot be done within the small company, these outsourcing companies are generally located in Quito and Guayaquil.

Factor: Control of reception

Analysis: As for this factor, the equipment and machinery are inspected by the specialist operator, but there is no documentation.

Factor: Warranty

Analysis: In terms of warranty, the companies generally guarantee the work performed, but compliance with the warranty is verified.

 

 

Characterization of the small metal-mechanic company JATARIG C�A LTDA.

Quevede�a industry with the highest international quality standards, we are JATARIG C�A LTDA, your main ally in the processes with your agro-industrial machines always looking for the highest productivity in the shortest possible time, for that reason we are located in a strategic place in the south of the city, km 7 via Mocache at the foot of the main road.

We make available to you and your companies the most sophisticated agro-industrial machinery manufactured with high quality standards, seeking to solve and facilitate your agricultural activities.

Mission

To produce the best equipment and machinery meeting the highest quality standards, with a highly qualified human and professional team, satisfying the needs and demands of the customer.

Vision

To offer to the province and the country a complete and efficient consultancy with the best products in the market, simplifying their work, optimizing their resources and improving their productivity, thus contributing to the growth of the country.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Organizational structure

Figure 4. Organizational Structure JATARIG CIA LTDA

SOURCE: LCDA. RAQUEL REYES (2017)

PREPARED BY: AUTHORS (2017)

 

Results of the interview technique applied to Mrs. Raquel Reyes, general manager of the small company JARATIG C�A LTDA.

Deduction of maturity level

Table 5. Analysis of maturity levels JARATIG C�A LTDA

SOURCE: FIELD RESEARCH

PREPARED BY: AUTHORS (2017)

Analysis: In the company JATARIG CIA LTDA five of the requirements reach levels equal or higher than 2, while the other requirements reach level 3. 71% of the requirements are rated at level 2, but it differs from MAQGRO CIA LTDA in that none of its requirements is rated with the minimum level. In this case, R4 and R5 are rated at level 2, which does not favor a good asset management, if we talk about the management of resources and the organization of the company, respectively.

 

Maintenance organization

Factor: technical documentation

Analysis: Initially it was indicated that there is no maintenance plan and therefore no technical documentation is managed.

Factor: Equipment history

Analysis: Since there is no maintenance plan, the interviewee stated that there is no equipment history and that generally when the lathe breaks down, production is paralyzed because there is no replacement.

Factor: Work order follow-up

Analysis: The lack of a maintenance plan results in the non-existence of the maintenance work order and subsequently there is no way to manage it.

Factor: Budget distribution

Analysis: Some equipment and machines are taken to another company for maintenance (outsourcing), so there is a maintenance budget.

Factor: Planning and scheduling of maintenance activities.

Analysis: This factor is directly related to maintenance planning; therefore, this factor is not met in the small company.

 

Factor: Control of materials and spare parts

Analysis: This factor is not met because there is no official in charge of the control of materials and spare parts.

Factor: Cost control of materials

Analysis: There is a budget to cover only outsourced maintenance costs.

Factor: Management index

Analysis: Since there is no maintenance planning, this factor is not applied in small companies, therefore there is a lack of knowledge of maintenance management.

Factor: Contracting policies

Analysis: In the case of this factor, there is only a contracting policy with mutual agreement with the outsourcing company.

Factor: Contractor selection

Analysis: For this factor, only outsourced maintenance is selected according to experience and maintenance needs; these outsourcing companies are usually from Guayaquil and Quito.

Factor: control at reception

Analysis: For this factor, a diagnosis of the operation of the equipment is made by the operator specialized in the handling of the equipment.

Factor: Warranty

Analysis: Regarding the warranty, companies usually guarantee the work performed according to the cost, brand and time of acquisition of the equipment.

Summary of results issued by the respective instruments on the maintenance management of small companies in the canton of Quevedo.

Table 6. Summary of maintenance management results

SOURCE: FIELD RESEARCH

PREPARED BY: AUTHORS (2017)

 

Conclusion

According to the summary of results on maintenance management inscribed in (table 1), the company that presents a maintenance management with greater evidence of organization according to the documents that is carried, is the small company INDUHORST C�A LTDA; that is to say that it can develop and then implement the project of "improvement of the management of physical assets" because this industry has implemented its production process from the design; therefore both internally and to its customers can offer in the future the Asset Management from the generation to the end of its life as proposed by the ISO 55000 standard.

Diagnosis of the management of physical assets of the small metal-mechanic company INDUHORST C�A LTDA.

Determination of the documents to be handled in a maintenance plan

• In accordance with the provisions of, (Garcia M, Gonzales S, & Cort�s M, 2009), there are documents that are being executed in the company: technical data sheet, critical machines (paralyzes production process), schedule plan.
• According to the authors,�(Garcia M, Gonzales S, & Cort�s M, 2009), Another additional instrument required for a maintenance plan is the work order that the company must implement.
• Develop a training plan that involves all operators, managers and administrators in production, maintenance, quality control, design, storage and facilities activities.

 

Complementary areas of the administrative organization chart

• It is considered that the transcendental and complementary areas of maintenance are: production, design, facilities, quality, health and safety area, which the company considers in the established organization chart.

Machines and equipment offered by the company INDUHORST C�A LTDA

Table 7. Machinery and equipment offered by INDUHORST C�A LTDA

SOURCE: FIELD RESEARCH

PREPARED BY: AUTHORS (2017)

Machines and equipment for the food agroindustry

 

 

 

Table 8. Machinery and equipment for the food agroindustry

SOURCE: FIELD RESEARCH

PREPARED BY: AUTHORS (2017)

Proposed improvements in maintenance management

As indicated by,�(Ormaza M, F�liz L, Real P, & Parra F, 2015). The proposal is based on the analyses carried out in the previous stages and then defines the main shortcomings, determines measures, establishes actions and those responsible for them.

Table 9. Improvement proposal based on the maintenance management diagnosis

SOURCE: FIELD RESEARCH

PREPARED BY: AUTHORS (2017)

Table 10. Proposals based on the diagnosis of OTM maintenance management

SOURCE: FIELD RESEARCH

PREPARED BY: AUTHORS (2017)

Analysis: Once the imperfections have been overcome, the implementation of physical asset management based on the ISO 55000 standard will begin (Minnaar, Basson, & Vlok, 2013), as proposed in the following table.

 

 

Table 11. Improvement approach based on ISO 55xxx family of standards (000, 001 and 002)

SOURCE: NTE INEN-ISO 55000

PREPARED BY: AUTHORS (2017)

 

CONCLUSIONS

Until the completion of this research in Quevedo there are three companies with the legal denomination of small, because they meet the number of servers, according to resolution of the CAN (Andean Community of Nations), ie the size of the companies in this category must have between 10 to 49 people and consequently are not artisanal microenterprises.

Once the small metal-mechanical companies in the canton of Quevedo were identified, we proceeded to characterize each of them, using the technique of interviewing the general managers of MAQGRO C�A LTDA, JATARIG C�A LTDA and INDUHORST C�A LTDA, the head of maintenance, proving that most of them do not efficiently manage the maintenance of the physical assets involved in the production processes.

The diagnosis of the management of physical assets in the small metal-mechanic industry INDUHORST C�A LTDA determines that the maintenance of the machines involved in the production processes is managed and not all the stages of the physical assets of these processes, because in reality according to�(Le�n G, Valero Y, & Vera M, 2020) , "Asset management is a way of integrating all areas of the organization so that the asset life cycle is managed during the stages of design, construction, utilization, maintenance, and decommissioning or repowering.".

The diagnosis carried out in the selected small company shows that only one stage of asset management, maintenance, is being managed. This situation allows the development of the improvement proposal based on maintenance management and improvements based on the NTE INEN - ISO 55000, ISO 55001 and ISO 55002 family of standards.

 

Referencias

Garcia M, G., Gonzales S, H., & Cort�s M, E. (2009). METODOLOG�A DE MANTENIMIENTO CON POSIBLE APLICACI�N EN EL SECTOR. CES Medicina Veterinaria y Zootecnia, 4(2), 137-150.

Le�n G, M., Valero Y, L., & Vera M, S. (2020). Dise�o del sistema de gesti�n de activos f�sicos seg�n norma ISO 55001:2014. InGenio, 3(1), 81-88.

Minnaar, J., Basson, W., & Vlok, P. (2013). M�todos cuantitativos necesarios para la implementaci�n de PAS 55 o la serie ISO 55000 para la gesti�n de activos. Revista Sudafricana de Ingenier�a Industrial, 24(3), 98-111.

Monta�o, O., Corona, J., & Gomez, H. (2018). Modelo de madurez para la valoraci�n de las mejores pr�cticas de las PyMES manufactureras. Mercados y Negocios, 27-48.

Novillo, A. (Agosto de 2013). Repositorio Institucional de la Universidad Polit�cnica Salesiana. Obtenido de Repositorio Institucional de la Universidad Polit�cnica Salesiana: http://dspace.ups.edu.ec/handle/123456789/6401

Ormaza M, M., F�liz L, M., Real P, G., & Parra F, C. (2015). Procedimiento para el diagn�stico del dise�o f�sico de los puestos de trabajo. Ingenier�a Industrial, 36(3), 253-262.

Sanchez, A. P. (2010). La gesti�n de los activos f�sicos en la funci�n mantenimiento. Ingenier�a Mec�nica, 13(2), 72-78.

Sola R, A., & Crespo M, A. (2016). Principios y marcos de referencia. AENOR.

Tholana, T., & Neingo, P. (2016). Ampliaci�n de la aplicaci�n de la norma PAS 55/ ISO 55 000 a la gesti�n de activos minerales. Revista del Instituto Sudafricano de Miner�a y Metalurgia, 116(11).

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