Vol. 04, No. 4 (2022) 543-550, doi: 10.24874/PES04.04.

014

Proceedings on Engineering
Sciences
www.pesjournal.net

EVALUATION OF MAINTENANCE MANAGEMENT

OF A THERMOPLASTIC INDUSTRY USING A
MAINTENANCE MATURITY MODEL: A CASE IN
MANAUS INDUSTRIAL POLE

Marcelo Oliveira1
Wagner Andrade
Isabella dos Santos
Received 31.05.2022.
Menfecy Amaral Accepted 21.09.2022.
Gisele Cintra UDC – 005.934.2

ABSTRACT
Keywords:
Maintenance Management; Maintenance Maturity The present work focuses on a case study applying a maintenance
Model; Management System; Continuous management system model based on the degree of maturity in a
Improvement; Lean Maintenance. thermoplastic industry. The system must support the decisions of the
organization and promote progress in the company's continuous
improvement system. The study was based on the answers to a
questionnaire submitted to the maintenance, production, and
process engineering sectors. The internal perception was compared
with external perception in order to perform an analysis of the field
of view of the three sectors on the current position of the
maintenance sector in relation to the maintenance maturity model
used for this analysis. From the application of the model, it was
possible to develop a strategic action plan based on lean practices,
so that the maintenance areas advance towards the higher levels of
the maturity scale, aiming to reach and maintain performance levels
recognized as excellence.
© 2022 Published by Faculty of Engineeringg

1. INTRODUCTION Due to this, maintenance assumes strategic importance in

the structure of the companies with direct reflexes at the
Among the numerous administrative and operational level of operation and logistics. Many companies are
functions of an organization, the most relevant are aware of the challenges and have implemented
production and maintenance since. Together, they must management policies or strategies aimed at giving the
deliver the products or services on time, with the required maintenance function equal importance to the other
quality and projected quantity. functions of the organization.

1
Corresponding author: Marcelo Oliveira
Email: marcelooliveira@ufam.edu.br 543
 Proceedings on Engineering Sciences, Vol. 04, No. 4 (2022) 543-550, doi: 10.24874/PES04.04.014

The need to increase operational availability has been In this sense, companies differ mainly in their maintenance
driven by the requirements of productivity, quality strategies by the combination of decisions made within the
increase, competitiveness, and market opening, among various activities involved in maintenance management, as
others, and thus maintenance management ensures tools diverse operational aspects and business requirements tend
and techniques to improve efficiency and minimize the to influence these decisions, as studies by several
impact of equipment corrective failures such as Total researchers in this area (Fernandez et al., 2003; Horner et
Productive Maintenance (TPM) and Failure Mode and al., 1997; Hwang et al., 2007; Murthy et al., 2002; Nodem
Effects Analysis (FMEA) based on indicators such as et al., 2011; Swanson, 2001; Tsang, 2002; Waeyenbergh
MTBF (Mean Time Between Failures) and MTTR (Mean & Pintelon, 2004).
Time Between Repairs).
2.2 Maturity Models
Companies have differentiated their maintenance
strategies by combining decisions made within the various Maturity models have emerged from the need to evaluate
activities that involve maintenance management, as there the quality of processes applied in an organization,
are several aspects that we must consider in order to create whether industry or institution and are currently being used
a consistent strategic plan for the sector. These are the to improve the services and products of organizations.
issues that tend to influence decisions such as operational Maturity levels establish levels of process evolution,
aspects, for example, the administrative culture of the characterizing stages of process implementation
organization and other business requirements. improvement in the organization. The maturity level of an
organization allows it to predict its future performance by
This article is organized as follows. The first section executing one or more processes.
introduces the lean approach to maintenance management.
The second section presents the literature review, According to Maier et al. (2009) and Maier et al. (2012),
describing maintenance management, maturity models, many maturity models have been proposed to evaluate a
and maturity models focused on the area. The third section range of capabilities, including quality management,
deals with the application of the selected model and field software development, supplier relationships, research and
studies report. Results and analysis are discussed in the development efficiency, product development,
fourth section. Finally, the fifth section brings the collaboration, and communication that each of these
conclusion of the research. assessments focus on a particular domain of knowledge.

2. LITERATURE REVIEW Fraser et al. (2002) pointed out that producing a maturity
model that is generic and completely rigorous is extremely
The following topics cover the academic background that complicated. In addition, they suggest that some
supports this article. compromise will be necessary and appropriate in the
interest of producing a suitable and usable tool. However,
2.1 Maintenance Management we can cite as an example at least 30 maturity models
focused on various areas, such as software engineering,
As defined by NP EN:13306 (2007), the concept of process engineering, performance engineering, and quality
maintenance as being the combination of all technical, management (Jokela et al., 2006; Tiku et al., 2007; Wilson,
administrative, and management actions during the life 2015), as shown in Figure 1.
cycle of an element intended to conserve or restore it to a
state in which it performs the required function. Maturity Models
1. Capability Maturity Model Integration (CMMI) 16. eGovernment Maturity Model
2. Capability Maturity Model for Software (SW-CMM) 17. Earned Value Management Maturity Model
Maintenance management sets goals and objectives 3. People Capability Maturity Model (P-CMM) 18. Outsourcing Management Maturity Model
through work standards and procedures to make the best 4. Software Acquisition Capability Maturity Model 19. Change Proficiency Maturity Model
use of available resources, whether personal, equipment, 5. Software Engineering Capability Maturity Model 20. Performance Engineering Maturity Model
or materials. In this way, it is considered strategic when it 6. Integrated Product Development Capability Maturity 21. Architecture Maturity Model
7. IT Service Capability Maturity Model 22. Information Process Maturity Model
is focused on the business results of the organization, and
8. Organizational Project Management Maturity Model 23. Project Management Maturity Model (PMMM)
this implies that, in addition to having to ensure the 9. Services Maturity Model 24. Programme Management Maturity Model
functional availability of equipment and facilities in a 10. Self-Assessment Maturity Model (SAMM) 25. Learning Management Maturity Model (LM3)
production or service process, maintenance management 11. Test Maturity Model (TMM) 26. Automated Software Testing Maturity Model
needs to combine reliability, safety, environmental 12. Web Services Maturity Model 27. Website Maturity Model
preservation, and moderate cost factors. 13. Security Maturity Model (SMM) 28. PM2 Maturity Model
14. Operations Maturity Model 29. Internet Maturity Model
15. e-Learning Maturity Mode 30. Usability Maturity Model
In addition, proper management establishes maintenance
performance indicators to support management in order to Figure 1. Maturity models developed in several areas
achieve maintenance excellence and use fixed assets in a
competitive manner (NP EN:15341, 2009).

544
 Oliveira et al., Evaluation of maintenance management of a thermoplastic industry using a maintenance maturity
model: a case in Manaus industrial POLE
2.3 Maintenance Maturity Models Oliveira (2017) was also used during the interview, so
that they were analyzed, class by class, according to the
According to Oliveira and Lopes (2020), maturity models order proposed by the model. Participated in this
have been approached in various knowledge segments, meeting: Expert advisor; Maintenance supervisor
and the practical characterization of their conclusions has (Graduated in mechanics); Electrical engineer; Technical
contributed to the achievement of better results in coordinator of electrical maintenance (Software
organizations in general. As in other areas of knowledge, specialist), and Maintenance Technician.
maturity models have been developed for maintenance
management, with the aim of identifying improvement The object of study is a company in the thermoplastic
opportunities and thus improving maintenance practices sector, which has four units in operation in Brazil. The
and their results in line with organizations' strategic unit of this study, located in the Industrial Pole of
objectives. The models available for maintenance are Manaus, manufactures plastic lids for beverages, bi-
based on process improvements, the need for computer oriented polypropylene films for food product packaging
support and performance indicators. and overpacks, in addition to PP (Polypropylene) and PS
(Polystyrene) sheets.
In the context of maintenance Antil (1991), proposed a
maturity model strongly based and inspired by the maturity The maintenance sector has 72 people and is divided into
model developed by Crosby in 1979 for the quality area. electrical maintenance and mechanical maintenance,
This model was later used by Fernandez et al., (2003) in each with their respective leaders. Among the areas
the application of a customized maintenance management where the maintenance team works are the BOPP (Bi-
system. Wireman (1992) also proposes a model like that Oriented Polypropylene) film extrusion sector, the
developed by Crosby, containing five stages and seven cutting sector (primary and secondary), packaging and,
classes. Such a model shows the progressive stages of best finally, the plates and lids sector.
maintenance practices. As an adaptation to the Crosby
model, although not all issues/areas are applicable in all At the time of our interview, the managers did not have
areas of maintenance, much can be gained from the number of machines under their responsibility, but
comparative practical evaluations. they claim that the amount exceeds 100 pieces of
equipment (after the interview, 104 pieces of equipment
Campbell and Reyes-Picknell (2006) propose a model, were confirmed in the entire plant). The maintenance
based on field research and the use of the Pyramid of structure consists of technicians, technical assistants,
Excellence concept, containing ten classes and five stages. supervision, and a single manager for the three subareas.
Cholasuke et al. (2004) from a study in British industries,
proposed a maturity model for the management of In order to collect the necessary information for the
maintenance activities containing ten classes and only application of the model, after the interview with the
three stages. managers of the maintenance area, in order to deepen the
items covered by the model and considering the proposed
Maturity models developed to assess the level of classes, some considerations were made regarding the
maintenance management maturity in organizations were organization and management of the company's
made available by different researchers (Antil, 1991; April maintenance area by the Consultant.
& Abran, 2009; Chemweno, Pintelon, Horenbeek, et al.,
2015; Cholasuke et al., 2004; Hauge & Mercier, 2003; The company's maintenance team participated in the
IAM, 2015; Anja M. Maier et al., 2012; Xu et al., 2021). interview phase and in the application of the maturity
model, according to their point of view. At this stage of
3. METHODOLOGY the research, a meeting was requested for feedback after
the specialist's visit, with the production, maintenance,
The methodology of this work consisted of applying the and process engineering sectors, to jointly assess the
maintenance maturity model developed for maintenance view of internal maintenance customers.
management processes by Oliveira and Lopes (2020).
The model was applied according to the current moment Therefore, the internal analysis was carried out with the
of the organization's maintenance area. However, managers of the production, maintenance, and process
improvement actions are being studied and made engineering areas. According to them, the view that
possible by managers, so that we can establish a internal customers have of the organizational level of
comparison between the current state and the future state maintenance management is quite distorted from the
of the maintenance area belonging to the organization, view that maintenance has of itself, and the presence of
based on the proposed maturity model. superior managers was necessary to collect more
complete data on the relationships. between sectors.
Information regarding the company's maintenance
management was obtained through an interview by the
external consultant with the current Maintenance
Managers. The questionnaire system developed by

545
 Proceedings on Engineering Sciences, Vol. 04, No. 4 (2022) 543-550, doi: 10.24874/PES04.04.014

4. CASE STUDY electric engineer; maintenance technicians and technical

coordinator of electric maintenance. The result of
More recently, Oliveira (2017) proposed a maturity applying the model, in relation to the team's self-
model for maintenance management. The author assessment and that performed by the external consultant,
evaluated the existing models in this area and considering is shown in Table 1.
opportunities for improvement, suggested the model that
served as the basis for this work. Assuming that the external view is the most realistic
according to our studies, but still considering the internal
For the present work, besides the adoption of the maturity view as essential, a projection proposal was generated
model developed by the mentioned author, a with the commitment to create an action plan to advance
questionnaire, including questions related to all to the higher levels proposed by the model. For each of
maintenance management processes was applied to the the model classes, a set of actions were defined, namely:
managers and other professionals working in the • Organizational Culture: implement actions
maintenance and production areas of the company. related to the development of Kaizen Projects
(Continuous Improvement);
As part of the methodological process used, in contrast to • Maintenance Policy: define a clear maintenance
this, an external evaluation was conducted by a policy for the organization, involving all
maintenance specialist in all processes of the sectors;
organization's maintenance area, as well as the • Performance Management: adopt Cost
performance of its managers and production areas Performance, Production and Equipment
(Oliveira and Lopes, 2020). During the interview, it was indicators such as OEE, MTBF, MTTR,
evaluated: the posture of the maintenance sector in the General Maintenance Costs, Availability,
area management; organization of activities; Downtime;
performance measures; team management; adoption of • Failure Analysis: adopt a systematic use of
tools and methodologies for failure analysis; adoption of failure analysis methodologies / tools such as
maintenance management supports methodologies; 8D's, FMEA, FTA;
computer systems; subcontracting (outsourcing); main • Planning and Scheduling of Preventive
difficulties encountered by managers. Maintenance Activities: adopt the systematic
use of TPM and RCM to discipline maintenance
The use of this maturity model aims to help the actions;
maintenance sector of the company of the thermoplastic • CMMS: adopt a CMMS to discipline all
sector specializing in bi-oriented polypropylene films maintenance activities, track assets, generate
(BOPP) to identify the main points of improvement from reports, generate indicators, parts control,
the recognition of their weaknesses. This was due to an maintenance activity planning, maintenance
external analysis performed by a specialist in the area of schedule;
maintenance management, to be confronted with an • Spare Parts Inventory Management: systematize
internal analysis of the application of the same maturity in the team the use of the SAP system, involving
model. Thus, a concise action plan was elaborated all those responsible for planning maintenance
seeking to reach higher levels within the given model. activities and purchasing parts/consumables;
• Standardization and Document Control:
The model has five levels of progression and ten classes organize and adopt a document control system
for coherent assessment of maturity status in in the maintenance sector;
organizations, and was applied according to the current
• Human-Resource Management: create a
moment of the organization's maintenance area.
technical, operational, and behavioural training
However, improvement actions are being studied and
and development plans for each team member,
made possible by managers, so that a comparison can be
respecting individual and departmental needs;
made between the present state and the future state of the
• Results Management (Costs and Quality
organization's maintenance area, based on the proposed
Maintenance): discipline maintenance actions to
maturity model.
prevent recurrence of problems, through a good
control of the activities being developed,
The information related to the maintenance management
through a strong and consolidated maintenance
of the company obtained from the skilled interview with
plan.
the current maintenance managers was given according
to the classes proposed in the model. It attended this
The results are shown in the Figure 2.
meeting: skilled consultant; maintenance supervisor;

546
 Oliveira et al., Evaluation of maintenance management of a thermoplastic industry using a maintenance maturity
model: a case in Manaus industrial POLE

Figure 2. Maturity level analysis perceptions.

Table 1. Consultant x Maintenance staff evaluation.
Class Consultant & Score Maintenance & Score
Organizational Improvement actions are isolated within the 2 Limited teamwork and lack of team spirit due 2
Culture organization and between areas, with emphasis to differing opinions between the sectors that
on the area of cap manufacturing. However, make up the process and, mainly, between the
clearly the relationship between the areas, and mechanical and electrical maintenance
between the managers, does not contribute to a divisions. Due to lack of knowledge of the
peaceful coexistence, with many points of process, sometimes one team ends up holding
friction and nonexistent collaboration and team the other responsible and the service takes time
spirit. Collaboration occurs when there are to be performed.
extreme demands.
Maintenance Policy Although the team of managers who 3 Maintenance is seen as a necessary evil. This 2
participated in the interview affirmed the perception is due to the lack of confidence that
organization's commitment to maintenance, the production team has in the maintenance.
clearly the activities are performed according Even so, it is recognized the need to act in a
to the needs of each area of the company, since preventive manner, which is even charged by
they are organized in different areas: plates, production managers, although the availability
covers, films of bi-oriented polypropylene - to carry out preventive is conditional on the
BOPP. The orientation to act in the shortest decision of the production area, in order to
possible time prevails. meet its objectives and goals.
Performance In fact, the maintenance area adopts a single 1 There are no indicators, and during this 1
Management performance indicator: Availability. There is activity, it was agreed to hire a team to study
no clear understanding of indicators such as time and methods in certain sectors in order to
OEE, MTBF, MTTR, for example, but they project the use of main maintenance
intend to adopt at least MTBF. management indicators, such as MTBF,
MTTR and OEE.
Failure Analysis Punctual actions and highlighted the lack of The fear of the organization is that the 1
training and lack of knowledge of analysis maintenance industry ends up becoming a
tools / methodologies. parts replacement industry with no significant
technical functions. No troubleshooting tools
are used effectively. Training on problem
analysis and troubleshooting (MASP) and
Failure mode and effect analysis (FMEA)
training was proposed as a way to adapt the
maintenance team to effectively use both tools
to act preventively in the production process.

547
 Proceedings on Engineering Sciences, Vol. 04, No. 4 (2022) 543-550, doi: 10.24874/PES04.04.014

Table 2. Consultant x Maintenance staff evaluation (Continued)

Planning and In practice, planning is only formal, as 1 The sector faces difficulties in carrying out 1
Scheduling of implementation does not always happen scheduled preventives. The justification given by
Preventive according to schedule. There is a high backlog, the production planning and control sector (PCP)
Maintenance Activities mainly because maintenance activities are is that the excess of correctives is high and there
performed when production releases. Some cases is no time to perform such activities, as it would
follow a frequency based on equipment activity make it impossible to meet the production goals.
hours.
CMMS They use the SAP preventive maintenance 2 Everyone in the company is very confident in 3
module. However, only the area of covers uses applying the maintenance control tool through
more effectively, due to the experience gained by the SAP system. In some sectors, the use of the
the person responsible for maintenance of this same has shown satisfactory results, in other
sector. Nevertheless, planning is limited. Other segments of the company the implementation of
areas do not use the SAP PM module because the system is slow.
they find it difficult, compounded by the fact that
they do not dominate the system. With this, all
control is being performed in spreadsheets.
History is also a weakness in management. In
addition, SAP is not integrated with the
company's other systems and not all equipment is
included in the plan registered in the system.
Spare Parts Inventory They use the SAP module for inventory control. 3 The fear of maintenance becoming a part 1
Management However, there is no-good control, since not all changer is real, and at times it really seems to be
parts are registered and there is a parallel control the fact. In this industry, the main spare parts,
to the system, causing inaccuracy and inventory especially the BOPP film extrusion process, are
controls problems. excessive. In the internal analysis, it was clear,
from the opinion of many presents, that the stock
is expensive and that some essential elements do
not have immediate replenishment, severely
hampering inventory management.
Standardization and Documentation is easily accessible, but there are 2 Equipment documentation for some industries is 1
Document Control no systematic review and standardization of unavailable, outdated, or difficult to access. Non-
procedures adopted by the area. standard processes and activities. It was alleged
during the internal meeting that there is no
standard among maintenance technicians at the
time of fault correction, where each technician
acts differently in solving the same problem,
which results in time variation between repairs.
The existence of standard procedures is believed
to lead to a more homogeneous process and a
shorter time between repairs.
Human-Resource There is no training policy in place, although 1 The company has undergone a major overhaul in 1
Management management wants to implement it, but they have recent years following the acquisition of other
not punctuated the time horizon for this to companies and the merger of departments. That
happen. Managers have to machine experience, is, there have been changes in its system and
but the process is where knowledge is most updating of its culture, making the highest
deficient, causing conflict zones to be created quality workforce possible. The organization has
between maintenance and production personnel drastically changed branches and moved from
to agree whether a problem is process or the audiovisual media sector to the thermoplastic
maintenance equipment. Anyway, there is low sector, both with complex but overly distinct
concern regarding conflict management, since processes. As many maintenance technicians
they are more concerned with technical were accustomed to another process and were
performance. reused for this modern process, the lack of skills
needed for the new scenario became more
evident.
Results Management The biggest concern of managers is related to 2 High cost and no control, associated with failures 1
(Costs and Quality costs, although actions to contain and eliminate in inventory management. Perception of high
Maintenance) waste have not been carried out. Moreover, material waste is justified by the high amount of
failure recurrence is one of the main factors parts replacement listed with high recurrence of
affecting the results and material loss is not only failures, due to the lack of a coherent method of
high since all material is reused, as it is ground analysis and problem solving.
and mixed again with the material. However, a
lot of time is lost with equipment shutdowns as
the process does not stabilize immediately.

548
 Oliveira et al., Evaluation of maintenance management of a thermoplastic industry using a maintenance maturity
model: a case in Manaus industrial POLE
5. CONCLUSION Just as improvement points were identified and adjusted
through this work, other points can be identified for the
Presenting the overview obtained from the model used in other units of the company, such as the application of the
this paper, it is observed that the model proposed is easy model in the group's petrochemical industry segment.
to understand and, for those who work or have worked in
the areas of maintenance management, it uses With the improvement actions proposed by this work, in
maintenance-oriented quality management concepts. order to be able to advance in the levels proposed by the
maturity model, we seek to increase the physical
The model leads us to reflect on the path we are taking to availability of equipment, reduce losses due to machine
improve corrective actions in the maintenance sector, and defects, qualify maintenance and production teams, and
the production involved with maintenance. During the decreased part replacement time.
work, the model brought a clear view of the current
situation of the maintenance sector of the company under Properly applied models of maturity are perfectly aligned
study. There were no difficulties with using the model. with the lean strategies of organizations, by
Given information not compatible between maintenance implementing the recommended actions in the studies
and production, after internal analysis, it was noted that and their continuous monitoring
there is a lack of agreement between both parties. Acknowledgment: Special thanks to the Graduate
Program in Production Engineering (PPGEP) of the
Production attributes to the maintenance of lack of Federal University of Amazonas (UFAM) for the support
technical knowledge, claiming that even preventive of its professors in the research carried out. This study
workings occur sloppily while maintenance demonstrates was carried out in partnership with UFAM within the
that the huge amount of line breakage occurs due to the scope of the PPGEP. The authors thank the Fundação de
simple lack of availability of production lines for Amparo à Pesquisa do Estado do Amazonas (FAPEAM)
preventive maintenance. for supporting this work within the scope of the
POSGRAD Project (Resolution No. 008/2021-
POSGRAD).

References:

Antil, P. (1991). The maintenance organizational maturity grid. Maintec Conference, March, COMAC Publications.
April, A., & Abran, A. (2009). A software maintenance maturity model (S3m): Measurement practices at maturity levels
3 and 4. Electronic Notes in Theoretical Computer Science, 233, 73–87. https://doi.org/10.1016/j.entcs.2009.02.062
April, A., Huffman Hayes, J., Abran, A., & Dumke, R. (2005). Software Maintenance Maturity Model (Smmm): The
software maintenance process model. Journal of Software Maintenance and Evolution: Research and Practice, 17(3),
197–223. https://doi.org/10.1002/smr.311
Brookes, N., & Clark, R. (2009). Using Maturity Models to Improve Project Management Practice. POMS 20th Annual
Conference, 2001, 11. Retrieved from:
https://www.researchgate.net/publication/229048634_Using_Maturity_Models_to_Improve_Project_Management_Pr
actice
Campbell, J. D., & Reyes-Picknell, J. V. (2006). Uptime: Strategies for excellence in maintenance management (2nd ed.,
New ed). Productivity Press.
Chemweno, P., Pintelon, L., Horenbeek, A. V., & Muchiri, P. N. (2015). Asset maintenance maturity model: Structured
guide to maintenance process maturity. International Journal of Strategic Engineering Asset Management, 2(2), 119.
https://doi.org/10.1504/IJSEAM.2015.070621
Cholasuke, C., Bhardwa, R., & Antony, J. (2004). The status of maintenance management in UK manufacturing
organisations: Results from a pilot survey. Journal of Quality in Maintenance Engineering, 10(1), 5–15.
https://doi.org/10.1108/13552510410526820
Fernandez, O., Labib, A. W., Walmsley, R., & Petty, D. J. (2003). A decision support maintenance management system:
Development and implementation. International Journal of Quality & Reliability Management, 20(8), 965–979.
https://doi.org/10.1108/02656710310493652
Fraser, P., Moultrie, J., & Gregory, M. (2002). The use of maturity models/grids as a tool in assessing product
development capability. IEEE International Engineering Management Conference, 1, 244–249.
https://doi.org/10.1109/IEMC.2002.1038431
Hauge, B. S., & Mercier, B. A. (2003). Reliability centered maintenance maturity level roadmap. Annual Reliability and
Maintainability Symposium, 2003., 226–231. https://doi.org/10.1109/RAMS.2003.1181930
Horner, R. M. W., El‐Haram, M. A., & Munns, A. K. (1997). Building maintenance strategy: A new management
approach. Journal of Quality in Maintenance Engineering, 3(4), 273–280.
https://doi.org/10.1108/13552519710176881

549
 Proceedings on Engineering Sciences, Vol. 04, No. 4 (2022) 543-550, doi: 10.24874/PES04.04.014

Hwang, W. T., Tien, S. W., & Shu, C. M. (2007). Building an executive information system for maintenance efficiency
in petrochemical plants—An evaluation. Process Safety and Environmental Protection, 85(2), 139–146.
https://doi.org/10.1205/psep06019
IAM. (2015). Asset Management Maturity Scale and Guidance. June, 1–100. Retrieved from: www.theIAM.org
Jokela, T., Siponen, M., Hirasawa, N., & Earthy, J. (2006). A survey of usability capability maturity models: Implications
for practice and research. Behaviour & Information Technology, 25(3), 263–282.
https://doi.org/10.1080/01449290500168079
Maier, A. M., Moultrie, J., & Clarkson, P. J. (2009). Developing maturity grids for assessing organisational capabilities:
Practitioner guidance. 4th International Conference On, March, 1–29.
Maier, A. M., Moultrie, J., & Clarkson, P. J. (2012). Assessing organizational capabilities: Reviewing and guiding the
development of maturity grids. IEEE Transactions on Engineering Management, 59(1), 138–159.
https://doi.org/10.1109/TEM.2010.2077289
Murthy, D. N. P., Atrens, A., & Eccleston, J. A. (2002). Strategic maintenance management. Journal of Quality in
Maintenance Engineering, 8(4), 287–305. https://doi.org/10.1108/13552510210448504
Nodem, F. I. D., Gharbi, A., & Kenné, J.-P. (2011). Preventive maintenance and replacement policies for deteriorating
production systems subject to imperfect repairs. International Journal of Production Research, 49(12), 3543–3563.
https://doi.org/10.1080/00207543.2010.492798
NP EN:13306. (2007). Maintenance terminology. 37.
NP EN:15341. (2009). Maintenance Key Performance Indicators (KPI). 30.
Oliveira, M. A. (2017). Maintenance management system based on the organization’s maturity level within maintenance.
Universidade do Minho, Guimarães - Portugal. Retrieved from:
https://repositorium.sdum.uminho.pt/handle/1822/48721.
Oliveira, M. A., & Lopes, I. (2019). Evaluation and improvement of maintenance management performance using a
maturity model. International Journal of Productivity and Performance Management, 69(3), 559–581.
https://doi.org/10.1108/IJPPM-07-2018-0247
Swanson, L. (2001). Linking maintenance strategies to performance. International Journal of Production Economics,
70(3), 237–244. https://doi.org/10.1016/S0925-5273(00)00067-0
Tiku, S., Azarian, M., & Pecht, M. (2007). Using a reliability capability maturity model to benchmark electronics
companies. International Journal of Quality & Reliability Management, 24(5), 547–563.
https://doi.org/10.1108/02656710710748394
Tsang, A. H. C. (2002). Strategic dimensions of maintenance management. Journal of Quality in Maintenance
Engineering, 8(1), 7–39. https://doi.org/10.1108/13552510210420577
Xu, X., Gao, F., Lopera Valle, A., Makenji, K., Nedolisa, C., Zhao, Y., Goodship, V., & Mao, K. (2021). Wear
performance of commercial polyoxymethylene copolymer and homopolymer injection moulded gears. Tribology in
Industry, 43(4), 561–573. https://doi.org/10.24874/ti.1039.01.21.04
Waeyenbergh, G., & Pintelon, L. (2004). Maintenance concept development: A case study. International Journal of
Production Economics, 89(3), 395–405. https://doi.org/10.1016/j.ijpe.2003.09.008
Wilson, F. (2015). The Quality Maturity Model: Your roadmap to a culture of quality. Library Management, 36(3), 258–
267. https://doi.org/10.1108/LM-09-2014-0102
Wireman, T. (1992). Total Productive Maintenance - An American Approach (1st edition). Industrial Press, Inc.

Wagner Andrade Isabella dos Santos Gisele Cintra

Federal University of Amazonas, Federal University of Amazonas, Federal University of Amazonas,
Manaus, Manaus, Manaus,
Brazil Brazil Brazil
wagner.william@hotmail.com santos.bellaalves@gmail.com giselecintra00@gmail.com
ORCID: 0000-0003-4386-2690 ORCID: 0000-0002-4293-2944 ORCID: 0000-0003-3079-8298

Marcelo Oliveira Menfecy Amaral

Federal University of Amazonas, Federal University of Amazonas,
Manaus, Manaus,
Brazil Brazil
marcelooliveira@ufam.edu.br menfecy@hotmail.com
ORCID: 0000-0003-2496-646X ORCID: 0000-0003-3151-7275

550