With the fourth industrial revolution underway and a globalized market, organizations must be agile and flexible to meet customer requirements and needs. As a result, organizations should use management tools and techniques that add value to their products and/or services, that is, that allows them to produce more with fewer resources. In this perspective, this work aims to develop an analysis of the application of Lean Manufacturing tools in the management of Maintenance Planning and Control (PCM) of a mining company. The study was based on a diagnosis of the initial situation of the PCM, in which low adherence to some indicators was identified, as well as the lack of a problem-solving method. Based on this, a methodology was developed to evaluate the indicators after the implementation of the shop floor and routine management tools (FMDS, kaizen and Andon), and also developed a flowchart to facilitate the employees' decision making regarding the type of continuous improvement tool to use to develop projects. within the PCM. With the implementation of the FMDS tools, Andon and kaizen were achieved consistent results that are presented in graphs, these results were achieved after using the Lean Manufacturing philosophy.
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