EQUIPMENT MANAGEMENT

SOLUTION

Risang Wijanarko
Maintenance Engineering

Balikpapan, 19 April 2005

 BACKGROUND
¾ Business Environment Change
9 High business competition
9 Risk transfer to supplier
9 Equipment more complex & higher value
9 Resource constraints
9 Customer expectation

¾ Trakindo Vision
9 To be the world class provider of Caterpillar
equipment solutions

¾ Present system not suitable

9 Unclear job description
9 Lack of maintenance practices
9 Inefficiency in cost, time and other resources
9 Focus on function
9 Not proactive
 Customer Segmentation
Business Solutions Value Chain
Technical Parts Maintenance & Equipment Information/
Information Products Service Options Management Business Solutions

Do It Myself Work With Me Do It For Me

 TRAKINDO STRATEGIC THRUST
¾ Fully develop our people & organization
¾ Improve return on capital and grow business profitability
¾ Recognition of Trakindo’s standing in mature market
¾ Want to be viewed by customer as the customer service company
9 Adding real value to their business
¾ Develop enduring partnership with our customer
9 So we are their first and only choice
¾ Leverage technology for genuine competitive edge
¾ Be a good corporate citizen
¾ To ensure the customer financial expectation are exceeded
9 By understanding the customer value proposition and how
Trakindo’s organization can be tailored to suit
 Equipment
Repair Customer Management
Options Agreements
Coverage Growth Opportunities

Customer
Segmentation

CPI

Continuous Product Improvement

Dealer Systems
Parts & Service Operations
Human Resources
 EQUIPMENT MANAGEMENT VISION

¾ To be the world class leader in Equipment Management

¾ To be the only one choice on Business Equipment

 EQUIPMENT MANAGEMENT

¾ Definition
9 The management of equipment through its
entire life cycle

¾ Why?
9 To help customer focus on their production
9 To achieve maximum life of contract
equipment in minimum cost
 Equipment Management Solutions

Integrating and utilizing dealer

processes, systems and
Equipment
products to provide
unparalleled customer support
Management
differentiation though out the
product life cycle.
Critical Success Factors

z Speed - Response
z Quality
z Value
z Business Process
z Qualified People
z Information System
z Total Support
 Trakindo Efficiency
Framework
Framework is the mechanism
through which Trakindo’s
Equipment Management Vision
can be achieved
 What is Framework?

A structured, measurable process

for standardising and improving

maintenance efficiency
 MANAGEMENT
Performance Review EM Issues Safety, Env. & Quality

STRATEGY PLANNING DAILY OPERATIONS

Application & Operations PM PM

Performance Analysis PCR PCR

Technical Inputs Backlogs Backlogs

EM Strategy Daily Strategy

Health BD: Diagnose

Equipment Health

Oil Analysis BD: Perform

VIMS, ET, ECM

Health Inspections
GET, U/C & Tyres
Downtime
Other
Utilization
Component Life Cycle
Management Fluid Management
Comp Cond Analysis

Component Tracking

Intelligence Efficiency Quality

CUSTOMER SERVICES ADMINISTRATION
Contract Mgmt Customer Services Support Work Orders Warranty Admin
 PM PROCESS IMPROVEMENT 6 SIGMA
Review Maintenance Strategy
• Conduct Pre and Post Inspection during PM. The inspection has an important key
to maintain machine health. The Pm Crew will not release the machine, if it still
contains any defect that may cause the machine down between PM point.

This process below is a “To be process” for PM Services. There are additional inspection
task, before and after.

Process : Preventive Maintenance

Sub Process
Receive Inspect Perform Testing Adjusting Delivery
Clean Machine Conditioning Monitoring PM Testing Adjusting Clean up machine
Pre Inspection Inspect Frame Contamination Control Calibration Clean cabin
Backlog Performance Test Post inspection
 Task Guidelines
… Static Sheet

… including all the technical

specifications, resource
requirements
(labour, facilities & tooling) and
highlights any environmental
considerations

… Give a clear direction

 Task Record
… Dynamic Sheet

… Capture all information that

coming from daily operation

… Ensure the quality of job

by driving the accountability
 There are 10, 793C’s that successfully running from PM to PM, without
…..any unscheduled downtime

HT028 August 2002

HT040 October 2002
HT047 October 2002
HT031 January 2003
HT040 January 2003
HT026 (2x) May 2003
HT037 June 2003
HT051 June 2003
HT026 July 2003

PM Point PM Point
Health Inspection Strategy

Pit Stop Strategy

Receiving Perform & Inspect Delivery

Confirm pit stop schedule Perform pit stop services Final Checking
Review current pit stop area workload Fix minor items as planned Pre-release routine
Direct machine to the desired pit stop location / bay Systematic inspection Spot out
General washing (Work divided into specialized areas) Reporting and information mgmt
General inspection (No Back-Tracking)
Spotting (No Cross Traffic)
Stopping
Securing (Safety)
Pit Stop - Some Key Points

Perform & Fix

Work Determination
Flow (work & information)

Work Division = f (Time Constraint, Designed Number of Person)

Back-tracking = f (Job Design, Preparedness)
Cross-Traffic = f (Job Design, Preparedness)