Tugas 2

Imam Hambali Supardi

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1. Inspection

2. Predictive maintenance

3. Cleaning

4. Tightening

5. Operate

6. Adjustment
Common associated tasks
7. Take readings
1. Operation Condition
8. Lubrication
2. Adequate Maintenance
9. Schedule replacement PM System Maintainability Improvement
3. With Better Protection
10. Interview Operators

11. Analysis
1. Extend the life of an asset

1. Utilization
Series of tasks for 2. Detect that an asset has had critical

2. Calendar days PM Parameter Measures

1. Start up cycle

2. Wealth cycle
1. Through the PM efforts and other approach PM Strategy for 3 Equip Life Cycle
3. Breakdown cycle
2. fail because any tasks force trying to change from a fire-fighting operation

3. Maintenance funds were not invested to keep it on top operating condition

PM system increase profesionalism 1. Inspection
4. PM will detect the tail and estimate time until the catasthrope
2. Predictive Maintenance
5. force the repair, rebuild or replacement
Managing Preventive Maintenance 3. Cleaning

4. Tightening
1. Can work alone Common Tasks
5. Operate
2. Interested new advance technology
6. Adjustment
3. Know how to review unit history
7. Take Readings
4. Proactive in style if mechanic is reactive Six attributes of great PM inspector
5. Must be highly trained
1. Detect the location of critical wear point/potential failure
6. Full time and separated from maintenance crew
Purpose of PM 2. Defer critical wear or potential failure

1. Make sure the mechanic doesn't damage the equipment him/herself

2. Coaching, training, discussion, PM crew involved and awake 1. Unit Based PM

3. The PM attitude needs the support of management in form of listening to the Strategies to get PM done 2. String Based PM
inspector and solving PM Task Lists 3. Future benefit PM

4. Condition Based PM
1. Political Problem

2. Engineering Problem Access to equipment problem

 1. Perubahan dokumen awal perlu justifikasi tinggi - rendahnya perkiraan
tersebut

2. Mendistribusikan Z-BB untuk komentar/masukan perbaikan

3. Jika jam actual lebih kecil dari yang diminta maka ada yang harus 1. PM Maintenance hours/materials
dinegosiasikan Next Follow Up
2. Corrective Maintenance hours/materials
4. Cari usaha untuk mengatasi kendala yang ada agar kegiatan maintenance
efektif dan efisien 3. User Maintenance hours/materials

4. Seasonal Maintenance hours/materials

1. Membuat daftar asset yang akan dimaintenance Permintaan Kegiatan Maintenance 5. Replacement Maintenance hours/materials

2. Tambahkan area plant dan site yang akan di maintenance 6. Social Demand

3. Meletakkan unit yang sejenis bersama 7. Expansion Demand

4. Kelola pada aplikasi spreadsheet 8. Catasthropes Demand

5. Kumpulkan histori maintenance

6. Tambahkan satu garis global untuk social, expansions, dan catasthrope Mengelompokkan permintaan pekerjaan maintenance berdasarkan unsur
pokoknya seperti menurut asset/lokasinya
demands How to start How to start zero based budget
7. Buat file backup dan update secara rutin

8. masukkan asset ke dalam item W/O jika belum

9. Review perkiraan biaya dan hours dari CM, PM, UM, RM dan SM
Maintenance Budgeting 1. Maintenance cost per foot building or facilities (MB/ft2)

2. Maintenance budget per revenue (MB/ref)

10. Tambahkan estimasi untuk social, expansion, dan catasthropes
Penyajian maintenance budget 3. Maintenance cost per unit output (MB/out)
11. Jumlahkan material dan hours untuk mendapat total budget
4. Maintenance cost per production costs (MB/PC)

1. Asset yang dianggap "rusak" tidak dirawat lagi

((RCB x MR) + (RCSE x EMRR)) x CR = MB
2. Melakukan pekerjaan maintenance lebih dari keadaan normal untuk setiap
RCB = Replacement costs of building
dana yang dikeluarkan Cara Menurunkan Biaya Maintenance
3. Melakukan effective maintenance improvement untuk setiap asset dan fasilitas MR = Maintenance Ratio

RSCE = Replacement cost of production & mobile equipment

Estimasi Biaya Maintenance
1. PM Demand EMR = Equipment Maintenance Factor

2. CM Demand CR = Construction Ratio

3. UM Demand MB = Maintenance Budget

4. SM Demand Permintaan Kegiatan Maintenance

5. Social Demand

6. Catasthrope Demand
 1. Cost of production downtime

2. Maintenance Scheduling 1. Documentation (Store Requisition, Inventory Record, Physical Inventory etc.)

3. Quantity Purcashing 2. Decision Making (what to stock, order points, order quantity etc)
Principles of Maintenance Store Control
4. Equipments, parts, and materials standarization 3. Inventory Level (min-max)

5. Multiple storage location/depot Condition Tending to increase maintenance store

6. Order and inventory quanitites inventory 1. Avability of Cash

7. Supplier location and dependability 2. Store room - Associated Costs

8. Production facilites characteristic Conditions Tending to Reduce Maintenance 3. Suplier Reliability

9. Outside Contracting 4. Production Scenario

1. Avaibility of cash 1. Duplication Avoided

2. Store room-associated cost 2. Optimum Level of Inventory Control

Condition tending to reduce maintenance store 3. Minimum Personel Requirement
3. Suplier Reliability
inventory
4. Production Scenario Maintenance Store and Inventory Advantages
4. Good delivery capability

5. Cost accounting reliability

1. Costs associated with maintenance labor 6. Space usage effeciency

2. Costs of required material and spareparts 7. Large job planning

Maintenance Costs Centralized Store Room
3. Costs of production reduce capability 8. Handling and receiving

1. Time lost from excessive travel to get material

1. Major Spare (Spare Parts) Disadvantages 2. Stores inventory control redirected by production and may closely fit to
maintenance needs
2. Normal Maintenance Stock

3. Janitor/Housekeeping supplies and consumables

Maintenance Store Component 1. Less walking and waiting for craftsman
4. Tools and instruments
2. Closer control by crafstman
5. Non-maintenance items Advantages
Decentralized Store Room 3. Closer control bby supervision

4. The correct material

 1. Manpower Effiviency (>85%)

2. Overtime hours per month (<6%)

3. Maintenance work orders planned and scheduled daily (>90%)

4. Schedulued hours versus hours worked as scheduled (>95%)

5. Work orders executed as scheduled (>90%)

6. Coverage with estimates (>95%)

7. Craftman activity level (55-65%)

Maintenance Administration
8. Overdue work order (<5%)

9. Work order turn over (>20%)

1. Corporate Strategic Level
10. Preventive maintenance covarage (11-15%)
2. Financial Performance Indicator
11. Material delivered to work site by warehouse (>99%)
3. Efficiency and Effectiveness Indicator
12. Stock requisition filled from stocks (>92%)
Level of Indicators
4. Tactical Level Indicator
13. Stock requisition for item out of stock (<5%)
5. Measurement of The Actual Function Itself

1. Emergency Man-Hours (<3%)

Used to highlight an opportunity for imporvement in a company and thus to
2. Emergency call and all other unscheduled man-hours (<8%)
further analyze to find the problem causing the indicator to be low
3. Equipment downtime cause by breakdown (<5%) Performance Indicator
4. Breakdown repair hours (<10%)
Maintenance Performance Indicator
5. Importance of breakdown repairs (15%) 1. An ongoing process of measuring and improving bussiness practices agains
Maintenance Effectiveness the companies that can be identified as the best worldwide
6. Equipment availability (>90%)
2. This emphasizes the importance of improving, rather than maintaining the
7. Breakdown caused by low-quality maintenance (0) Benchmarking
status quo.
8. Poor production quality caused by low-quality maintenance (0)

9. Evaluation of preventive maintenance (<3%) 1. Maintenance costs as percent of sales (6-8%)

2. Breakdown costs component (as minimum as possible)

1. Maintenance costs as percent of plant investment (3-5%)
Maintenance Management
3. Labor cost to apply one dollar's worth of material ($1,25 or less)
2. Decrease in maintenance costs/units of production - first years (10-12%)

3. Increase in units produced maintenance dollar spent (12-15%)

4. Inventory turn over rate/years (3-5 times/yr)

5. Ratio of labor costs to material costs maintenance (1,3/1)

Maintenance Costs
6. Percent clerical manpower costs of total maintenance costs (<3%)

7. Percent supervision costs of total maintenance costs (6-8%)

8. Percent value of spareparts of total inventory value (18-22%)

9. Maintenance costs as percent of total manufacturing costs (<8%)