MAINTENANCE

MANAGEMENT
 Maintenance :
Function of production management that is
concerned with day-to-day problem of
keeping the physical plant in good operating
condition
Definition
Maintenance Management :
Concerned with planning,organising, and
directing the resources in order to control the
availability and performance of the industrial
plants
 Objectives :
1) Minimize loss of productive time
2) Minimize repair time & cost
3) Keep productive assets in working
Objectives : condition
4) Minimize accidents
5) Minimize total maintenance cost
6) Improve quality of products
 Importance :
1) Dependability of service
2) Assured quality
Importance : 3) Prevent equipment failure
4) Cost control
5) Huge investment in equipment
 1. Civil Maintenance
Building construction and maintenance,
maintaining service facilities

Areas of
Maintenance :
 2. Mechanical Maintenance
Maintaining machines and equipments,
transport vehicles, compressors,
furnaces, etc.
Areas of
Maintenance :
 3. Electrical Maintenance
Maintaining electrical equipments such
as generators, transformer, motors,
telephone systems, lighting, etc.
Areas of
Maintenance :
 Five Types Of Maintenance :
1. Breakdown Maintenance or Corrective
Five Types Of Maintenance
Maintenance 2. Preventive Maintenance
3. Predictive Maintenance
4. Proactive Maintenance
5. Reactive Maintenance
 1. Breakdown Maintenance or Run-to-
Breakdown Failure Maintenance :
Maintenance Kegiatan perawatan yang dilakukan
setelah peralatan rusak
Preventive 2. Preventive Maintenance :
Maintenanc Merupakan kegiatan perawatan yang
dilakukan secara terjadwal dengan
e tujuan mencegah rusaknya peralatan.
 3. Predictive Maintenance :
Predictive Perawatan yang dilakukan atas dasar
Maintenanc condition monitoring untuk
memastikan keadaan sebenarnya dari
e peralatan
 4. Proactive Maintenance :
Dengan memonitor hal – hal mendasar
Proactive yang menyebabkan kerusakan,
Maintenanc tindakan perawatan dilakukan untuk
e mencegah terjadinya kerusakan
peralatan
 5. Reactive Maintenance :
Reactive Perawatan ini biasanya mencakup
Maintenance penggantian komponen peralatan yang
rusak yang didasarkan atas pengecekan
secara teratur
 Tindakan :
1. Pemeliharaan (routine service)
2. Perbaikan ringan atau reparasi (fixing /
Tindakan minimum repair / recovery)
Maintenance 3. Perbaikan besar (overhaul / maximum
repair)
Management 4. Penggantian (replacement)
5. Pembaruan (renewal)
6. Inovasi, modifikasi, renovasi, rekayasa
ulang (reengineering
 1. Biaya perbaikan
a) Waktu Perbaikan
b) Ongkos Teknisi Dan Peralatan
Biaya Biaya c) Ongkos Spare Part
Maintenance
Management 2. Biaya kerugian produksi
a) Berkurangnya waktu untuk produksi
b) Penurunan kecepatan produksi
 3. Biaya produk cacat
a) Scrap product
b) Rework
Biaya Biaya
Maintenance 4. Biaya keselamatan kerja
Management a) Biaya pengobatan
b) Biaya rehabilitasi
c) Biaya empati
 5. Biaya persediaan
a) Stok spare part
b) Ongkos gudang dan penyimpanan
Biaya Biaya
c) Ongkos personalia logistik
Maintenance
Management
6. Biaya menunggu/menganggur
a) Keterlambatan spare part
b) Tiadanya teknisi
Maintenanc
e Technique
Perkembangan
Konsep
Perawatan
Plant Steps
 Maintenance Strategy :
1. TPM ( Total Productive Maintenance )
Maintenance 2. RCM ( Reliability Centered Maintenance
Strategy )
3. CMMS ( Computerized Maintenance
Management System )
 RCM
( Reliability Centered Maintenance )
 Definisi RCM
Metode untuk mengembangkan, memilih dan
membuat alternatif strategi perawatan efektif yang
didasarkan pada kriteria operasional, keamanan, dan
ekonomi.
Tujuan RCM
Mempertahankan fungsi sistem sehingga
berkurangnya frekuensi kegagalan dengan cara
mengidentifikasikan penyebab kegagalan dan
kemudian memilih tindakan perawatan pencegahan
yang paling efektif dengan biaya rendah dan dapat
diterapkan.
 Sejarah RCM
1. Berawal dari industri penerbangan Amerika
tahun 1960-an yang menghabiskan biaya
perawatan yang tinggi.
2. Pertama kali diperkenalkan oleh “Stanley
Nowlan” dan “Howard Heap” tahun 1978.
3. Sekarang ini digunakan pada berbagai bidang
energi, dll.
Komponen RCM
 Komponen RCM
 Reactive Maintenance, maintenance yang
dilakukan saat terjadi kegagalan fungsi.

 Preventive Maintenance, maintenance yang

dilakukan sebelum sistem mengalami kegagalan
dan untuk mencegah kegagalan fungsi terjadi.
 Komponen RCM
 Predictive Maintenance, maintenance yang
dilakukan menggunakan monitoring pada sistem
untuk mengantisipasi kegagalan sistem.

 Proactive Maintenance, melakukan pencarian

dan memperbaiki penyebab terjadi kegagalan
fungsi untuk mencegah kegagalan yang sama
terjadi kembali
 Prinsip RCM
Memelihara fungsional sistem, bukan
Function sekedar memelihara suatu komponen
Oriented agar beroperasi tetapi agar fungsi
sesuai harapan.

Fokus kepada fungsi sistem dari pada

suatu komponen, yaitu apakah sistem
System Focus masih dapat menjalankan fungsi
utama jika suatu komponen
mengalami kegagalan.

Mengetahui jenis kegagalan yang

Reliability pernah terjadi dan perawatan yang
Centres pernah terjadi pada sistem selama
sistem beroperasi.
 Prinsip RCM
Menjaga agar kehandalan fungsi sistem
Acknowledge
tetap sesuai dengan kemampuan yang
Limitation
didesain untuk sistem tersebut.

Safety & Mengutamakan keselamatan (safety)

Economic baru kemudian untuk masalah ekonomi.

Kegagalan sebagai kondisi yang tidak

Failure =
memenuhi harapan atau tidak sesuai
Unsatisfactory
performance standard yang ditetapkan.

Task yang dikerjakan harus dapat

Task Applicable menurunkan jumlah kegagalan atau
menurunkan tingkat kerusakan.
 RCM Analisis
 Apa fungsi dan hal yang bisa dilakukan oleh
suatu sistem ? (Fucntion)
 Bagaimana sistem itu dapat gagal
melaksanakan fungsinya ? (Failure Function)
 Apa saja yang menyebabkan kegagalan
fungsi ? (Failure Mode)
 Apa yang akan terjadi jika terjadi kegagalan
fungsi ? (Failure Effects)
 Apa yang bisa dilakukan untuk memprediksi
atau mencegah kegagalan tersebut?
(Maintenance Plan)
 Proses RCM

Sistem yang mempunyai frekuensi

Pemilihan Sistem &
corrective maintenance yang tinggi,
Pengumpulan
biaya mahal dan berpengaruh besar
Informasi
terhadap lingkungan.

Untuk mengetahui apa yang

Definisi Batasan
termasuk dan tidak termasuk ke
Sistem
dalam sistem yang diamati.

Deskripsi Sistem & Mengidentifikasikan dan

Functional Diagram mendokumentasikan detail penting
Block dari system.
 Proses RCM

Menentukan fungsi dan hal yang bisa

Penentuan Fungsi &
dilakukan oleh suatu sistem dan
Kegagalan
Bagaimana sistem itu dapat gagal
Fungsional
melaksanakan fungsinya.

Mengetahui mode kegagalan maka

memungkinkan untuk mengetahui
dampak kegagalan yang terjadi,
Failure Mode &
selanjutnya digunakan untuk
Effect Analysis
menentukan konsekuensi dan
memutuskan apa yang akan
dilakukan untuk mengantisipasi.
 Proses RCM

Pengukuran kualitatif untuk

mengklasifikasikan mode kegagalan.
- Safety Problem
Logic Tree Analysis - Outage Problem
- Minor to Infestigation Economic
Problem
- Hidden Failure

Menentukan kebijakan-kebijakan yang

mungkin untuk diterapkan dan
Task Selection
memilih task yang paling efisien untuk
setiap mode kegagalan
 Penggunaan RCM
 Industri besar, dimana digunakan sistem/
peralatan yang kompleks.
 Dimana kegagalan sistem/ perlatan dapat
menimbulkan gangguan perekonomian,
keamanan, dan resiko lingkungan.
 Contoh :
- Industri penerbangan
- Pembangkit listrik
- Perusahaan layanan publik
- Industri lepas pantai
 Manfaat RCM
 Mencegah terjadi korban jiwa, kerusakan
properti dan lingkungan
 Menekankan pada kehandalan peralatan.
 Menurunkan biaya perawatan karena
berkurangnya kegagalan.
 Memperpanjang umur peralatan.
 Keuntungan RCM
 Effektif
 Biaya maintenance yang lebih rendah
dengan mengurangi/ menghilangkan proses
maintenance yang tidak perlu
 Mengurangi frekuensi overhaul
 Fokus pada peralatan yang kritis
 Mengurangi kemungkinan terjadi egagalan
fungsi secara tiba-tiba
 Meningkatkan kehandalan sistem
 Kekurangan RCM
 Biaya awal yang tinggi : Pelatihan, Peralatan
 Hasil tidak dapat dilihat dan rasakan dengan
cepat
TOTAL PRODUCTIVE
MAINTENANCE
 TOTAL PRODUCTIVE MAINTENANCE ….

GOAL

1. Increase production while, at

the same time, increasing
employee morale and job
satisfaction.

2. Hold emergency &

unscheduled maintenance to
a minimum.

08
 TOTAL PRODUCTIVE MAINTENANCE ….
Why we need TPM ?

The major objectives of the TPM are listed as under :

1. Avoid wastage in quickly changing environment.

2. Reduce Cost of Manufacturing.
3. Produce a low batch quantity at the earliest possible time.
4. Goods send to Customers must be “ non – defective”
 TOTAL PRODUCTIVE MAINTENANCE ….
TYPES OF MAINTENANCE

1. Breakdown Maintenance
2. Preventive Maintenance
a). Periodic Maintenance
b). Predictive Maintenance
3. Corrective Maintenance
4. Maintenance Prevention
 TOTAL PRODUCTIVE MAINTENANCE ….
TPM TARGETS

1. PRODUCTION
I). Obtain Minimum 80% Overall Production
Efficiency
ii). Obtain Minimum 90% Overall Equipment
Effectiveness
iii). Run the Machine during lunchtime
2. QUALITY
Operate in a manner, so that there are no
customer complaint
3. COST
Reduce the manufacturing cost by ----- Per
Cent
4. DELIVERY
Achieve 100% success in delivering the
goods as required by the customer
5. SAFETY
Maintain an accident free environment
6. MULTYTASK
Develop multiskilled & flexible workers.
 TOTAL PRODUCTIVE MAINTENANCE ….
Motives of TPM
1. Adoption of Life – Cycle approach for improving the overall
performance of production equipments
2. Improving Productivity by highly motivated workers which
is achieved by Job – Enlargement
3. Formation of team of volunteers for activities viz, cause of
failure, possible reduction of cycle time; and equipment /
process modifications.

Uniqueness of TPM

The major difference between TPM and other concepts is that the
operators are also made to involve in the maintenance process.
 TOTAL PRODUCTIVE MAINTENANCE ….
• Direct Benefits of TPM • Indirect Benefits of TPM
1. Increase Productivity and 1. Higher confidence level among
Overall Plant Efficiency by 1.5 to the workers
2 times 2. Keep the work place clean, neat
2. Rectify customers complaints and attractive
3. Reduce manufacturing cost 3. Favourable change in the
by….percent attitude of the operators
4. Satisfy the customers needs by 4. Achieve goals by working as
100% Team
5. Reduce accidents 5. Share knowledge and
6. Comply with all relevant experience
governmental regulations 6. The worker get a feeling of
OWNING the machine
 TOTAL PRODUCTIVE MAINTENANCE ….
Introducing TPM at a Production Unit

STEP – 1. Preparatory Stage

 Announcement by TOP MANAGEMENT to all about TPM
introduction in the organization
 Initial education and publicity for TPM
 Setting up TPM & Departmental committees
 Establishing the TPM working systems &
 target A master plan for institutionalizing
STEP – 2. Introduction Stage
STEP – 3. Implementation
STEP – 4. Institutionalizing Stage
TOTAL PRODUCTIVE MAINTENANCE ….

PILLARS OF TPM

 Jishu Hozen
 Kobetsu
 Kaizen
 Planned Maintenance
 Quality Maintenance
 Training
 Office TPM
 Safety , Health &
Environment
 5S
 TOTAL PRODUCTIVE MAINTENANCE ….
PILLARS OF TPM

PILLAR 1 : 5 S
TPM starts with 5S. Problems can not be clearly seen
when the workplace is unorganized. Cleaning and
organizing the workplace helps the team to uncover
problems. Making problems visible is the FIRST STEP
of improvement.
 TOTAL PRODUCTIVE MAINTENANCE ….
PILLARS OF TPM

PILLAR 2 : JISHU HOZE

(Autonomus Maintenance)
This pillar is geared towards developing
Operators to be able to take care of small
maintenance tasks, thus freeing up skilled
maintenance people to spend time on
more value added activity and technical
repairs. The operators are responsible for
up keep of their equipment to prevent it
from deteriorating.
 TOTAL PRODUCTIVE MAINTENANCE ….
PILLARS OF TPM

PILLAR 2 : JISHU HOZEN…

POLICY
1. Uninterrupted operation of equipments
2. Flexible operators to operate & maintain other equipments
3. Eliminating the defects at source through active employee participation
4. Stepwise implementation of JISHU HOZEN activities.
JH TARGETS
1. Reduce process time by ………%
2. Reduce oil/ lubricants consumption by ………..%
3. Increase use of JH

JH STEPS

1. Preparation of employees
2. Initial cleanup of machines
3. Take counter measures
4. Fix tentative JH standards
5. General inspection
6. Autonomus inspection
7. Standardization
8. Autonomus management
 TOTAL PRODUCTIVE MAINTENANCE ….
PILLARS OF TPM

PILLAR 3 : KAIZEN

KAI means change and ZEN means good (for the better).
Basically Kaizen is for small improvements, but carried out
on a continual basis and involves all people in the
organization. The principal behind is that “ a very large
number of small improvements are more effective in an
organizational environment than a few improvements of
large value.
This pillar is aimed at reducing losses in the work place that
affect our efficiencies. By using a detailed and through
procedure, we eliminate losses in a systematic method
using various Kaizen Tools. These activities are not
restricted to production areas and can be implemented in
administration area as well.
 TOTAL PRODUCTIVE MAINTENANCE ….
PILLARS OF TPM

PILLAR 3 : KAIZEN….
POLICY :

1. Practice concepts of Zero Losses in every sphere of activities.

2. Relentless pursuit to achieve cost reduction targets in all sources.
3. Relentless pursuit to improve overall plant equipment
effectiveness.
4. Extensive use of PM analysis as tool to eliminate losses.
5. Focus on easy handling of operators.

TARGET :
Achieve and sustain zero losses with
respect to minor stops, measurement and
adjustments,defects and unavoidable
downtime. It also aims to achieve…..%
manufacturing cost reduction.
 TOTAL PRODUCTIVE MAINTENANCE ….
PILLARS OF TPM

PILLAR 4 : PLANNED MAINTENANCE

It is aimed to have trouble free machines and equipments producing

defect free products for total customer satisfaction.

With planned maintenance, we evolve an effort from a reactive to a

proactive method and use trained maintenance staff to help train the
operators to better maintain their equipment.

Policy :

1. Achieve and sustains availability of machines

2. Optimum maintenance cost.
3. Reduce spares inventory.
4. Improve reliability and maintainability of machines.
 TOTAL PRODUCTIVE MAINTENANCE ….
PILLARS OF TPM

PILLAR 4 : PLANNED MAINTENANCE….

TARGET :

1. Zero equipment failure and breakdown.

2. Improve reliability and maintainability by 50%.
3. Reduce maintenance cost by 20%.
4. Ensure availability of spares all the time.

STEPS :

1. Equipment evaluation and recording present status.

2. Restore deterioration and improve weakness.
3. Building up information management system.
4. Prepare time based information system, select
equipment, parts and members and map on the plan.
5. Prepare predictive maintenance system by
introducing equipment diagnostic techniques and
6. Evaluation of planned maintenance.
 TOTAL PRODUCTIVE MAINTENANCE ….
PILLARS OF TPM

• PILLAR 5 : QUALITY MAINTENANCE (QM)

• It is aimed towards customer delight through highest quality through
defect free manufacturing. Focus is on eliminating non-conformances in a
systematic manner. We gain understanding of what parts of the equipment
affect product quality and begin to eliminate current quality concerns then
move to potential quality concerns. Transition is from reactive to proactive.

POLICY :

Defect free conditions and control of equipments QM activities to

support quality assurances.Focus of prevention of defects at source
Focus on fool proof (POKAYOKE) system. In-line detection and
segregation of defects. Effective implementation of operator quality
assurance.
 TOTAL PRODUCTIVE MAINTENANCE ….
PILLARS OF TPM

PILLAR 5 : QUALITY MAINTENANCE (QM)…

TARGET :

1. Achieve and sustain customer complaints at zero.

2. Reduce in-process defects by 50%.
3. Reduce cost of quality by 50%.

DATA REQUIREMENTS:

Quality defects are classified as “CUSTOMER END DEFECTS” and IN

HOUSE defects. For customer-end data, we have to get data on

1. Customer end line rejection

2. Field complaints

In-house data include data related to products and data related to

process.
 TOTAL PRODUCTIVE MAINTENANCE ….
PILLARS OF TPM

PILLAR 6 : TRAINING
It is aimed to have multi-skilled revitalized employees whose moral
is high and who has eager to come to work and perform all
required functions effectively and independently. Education is
given to operators to upgrade their skill.
The employees should be trained to achieve the form phase of skill
which are as under :

PHASE 1 : Do not know.

PHASE 2 : Know the theory but cannot do.
PHASE 3 : Can do but cannot teach.
PHASE 4 : Can do and also teach.
 TOTAL PRODUCTIVE MAINTENANCE ….
PILLARS OF TPM

PILLAR 6 : TRAINING….
POLICY :

1. Focus on improvement of knowledge skill & techniques.

2. Creating a training environment for self learning based on felt needs.
3. Training curriculum/tools/assessment etc. Conductive to employees’
revitalization.
4. Training to remove employee fatigue and make work enjoyable.

TARGET :

1. Achieve and sustain downtime due to want men at zero on critical

machines.
2. Achieve and sustain zero losses due to lack of
knowledge/skills/Techniques.
3. Aim for 100% participation in suggestion scheme.
 TOTAL PRODUCTIVE MAINTENANCE ….
PILLARS OF TPM

PILLAR 6 : TRAINING….

STEPS IN TRAINING ACTIVITES:

1. Setting policies and priorities and checking present status of

education and training.
2. Establish of training system for operations and maintenance
skill up gradation.
3. Training the employees for up gradation the operation and
maintenance skills.
4. Preparation of training calendar.
5. Kick-off the training.
6. Evaluation of activities and study of future approach
 TOTAL PRODUCTIVE MAINTENANCE ….
PILLARS OF TPM

PILLAR 7 : OFFICE TPM

Office TPM should be started after activating from other pillars of
TPM (JH, KK, and QM.PM). Office TPM must be flowed to
improve productivity, efficiency in the administrative function and
identify eliminate losses. This includes analyzing process and
procedure towards increased office automation.
 TOTAL PRODUCTIVE MAINTENANCE ….
PILLARS OF TPM

• PILLAR 7 : OFFICE TPM

• Office TPM covers twelve major losses, These are :

1. Processing loss
2. Cost loss including in areas such as procurement, accounts
marketing leading to high inventories.
3. Communication loss,
4. Idle loss,
5. Set-up loss,
6. Accuracy loss
7. Office equipment breakdown.
8. Communication channel breakdown.
9. Time spent on retrieval of information.
10. Non availability of correct on line stock status.
11. Customer complaints due to logistics.
12. Expense on emergency dispatches/purchases.