PEMELIHARAAN &
PERBAIKAN MESIN
Kegagalan (Failure)
 Failure – ketidakmampuan untuk melakukan kerja dengan
appropriate manner
 Equipment / machine failure on production floor – worn
out bearing, pump, pressure leaks, broken shaft,
overheated machine etc.
 Equipment failure in office – failure of power supply, airconditioned system, computer network, photocopy
machine
 Vehicle failure – brake, transmission, engine, cooling
system
Konsekuensi Permasalahan Mesin
Masalah Mesin
Malfunction
Breakdown
Dampak Langsung
Biaya / Konsekuensi Akhir
Deteriorasi mesin
Umur mesin singkat
Ketidakefisienan mesin
Biaya perbaikan tinggi
Variabilitas output
Scrap dan rework
Bahaya keselamatan
Cedera
Pekerja menganggur
Persediaan
Fasilitas menganggur
Biaya perbaikan tinggi
Penundaan jadwal
Pemeliharaan (Maintenance)
 Semua aktivitas untuk memelihara fasilitas dan mesin
serta peralatan bekerja dengan baik sehingga sistem
dapat bekerja sebagaimana dimaksudkan
 Meliputi: servicing, repair, modification, overhaul,
inspection and condition verification
 Increase availability of a system
 Keep system’s equipment in working order
Maintenance in Manufacturing Companies
 Electronic
 Automotive
 Petrochemicals
 Refinery
 Furniture
 Ceramics
 Food and beverages
Tujuan Pemeliharaan
 Upaya untuk memaksimalkan kinerja mesin dan
peralatan secara efisien dan teratur
 Prevent breakdown or failures
 Minimize production loss from failures
 Increase reliability of the operating systems
Tujuan Dasar Pemeliharaan
(Principle Objectives in Maintenance)
 Mencapai kualitas produk dan kepuasan pelanggan
melalui adjusted and serviced equipment
 Memaksimalkan usia pemakaian mesin dan peralatan
 Menjaga mesin dan peralatan aman dan mencegah
bahaya keselamatan
 Meminimasi frekuensi dan lamanya interupsi atau
gangguan
 Memaksimalkan kapasitas produksi – melalui utilisasi
tinggi fasilitas
Permasalahan dalam Pemeliharaan
 Kurangnya perhatian manajemen pada pemeliharaan
 Rendahnya partisipasi accounting dalam analisis dan
melaporkan berbagai jenis biaya
 Kesulitan dalam menerapkan analisis kuantitatif
 Kesulitan dalam mendapatkan estimasi waktu dan
biaya untuk pekerjaan pemeliharaan
 Kesulitan dalam pengukuran kinerja
Maintenance Costs
 Cost to replace or repair
 Losses of output
 Delayed shipment
 Scrap and rework
Tipe Pemeliharaan
Reactive or Corrective Maintenance:
 Breakdown maintenance
 Reactive approach; dealing with breakdowns or problems
when they occur
Proactive Maintenance:
 Preventive maintenance
 Proactive approach; reducing breakdowns through a
program of lubrication, adjustment, cleaning, inspection,
and replacement of worn parts
Corrective or Breakdown Maintenance
 Perbaikan dilakukan setelah mesin dan peralatan
rusak dan tidak dapat melakukan fungsinya secara
normal lagi
 Dapat dibenarkan untuk pabrik kecil dimana:
 Waktu kerusakan bersifat tidak kritis dan biaya perbaikan
lebih rendah dari tipe pemeliharaan lainnya
 Alasan keuangan untuk penjadwalan tidak ada
Kerugian Corrective Maintenance
 Breakdown generally occurs inappropriate times leading to
poor and hurried maintenance
 Excessive delay in production & reduces output
 Faster plant deterioration
 Increases chances of accidents and less safety for both
workers and machines
 More spoilt materials
 Direct loss of profit
Scheduled Maintenance
 Scheduled maintenance is a stitch-in-time procedure and
incorporates
 inspection
 lubrication
 repair and overhaul of equipment
 If neglected can result in breakdown
 Generally followed for:
 overhauling of machines
 changing of heavy equipment oils
 cleaning of water and other tanks etc.
Preventive Maintenance (PM)
 Prinsip – “Prevention is better than cure”
 Prosedur - Stitch-in-time
 It
 locates weak spots of machinery and equipment
 provides them periodic/scheduled inspections and
minor repairs to reduce the danger of unanticipated
breakdowns
Candidates for Preventive Maintenance
Frequency of Failure
Good candidates
have more normal
distribution with
low variability
Mean Time Between Failure (MTBF)
Keuntungan PM
 Reduces break down and thereby down time
 Less odd-time repair and reduces over time of crews
 Greater safety of workers
 Lower maintenance and repair costs
 Less stand-by equipment and spare parts
 Better product quality and fewer reworks and scraps
 Increases plant life
 Increases chances to get production incentive bonus
Kunci Keberhasilan Sistem PM
 Scheduling – Should be automated to the maximum
extent possible
 Execution – Should be done before the actual break
down occurs.
Execution

The Bath Tub Model – Three
stages of new parts
1. Infant mortality stage
2. A fairly long run stage
3. Wear out stage

Traditional View according to
Bath Tub Model – Replace
components just before they
entered wear out stage
Execution
 Traditional view says –
Wear out stage = Increased rate of failure.
 Point to Ponder –
Since, wear out stage represents increased rate of failure,
wouldn’t it be plausible to execute the PM program at this
stage?
Fokus PM
 Cleaning
Found through testing
 Lubrication
and inspection
 And correcting deficiencies
Predetermined parts replacement should be minimal and done only where statistical evidence clearly
indicates wear-out characteristics
Predictive (Condition-based) Maintenance
 In predictive maintenance, machinery conditions are
periodically monitored and this enables the
maintenance crews to take timely actions, such as
machine adjustment, repair or overhaul
 It makes use of human sense and other sensitive
instruments, such as
audio gauge, vibration analyzer, amplitude meter, pressure,
temperature and resistance strain gauges etc.
Predictive Maintenance (Contd.)
 Unusual sounds coming out of a rotating equipment
predicts a trouble
 An excessively hot electric cable predicts a trouble
 Simple hand touch can point out many unusual
equipment conditions and thus predicts a trouble
Maintenance Costs
Cost
Breakdown Cost
Maintenance
Commitment
Maintenance Costs
Cost
PM Cost
Breakdown Cost
Maintenance
Commitment
Maintenance Costs
Cost
Total Maintenance Cost
PM Cost
Breakdown Cost
Maintenance
Commitment
Maintenance Costs
Cost
Total Maintenance Cost
PM Cost
Breakdown Cost
Optimal
Maintenance
Commitment
Total Productive Maintenance (TPM)
 Komitmen untuk melakukan pemeliharaan melebihi preventive and
predictive maintenance.
 Semua pekerja terlibat dalam pemenuhan kepuasan pelanggan,
dimana pelanggan didefinisikan sebagai tahapan berikut dari sebuah
proses
 Suatu kerusakan mesin dilihat sebagai defect, dan TPM berkomitmen
untuk mencegah breakdown and malfunction
 TPM merupakan aspek lanjutan dari continous improvement, yang
merupakan proses mengedukasi dan melibatkan pekerja, upgrading
and redesigning equipment, penerapan foolproofing devices,
memonitor kinerja mesin dan peralatan, dan mengeliminasi sumbersumber pemborosan mesin dan peralatan
Total Productive Maintenance (TPM)
TPM merupakan Japanese approach untuk
• Membuat budaya perusahaan untuk efisiensi
maksimum
• Upaya mencegah kerugian dengan biaya minimum
– Zero breakdowns and failures, Zero accident, and Zero
defects etc
• Esensi kerja tim (aktivitas kelompok kecil) berfokus
pada kondisi dan performansi fasilitas-fasilitas
untuk mencapai zero loss for improvement
• Keterlibatan semua SDM mulai dari top
management hingga operator
TPM
Production Operators
• Clean & Check
• Observe
• Categorize
Production Planning &
Control
• Schedule P.M.
Active
Planned
Maintenance
Process
Manufacturing Engineers
• Equipment Planning
• Equipment Studies
Quality Engineers
• Standards &
Calibrations
Asal TPM
A Socio-Technical System
 Manufacturing (and many other) systems have both technical and
human/social aspects that are tightly bound and interconnected.
Moreover, it is the interconnections more than individual elements that
determine system performance.
 The technical system includes machinery, processes, procedures and
a physical arrangement. We usually think of a factory in terms of its
technical system.
 The social system includes people and their habitual attitudes, values,
behavioral styles and relationships. It includes the reward system. It is
the formal power structure as depicted on organization charts and the
informal power structure deriving from knowledge and personal
influence.
Hasil Penerapan TPM
 3M reduced their maintenance cost by 60% within three years.
 DuPont reduced off-quality by 69% and improved capacity by
29% in three years.
 Harley-Davidson estimates that the ROI from TPM has been
ten-fold to the cost of implementation.
 Kodak reported a $5 million investment in TPM that resulted in
a $16 million increase in profits.