Analisis lmplementasi Total ProduktifMaintenance (StudiKasus: pada PT. Bahari Dwikencana Lestari) Kabupaten Aceh Tamiang-NAD

Abstract

Competition becomes tighter in the same type of industry; in order to win the competition, the management of a company needs to have a good strategy in managing the company by innovating and conducting the cycles of improvement in all aspects continuously. PT Bahari Dwikencana Lestari has conducted maintenance preventively. The aim of the analysis of maintenance system is to provide proposal of improvement to the maintenance system by using total productive maintenance method. The' result of the analysis of eight total productive maintenance pillars showed that 5 S was 13.4%, Autonomous Maintenance was 12.4%, Kaizen was 13.5%, Planned Maintenance was 11.8%, Quality Maintenance was 12%, Training & Development was 13.5%, Office TPMwas 14%, and Safety Health and Environment wgs 1 ~- f %. This in:<itc.aNcf thgt th?r<? wqs q very gqocf incr?qse in the ?ight pillgrs in the previous research (in March, 2010: 5 S was 1.90%, AM was 1.86%, Kaizen was 1.14%, PM was 2.25%, QM was .20%, TD was 1.33%, Office TPMwas 2.33%, and SHE was 2. 67%), which indicated that the implementation of the eight total productive maintenance pillars had been achieved; the policy of the maintenance system was the preventive maintenance. The analysis on the Overall Equipment Effectiveness (OEE) with the average effectiveness of all equipment and machines is 80%, which also indicates that the applied maintenance system now is good and sufficient, according to the standard specified by JIPM (>85%). The result of the analysis of the cause and effect of the maintenance system at PT Bahari Dwikencana Lestari showed that the failure factors of the maintenance system were method, machines, and human resources. In the force field analysis, the .failure .factor was cost, due to the change in technology and training for employees. The implementation of maintenance is not only conducted by maintenance ilepa.rtm?nt b1Jt by ql/ <J.?pqrtm?n/s, inc.ll!<;ling by opera.tors. Therefore, procedures and clear instructions are needed. Workplace organization related to the total productive maintenance should be focused on the implementation of 5 S programs (Seiri, Seiton, Seiso, Seiketsu, and Setsuke). Directly or indirectly, the total productive maintenance will cause the company to operate effectively and efficiently so that the cost will be reduced and the productivity will be increased, and this condition will eventually support the company to produce the best quality products with competitive price.