04-teknik keandalan dan pewaratan

7/30/2019 04-Teknik Keandalan Dan Pewaratan

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Teknik Keandalan danPerawatan

Irwan Pambudi

Fakultas Teknik – Jurusan Teknik Industri



• Ruang lingkup, istilah-istilah dan definisi, serta klasifikasi sistem

perawatan

• Klasifikasi sistem, criticality determination, serta design sistem

perawatan.• Rumus-rumus matematika, jenis fungsi distribusi, fungsi keandalan

dan laju kerusakan

• Bathub hazard rate curve

• Pemahaman keandalan sebuah system, metode-metode analisa, dan

fungsi keterawatan

• Pemahaman point-point peningkatan kualitas deming, metode

continuous improvement (CI), Reliability Centered Maintenance

(RCM)



Traditional view of equipment failure...



The Reality of Failure...



Function and Failures……

• Functions

How does it work and what performance standards do the users

want from the equipment in its present operating context?

• Functional Failures

In what ways does it fail to do what the users want?

• Failure Modes

What exactly causes each functional failure?

• Failure Effects

What happens when each failure occurs?



Where to Start?



What is Criticality?

A tool to establish:

– Which equipment has the greatest impact on the

business when it fails.

– Which equipment has the greatest safety or

environmental risk associated with it’s failure.

Used in industries where failures have:

– Severe safety/environmental consequences.

– Big impact on production output.



Importance's

• We can use criticality as a decision making

tool for: – Plant configuration and standby redundancy.

– Equipment we should maintain.

– The maintenance techniques that we apply to

equipment.

– The level of maintenance that we apply to equipment.

– Scheduling maintenance work orders.

– Identifying equipment we stock spares for.



Criticality and Priority

• While all equipment is important, some is more important

– In manufacturing, criticality can only be measured in terms of its

impact to the entire productions system

• Criticality depends on many factors, and generally requires some

analysis to identify

• Factors include:

– Capacity

– Process Capability

– Safety or environmental considerations

– Reliability, etc



Criticality Factor Definitions• Control Point

– The machine which has least capacity in the process

• Process capability

– The ability of the process to produce parts that conform to engineeringspecification (Cpk)

• Reliability

– Probability product performs intended function for specified length of time (Mean Time Between Failure / MTBF)

• Maintainability

– Ease and/or cost of maintaining/repairing product (Mean Time To Repair / MTTR)

– System Availability =MTBF

MTBF + MTTR



Generic maintenance policies can be developed for most

types of physical assets



Criticality



Equipment Criticality Highest Criticality Band 5 - covers top 20 assets, apply

RCM technique and develop best maintenancepractice.

Criticality Band 4 - covers top 21-100 assets, couldapply RCM technique and develop best maintenance

practice.

Criticality Bands 3 & 2 - develop PreventiveMaintenance Routines (PMRs).

Criticality Band 1 - no preventive maintenance - Run toBreakdown, any breakdown will have insignificantimpact on the business.



Priority levels

Priority Level Description

This priority to be used when an immediate response is required, iesafety work, environmental, product quality threatening or processcritical equipment failure, and the work request should be actionedduring the shift in which it is received.

This priority to be used when the work must be performed within

the current scheduled period and has been designated as a higherpriority than any other job planned for this period

This priority to be used for work which requires planning or can waituntil the next schedule period, typically 5 or more days away. Includedin this category are planned and predictive maintenance activities.

This priority to be used to plan work for shutdown periods and shouldbe used in conjunction with a completion date. Or it can be used fornon-critical work to be completed when there is no priority 2 – 4 workavailable. Included in this category are project support and training activities.

4

3

2

1

Planning & Scheduling



Criticality – the product rule

• Criticality is calculated from the product of a number of variables:

1. Output

2. Quality

3. Repair cost

4. Utilisation

5. Frequency of breakdown

6. Safety and Health

7. Environmental

Severity

Probability

Safety and Health

Factors

x

x



Scoring System & Rules

• MP2 data from 2005 to May 2007 are usedas main consideration for calculating

Breakdown duration, Frequency, and Repair

cost.• Historical and Judgment are used for

scoring Quality, Health & Safety, and

Environmental.• Buffer stock and temporary solution are not

included in the calculations.



Scoring Guidance - 1

1. Output

• All product output from different perspectiveare bring into one common measures i.e in

cigarette sticks per minute -> the output isequal to sticks / minutes x averageBreakdown in minutes

1 → No Effect2 → <20 million products

3 → 20-80 million products

4 → 80-200 million products

5 → >200 million products




2. Quality1 → No Effect

2 → Additional work required to prevent loss of product quality

3 → Lower grade product produced

4 → Material reprocessed5 → Product reject or material contaminated

3. Repair cost

1 → <US$5002 → US$500-US$2,000

3 → US$2,000-US$5,000

4 → US$5,000-US$10,000

5 → >US$10,000

Repair cost =Σspare part cost

Σbreakdown




4. Utilization1 → <20%

2 → 20%-40%

3 → 40%-60%

4 → 60%-80%5 → >80%

5. Breakdown Frequency

1 → <3 per year2 → 4-24 per year

3 → 25-36 per year

4 → 36-52 per year

5 → >52 per year

Utilization = Σworking timeΣcalendar time

Forecast

(design capacity*working time*uptime)≈




6. Health & Safety1 → No effect

2 → First aid/visit to site health center

3 → Treatment required (TRI / LWD 1-3 days)

4 → Lost working days > 3 days

5 → Long term absence. LWD > 2 months

6 → Single fatality or permanent disablement

7 → Multiple fatality




6. Environmental1 → No effect

2 → Investigation – release of hazardous material not infringing

regulation at factory perimeter (local requirement meet)

3 → Complaint or breach of regulation

4 → Major breach of regulation

5 → Business interruption for 1 day – probably a prohibition notice

6 → Business interruption 1 day – 1 week 7 → Business interruption 1 week – lost production permit



Define what maintenance has to be done and how

it will be measured

• Carry out criticality on all assets to identify their individual impact on

the business should they fail.

• Establish 5 Criticality Bands

• Highest Criticality - Band 5

• Apply RCM techniques and develop best maintenance practice.

• Conducted on top 20 most critical assets.

• Review Preventive Maintenance Routines (PMRs) using REM

technique.

• Criticality - Band 4, 3 & 2:

• Develop and/or review Preventive Maintenance Routines (PMRs)

using REM technique.

• Criticality - Band 1:

• No preventive maintenance, unless covered by statutory requirements.

• No preventive maintenance other than minor lubrication and cleaning.



Asset Registration• Asset Register :

A definitive list of equipment, facilities and/or systems which aresupported by the maintenance function

– The maintenance function may be in-house or externallyresourced.

– The term ‘asset’ is often used for equipment, facilities and/or systems.

• Scope :

– All plant, facilities and systems referred to as ‘assets’ which are tobe maintained, down to the lowest maintainable item (if

appropriate). – Any item which is not maintained but replaced ie. a seal, bearing,

or a fuse is listed in the Bill of Materials (BoM) and not listed inthe asset register.



Key Reasons

To get better maintenance performances in :

1. Maintenance Management

2. Reporting

3. Information/Data



Structure

By using a logical structure an asset register should:

Provide easy browsing for all users.

Enable Computer Maintenance Management System (CMMS) to

simplify links to Planned Maintenance Routines (PMRs).

Include assets and, via CMMS, functional locations which planned

and unplanned activities could be booked against.

Have a consistent hierarchical structure throughout the Asset

Register. Correspond with the financial cost centre /capex code, whether by

area, Department owner or user, or a combination of these factors.



Asset HierarchyLv-0 Corporate

SAMPOERNA OPERATION

PANDAAN

PRODUCTION

UTILITY

FACILITY

SKM1

GLT1

SURABAYA

F11

CP01

PP01

D11

F12

TRC

L12

MAKE-0002

PACK-0027

CBAN-0247

CFED-0078

Lv-4 Line/FunctionLv-3 Building

Lv-2 Group

Lv-5 Equipment

X2

CH

Lv-1 Area

Lv-6 Subassembly

Manufacturing operating



Utilities & FMG

Level 3

LT47 GR02 LT37 PP02

APTK GR03 LT39 PPCP

ATB1 GR06 LT48 PUMH

BBK2 GRST LTST PWRH

CMST GTES MOS1 PWRP

CP01 GTTC MSPT SK1-2

CP02 LCLV MSST SKM1

CPLT LT04 PCTL SKM2

DELT LT07 PDEV SKM3

DIET LT08 PHR1 SKM4

FGWH LT08 PHR2 SPM

FMG LT15 PLOT SPM 2

FURN LT17 PMK1 SPM1

GETS LT21 PMK2 SPP1

GLT1 LT30 POLI SPP2

GLT2 LT33 POSK WWTP

GR01 LT35 PP01

Level 4 DESCRIPTION

AIRC Air Conditioner

BOIL Boiler

CCTV Close Circuit TV

COMP Compressor

Delta

EFAN Exhaust Fan

FFST Fire Fighting System

FURN Furnace

LIFT Lift

LPRO Lighting Protection

OHSM Oil Heating System

PNLV Panel Low Voltage

PNMV Panel Medium Voltage

PRTL Portal

UPSO Electrical Storage

VACC Vacuum

WTST Fresh Water

WWTP Waste Water

Level 4 DESCRIPTION

ASPL Aspalt

CURB Curb

DRNG Drainage

HLMN Halaman

HLTE Halte

KNTN Kantin

KOPR Koperasi

MTRM Meeting Room

PLKN Poliklinik

RUAG Ruangan

UNT1 UNIT 1

UNT2 UNIT 2

UNT3 UNIT 3

UNT4 UNIT 4

UNT5 UNIT 5

UNT6 UNIT 6

UNT7 UNIT 7 / FGW

UTLT Utility

Utility FMG

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