Freee!! Silahkan berlangganan tuliskan email anda dibawah ini

21:40

Rambu Kesuksesan

Posted by NINJA |


Jalan menuju sukses TIDAK lurus

Ada tikungan yang bernama kegagalan

Bunderan yang bernama kebingungan

Tanjakan yang bernama teman

Lampu merah yang bernama musuh

Lampu kuning yang bernama keluarga

Engkau akan mengalami ban kempes bernama pekerjaan

TETAPI BILA engkau memiliki ban serep bernama niat yang teguh

dan mesin yang bernama ketekunan

Anda Akan bisa berhasil

tapi bagaimana bila rambu kesuksesan seperti gambar di bawah ini ?

itukah yang terjadi pada kondisi kehidupan anda?

21:31

Sebelas Sikap Penyumbang Kegagalan

Posted by NINJA |

1. Arogansi : merasa diri paling benar dan yang lain salah

2. Melodrama : selalu ingin menjadi pusat perhatian

3. Volatility : sulit ditebak, bersikap sesuai mood-nya

4. Excessive Caution : takut mengambil keputusan

5. Habitual Distrust : sikap yang selalu curiga kepada orang lain

6. Aloofness : sulit dihubungi dan berkomunikasi dengan orang lain

7. Mischievousness : peraturan dibuat untuk dilanggar

8. Eccentricity : selalu ingin berbeda, sehingga terkadang dianggap aneh oleh orang lain

9. Passive Resistance : tidak yakin dengan apa yang dia katakan

10. Perfectionism : kebanyakan dianggap salah, hanya sedikit yang benar

11. Eagerness to please : mengejar popularitas dalam setiap situasi

22:26

Need of Motivation for Maintenance Staff

Posted by NINJA |

From Sanjay B. Chari, Pentair Water India Private Limited

I. Understanding Maintenance:
As all of us know that in olden days the call for maintenance was given only when there was a failure of machinery in a production system and would last till the machine is put back in operation. This scenario has changed recently and lots of stress has been put on maintenance function. Also its impact on the customer satisfaction is known in terms of quality and commitment. Apart from this, safety - an important key factor in every organization, is also a function of maintenance.

“Maintenance is a thankless job”, this is repeated by us every time and also sometimes, use it as a tool to be with the maintenance person. Many a times its true, that we don’t appreciate their efforts as we cannot get their direct results like the sales showing their numbers, production showing their targets achieved and crossed. The maintenance data is also recorded, tracked, presented and analysed, but it is viewed and understood only whenever the production or sales targets are missed due to some failure of the machine. In other words, we try to understand the maintenance data with negative approach and to understand its impact on the business loss.

A highly motivated and enthusiastic maintenance team can deliver results which are unbelievable and are the ones which every organization expects from them:

* OEE : The maintenance team helps not only in increasing the machine availability but also increases the overall equipment effectiveness by reducing the losses through up gradation, alteration, set up time reductions and through the elimination of unwanted processes.

* Safety : Safe environment is a requirement of every organization and for Maintenance team, it is one of the key function where in they are accountable for the safety of the people working in the plant, more than the safety of the plant & equipments.

* Contribution to High Productivity : Every organization always focuses on the high productivity and many of them achieve also. The real productivity is the one which is “Stress-free Productivity”. The Maintenance team adds value to eliminate the stresses of the production personnel through equipment up gradations.

* Ergonomics : This is a key factor for Maintenance to eliminate the fatigue on the operators and are able to contribute a lot in this.

* Contribution to product cost : The variable overhead is a substantial factor in any organization when we consider the product cost. Maintenance being the major controller and distributor for utilities of any organization, they play a very vital role in managing them. If these are managed well, it becomes one of the major contributors for product the cost reduction.

* Maintenance cost reduction : The expenses for the maintenance activities is controlled by the maintenance team and given a freedom to manage the cost, they do it very well by control of spares, inventory etc. through developments, improvements and maintenance reduction/prevention activities.

II. What is Motivation ?
Motivation is the creation of an environment which makes the individual to achieve their goals easily, better than expected and without creation of fatigue, stress and unhappiness.

Motivation can be extrinsic and intrinsic.

Intrinsic motivation is the performance of the task for own sake. It is basically in relation to the attitude of a person towards the work which he performs. This is generally seen when the person is with positive, creative, friendly and vibrant attitude. There is little or no motivation required for this kind of people and is always on the move. The hobbies of an individual can be called as intrinsic motivation.

Extrinsic motivation is purely generated due to the tangible and non tangible benefits the employee is getting from an organization. Tangible benefits include the salary rise, awards in terms of money, promotions etc. and non tangible benefits are like recognition of the effort, praising in public, status etc. Among many motivating factors, money is always considered to be the immediate factor which motivates the employee immediately but also does not last for long.

Maintenance member is always little different from other shop floor person in many ways. The shop floor or production people generally track and work only on numbers and they try to deliver in the best possible way. This activity build in the pressure on the maintenance crew as the importance is not given to their needs and also the long term impact of non maintenance is not understood by many of us.

Understanding few characteristics of a successful maintenance personnel will help us in motivating them and hence are listed below :

* A result oriented person : Every activity of maintenance has to end with a pre desired result and hence the person has to be result oriented.

* Good technical knowledge and skill

* Analytical and patient

* Creative and hardworking

* Physically fit and able to handle pressure

* Always a learner

III. Why the maintenance personnel gets de motivated ?

To motivate the maintenance personnel, we need to know why they get de motivated. Few points are listed below :

* Non recognition of the efforts or appreciation not at par, with the sales or production teams.

* Non approval or delayed approvals of funds for investing in the equipments as the way invest in other activities.

* Bad/poor treatment from their customers like productions supervisors and others.

* Unwanted stress created during Maintenance and equipment failures.

* Non availability of spares due to inventory and other investment issues.

* Non availability of equipments for maintenance and demand for availability.

* Poor support from other departments like stores, procurement etc.

* No or less excess to the newer technology in the market.

IV. How to Motivate the Maintenance personnel

Maintenance person will be motivated if we help them to achieve the following :

* Job satisfaction : Any maintenance person is best satisfied through the results which he gets, due to his work, put in for an hour to unlimited number of hours. For him this becomes the most memorable time and all his physical and mental fatigue is eliminated. He, at this time praises himself for the achievement. This makes a maintenance person a self driven individual throughout his career. At this moment if we appreciate his efforts, it becomes an event which remains forever in his mind. This becomes the motivation for him in the coming days. In most cases we fail to do so as we find that we have already lost few production hours due the problem which he was working on and we tend to blame them in place of appraising.

* Recognition : recognition of good work at right time and the right place adds the value to any individuals life and hence as mentioned above, it becomes very important factor when we are praising a maintenance person.

* Job Rotation/ Enrichment : These are considered to be the most driving factors for any individual in today’s work environment. But, for a maintenance person it becomes daily as there is complete variation in his activities as well makes him to learn new things everyday to cater to his job requirements. However it is the responsibility of the supervisor and the management that we bring in the new technology as and when possible as frustrations will generate working with the same old technology.

* Reduced Stress at work : This is a key factor for maintenance people as by default in every organizations, the maintenance crew is always available for work, round the clock. They generally work on all holidays, and Sundays, which brings in the disturbance of their work-life balance. This itself is a point for generation of stress for them and further to this when we have unexpected failures, the total pressure which is for the production targets is transferred to them. In this situation, we expected best from them and also with the maximum stress. We need to ensure that they are made comfortable to work in these situations, so that they can deliver faster and better.

Other benefits : This includes all the points we discussed in tangible and non tangible benefits. This may includes awards, transportation, promotions, salary revisions, etc.

22:20

Minimize Maintenance Operation Cost

Posted by NINJA |

Salah satu hal yang paling penting dalam sebuah proses adalah menjaga agar proses tersebut berjalan sesuai yang diharapkan. Namun hal itu tidaklah mudah…bahkan ternyata kenyataannya lebih sulit dan memerlukan tenaga dan curahan fikiran yang total. Bahkan bila terjadi kesalahan yang fatal dalam pengelolaan perawatan terutama aset-aset vital….bukan tidak mungkin perusahaan tersebut akan menderita kerugian dan bangkrut karena aset vitalnya mengalami kegagalan (failure) tidak bekerja sebagaimana mestinya. Ini yang harus dihindari.
Namun bila opsi pengelolaan perawatan aset ini menjadi hal yang serius dan diimplementasikan dengan baik…bukan tidak mungkin usia pakai suatu peralatan akan bertahan lama dan tentunya bisa menekan cost/biaya spare part dan perawatan pada umumnya. Perusahaan akan berfokus kepada efisiensi hal-hal yang menjadi PR bagi perusahaan.. Dari sisi inilah akhirnya perusahaan bisa meningkatkan daya saing dengan kompetitor-kompetitor yang ada.
Maintenance Strategy yang ideal…diharapkan dapat :
Minimize Plant Asset Downtime.
Hal ini yang diharapkan Plant Asset bisa berjalan dengan optimal dan maksimal. Asset akan bekerja secara continue dengan beban yang tertakar, sehingga umur peralatan menjadi lebih panjang dan boleh dikatakan ‘jarang trouble’
Minimize Breakdown - Emergency repair.
Peristiwa Emergency repair secara mendadak tanpa ada prediksi ataupun perkiraan bisa menambah beban anggaran perusahaan. Apalagi bila emergency repair terjadi pada perusahaan dengan sistem kontrol yang canggih, hal ini akan berimbas di bagian yang lain. Belum lagi peralatan yang secara tiba-tiba mendapat perlakuan express shutdown, shock temperature, atau dalam keadaan berjalan kemudian berhenti, tiba-tiba seolah-olah dari berjalan dengan 100 Km/hrs…tiba-tiba harus banting stir untuk mengerem secara mendadak.
Minimize Stock and reduce expensive inventory.
Penggunaan sparepart akan terkontrol dengan baik. Tidak hanya itu bahkan beberapa sparepart dengan fungsi dan kategori yang sama bisa diseragamkan dalam satu stok. Dengan perawatan rutin yang sesuai dengan petunjuk manual atau sesuai dengan kondisi beban kerja operasional maka umur sparepart bisa lebih awet.
Minimize manpower cost.
Pengaturan manpower yang tertata rapi dan terkelola dengan baik tentunya akan mengoptimalkan jumlah manpower yang ada. Apalagi bisa dikaitkan dengan jam lembur atau lainnya. Otomatis dengan berkurangnya breakdown time dan emergency repair condition…penggunaan manpower diluar jam kerja akan semakin bisa dikurangi. Dan bisa disa dialihkan untuk hal yang bersifat pengembangan SDM yang ada misal : Training, Apprentice ataupun Mentoring dan lain-lain
Make it all Countable, Predictable and Auditable.
Karena semua data tersimpan sehingga bisa dilihat history-nya, bisa dianalisa, diprediksi dan akhirnya dipersiapkan sebuah perencanaan yang matang.

Informasi lebih lanjut : kiosIT@gmail.com

Sebelum mengenal autonomous maintenance ada baiknya kita mengenal terlebih dahulu Heinrich Law yang digambarkan seperti dibawah ini


Heinrich law menggambarkan kondisi mesin. Selama bekerja mesin akan mengalami banyak gangguan. Dari yang kecil hingga yang besar. Bila gangguan kecil pada mesin diatasi maka gangguan besar yang mengakibatkan mesin berhenti sebentar atau bahkan mesin breakdown dapat dicegah. Perbandingan jumlah kerusakan antara yang kecil, sedang dan breakdown adalah 300 : 29 : 1.

Seorang operator yang terlatih untuk menemukan gangguan-gangguan kecil yang jumlahnya 300 tersebut akan mencegah mesin mengalami gangguan lebih kronis yang akan mengakibatkan mesin berhenti sebentar atau breakdown. Inti dari autonomous maintenance adalah operator bekerja mengatasi masalah-masalah kecil agar tidak terjadi masalah besar.

Dalam hal ini yang berperan adalah operator mesin, bukan teknisi atau bagian maintenance. Operator adalah orang yang setiap hari berhadapan dengan mesin, sehingga dia adalah orang yang pertama akan merasakan bila mesin bekerja abnormal. Penyimpangan-penyimpangan kecil seperti tetesan oli atau bunyi yang beda dari biasanya adalah pertunjuk adanya ketidak beresan kecil pada mesin. Bila seorang operator terlatih untuk peduli pada ketidakberesan kecil itu maka kerusakan lebih lanjut dapat dicegah.

Autonomous maintenance adalah perawatan mandiri mesin yang dilakukan oleh operator mesin. Bila selama ini operator hanya dilatih untuk mengoperasikan mesin, maka sudah saatnya untuk dilatih lebih lanjut. Operator hendaknya dilatih untuk mampu mendeteksi kejanggalan-kejanggalan kecil pada mesin dan melakukan perbaikan sendiri.

Sasaran aotonomus maintenance adalah mengembangkan kemampuan operator agar mampu mendeteksi gejala kerusakan sebelum terjadinya kerusakan yang sesungguhnya. Untuk itu terlebih dahulu operator harus menciptakan tempat kerja yang teratur sehingga setiap penyimpangan mesin dapat terdeteksi dengan cepat.

Contoh kegiatan autonomous maintenance terhadap mesin adalah pengecekan harian, pembersihan, pelumasan, pengencangan mur/baut, reparasi sederhana dan pendeteksian penyimpangan. Selama melakukan hal-hal kecil itu operator dapat mendeteksi bila terjadi penyimpangan pada mesin.

Untuk dapat melakukan autonomous maintenance, seorang operator terlebih dahulu harus dilatih tentang dasar-dasar kerja mesin. Operator juga harus tahu mengapa harus dilakukan serangkaian pengecekan terhadap mesin dan akibat yang terjadi bila pengecekan di abaikan. Operator juga dilatih untuk mengetahui potensi bahaya yang bisa ditimbulkan oleh mesin dan cara pencegahannya. Setelah dilatih hendaknya dibuat kualifikasi untuk menentukan operator-operator yang kompeten untuk menjalankan mesin.

Formulir data yang mencantumkan dengan jelas item-item dan parameter-parameter yang harus diperiksa pada mesin. Operator bekerja berdasar formulir data tersebut dan akan mencatat segala sesuatu yang tidak sesuai dengan persyaratan yang tertera dalam formulir data. Selanjutnya permasalahan kecil pada mesin dapat segera diatasi sehingga tidak berubah menjadi kerusakan mesin.

Dalam autonomous maintenance peran operator bukan sekedar mengerjakan pekerjaan rutin tetapi juga melakukan improvement. Operator mencari-cari hal-hal kecil yang dapat dilakukan untuk memperbaiki kinerja mesin atau untuk mencegah terjadinya kerusakan emsin.

Cita-cita tertinggi autonomous maintenance adalah mesin tidak mengalami berakdown tanpa peran orang maintenance. Jadi mesin dirawat secara intensif oleh operator produksi tanpa bantuan orang maintenance sehingga mesin tidak pernah mengalami berakdown, orang maintenance melakukan perawatan sesuai plan schedule sehingga mesin dapat terjaga kondisinya dan kapasitas produksi dapat terpenuhi.

Idealnya autonomous maintenance harus mendapat dukungan dari pihak manajemen agar dapat berjalan dengan baik. Dengan dukungan manajemen para manajer dapat mulai menerapkan auotomous maintenance dengan leluasa tanpa hambatan birokrasi di unit kerjanya. Hambatan birokrasi itu misalnya dalam hal penyediaan spare part yang bila pada kondisi normal bisa memakan waktu lama sehingga kerusakan kecil pada mesin tidak bisa ditanggulangi dengan cepat.

Sebelum diterapkan pada lingkungan yang luas di perusahaan sebaiknya terlebih dahulu dicoba pada pilot project. Dipilih satu atau beberapa mesin yang hendak dijadikan pilot project untuk penerapan auotonomus mainetannce. Setelah berhasil dengan pilot project, barulah melangkah ke mesin-mesin lain yang ada di perusahaan.

Bacaan:
Anonymous, 2008, Bahan Pelatihan Autonomuos Maintenance, PQM Consultants, Jakarta

A JOINT VENTURE. One thing is to agree to that operations and maintenance are equal partners in a joint venture resulting in reliable production. Another thing is to make it happen, and, to make it happen, you need to do things differently than you have done in a customer-supplier relationship. For example, you should:

* Agree on the same goal-overall production efficiency (OPE).
* Achieve the right joint focus-total reliability. There is revenue as a result of improved reliability. Improved reliability results in lower sustainable maintenance costs.
* Solve problems-do not classify production losses by department.
* All of the above were explained in the August and October columns. Other things you can do to promote the partnership are:
* Include operators in basic inspections and essential care of equipment
* Agree on guidelines for priorities of work requests
* Communicate production plans
* Create a joint shutdown schedule

Of course, the most important part of building the partnership is personal relationships. However, organizations are changing, and, with the wrong processes in place to promote a partnership, things will fall back to a less effective work system.

INCLUDE OPERATORS. Where it is practical and makes sense, operators should undertake some basic inspections of equipment. If it is practical for an operator to do inspections, they should be taught to do so. As a guideline-if an operator can be trained in an inspection method in less than 15 minutes, he or she should be trained to do that inspection.

A classic example is the inspection of a rotary steam joint for a paper machine. It makes sense for a back tender to not only look at ropes, felts, paper web, doctor blades, condensate returning through steam joint, etc., on the back side of a paper machine, but to also inspect the condition of the carbon ring in the steam joint. Training operators on how to do this takes less than five minutes.

As can be seen in the picture, a pin on the side of the joint housing is indicating the wear of the carbon ring inside the joint. Where there is less than a 1/8-in. distance between the housing and the locker ring on the pin, the carbon ring needs to be replaced in the next shutdown. With a good light source, an operator can check about five joints in each direction when he or she is doing other operations inspections on the backside of the paper machine.

This is a very good and reliable inspection and it is only one example out of many that are logical to train operators to perform. By the way, you might be surprised to know that many very experienced paper makers have never heard of this basic inspection method; they still run joints until they leak and cost 300% to 800% more to repair.
AGREE ON WORK REQUEST PRIORITIES. First of all, maintenance work should start with a work request, not a work order. A work request might or might not turn into a work order.

If a work request turns into a work order, the execution should follow jointly agreed upon priorities. It is a very good idea to develop these together between operations and maintenance.

To sit down with your operations partner and agree on these guidelines and then start using them jointly is one of the most hands-on and best ways of making the partnership happen. I will be glad to send anybody who requests it an example of a priority guideline.

Do what you trust and trust what you do because the most important is do what you think not think what you do -UGOGAWENEUGALUGALANAGAWEMODARURIPMENUNGSA-
Template Design by Hiroyuki_Mori