Program Designing the Improvement of Excavator’s Maintenance Team Competencies (Case Study in a Sandstone Mine Company PT XYZ)

The heavy equipment maintenance system cannot be separated from the problems of Human Resources (HR). Some literature has defined HR as a success factor for the successful implementation of maintenance systems. The Asset Maintenance Division as an organization which responsible to maintain the Company's assets routinely, including the Doosan S500’s 50-tonne class excavator. But in fact, excavators that are currently still operated often breakdown and its physical condition are in a bad condition. From the observation of 9 (nine) units excavators, the Key Performance Indicator (KPI) target was still not achieved, especially on the items Mean Time To Repair (MTTR) and Mean Time Between Failure (MTBF). Mechanic’s technical competencies needed in achieving KPI are divided into four sub competencies: Maintenance, Repair & trouble shooting, Remove & install and Overhaul. This study aims: analyzing mechanic’s competencies against company‘s standards, analyzing the influence of mechanic’s competencies on achieving KPI targets, providing recommendations on the influence of mechanic’s competencies for achieving KPI targets. The primary data used in the study were obtained through interviews and the questionnaires as well as secondary data obtained from various literatures, research results and supporting books. The method of processing and analyzing data uses the method of gap analysis and the Non-Parametric Statistics (Multiple Regression). The results of the gap analysis are known that there are still gaps in the actual competence of employees with competency standards set by the company. Factors that cause the competency gap are generally known because of a lack of understanding of the basic skills required, mastery of work techniques and consistency in applying work quality standards. Recommendations from this study as an effort to improve the skills and knowledge of mechanics to improve work effectiveness that affects MTTR and the quality of work that affects MTBF so that the KPI are consistently achieved. Keywords―Preventive Maintenance, Downtime, Physical Availability, MTTR, MTBF, Gap Analysis.


I. INTRODUCTION 1
Almost all mining activities use heavy equipment. Starting from digging and removing land / dirt that covers mine material, digging and moving mining materials, 1 Agung Aribowo is with Departement of Management Technology, Institut Teknologi Sepuluh Nopember, Surabaya, 60264, Indonesia. Email: dedyagung.aribowo@gmail.com 2 Nani Kurniati is with Department of Industrial Engineering, Institut Teknologi Sepuluh Nopember, Surabaya, 60111, Indonesia. E-mail: nanikur@gmail.com mixing mining materials and bringing them to processing sites for further processing before being sold. With such an important function, the machine must always be ready to use.
In the mining industry, maintenance is a very important issue. This is due to the majority of activities carried out in the mining industry using mechanical equipment, so that production activities are very dependent on the availability of these equipment. Almost all mining activities use heavy equipment. Starting from digging and moving the soil / dirt that covers mining material, digging and moving mining material, mixing mining material and bringing it to the processing site for further processing before finally being sold. With such an important function, the machine must always be in a condition ready for use.
PT XYZ Assets Division continues to monitor their Key Performance Indicators (KPI) consisting of: Service Accuracy, Physical Availability (PA), Mean Time to Repair (MTTR), Mean Time Between Failure (MTBF). From the results of observations on 9 (nine) units of 50-ton grade excavator, the fact that KPI target was not achieved and its performance was volatile relatively. Characteristics of maintenance and issues of concern to PT XYZ so far include: 1. PA is the key to maintenance system performance, Assets Division as the owner and caretaker of the excavator unit and Operation Division as a user or operator jointly use PA as an indicator of performance but with different uses; 2. Class of 50-ton excavators are very critical of their existence in supporting company operations given the largest work capacity in the work environment; 3. The efforts made by the Assets Division are to reduce downtime, work effectiveness during repair and maintenance and optimize the uptime of excavator operations; 4. Mechanical technical competencies needed in achieving KPI are divided into 4 (four) sub skills, namely: Maintenance, Repair & trouble shooting, Remove & install and Overhaul; 5. The assessment of technical competence is obtained according to the results of the Knowledge Assessment in the form of written tests and practices carried out by heavy equipment vendors to the mechanical team in handling 4 (four) major components of the excavator unit, namely: Engine, Powertrain, Hydraulics, Electrical and Preventive Maintenance (PM); 6. Identification of efforts to improve mechanical skills and knowledge is needed to improve work effectiveness that affects MTTR and the quality of work that affects MTBF.
The main purpose of the heavy equipment maintenance division is to reduce maintenance costs and minimize production losses due to inappropriate maintenance programs. Zuze (2010) mentions that a good maintenance system can help organizations increase machine availability, reduce production down time, losses and overtime costs.
Recognizing the importance of human resources for an organization in the present, amidst the ongoing competition, there is an indication that occurs in the organization, among others, the number of mechanics who still need development both in terms of knowledge and expertise and skills. This is done to improve the performance of organizational management in terms of HR management. The stages of HR management consist of: planning, procurement, direction, development, maintenance, and dismissal. One of the activities in managing HR in an effort to achieve employee performance is by increasing employee competency.
One of the ways companies can do in developing human resources is to find out the abilities and skills of each employee by mapping the skills to the competencies needed. One of the goals of the company is to understand employee competencies, namely human resource development programs such as training programs, employee placement systems and career development programs

A. Maintenance
According to [1] the problem of care or maintenance has a close bond with preventive and corrective, where the action can be: Inspection, Replacement, Repair, Overhaul. Some maintenance techniques that have been widely used in various industries are as follows [2]: breakdown or reactive maintenance, corrective maintenance, preventive maintenance, predictive maintenance and Realibility Centered Maintenance.
Maintenance is defined as the activities carried out to keep the facility in the same condition at the time of initial installation so that it can continue to work in accordance with its production capacity. Maintenance Management in general is an activity related to planning, organization and staffing, program implementation and control methods of maintenance activities. These activities are aimed at optimizing maintenance performance by increasing reliability and availability (Mann, 1976).

B. Preventive Maintenance Performance Measurement
Like other management methods, the maintenance management system also has a measurement system to assess the performance of the existing system. Maintenance performance measurements carried out will focus on PM performance according to data availability including any downtime that occurs is recorded in PM activities.
Engine downtime is the length of time a unit cannot function as expected. Engine downtime can occur when the unit experiences problems such as damage that can interfere with overall performance, including the quality of the product produced or the speed of its production so it requires a certain amount of time to restore the unit's function to its original condition.
In daily operations downtime factors greatly affect reliability and availability where the level of accuracy must take into account several time components including: Service Accuracy, Physical Availability, MTTR and MTBF.
The accuracy factor to perform routine service as close as possible to this specified interval is called Service Accuracy (SA). The formula used to calculate SA matches the following: Physical Availability is a measure of the amount of time the tool is used in units of percentages. Factors affecting the PA include the implementation of unscheduled maintenance activities, preventive maintenance activities, reliability of tools and how to use them. The higher the PA value, the smaller the unit downtime value will be. PA becomes a priority item considering that it directly impacts company profits or in other words high PA values are equivalent to high productivity. PA can be calculated using equations: MTTR is the average time a tool is repaired when a failure occurs until the tool can operate normally again. MTTR can be calculated using equations: MTBF is the time the average tool works before damage occurs again. MTBF can be calculated using equations:

C. Human Resources Management
Employee performance is the level of how employees achieve job requirements. Management often uses appraisal techniques to improve performance [3]. Performance appraisal is the process of measuring employee performance. Performance appraisal usually includes qualitative and quantitative aspects of the work implementation. Performance assessment as a basic function of personnel is sometimes referred to as performance reviews, employee ratings, performance evaluations, employee evaluations, or personnel ratings.
Competence is defined [4], [5] as the underlying characteristics of a person and related to the effectiveness of individual performance in his work. According to [5] competencies can be divided into 2 (two) categories, namely: "threshold competencies" and "differentiating competencies". Threshold competencies are the main characteristics that a person must have in order to carry out his work. But not to distinguish someone who is high and average. Whereas "differentiating competencies" are factors that distinguish high and low performing individuals. Competency standards are formulations about the ability of a person to do a job or task based on knowledge, skills, supported by work attitude and its application according to the required performance (Neolaka, 2006). The type of competence according to [5], classifies dimensions and components of individual competencies into three, namely: intellectual competence, emotional competence and social competence.
According to [6] the basic framework for determining competency refers to steps called Function, Activities and Competency (FAC). Determine the competencies needed in a particular job position. First, it is necessary to determine specific functions in a position (function of job). The second step, study the specific activities in the process of doing work (activities or process). The third step, determine the competencies needed for the position.
Types of competencies according [5], classify the dimensions and components of individual competencies into three, namely: intellectual competence, emotional competence and social competence. Intellectual competence is the character of attitudes and behaviors or individual intellectual abilities and abilities (can be in the form of knowledge, skills, professional understanding, contextual understanding, etc.) that are relatively stable when facing problems in the workplace, formed from the synergy between character, concept self, internal motivation, and contextual knowledge capacity. Emotional competence is the character of attitude and behavior or the ability to master oneself and understand the environment objectively and morally so that the emotional pattern is relatively stable. Social competence is the character of attitude and behavior or the willingness to build cooperation nodes with others when facing problems at work.

D. Validity
Validity test is used to determine whether the attributes of importance and evaluation of importance can be trusted, valid and can be used repeatedly, if asked to other respondents [3]. There are two types of validity based on the method of testing, namely external validity and internal validity. The validity used in this study is to find the correlation between the attributes of questions with one another (external) and look for correlations between respondents' answers one with other respondents in one question attribute (internal).

E. Gap Analysis
According to [7] gap analysis is a business tool and valuation method that focuses on the gap between current company performance and desired performance. Gap analysis evaluates actual current performance and the improvement efforts needed to close the desired future performance gap. The benefit of this gap analysis is that it helps companies with poor performance due to inefficient use of resources or failure to invest properly and increase production and performance.

III. METHODOLOGY
This research was carried out through several steps. The first step is to identify and analyze existing conditions on aspects: mechanics competence, KPI, and mechanics performance. The second step is to identify competency standards needed so that KPIs are achieved and analyze the gap between existing conditions and competency standards. The third step is to design programs to improve mechanics competencies.

1) Gap Analysis
Data regarding the competence of human resources and the performance of the mechanical team of PT XYZ were obtained through primary data and secondary data. Primary data is data obtained directly by observation, interviews, questionnaires, and expert opinions or company management. Data collection methods used in research are: observation, interview, questionnaire, expert opinion and Forum Group Discussion (FGD)as primary data. Also secondary data obtained in this study, namely: Data on various types of technical expertise competencies in each mechanical qualification and Data regarding of mechanic Each of the above attributes is used in the regression model which is determined as an independent variable to the dependent variable, namely the mechanic performance appraisal in handling excavator maintenance work.
In accordance with Table 1. below, the competency assessment scale information obtained is used as a reference when filling in mechanic skills assessment. This study also uses secondary data on the length of experience of mechanics work during handling preventive maintenance activities with a rating scale according to Table 2 below.

2) Multiple Linear Regression Analysis
Multiple regression analysis is an analysis model that aims to find the magnitude of the influence of the independent variable on the effect of the response variable or with regard to the study of the dependence of one variable (response variable) on one or several other variables (independent variable). Based on the framework that has been explained, in this study multiple linear regression analysis will be used, because the independent variable is more than one.
Mechanic skills that are the independent variables in this study include maintenance skills of the Engine and Hydraulics components for maintenance, repair & troubleshooting, remove & install and overhaul activities, while the dependent variable is mechanic performance according to the results of the Performance Appraisal conducted by the Assets and HRD Division Team.

The variables contained in the regression equation model include:
Mechanical Performance Assessment (Y), Skill handles Engine (X1) and Skills handles Hydraulics (X2) and Knowledge (X3). The formula used in this regression analysis is as stated by Umar (2005)

3) T test (partial)
The t test was used to partially test the regression coefficient parameters of each independent variable. This means that the t test can find out whether the independent variable individually has a significant effect on the response variable.
Variables used in the t test assumption (partial) include: Mechanical Performance Assessment (Y), Skill handles Engine (X1) and Skills handles Hydraulics (X2) and Knowledge (X3). The hypothesis for decision making is as follows:  H0: bi = 0 (Xi factor does not affect Y) means that the influence of the independent variable on the dependent variable is not real  H1: bi 0 (Xi factor influences Y) means that the influence of the independent variable significantly influences the dependent variable A factor X has an effect on Y, if the t-value is greater or the calculated probability value is smaller than α (α = 5%). The influence here means that there is a rejection of H0, whereas the reverse occurs if the t value is smaller than ttable or the calculated probability value is greater than α (α = 5%) which indicates that the X factor has no effect on Y.  t calculated > t table or P value <α; Reject H0  t calculated <t table or P value> α; Accept H0 thitung =

4) F test (simultaneous testing)
The F test is used to test the suitability of the model simultaneously whether mechanic competency factors affect performance. The variable used in the F test assumption is the same as testing the other assumptions used in the regression model, namely: Mechanics Performance (Y), Skill handle Engine (X1), Skill handle Hydraulics (X2) and Knowledge (X3).
The hypothesis for decision making is as follows:  H0: b1 = b2 = b3 = b4 = b5 = 0 (all Xi variable factors do not affect Y)  H1: bi ≠ 0 (there is at least one Xi variable that affects Y) A factor X will affect Y together can be seen from the calculated F value, if F-calculated is greater than F table then there is at least one X that affects Y. Whereas, if F calculated is smaller than F table, then certainly none X which affects Y.  Fcalculated <Ftable then H0 is accepted, meaning that the X factor together has no significant effect on Y  Fcalculated t> Ftable, then H0 is rejected, meaning that there is at least one X factor that significantly affects Y.

B. Data of Maintenance
From the observations obtained information that maintenance is carried out 108 times, maintenance that is not on schedule 5 times, the percentage of maintenance that is not on schedule is 4.6%, while tolerance is 10%, Service Accuracy are still in tolerance (detail of service accuracy monitoring as per unit shown by Table 3 below). According to the information shown in the Table 4. the performance of the population of nine excavators units cumulatively, there are several excavator units that have failed to achieve the KPI target as follows:  PA (S500-8).  MTTR (S500-8, S500-17, S500-25)  MTBF (S500-8, S500-17, S500-14). As shown by Table 5. also obtained information on the failure to achieve the Assets Division in reaching the KPI by monthly target items as follows:  MTTR (from July to September)  MTBF (from January to March).
Downtime is the time that is calculated when the engine starts to stop instantly until the engine can be operated again normally caused by a problem with the engine. Note that downtime indicates the reliability of the machine for a certain period of time.
Based on the downtime history of each excavator unit during the 2017 period (Table 6), component information can be obtained from the excavator unit which takes the greatest amount of time to repair, namely: Engine & Hydraulic.

D. Mechanics Performance Appraisal
There are 3 (three) main aspects that are assessed in the performance appraisal: intellectual competence, emotional competence and intellectual socialas shown by Table 8.

A. Mechanics Standards Competencies
According to the hierarchy from top to bottom at PT XYZ uses the terms Supervisor, Foreman, Mechanic-1 to Mechanic-2 3. The assessor uses the terms Supervisor, Head Mechanic, Senior Mechanics, Junior Mechanic and Pre-Mechanic. Assessor gives a range of ratings for each mechanical level according to Table 9. Each level of mechanics (senior mechanics, junior mechanics and pre-mechanics) is divided into 3 (three) qualifications. From the results of the assessment, it can be seen the gaps for each level according to mechanics. Each level of mechanics (senior mechanics, junior mechanics and pre-mechanics) is divided into 3 (three) qualifications.  Table 12, it is known that the competency assessment results that include Engine and Hydraulics competencies still do not meet the standards set by the company. The results of the assessment indicate there is a gap between the standard value and the employee's actual competency. This happens because Senior Mechanics-2 and Senior Mechanics-3 still have not mastered engine overhaul expertise and the level of knowledge of Senior-Mechanics-3 is still below average.  Table 14, it is known that the competency assessment results that include the Engine and Hydraulics skills still do not meet the specified standards. This happens because almost all pre-mechanical levels do not yet have the skills to overhaul the engine and overhaul hydraulics and length of experience to handle Hydraulics components that are relatively lacking.  Table 15, the biggest competency gap in the Hydraulics skill is at all mechanic levels. Knowledge gaps and skills also occur at the level of senior mechanics and junior mechanics. Engine competency gaps occur at pre-mechanics and senior mechanics levels. While the gap needs for time work experience in handling Hydraulics components occur at the pre-mechanic level.

C. Relationship of Competence with Performance Appraisal
The influence of the magnitude of mechanic competence which includes independent variables such as skill handling engine and hydraulics as well as knowledge of mechanics performance can be determined by measuring the multiple regression equation using a spreadsheet application. The independent variables used in this study are: Skill-Engine as x1, Skill-Hydraulics as x2, Knowledge as x3, while for the dependent variable (Y) is mechanics performance.