Implementations of Autonomous Maintenance to Relieve Stoppages on PT NIKF – Sachet Packaging Chain

 Autonomous maintenance taught operator to keep devices, create cooperation each employer and did problem solving that occurring in machine. This research described assembling of autonomous maintenance on PT NIKF – minor stoppages trouble in sachet production line. Our team used the OEE method to know the latest line condition and variety losses that causing the performance were not optimal. After that, the next steps were using visual losses map and diagram Pareto to get the detail (component with many losses). By Go See Think Do, the researcher could find much maintenance that must be done in SIC line 1. Through the application, this effort could reduce the losses of minor stoppages 79,52%. KeywordsMinor stoppages, go see think do.


I. INTRODUCTION
aintenance goal in device aspect of manufacture industry was improvement effectiveness or optimality of equipment or machine.In reality, effort for the repairing was often an only wasting because it did not relate the main set of problems.Team for this did not get clearly plus truth of the trouble and factor agents.In Infant Cereal Plant, sachet line of Chain 1 (SIC line 1) still was found some question such as high percentage of engine damage (breakdown and or minor stoppages).This happen caused uncomplete the company target and Figure 1 showed that asset intensity of SIC line 1 in 2016 was still acceptable.It was one of many key performance indicators (KPI) in PT NIKF that indicating capability a machine or line to do production process.
The figure also defined that the factory might make definition and new concept from their upgrading system.The both things were not only able to enactive belong equipment (produce Good Finish) but also it could too measure globally efficiency, matter identify, and give improvement idea that might be done.Through that, autonomous maintenance (AM) design could be a solution in this company.AM was part of Total Productivity Maintenance (TPM) program.This method also used Global Trans Energy Global to get information all of condition and reduce waiting time to increase operational effectiveness in ship (fleet) [1].
So on implementation, it included many sidesproduction sectors.Researcher (Singh, Gohil, Shah, & Desai, 2013) statement that success of TPM depended on 5-S, Jishu Hozen, planned maintenance, quality maintenance, Kaizen, office TPM and safety, health and environment.One of the purposes was to increase knowledge and skill about production.Then, machine treatment for employer would too give positive affect.

II. METHOD
Methodology that used this research was resumed in Figure 2.

A. Measuring of Overall Equipment Effectiveness
The OEE point could show the latest situation in SIC line 1 and performance all of the equipment that losing could be pushed.This way also acted as image performance from day to day and as tools in continuous improvement program for manufacturing industry [2] and supported by supply of necessary resources [3].Data that given was weekly outlet OEE on 1st until 31st -2016 years, see Figure 3 -6.This research gave estimation of availability, performance, and quality ratio with each its formula.[4].By the estimation, low of availability point was failure -78,70%.It should be 90%.Highly unplanned stoppages were 21.9333,93 minutes for 31st and 1.668 minutes in last week.The both of reasons also supported the existing trouble.So, the researchers would fix the effectiveness of machine by reducing amount of unplanned stoppages.Another researcher gave a statement that the OEE tool could help to optimize the performance of existing capacity [5].OEE score 63-79% indicated that experiment had improvement in productivity and quality of product [3].

D. Time and Venue Stoppages
The researchers used Visual Loss Mapp to guide where and how long stoppages.Data that needed was stoppages data from SAM software for 3 months (May -July, 17th to 31st week, see Figure 7 below).The image explained that the biggest problem was minor stoppages in packing area such as sachet jammed in 2nd formation unit (2059 minutes, 624 times) and 1st was 1619 minutes, 506 times.Next, in 1st and 2nd folding unit were 465,85 --265 and 266,85 minutes --198 times consecutively.Based on Figure 7, the researcher pulled the data in 31st week to know the newest condition in SIC line 1.Pareto diagram was given in Figure 8 to review and understand minor stoppages in last time.
Figure 8 showed that two machine component that donating higher minor stoppages was 1st and 2nd formation unit, 64% and 29,72% in Folding 1&2 Unit.So high condition (almost 93,78%) could be certain that the both tools got improvement.Analysing to the component utilized Go See Think Do (GSTD) way to find out the question source and then fixing treatment.

E. Presence Analysis of Minor Stoppages
Next way was to handle the existed problem that found out from the processing data.It was minor stoppages that still being present in component of formation and folding unitjammed sachet.The best treatment exploited an instrument.It was Go See Think Do (GSTD) that usually utilized to break the daily matter.GSTD could help user to get the trouble source that be on going (Gemba) and resumed in Table 1-3 and Figure 9 for the Formation 1 and 2 Unit), and Table 4-

Think
After founded the existed problem and standard investigation still happened so next ways was looking for the cause by thinking point.It was done through groupbrainstorming to get possible cause.In this stage, the researcher used devicefishbone and 5WHY analysis (Figure 9 and Table 2).Figure 9 showed that the matters were J, L, M, and N.

Do
After Go See and Think, the last step was implementation by the stakeholders.They had given the job to do section.The action was served in Table 3.    2. Think Figure 10 showed that two point of possible of root cause were K and L.Then, the problems were analyzed by 5WHY to know the truth matters in minor stoppages in folding 1&2 units.Table 5 gave data of the root causes in folding.

Do
Researcher from cellular company gave statement that better communication and team work must be promoted to establish autonomous maintenance teams.Report archive was arranged by the time to prepare future data analysis [6].

H. Minor Stoppages Report After Improvement From Go See Think Do
In Formation and Folding 1 & 2 Unit, the stakeholder had discussed the root causes and they were doing improvement.All progress was monitored to know success or not the action.If it was good perform so new standard was got and the company would do training and introduction to operator [7].The action also was done in food industry as continuous improvement process [8].This way aimed keeping result.In another hand, this chance did not work so other problems solving that more detailed used DMAIC (define, measure, analyse, improve, control) method.The evaluation was access every 10 weeks (from 32nd -41st weeks) and it was served in Figure 11.
Figure 11 showed that significantly decreasing for index minor stoppages in SIC line The researcher used manual data collection.OEE could do compilation between daily and artificial report.Both of them were headed to company future (Maran et al., 2012).Implementation was a next step to improve productivity thorough production planning and maintenance procedure [4], [9].

IV. CONCLUSION
Based on the description, the researcher had few main points such as conditions that giving the worst perform in SIC line 1.The experiment gave losses unplanned stoppages, minor stoppages.The bigger minor stoppages were sachet jammed in Formation and Folding 1&2 Unit.The detailed (for working of the autonomous maintenance) was founded in 31st weeks with 319 (64,60%) and 148 (29,72%) times in each series, then 519 as frequency total.Upgrading challenge that done to minimize the problems such as assembly center lining in separation unit 1 and 2, cover up of sensor holes in first product and reposition the sensor, modification gas slide guide from 12 to 5 mm, changing sensor from sensing dot to horizontal, reposition regulator pressure cross jaws and visual control pressure, implementation a new roller design completed with locked and a new drop plate design.Applications of autonomous maintenance to handle minor stoppage were routinely investigation of machine standard (lining, cleaning, and lubrication), GSTD as problem solving, quickly respond if it founded abnormality.

Figure 1 .
Figure 1.Achievement of asset intensity in SIC line 1 (source by annual report of PT NIKF).

Figure 3 .
Figure 3. Trend of availability ratio point

Figure 4 .
Figure 4. Preference of performance rate.

Figure 7 .
Figure 7. Outlet visual loss map in SIC line 1 in May -July (Source: stoppages analysis modulus -SAM in SIC line 1).
6 and Figure10for the Folding 1 and 2 Unit.

F
. GSTD to Minor Stoppages on Formation 1 and 2 Unit 1. Go See A = case did not open, B = soon vacuum in robot was hard, C = parameter of stopper plate had changed, D = puffing device was not calibrated, E = conveyor installation of formation unit was wrong, F = how to pair magazine case was wrong, G = standard cleaning was not exist yet, H = area of formation unit was slippery, I = area of formation unit was dirty, J = sensor did not detect sachet, K = loss vacuum in robot, L = tip of the sachet stuck in finger pusher, M = end of the sachet stuck in sensor hole, N = sachet left in separation unit, O = new operator, P = skill operator.

Figure 9 .
Figure 9. Fishbone of sachet jammed in formation unit through Think step.

Folding
using 4W1H) Problem sachet jammed on Folding 1&2 Unit until 31st week by ACF operator got 148 times Check Points Y (Yes), N (No), N/A was not available for the check box What was the action?If the answer was NO and valid, write the action, who, when and status Who When Status Y What was the standard exist?(If yes, go to next question, if not so move to Think Do phase) Puffing of sachet checking was determined (9-10 mm/8 sachets) (NO OPL : 0616-IC5-180) and auto machine operation of chain folding (6761.16.W.047-0standard follow?(If yes, go to Think Do phase, if not so go to the next point Checking was done every 30 minutes by operator ACF (NO OPL : 0616-IC5-180) lesson (OPL) to operator ACF (NO OPL : 0616-IC5-180) Septian July 20th Done Y Was the standard easy to understand?OPL was given with the pictures for easy learning and directly practice Septian July 20th Done Y Was the parameter or equipment suitable into specification?Jig tools of puff checking was suitable standard and fulfil scale to simplify the checking

Figure 10 .
Figure 10.Fishbone of sachet jammed in folding unit through Think step.A = laminate was rigid and shiny, B = sachet puffing was not standard, C = puffing device was not calibrated, D = installation of conveyor folding was wrong, E = parameter of folding unit had changed, F = puff checking had difference, G = cleaning standard was not existed

Figure 11 .
Figure 11.Index minor stoppages in SIC line 1 before and after improvement.

TABLE 1 .
GO SEE TO MINOR STOPPAGES IN FORMATION 1 AND 2 UNIT Focus

TABLE III ACTION
LIST FROM CAUSE ROOTS OF MINOR STOPPAGES IN FORMATION 1 AND 2 UNIT Root CausesAction List Who RC 1Installation centre lining in separation unit 1 and 2 Ropikin RC 2Modification of the gap slide guide from 12 to 5 mm Afipudin RC 3Close the sensor hole on first product and reposition of the sensor Afipudin RC 4Sensor replacement from type of sensing dot type to horizontal Handi KoswaraG.GSTD to Minor Stoppages on Folding 1 and 2 Unit 1. Go See

TABLE IV GO
SEE TO MINOR STOPPAGES IN FOLDING 1 AND 2 UNITS Focus on the problem (4W1H) Problem of sachet jammed

TABLE V 5WHY
ANALYSIS OF MINOR STOPPAGES IN FOLDING 1 AND 2 UNIT -THINK STAGE

TABLE VI ACTION
LIST FROM CAUSE ROOTS OF MINOR STOPPAGES IN FOLDING 1 AND 2 UNIT E