Public Training Schedule 2025

TPM Implementation and
TPM Excellence Award Category B

PT. Komatsu Undercarriage Indonesia

Client

PT. Komatsu Undercarriage Indonesia

Topic

Total Productive Maintenance

Project Duration

2013 - Present

Gallery

Overview

PT Komatsu Undercarriage Indonesia (KUI) has been the largest manufacturer and seller of crawler components and parts for construction and mining equipment in the region since 2001. KUI supports the Komatsu Group globally as one of its three main pillars. In the face of intense competition in the heavy-duty equipment sector, KUI is making its utmost efforts to achieve the business objective of “Providing Products that Satisfy Customers” by enhancing manufacturing competitiveness in both quality and reliability.

Solution

  • Since 2013, PQM Consultants have been facilitating the implementation of TPM (Total Productive Management, as defined by KUI) for 1 model machine in Forging and 15 pilot machines (including Machining and Assembly). The purpose of TPM is to build an improvement culture (raising people’s awareness), transform physical machines, and ultimately improve the overall efficiency of the company. The implementation is primarily based on 2 fundamental pillars: Autonomous Maintenance and Planned Maintenance.
  • Several Kaizen and daily problem-solving initiatives have been carried out by employees, with standards maintained throughout the TPM implementation. These include developing employees’ basic mentality, improving dandori (quick changeover of dies), reducing downtime (guide cotter, heat exchanger, electric motors), minimizing idle and stop time during door discharging or cool-water quenching, and synchronizing WIP supply between processes.
  • In June 2015, the President Director encouraged the KUI Team to enhance the TPM implementation by pursuing the TPM Award. From 2015 to 2018, we expanded the implementation from 2 to 5 basic TPM pillars (customized to meet company needs and TPM Award requirements). To strengthen the implementation, all pillars developed roadmaps and defined KPIs and KAIs to control activities. We involved all members across all pillars through Small Group Activities (SGA), which were established to achieve KPIs and KAIs. SGA served as a vehicle to boost project execution and as a platform for developing TPM members within the organization.
  • From the very beginning, TPM has received full support and involvement from top management. For example, a TPM Secretariat was assigned to support and facilitate TPM activities.

Results

KPI Baseline (2013) Achievement (2020)
OEE (Pilot Model)
41-62%
76-92%
OEE (Company Wide)
± 43%
± 83%
Cost Saving
±1.3 Mio. USD
±3.7 Mio. USD
Reject Ratio
0.9%
0.19%
Competency Fit to Work
100%
100%
Accident Number
11 cases
0 case
Energy Consumption
3-4%/ year
10-12%/year
TPM Award
N/A
Certified

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