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Implementation of Maintenance Management at Manufacturing Industry: A

Survey of Maintenance Characteristics

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Proceedings of the International Conference on Industrial Engineering and Operations Management
Istanbul, Turkey, March 7-10, 2022

Implementation of Maintenance Management at

Manufacturing Industry: A Survey of Maintenance
Characteristics
Fahmi Ramadhan Putra, Annisa Khairani, Asrie Permata Dini,
Desi Triyana, Rahmat Nurcahyo
Department of Industrial Engineering
Faculty of Engineering
Universitas Indonesia
Depok, Indonesia
fahmi.ramadhan01@ui.ac.id, annisa.khairani01@ui.ac.id, asrie.permata@ui.ac.id,
desi.triyana01@ui.ac.id, rahmat@eng.ui.ac.id

Abstract
A survey of maintenance characteristics was needed to analyze the maintenance management implementation and was
deployed to 4 organizations in the manufacturing sector. The survey used a 5-point Likert scale which consisted of 29
questions. The result from the survey obtained key maintenance characteristics for each criterion, namely breakdown
time, the availability of daily, weekly and monthly schedules, the critical level of equipment, the availability of budget
for essential machines or equipment, the administration record of budget utilization, and determination of maintenance
management KPI (Key Performance Indicator) which is based on company’s KPI. Another result of the survey is that
TPM (Total Productive Maintenance) takes OEE (Overall Equipment Effectiveness), breakdown time, MTBF (Mean
Time Between Failures), and MTTR (Mean Time to Repair) as its performance measurement while PM (Preventive
Maintenance) only measures OEE and breakdown time. This research arguably has theoretical and practical
contributions. Theoretically, this research was one of the few attempts to determine maintenance management
characteristics by comparing Preventive Maintenance (PM) and Total Productive Maintenance (TPM). Practically,
this study could guide the organizations to implement maintenance activity by considering the maintenance
characteristics explained in this research.

Keywords
Maintenance Management, Preventive Maintenance, Survey, Total Productive Maintenance, and Manufacturing.

1. Introduction
Manufacturing is one of the leading industries and economic contributors in the world. Manufacturing played a crucial
role in economic growth for a country. The manufacturing sector has been considered the main engine of economic
growth and development since the industrial revolution (Szirmai 2011). Kaldor concluded that manufacturing is an
engine for most developing countries’ growth (Neemi 1999). McCausland and Theodossiou (2012) support Kaldor's
theory that manufacturing is also an engine for developed countries’ growth between 1992-2007.

Manufacturing makes products from raw materials with various processes, operations, equipment, and workforce
according to a detailed plan (Scallan 2000). Another definition of manufacturing is converting stuff into things
(DeGarmo et al. 1988). Examples of manufacturing processes are the production process of an automotive part,
chemical products, textile, etc. The manufacturing process depends on utilizing the workforce, equipment, tools, and
machines to produce the desired position. The manufacturing process relies on the availability and performance of
this equipment and tools. Unfortunately, production equipment and tools are always liable to use and require
maintenance (Poor et al. 2019).

Maintenance is required in the production system. Maintenance becomes the production system’s center point, part of
a global enterprise (Nurchayo et al. 2018). Maintenance is a combination of administrative and technical actions
intended to retain an item or restore it to a state where it could perform a required function (Nurcahyo et al. 2018).

© IEOM Society International

Proceedings of the International Conference on Industrial Engineering and Operations Management
Istanbul, Turkey, March 7-10, 2022

Another definition of maintenance is the set of activities performed during the life cycle of an item to preserve the
value of an asset (Al-Turki et al. 2014). Maintenance is not just ensuring the equipment availability but also aiming
to achieve the organization's goals and objectives (Velmurugan and Dhingra 2015).

Ensuring efficient production and equipment availability relies on how the organizations can integrate maintenance
functions with other functions (Velmurugan and Dhingra 2015). The inadequacies of the maintenance practice have
affected rapid deterioration in production facilities, reduced throughput, and reliability of production facilities, and
lowered equipment availability (Ahuja and Khamba 2008). The equipment breakdowns could have negative impacts
on production loss which affected the cost components of the firm (Dachyar et al. 2018).

The decisive factor for maximizing manufacturing asset value in terms of reliability, cost, and productivity is
maintenance management, involving planning, organizing, and controlling responsibilities (Al-Turki et al. 2014).
Manufacturing technology advancement is required in maintenance management for maintaining assets in terms of
product reliability, availability, and safety, in addition to its financial value (Al-Turki et al. 2014). Thus, the success
of manufacturing firms is emphasized in maintenance management (Al-Turki et al. 2014).

Remarkably research has been carried out in terms of maintenance management. Marquez et al. (2009) summarize
that the process is needed to manage maintenance management. Wienker et al. (2016) stated in their research that
working maintenance management without a computer-based system is almost impossible. Sinha (2015) developed
particular actions, namely Actionable Program for Maintenance, which can be used for effective and efficient
maintenance management. Fraser et al. (2015), in their research, found that Total Productive Maintenance (TPM),
Condition Based Maintenance (CBM), and Reliability Centered Maintenance (RCM) are the popular management
models. Research on conveyor networks in underground copper ore mines has been completed by Stefaniak et al.
(2016), in which maintenance management requires a dedicated computerized system.

Even though several types of research have been conducted to observe and understand the practice of maintenance
management in many sectors, there is still a limited amount of research that elaborates the maintenance characteristics
in the manufacturing industry. Besides that, the lack of research observation regarding the differences in maintenance
characteristics by comparing the organizations which have implemented fully Total Productive Maintenance with the
other organization which has applied Preventive Maintenance only without Total Productive Maintenance practice.
This paper aims to understand and identify the most critical maintenance characteristics of the manufacturing sector.

1.1 Objectives
The following objectives are defined as:
1. To understand the maintenance characteristics in the manufacturing sector
2. To understand the maintenance characteristics difference between Total Productive Maintenance and Preventive
Maintenance

2. Literature Review

2.1 Manufacturing
Manufacturing produces goods by converting raw materials using machines, tools, labor, and chemical processing.
Manufacturing could give an added value to the raw material being processed. The goal of any organization in the
manufacturing sector is to obtain the value-added. Examples of manufacturing processes are the production of
chemical, automotive parts, pharmacy, and many more. Manufacturing is generally conducted on a large scale using
skilled labor and technology.

Organizations need to manage their resources to produce the part item to remain competitive. The resources need to
be governed by the organization based on machine or equipment availability. Maintenance is required to keep the
machine functioning properly during the manufacturing process. Care is one of the significant activities influencing
production quality and quantity, affecting production cost and customer satisfaction (Al-Turki 2014). Hence,
maintenance practice played a vital role in the manufacturing process.

2.2 Maintenance Management

© IEOM Society International

Proceedings of the International Conference on Industrial Engineering and Operations Management
Istanbul, Turkey, March 7-10, 2022

Management is the process of leading and managing all or part of an organization, usually a business, through the
deployment and manipulation of resources (Marquez 2006). Meanwhile, maintenance is described as a combination
of technical, administrative, and management actions carried out throughout the life cycle of an item, workplace, work
equipment, or mode of transportation to protect the asset's worth (Al-Turki 2014). Maintenance is also defined as a
combination of all administrative, technical, and managerial actions during the life cycle of an item intended to retain
it or restore it to a condition in which the thing could perform the required action (BSI Standards Limited 2017).

Another term having the same meaning to maintenance is Maintenance, Repair, and Overhaul (MRO). MRO means a
comprehensive term including steps that need to be taken to ensure continuity of operation equipment (Kamili 2020).
MRO activities are related to modification, inspection, overhaul, repair, and service (Anham 2019). The goals of
maintenance are keeping availability, reliability, and productivity of its assets. Another maintenance goal is to improve
the manufacturing system of company productivity and profitability in cost efficiency and product quality
improvement (Alsyouf 2003).

Moreover, maintenance management is defined as all activities of the management determining the maintenance
requirements, strategies and responsibilities, objectives, and implementation of them by involving maintenance
planning, maintenance control, and the improvement of maintenance activities and economics (BSI Standards Limited
2017). Maintenance management also means an act of planning, controlling, and organizing maintenance operations
to maintain the ability of industrial facilities to function correctly in a ready-to-use condition (Setiawan et al. 2019).

Maintenance planning contributes positively to effective maintenance activity (Nurcahyo et al. 2018). Maintenance
planning is done at three levels: strategic, medium, and short-term (Al-Turki 2014). A Maintenance strategy is created
based on organizational objectives and is based on understanding the role of maintenance in corporate strategy (Al-
Turki 2014).

Plans need to be combined with a mechanism for monitoring the effectiveness of the programs allowing for corrective
actions and contingency planning (Al-Turki 2014). Hence, the performance measurement system helps measure the
maintenance achievement based on organization targets (Al-Turki 2014). Many performance levels could be used,
such as Overall Equipment Effectiveness (OEE) and breakdown time. To evaluate the effects of a machine breakdown,
parameters such as Mean Time Between Failures (MTBF) and Mean Time To Repair (MTTR) can be used as the
measurement (Ahmadi et al. 2016).

Singh et al. (2020) explained that OEE (Overall Equipment Effectiveness) implementation prolongs the life of
machines by improving and monitoring the maintenance process. Implementing TPM was beneficial to limit
breakdown time and emergence failures (Shagluf et al.2014). Mean Time Between Failures (MTBF) is an index
providing information regarding equipment reliability. At the same time, Mean Time To Repair (MTTR) is the average
time needed to repair a malfunction (Ribeiro et al. 2019). The formula calculation can be found between MTBF,
MTTR, and Ai-related breakdown in the beer filling production line (Zeng 2021).

2.3 Maintenance Management Characteristics

Au-Yong et al. (2013) divided characteristics of preventive maintenance into two parts such as scheduled maintenance
and condition-based maintenance:
● Scheduled maintenance is labor, spare parts, material, interval, cost budgeting.
● Condition-based maintenance is proficient manager, data integration, monitoring, and inspection recurrence.

Cholasuke et al. (2004) stated that the maintenance characteristics consist of policy deployment and organization,
maintenance approach, task planning and scheduling, information management and CMMs, spare part management,
human resource management, contracting out maintenance, financial aspect, and continuous improvement.

2.4 Likert Scale

A Likert scale is a psychometric scale with numerous categories in which respondents can express their ideas, attitudes,
or feelings about a topic (Nemoto and Beglar 2014). According to Diamantopoulos (2012), the Likert Scale needs at
least four items to get consistent evaluation results (Willits et al. 2016).

© IEOM Society International

Proceedings of the International Conference on Industrial Engineering and Operations Management
Istanbul, Turkey, March 7-10, 2022

3. Methodology
The concept of maintenance characteristics has attracted authors to explore its implementation in the manufacturing
industry. The manufacturing industry was chosen due to the rapid change of the technology used, which requires
maintenance to keep manufacturing assets available and reliable. The methodology of this research comprises the
following steps:

1. Literature review
This step is done to understand the research theme, the definition of maintenance characteristics, and
application in industries.
2. Survey questionnaire development
This research divides the maintenance characteristics into five criteria: performance measurement,
maintenance management, equipment & spare part management, maintenance cost, and maintenance
strategy. The questionnaire consists of 29 questions. The survey collects information to compare, describe,
and explain: knowledge, practice, and behavior (Fink 1995). This research uses surveys to gain information
related to maintenance practices in the manufacturing industry. The survey uses a Likert scale to give a rating
for each criterion. Holgado et al. (2016) use the Likert scale in their research of e-maintenance in service
provision. Hence, the authors use a 5-point Likert scale to measure the maintenance characteristics. The
definition of each scale is explained in table 1.

Table 1. 5-point Likert Scale

Scale Information

1 Never

2 Rare

3 Sometimes

4 Often

5 Always

3. Questionnaire deployment & data gathering

The survey questionnaire is then deployed to 4 companies representatives engaged in the manufacturing
industry. Those four companies implement maintenance management either using Total Productive
Maintenance or Preventive Maintenance. The company’s full name is not stated due to confidentiality, but a
brief profile is reviewed below in table 2.

Table 2. Company Profile

Company Initial Main Business Location Type of Maintenance

FI Chemical products Indonesia Preventive Maintenance

DF Pharmacy Indonesia Total Productive Maintenance

IK Tire component Indonesia Total Productive Maintenance

PS Fishing gear Indonesia Preventive Maintenance

© IEOM Society International

Proceedings of the International Conference on Industrial Engineering and Operations Management
Istanbul, Turkey, March 7-10, 2022

4. Data analysis
Data from the questionnaire is then analyzed further to compare each maintenance characteristic. The analysis
includes measuring the total score of each criterion from all respondents to obtain the highest score sub-
criteria for each criterion in the maintenance management indicator. The maximum score for sub-criteria is
20. The data which was collected is listed out as per respondent in the Table 3

4. Data Collection

Table 3. Survey Result

Measurement Indicator of Maintenance Respondent
Management Total

FI DF IK PS

A Performance Measurement System Criteria

1 Maintenance Management Measurement

Overall Equipment Effectiveness (OEE) 4 5 4 3 16

Breakdown Time 5 5 5 4 19

Mean Time Between Failures (MTBF) 2 4 4 4 14

Mean Time To Repair (MTTR) 2 4 4 1 11

2 Steps to Achieve Maintenance Management

Indicators

Coordination between production and 5 4 4 5 18

maintenance department

Perform maintenance management based on 4 5 5 3 17

the Plan–Do–Check–Act (PDCA) cycle

Release Corrective Action Report (CAR) 4 3 4 2 13

B Maintenance Management Criteria

1 Planning and Scheduling

Documentation of planning and scheduling 5 4 5 5 19

administration is available

© IEOM Society International

Proceedings of the International Conference on Industrial Engineering and Operations Management
Istanbul, Turkey, March 7-10, 2022

Daily, the weekly, monthly schedule is 5 5 5 5 20

available

Tools Utilization in Condition Monitoring 4 3 4 2 13

2 The benefit of Condition Monitoring

Implementation in Maintenance
Management

Minimize breakdown time 5 4 4 3 16

Minimize product failure caused by the 5 5 5 3 18

machine

Improve the quality of maintenance 4 5 5 3 17

management

C Equipment & Spare Part Management

Criteria

1 Factors to consider in designing equipment

& spare part management

Suitability of production time with 4 4 4 4 15

maintenance management schedule

Critical level of equipment 4 4 5 5 18

Organization budget 4 5 3 5 17

Supplier availability in providing equipment / 4 3 5 2 14

spare part

2 Inventory Control Strategy

Utilize min-max order 4 5 4 2 15

A lead time of spare part availability 4 3 5 4 16

Administration record of the item 4 4 4 5 16

D Maintenance Cost Criteria

1 Budget Utilization

Maximum utilization of maintenance budget 4 3 1 3 11

Budget is available for critical 5 5 4 4 18

machine/equipment

Budget is available for spare part 4 4 4 4 15

© IEOM Society International

Proceedings of the International Conference on Industrial Engineering and Operations Management
Istanbul, Turkey, March 7-10, 2022

Consideration and measurement of machine 3 4 4 5 16

depreciation

Maintenance cost allocation for routine and 4 4 4 4 16

non-routine maintenance

Administration record of budget utilization 4 5 4 5 18

E Maintenance Strategy Criteria

1 Alignment of maintenance strategy with

company policy

Determination of maintenance management 5 5 5 3 18

Key Performance Indicator (KPI) based on
company’s KPI

2 Determination of outsourcing

Supplier’s knowledge of equipment 4 4 5 2 15

Availability of resources 4 4 5 2 15

Total 119 122 124 102 464

© IEOM Society International

Proceedings of the International Conference on Industrial Engineering and Operations Management
Istanbul, Turkey, March 7-10, 2022

5. Results and Discussion

5.1 Maintenance Characteristics Criteria at Manufacturing Sector

Figure 1. Result of Maintenance Characteristics for Each criterion at Manufacturing Sector

© IEOM Society International

Proceedings of the International Conference on Industrial Engineering and Operations Management
Istanbul, Turkey, March 7-10, 2022

Based on the data collected from survey results, the data is then visualized in graphs using radar charts. Figure 1 shows
the effect of maintenance characteristics for each criterion in the manufacturing sector. The result was done by using
a survey in which each respondent was asked to identify maintenance characteristics that were applied frequently on
each criterion. Using a 5-point Likert scale, their judgment was calculated as a number and represented in radar charts.
The radar charts depict each maintenance criteria. The maximum bar score in the chart was estimated by calculating
the total score of all four respondents, with 20 as the top score.

The first criteria from figure 1 are performance measurement criteria. From figure 1, we can conclude that breakdown
time comes as the priority applied in the manufacturing process. This maintenance characteristic obtains a score of 19
from 4 respondents. This could be reasonable as breakdown time is the most critical maintenance characteristic in
many organizations. High breakdown time could affect the production process leading to revenue loss. Hence,
organizations need to implement good maintenance to prevent high breakdown time.

The second criterion is maintenance management. The availability of daily, weekly, and monthly schedules becomes
the priority in this criterion. This maintenance characteristic obtains a total score of 20 from 4 respondents. The
availability of maintenance schedules becomes critical as it guides the maintenance technicians and production
operators to perform maintenance as required. This maintenance schedule also helps prevent unnecessary maintenance
activities that could consume budget organizations.

The third criteria are equipment and spare part management. The critical level of equipment is the top priority in this
criterion. This maintenance characteristic obtains a score of 18 from 4 respondents. Compared to other elements in
the equipment and spare part management criteria, the critical level of equipment is the most vital factor that should
be identified to achieve performance. The maintenance department needs to prepare the equipment leveling to prevent
any shortage of equipment if a failure occurs during the production process. This should be done to avoid breakdown
time leading to production loss and high maintenance costs.

The fourth criterion is maintenance cost. Budget availability for critical machines or equipment and the administration
record of budget utilization become the requirements’ priority. The organization needs to allocate a high portion of
the maintenance budget on the critical machine or equipment that frequently needs to be maintained. This is to ensure
the continuity of the production process. On the other hand, the record of budget utilization is required to monitor the
maintenance cost to prevent over budget.

The last criterion is maintenance strategy. Determination of maintenance management Key Performance Indicator
(KPI), based on the company’s KPI, becomes the top priority in the maintenance strategy criteria. The key
performance indicator of maintenance management is significant as it determines the organization’s strategy to
achieve maintenance management objectives. If there is no alignment between the maintenance department and the
organization’s Key Performance Indicator, the organization could fail to accomplish the maintenance management
target.

5.2 Maintenance Types: Preventive Maintenance VS Total Productive Maintenance

This research was conducted on four manufacturing organizations, two of which each applied Preventive Maintenance
(PM) and Total Productive Maintenance (TPM). Preventive Maintenance (PM) was used on FI and PS organizations,
while Total Productive Maintenance (TPM) was applied on DF and IK organizations.

The survey implied that the score of performance measurement criteria between organizations implementing Total
Productive Maintenance (TPM) and Preventive Maintenance (PM) differs. Total Productive Maintenance (TPM) takes
OEE, breakdown time, MTBF, and MTTR as its performance measurement, while preventive maintenance (PM) only
measures OEE and breakdown time. Simply said, Total Productive Maintenance (TPM) considers more variables as
its measurements. Another difference between those maintenance types is the approach to achieving measurement
targets. PM treats coordination production and maintenance departments more than performing maintenance using the
PDCA (plan–do–check–act) cycle, while Total Productive Maintenance (TPM) does the opposite.

6. Conclusion
This research aims to observe maintenance management implementation and the difference in maintenance type in
manufacturing. The result from the survey obtained key maintenance characteristics for each criterion, namely
breakdown time, the availability of daily, weekly and monthly schedules, the critical level of equipment, the

© IEOM Society International

Proceedings of the International Conference on Industrial Engineering and Operations Management
Istanbul, Turkey, March 7-10, 2022

availability of budget for essential machines or equipment, the administration record of budget utilization, and
determination of maintenance management Key Performance Indicator (KPI) which is based on company Key
Performance Indicator (KPI). Another survey result is that Total Productive Maintenance (TPM) takes OEE,
breakdown time, MTBF, and MTTR as its performance measurement while PM only measures OEE and breakdown
time.

This research provides theoretical and practical contributions. Theoretically, this research was one of the few attempts
to determine maintenance management characteristics by comparing Preventive Maintenance (PM) and Total
Productive Maintenance (TPM). Practically, this study could guide the organizations to implement maintenance
activity by considering the maintenance characteristics explained in this research.

The limitation of this research lies in the lack of data surveys on organizations implementing maintenance
management. Besides, this research only observes manufacturing organizations in Indonesia. So, future research
should be done by having more data surveys comparing Total Productive Maintenance (TPM) and Preventive
Maintenance (PM) practices in manufacturing organizations. Moreover, future research should cover and compare
manufacturing organizations outside Indonesia to acquire comprehensive insights.

7. References
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and Overhaul (MRO) Industry.
Alsyouf, Imad, 2007. The role of maintenance in improving companies’ productivity and profitability. Sweden
Anham, Saiful., Rahmat Nurcahyo., Farizal., 2019. Implementation of Lean Supply Chain Management on
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maintenance management framework: A practical view to maintenance management. Spain.
Dachyar, A. Rahmat Nurcahyo and Yunus Tohir, 2018. Maintenance Strategy Selection For Steam Power Plant In
Range Of Capacity 300 - 625 Mw In Indonesia.
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Machine Positional Errors.
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Optimal Maintenance Performance: A Case Study of Office Buildings
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Istanbul, Turkey, March 7-10, 2022

Peng, Cheong Au-Yong, Azlan Shah Ali., and Faizah Ahmad. 2014. Preventive Maintenance Characteristics
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Biographies
Fahmi Ramadhan Putra currently pursues his Master’s degree in Industrial Engineering Department, with Industrial
Management as specialization at Universitas Indonesia, Depok, Indonesia. He received his bachelor’s degree in
Chemical Engineering from Diponegoro University, Semarang, Indonesia, in 2015. His area of interest includes
strategic management, business process reengineering, continuous improvement, industry 4.0, and data science.

Annisa Khairani is a graduate student of Industrial Engineering at Universitas Indonesia. She previously worked for
6 years as Research and Development Engineer in Nissan Motor Indonesia. She was in charge of Interior Trim new
project development, cost reduction and quality improvement. She earned her Bachelor’s degree in Industrial
Engineering from Telkom Institute of Technology in 2012.

Asrie Permata Dini is a master’s student in the Industrial Engineering Department at Universitas Indonesia, Depok,
Indonesia. She finished a Bachelor of Engineering degree in Industrial Engineering at Telkom University Bandung,
Indonesia, in 2015. She was in charge of corporation agreement projects, social media marketing strategies, solution
management, and product innovation.

Desi Triyana currently pursues her Master's Degree in Industrial Engineering Department, Universitas Indonesia,
concentrating in Industrial Management class of 2020. She earned a Bachelor in German Literature Department,
Universitas Indonesia, Depok, Indonesia. Now, she is working in a global Information Technology company as Asia
Pacific Operation Executive, handling operations for six countries.

Rahmat Nurcahyo is a senior lecturer in the Industrial Engineering Department, Faculty of Engineering Universitas
Indonesia. He holds a Bachelor of Engineering degree in Mechanical Engineering from Universitas Indonesia, a
Master of Engineering Science degree in Industrial Management from the University of New South Wales Australia,
and a Doctoral degree in Strategic Management from Universitas Indonesia. His research interest is in total quality
management, production system, lean system, and maintenance management. He served as faculty advisor of IEOM
student chapter Universitas Indonesia.

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