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1.1. Maintenance Management & Support Capability

Definition

The Project Execution Plan is the top level planning and guidance document for the project. It provides directions to the project personnel concerning how the project will be managed and establishes the project baselines. This will include the objective, scope and definition, framework, process flow, timeline, and attachment.Project Overview

STC-0749B Project is a Vendor Support Agreement developed by PHE for improving Reciprocating Engine performance operated in North Java Sea area. Basically the agreement is consist of Maintenance and Repair works during a specific time frame, bounded in an integrated Planning for execution. The Project is developed by making an arrangement for all resources and material required to perform the jobs. Tentatively the STC-0749B Reciprocating Engine Services Agreement shall be started after the existing STC-0418A Agreement is expired by August, with 36 months duration.

Project Execution Plan Objectives

Identify executable field activities that align with mid and long term planning

Prioritize and optimize the work plans

Develop and communicate a frozen optimized schedule

Ensure the required materials, personnel, tools, permits, and process equipment are available for execution

Manage opportunities and unplanned constraints during execution

Monitor and improve compliance with process and delivery of value

All relevant interfaces between activities, resource usages, constraints, or opportunities are identified and coordinated

All critical work on 3 years is identified

Contingency plans or likely risk areas of the work plan are identified for all major activities

Scope of Works

In General the scope of works of STC-0749B can be described as: Providing Maintenance Support, Maintenance Works (such as Preventive Maintenance, Corrective Maintenance and Troubleshooting), Top Overhaul and General Overhaul.

Details of scope of work are described on Attachment-1.

A. MAN POWER MANAGEMENT

Organization developmentThe proposed organization to Support PHE West operation is generated from Functional model as can be seen on the illustration below. The model was developed after mapping specific function within PHE Management. By setting up the Function at the beginning, we are supposed to have a better understanding on how the Function should interact in order to achieve the main goal: alignment with Specific Function within PHE Management.

Functional ModelBasically there are four groups on the model, they are:

Strategic Planning groups Project Leader, Contract Admin Coordinator, Maintenance Coordinator, Project Engineer and Daily Operation Coordinator. The main focus is to set the Long Term Planning and the Maintenance Strategy considering Technical, Administrative and Commercial aspect.

Field Operation team This executor team is basically the Daily Operation team, which consist of Main Technician Team and the Back-up Team. The main focus is to execute every single Maintenance & Repair tasks defined by the Strategic Planning Group, perform data collection and control data validity. Support groups SHE Department, Finance Department, Service Operation Department and Parts Operation Department. The focus is to ensure the implementation accuracy and quality of every internal process delivered to Strategic Planning Group and Executor Team and performs technical assistance if required. Contract Owner on behalf of the Company, focus on Delivery commitment and Dealership value.

Communication PlanAll members of the project team are required to keep their Team Leader informed of any matter that may impact on the quality, timing or cost of the project. Urgent matters must be raised promptly; routine matters must be raised at the next team meeting. Specific Issues requiring action or decisions outside the project team members normal authority, need to be registered with the Project Admin Coordinator.

Generally the Project Manager or the Business Analyst will be expected to produce summary status reports on a monthly basis. The distribution of this report should be agreed with the Project Owner. The distribution may be greater than, but will at least be, the Operational Management Team.

Communication ModelRegular meeting to address Operational Concerns

External meeting with PHE Management, Internal coordination plan for action plan, define Management concerns

Documentation

Regular meeting to address Management / High Level Concerns

External meeting with PHE, Internal coordination

Documentation

B. PLANNING AND SCHEDULING

DefinitionPlanning - A process of detailing activities required to meet PHE objectives. Planning defines the sequence, duration, materials and resources required to perform the work based on the approved activity.

Schedule - is a process of defining the optimum time to execute a set of planned activities; focuses on the optimization of resources and opportunities to ensure the most efficient execution of the planned activity set to support delivery of the business objectives.

Maintenance StrategyThe general Strategy is to align all Routine Maintenance (PM, Overhaul) as per Manufacture recommendation with functional target requirement and serviced as a Long Term Planning. In this case PHE ONWJ West Business Plan is the reference for Objective.

Planning

The overall Planning can be grouped into two, Routine and Not Routine.

The Routine consist of Preventive Maintenance, In frame overhaul, Top Overhaul and General Overhaul.

Summary of Top Overhaul and General Overhaul of Reciprocating Engine (Attachment-2)

Summary of PM Task for Reciprocating Engine (Attachment-3)

Trouble shooting, Corrective maintenance / Repair, Condition Monitoring and Engineering Innovation are grouped as Non Routine.

Project Deliverables

Planning will be reviewed & monitored by Quarterly and Monthly

Detailed Annual planning report

Detailed Quarterly planning report

Monthly Project Status Report

C. TRANSITION PLAN

A Transition Plan model is designed as an enabler for the Project Support Team deliver flexibility by accommodating any process changes process, material/asset and manpower.

The overall process is started by developing a kind of baseline and defining some change control parameters by which all changes will be quantified and measured.

All changes that have the potential to impact the project end-date will be reviewed against other project priorities / deliverables to identify potential trade-offs. The objective of this review is to protect the project end-date.

Transition plan tasks:

TaskResponsible & Team Member Phase

Coordinate transition planning meetingProject ManagerInitiation

Distribute project Initiation Plan or Project PlanProject Manager (business or technical)Initiation

Attend transition planning meetingPHE Project TeamInitiation

Review development project schedulePHE Project TeamInitiation

Review deliverables list to determine requirementsProject Manager , maintenance coordinator, Project EngineerInitiation

Develop matrix of required resources/skills Project Manager &HR DeptInitiation

Conduct skill gap analysis against all IS staffProject Manager &HR DeptInitiation

Identify project activities to be completed before transition can startProject Manager & Project EngineerInitiation

Handover role & responsibility process (vacation or replacement team member)PHE Project Team & HR DeptInitiation

D. SPARE PARTS MANAGEMENTAs a Caterpillar dealer, PT Trakindo Utama perform Procurement and Spare parts management in Parts Operation and Warehouse is manage properly in parts supply in using Caterpillar Standard Dealership World wide.

The overall Inventory System is managed by Dealer Business System (DBS), this world wide on-line system enable a Dealer to source spare parts from the main Distribution Center at US. For operational support, PT Trakindo Utama develops operational rules and guideline called Parts Operation SOP (Standard Operating Procedure). Basically the overall process can be grouped into 3 big processes; they are Inventory Management, Order Purchasing and Distribution.

Inventory management is a process to create spare parts inventory as a balance for spare parts support inquiry generated by equipment operation.

Order Processing is a process to execute spare parts inquiry from customers

Distribution will deal with transporting spare parts from a Dealer warehouse facility to the end user.

Quality commitment on managing the inventory is proven by achieving 5 Star Warehouse contamination control. It is a high standard performance set up by Caterpillar to measure the Dealer Warehouse performance which requires a yearly audit. Caterpillar certified Auditor at Region Level will conduct a monthly audit for ensure the consistency and improvement.E. TECHNICAL QUALITY MANAGEMENT

Technical Quality is a process to ensure the quality delivered through technical aspects. The process is started by validating the number and type of process required to perform the Project Execution Plan and identifying the Potential Risks. The next stem is developing technical procedure, check list or report required to manage all risks.

Technical Quality Management Plan tasks:

Responsibility for initiating and carrying out measures to ensure the highest quality standards Planning and implementing internal audits and supplier audits

Implementing QM reviews

Developing and introducing procedures and methods for process optimization

Independent supervision of quality improvement projects (CIP)

Process-risk analyses and deriving plans of action

QM advice in close cooperation with technical departments; training of employees in the Quality Management system

While the Project Issues Register will be under the control of the Project Manager or the contract admin coordinator, all members of the team and users are able to register issues. Problems/Issues can be raised directly with the Project Manager either verbally or in writing (including Email). Problems/Issues can also be raised via Project Team meetings. The Issues Register will be reviewed at the Project Team meetings and reported in Project Status Reports.Action points not progressed by the agreed completion date and which have a time or cost impact on the project, will automatically be escalated through the project hierarchy. Where issues remain unresolved within the project structure, the Project Manager will escalate the issue to the Project Owner as on Own be half company (Trakindo Utama).

Problems/Issues will be identified and reported, monitored and controlled, and resolved via the Project Issues Register, maintained by the Project Manager or the contract admin coordinator. This will record all key dependencies and issues, which may potentially impact the successful completion of the project. The Project Manager will escalate issues / problems where appropriate.

PHE ONWJ FUNCTIONAL ORGANIZATION

Service

Operation

Dept.

Parts

Operation

Dept.

Safety

Dept.

Finance

Dept.

Project

Leader

Engineer

Service

Leader

Contract

Owner

Contract Admin

Coordinator

Planner

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Technical requirement STC-0749B