MAINTENANCE STRATEGY FOR AGING FACILITIES OF OIL AND GAS COMPANY

• Main Author: Hadinata Lumban Gaol, Esron
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/83487
• Institution: Institut Teknologi Bandung

This study aims to develop a functional maintenance management strategy that goes beyond its traditional role as a cost center or merely a support function, positioning it as a dynamic profit source for NSO. The strategy focuses on optimizing equipment efficiency, reliability, and longevity, addressing challenges related to asset aging. By adopting a proactive and value-based maintenance model, this strategy seeks to minimize downtime and costs, reduce loss production opportunities, enhance operational performance, and ultimately contribute to the company's profitability. The methodology involves comprehensive external and internal analysis. External analysis includes PESTEL, Porter's Five Forces, and consumer analysis, while internal analysis encompasses resource analysis, Porter's Value Chain framework, core competency analysis, and VRIO analysis. The findings from these analyses are synthesized into a SWOT analysis, followed by a TOWS matrix to determine alternative strategies, which are then translated into actionable implementation plans. The main findings propose four strategic solutions: first, risk-based maintenance management using CMMS, which includes maintenance planning, execution, controlling and monitoring, and evaluation. Second, the development of a superior maintenance organization involves forecasting maintenance workload, capacity planning, organizational structuring (centralized, decentralized, or hybrid), and identifying in-house and outsourced maintenance work. Third, enhancing workforce skills through the development of skill matrices, emphasizing safety and regulatory compliance, continuous training and skill development, and regular evaluations to adapt to changing requirements. Fourth, developing strategic partnerships with suppliers through synergy in joint procurement with fellow PSCs, both with subsidiary entities under the Sub Holding Company and with other PSCs, as well as seeking synergy opportunities with state-owned enterprises and their affiliates. The study concludes that a structured, risk-oriented approach, comprehensive planning, workforce skill enhancement, and strategic collaboration can transform maintenance management into a sustainable profit source. Given the dynamic nature of the industry, companies must regularly review and adjust their maintenance strategies. This approach aligns with asset integrity management systems based on continuous improvement principles, ensuring maintenance strategies remain optimal and responsive to evolving challenges. Consequently, maintenance management becomes not only a profit source but also a crucial pillar of operational sustainability.