Competition in the increasingly competitive industrial sector encourages companies to increase operational effectiveness and efficiency as an effort to maintain business continuity and strengthen competitiveness. PT Krakatau Maintenance and Workshop (PT KPdP), through its Strategic Business Unit–Central Maintenance (SBU-CM), has the responsibility to ensure the reliability of its assets, equipment, and production facilities. In its implementation, this unit still faces a number of obstacles, especially related to the lack of optimal integration of work processes between the Commercial, Procurement, and Human Resources (HR) sections, which have the potential to cause administrative obstacles, delays in the implementation of work, and an imbalance in the distribution of workloads. Internship activities were carried out using a qualitative approach with participatory observation methods, interviews, documentation studies, and direct involvement in operational activities for 30 days. Data was obtained through observation of the contract and service management process in the Commercial section, the procurement mechanism of goods and services in the Procurement section, HR management, and the review of company documents related to work procedures, organizational structure, and operational policies. The results of the analysis show that the operational effectiveness of SBU-CM is greatly influenced by the level of coordination and synchronization between parts. Some of the problems identified include complex administrative flows, cross-unit communication that has not run optimally, and uneven distribution of workloads. Efforts to align business flows through strengthening coordination between units, simplifying administrative procedures, and increasing communication effectiveness so that operational processes become more efficient, services and maintenance activities can be carried out faster, and PT KPdP's operational performance can continue to be improved continuously.