scholarly journals Value Stream Mapping and Six Sigma Methods to Improve Service Quality at Automotive Services in indonesia

2021 ◽  
Vol 4 (2) ◽  
pp. 36
Author(s):  
Dimas Mukhlis Hidayat Fathurohman ◽  
◽  
Humiras Hadi Purba ◽  
Aris Trimarjoko ◽  
◽  
...  
Keyword(s):  
Customer Satisfaction ◽  
Service Quality ◽  
Lead Time ◽  
Service Industry ◽  
Control Method ◽  
Service Industries ◽  
Value Stream Mapping ◽  
Time Service ◽  
Value Stream ◽  
The Right

Automotive service industry currently holds an important role in helping to increase customer satisfaction. Various strategies are carried out to win the competition for increasing customer satisfaction. Quality service combined with the right instruments can be used to increase customer satisfaction and loyalty. Customer satisfaction is the key to success in the manufacturing and service industries. Service quality is an important attribute and it is a key factor in service industries. Improving lead time service in automotive Toyota dealer service industries is the focus of this research. Value Stream Mapping succeeded in identifying problems that were happening as an impact of waiting for services, washing processes, and length of service processes. The DMAIC (Define, Measure, Analyze, Improve and Control) method assisted by tools of quality successfully analyzed and gave recommended corrective actions to reduce the lead time of Express Maintenance Service from 120.06 minutes to 64.00 minutes or improved 53% per service cycle, and succeeded in increasing the capability of the service process from 1.96 sigma to 3.80 sigma. Quality of service can be improved to get customer satisfaction, increase company profitability, and increase the competitiveness of companies in maintaining the sustainability of the industry in the future.

The Application of Value Stream Mapping to Lean Engineering

2004 ◽  
Author(s):  
Sandeep J. Pavnaskar ◽  
John K. Gershenson
Keyword(s):  
Lead Time ◽  
Service Industry ◽  
Value Stream Mapping ◽  
Engineering Process ◽  
Current Form ◽  
Value Stream ◽  
The Past ◽  
Future State ◽  
Graphical Tool ◽  
First Time

For the past few years, almost every manufacturing or service industry has been trying to get “lean.” The tools that enable waste elimination in engineering processes are equally important and little has been done to map the application of lean tools from manufacturing to the engineering process. Value stream mapping for manufacturing is a basic, graphical tool used to describe production processes and highlight sources of waste. In its current form, value stream mapping cannot be implemented in engineering processes due to fundamental differences between manufacturing and engineering processes. This paper identifies these differences as well as similarities between the manufacturing and engineering. We then use them to create analogies that enable the adaptation of value stream mapping for use in engineering. The application of this tool to engineering processes is validated by an industry application to manufacturing engineering processes, specifically the equipment installation process. With this map of the equipment installation process, our industrial team was able to identify wastes and sources of wastes, and design a future state where the lead-time of the installation process was reduced by over 90% with a much better first time quality.

scholarly journals UPAYA PENINGKATAN KUALITAS PELAYANAN JALAN TOL SEMARANG-BAWEN DENGAN INTEGRASI METODE IMPORTANCE PERFORMANCE GAP ANALYSIS, LEAN, DAN SIX SIGMA

2017 ◽  
Vol 12 (2) ◽  
pp. 143
Author(s):  
Diana Puspita Sari ◽  
Ariani Putri Winanda ◽  
Arfan Bakhtiar ◽  
Dyah Ika Rinawati ◽  
Yusuf Widharto
Keyword(s):  
Service Quality ◽  
Six Sigma ◽  
Lead Time ◽  
Gap Analysis ◽  
Value Added ◽  
Value Stream Mapping ◽  
Performance Gap ◽  
Value Stream ◽  
Road Lighting

PT Trans Marga Jateng (TMJ) adalah sebuah perusahaan yang bergerak pada bidang jasa, yaitu mengelola jalan tol Semarang-Bawen. Berdasarkan survey pendahuluan yang dilakukan oleh PT TMJ menunjukkan bahwa kualitas pelayanan PT TMJ masih dianggap kurang memuaskan, sehingga perlu dilakukan penelitian mengenai peningkatan kualitas pelayanan. Kualitas pelayanan dapat diukur dari dua perspektif, yaitu perspektif internal dan perspektif eksternal. Perspektif eksternal dapat diukur dengan metode Importance Performance Gap Analysis (IPGA), sedangkan perspektif internal dapat diukur dengan metode  Lean dan Six Sigma. Sehingga, penelitian ini menggunakan integrasi metode IPGA,  Lean, dan Six Sigma dalam upaya meningkatkan kualitas pelayanan PT TMJ. Berdasarkan hasil penelitian, atribut kualitas pelayanan yang dianggap paling berpengaruh adalah penerangan jalan, kemulusan permukaan jalan, keselamatan mengemudi, dan penanganan kecelakaan. Usulan perbaikan yang diberikan untuk masing-masing atribut adalah penambahan lampu penerangan di titik-titik rawan kecelakaan, pemberian lapisan aspal pada bagian-bagian jalan yang bergelombang, memberikan perhatian khusus terhadap pelaksanaan indikator-indikator keselamatan mengemudi, dan perbaikan value stream pada penanganan kecelakaan. Value stream mapping hasil perbaikan menghasilkan waktu total lead time sebesar 150 menit dan persentase aktivitas value added sebesar 72,6%. AbstractPT Trans Marga Jateng (TMJ) is a company engaged in service sector, which is managing Semarang-Bawen toll road. The result of preliminary surveyconducted by PT TMJ showed that service quality of PT TMJ is still unsatisfactory, so it is necessary to do research on improving service quality. Service quality can be measured from two perspectives, i.e., internal perspective and external perspective. The external perspective can be measured with Importance Performance Gap Analysis (IPGA) method, while the internal perspective can be measured with Lean and Six Sigma method. Thus, this study will use the integration method of IPGA, lean, and six sigma in effort to improve service quality of PT TMJ. Based on the research result, service quality attributes considered the most influential is road lighting, road surface smoothness, driving safety, and accident handling. Suggested improvements for each attribute are road lighting installation at vulnerable points of accidents,asphalt layer installation on bumpy roads, paying particular attention to the implementation of safety driving indicator, and improving value stream of accident handling. Based on future state value stream mapping, total lead time is 150 minutes and value added activity percentage is 72,6%. 

Lean Solutions in Batch Manufacturing Process with Applicability in Bumpers Production

2016 ◽  
Vol 834 ◽  
pp. 205-210
Author(s):  
Elena Loredana Terzea ◽  
Antonia Cristina Barascu ◽  
Iulian Razvan Soare
Keyword(s):  
Automotive Industry ◽  
Food Processing ◽  
Lead Time ◽  
Batch Processes ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Industry Sector ◽  
Current Value ◽  
Lean Methods

Batch processes includes paint manufacturing, food processing, pharmaceutical industry, etc. The paper focuses on the process of paint manufacturing. The main contribution is the design of the current value stream mapping, very useful to understand the causes of waste and lead-time. This paper points out the necessity of applying lean methods within automotive industry, sector of bumpers painting and assembly, based on a real case-study.

Innovation of SME service industry in Indonesia in improving customer satisfaction

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Lim Sanny ◽  
Verencia Angelina ◽  
Bernando Budi Christian
Keyword(s):  
Customer Satisfaction ◽  
Service Quality ◽  
Quality Function Deployment ◽  
Service Industry ◽  
Air Conditioner ◽  
Sound System ◽  
Content Type ◽  
Strategic Option ◽  
Technical Requirements ◽  
Research Company

Purpose Small-medium enterprise (SME) service industry is an industry that continues to experience growth in developed and developing countries, including Indonesia. SME service industry that engaged in the service industry, namely, rental for generator set, air conditioner and sound system. In recent years, this SME has been experienced in declining in sales and getting some complaints from their customers. Many studies suggest that service quality and customer satisfaction are the key factors in the service industry. The purpose of this paper is to analyze the quality of service based on the customer’s perspective. Design/methodology/approach Data was collected using a combination of literature review, interview, brainstorming and questionnaires and analyzed by using importance-performance analysis (IPA) and quality function deployment (QFD) model. Findings This research resulted in nine technical requirements that allow the company to focus on these attributes to help the company enhance its customer satisfaction. Practical implications Based on the theory, applying service quality, IPA and also QFD will result in customer satisfaction. Practically the enhancement in customer satisfaction is not as easy as expected. Nowadays, customers always expect more and more and it is impossible to fully captured customers’ needs and always satisfy customers. Nevertheless, for this research company can understand their customers better, companies can evaluate their performances based on the customers’ perspective and know their customers’ needs. The company also know their strengths and weaknesses to allocate the resources and maximize their potential. Last but not least, the company is able to know their strategic priority that needs to be done for their better performance in the future to fulfill their customers’ needs and hope to enhance their customer satisfaction Originality/value A lot of research about customer satisfaction but still limited especially in the service industry in Indonesia using a combination of IPA and QFD model. So this research will give benefit for SMEs in Indonesia to allocate their resources more effectively by looking at the results of the four quadrants of IPA and house of quality (HOQ) framework can be used for a company as the references for their priority strategic option. Yet, to keep improving, the company recommended reviewing HOQ periodically.

Analisis Jalur Pengaruh Kualitas Pelayanan dan Citra Perusahaan Terhadap Loyalitas Nasabah Melalui Kepuasan Nasabah Sebagai Variabel Intervening di Bank BNI Syariah

2020 ◽  
Vol 11 (1) ◽  
pp. 33-41
Author(s):  
Fitriah Fauzi ◽  
Purnama Putra
Keyword(s):  
Customer Satisfaction ◽  
Service Quality ◽  
Service Industry ◽  
Corporate Image ◽  
Banking Service ◽  
Perceptions And Expectations ◽  
Sense Of Satisfaction ◽  
Branch Office ◽  
Customer Trust ◽  
And Control

Service quality is the level of excellence expected and control over that excellence is to fulfillcustomer desires. In the service industry such as Islamic banking, service has an important role ingenerating a sense of satisfaction for customers. Customer satisfaction is related to what is expressedby customers about their perceptions and expectations of the services obtained. Customer satisfactioncan also create long-term customer trust that makes customers loyal to the company. This study aimsto analyze the effect of service quality and corporate image on loyalty through customer satisfactionas an intervening variable at Bank BNI Syariah Bekasi Branch. The population used in this studyis Bank BNI Syariah Bekasi Branch. The sample in this study was taken based on the population ofcustomers who save at BNI Syariah at the Bekasi Branch Office as many as 100 respondents. Theanalysis technique in this study is path analysis, which aims to calculate the influence of one or moreindependent variables on other dependent variables. The results showed that the value of servicequality has a positive effect on customer satisfaction. Furthermore, company image has a positiveeffect on customer satisfaction. Furthermore, service quality and company image have a positive effecton customer satisfaction simultaneously. Then customer satisfaction affects customer loyalty.

scholarly journals Improving Quality Control Process Through Value Stream Mapping

2018 ◽  
Vol 7 (2.29) ◽  
pp. 219
Author(s):  
Zulfa Fitri Ikatrinasari ◽  
Dan Kosasih
Keyword(s):  
Quality Control ◽  
Lead Time ◽  
Value Added ◽  
Maximum Efficiency ◽  
Value Stream Mapping ◽  
Process Time ◽  
Value Stream ◽  
Current State ◽  
Future State ◽  
Quality Control Process

PT. AEMI is one of the growing electronic component manufacturing company. By this time, Kaizen project has been run and managed to become a culture in PT AEMI. However, the project has not integrated, comprehensive and not yet has a long-term goals. Implementation of value stream mapping (VSM) in PT AEMI is expected to make Kaizen projects more focused and to produce increasing of the maximum efficiency. In addition, VSM Kaizen is believed to make the those programs more integrated, effective and comprehensive. This study aims to: (1) create a current state mapping in the Department of Quality Control PT. AEMI, (2) identify wastes in the Department of Quality Control PT.AEMI, (3) create a future state mapping at the Department of Quality Control PT. AEMI, (4) make a plan of improvement and analyzing the application. Stages of the study were as follows: (1) identification of work processes, (2) collect and analysis of work process time, (3) analysis of the current state mapping, (4) calculate of lead time and process time, (5) analysis of value added and non value-added activities, (6) analysis of wastes, (7) make a plan of future state mapping, (8) improvement design (improvement planning), (9) implementation of improvement, (10) analysis of the implementation of improvements. The results of this study are: 1) current state mapping at QC Department shows that the total lead time of 848 minutes where there is non-value added activity of 778 minutes. 2) identify waste on the handling process where the product movement from assembly to QC for 2 minutes, movement transactions from assembly to QC for 479 minutes and the waiting time at  inspection area for 727 minutes. 3) future state mapping at QC Department shows that the total lead time of 516.5 minutes where there is non-value added activity of 446.5 minutes. 4) the improvement to do is to change the lay out where final inspection is moved from QC to manufacturing so as to result in reduce of non-value added activity by 46%. 

scholarly journals Does Emotional Intelligence Influence Employees, Customers and Operational Efficiency? An Empirical Validation

2016 ◽  
Vol 8 (6) ◽  
pp. 77 ◽  
Author(s):  
Mohammad Sultan Ahmad Ansari ◽  
Jamal Ahmad Farooquie ◽  
Said M. Gattoufi
Keyword(s):  
Emotional Intelligence ◽  
Service Quality ◽  
Service Industry ◽  
Service Providers ◽  
Operational Efficiency ◽  
Service Industries ◽  
Empirical Validation ◽  
Continuous Training ◽  
Telecom Service ◽  
The Impact

<p>A research study was initiated to investigate the impact of emotional intelligence on employees’ satisfaction and loyalty, and how it influences operational efficiency in telecom service industry in Oman. A questionnaire-based survey was conducted and the responses received were tested with various statistical techniques. These test results were found to be in broad agreement with the assumptions widely prevalent in management literature and service industries.</p><p>The findings suggest that emotional intelligence contributes significantly in improving internal performance. Employees are valuable assets and improved internal performance is due to employees’ commitment. Service industry could take care of employees, keep them satisfied to win their loyalty, which can be achieved through regular employees’ engagement and involvement. Engaged employees value customers’ expectations and build better relationship. Satisfied and loyal employees are in a position to deliver high service quality and improved productivity. The service provider shall continuously monitor service quality to maintain end users’ satisfaction. It can be sustained through employees’ continuous training and skills development that will improve operational efficiency of the company in terms of increased sales and profitability. Thus, the present study provides an empirical validation and confirmation of the propositions and hypotheses about how service providers should manage employees’ emotional intelligence for giving them satisfaction, winning their loyalty, thereby, eventually enhancing service values, operational efficiency and profitability of the company.</p>

scholarly journals MEMINIMASI PEMBOROSAN DENGAN LEAN MANUFACTURING PADA PROSES PRODUKSI DI PT. IE

2021 ◽  
pp. 1451
Author(s):  
Ahmad Ahmad ◽  
Helena JK ◽  
Andrean Yonathan
Keyword(s):  
Waiting Time ◽  
Cycle Time ◽  
Lean Manufacturing ◽  
Lead Time ◽  
Fault Tree Analysis ◽  
Value Stream Mapping ◽  
Tree Analysis ◽  
Value Stream ◽  
Current State ◽  
Future State

PT. IE is engaged in the business of making Lighting and Lampposts. Based on observations and interviews, there are still some wastes that arise in the flow of the production process, among which there are still many wastes of waiting time, transportation, movement and inventory. These wastes cause the product completion time to be longer and the resulting quality decreases. To eliminate or reduce waste, it is necessary to apply Lean Manufacturing. Lean Manufacturing is a systematic approach to eliminating waste and changing processes by identifying and reducing waste with continuous improvement and striving to create a production flow along the value stream by eliminating all forms of waste and increasing the added value of products to customers. From the Pareto diagram, it is found that transportation waste has the highest percentage of 26.21%, waiting time is 21.38%, motion waste is 19.31% and waste inventories are 15.17%. while the results of the Value Stream Mapping Current State Map mapping obtained a production lead time of 7,680 seconds and a total cycle time of 6,660 seconds and a PCE Current State Map value of 53.09%. Identify the root causes of waste using Fishbone diagrams, 5 Why Analysis, 5W+1H, Fault Tree Analysis and FMEA. After corrective actions have been taken, based on the Value Stream Mapping Future mapping there is a decrease in production lead time to 5,220 seconds and a decrease in total cycle time to 4,860 seconds and an increase in PCE Future State Map to 68.10% so that there is an increase of 15.01% which shows The company's production process has become more Lean.PT. IE bergerak dalam bisnis pembuatan Lighting dan Tiang Lampu. Berdasarkan observasi dan wawancara, masih terdapat beberapa pemborosan (waste) yang timbul di aliran proses produksi di antaranya masih banyak terjadi pemborosan-pemborosan waktu tunggu, transportasi, gerakan dan inventori. Pemborosan-pemborosan tersebut menyebabkan waktu penyelesaian produk menjadi lebih lama dan kualitas yang dihasilkan menurun. Untuk menghilangkan atau mengurangi pemborosan diperlukan adanya penerapan Lean Manufacturing.Lean Manufacturing merupakan pendekatan sistematik untuk mengeliminasi pemborosan dan mengubah proses dengan cara mengidentifikasi dan mengurangi pemborosan dengan perbaikan kontinu dan berupaya untuk menciptakan aliran produksi sepanjang value stream dengan menghilangkan segala bentuk pemborosan serta meningkatkan nilai tambah produk kepada pelanggan. Dari diagram Pareto ditemukan waste transportasi memiliki persentase paling tinggi sebesar 26,21%, waktu tunggu  21,38%, waste motion 19,31% dan waste inventories 15,17%. sedangkan hasil pemetaan Value Stream Mapping Current State Map diperoleh production lead time selama 7.680 detik dan total cycle time selama 6.660 detik serta nilai PCE Current State Map sebesar 53,09%. Identifikasi akar permasalahan pemborosan menggunakan diagram Fishbone, 5 Why Analysis, 5W+1H, Fault Tree Analysis dan FMEA. Setelah dilakukan tindakan–tindakan perbaikan, berdasarkan pemetaan Value Stream Mapping Future ada penurunan production lead time menjadi 5.220 detik dan penurunan total cycle time menjadi 4.860 detik serta ada peningkatan PCE Future State Map menjadi 68,10% sehingga ada peningkatan 15,01% yang menunjukan proses produksi perusahaan telah menjadi lebih Lean.

scholarly journals Increasing Productivity by Reducing Manufacturing Lead Time through Value Stream Mapping

2012 ◽  
pp. 225-229
Author(s):  
Renu Yadav ◽  
Ashish Shastri ◽  
Mithlesh Rathore
Keyword(s):  
Lead Time ◽  
Value Added ◽  
Value Stream Mapping ◽  
Mapping Technique ◽  
Inventory Level ◽  
Lead Times ◽  
Business World ◽  
Value Stream ◽  
Current State ◽  
Future State

To survive in today’s competitive business world, companies require small lead times, low costs and high customer service levels. As such, companies pay more effort to reduce their manufacturing lead times. Value stream mapping (VSM) technique has been used on a broad scale in big companies such as Toyota and Boeing. This paper considers the implementation of value stream mapping technique in manufacturing helical springs by railway spring manufacturing company. It focuses on product family, current state map improvements and the future state map. The aim is to identify waste in the form of non value added activities & processes and then removing them to improve the performance of the company. Current state map is prepared to describe the existing position and various problem areas.. Future state map is prepared to show the proposed improvement action plans. The achievements of value stream implementation are reduction in lead time, cycle time and inventory level. It was found that even a small company can make significant improvements by adopting VSM technology. It was concluded that if we adopt the VSM technique the company could reduce the manufacturing lead time from 36.86 days to 34.06 days.

Various Models to Evaluate Quality in the Service Industry

2020 ◽  
pp. 181-194
Author(s):  
Jeganathan Gomathi Sankar ◽  
Peter Valan ◽  
M. S. Siranjeevi
Keyword(s):  
Quality Management ◽  
Customer Satisfaction ◽  
Service Quality ◽  
Competitive Advantage ◽  
Business Performance ◽  
Service Industry ◽  
Crucial Issue ◽  
Management Tools ◽  
Cost Leadership ◽  
Quality Theory

Service quality has turned out to be the most important topic of consideration to academicians and practitioners. It has been proven that the influence of service quality on business performance, cost leadership, customer satisfaction, customer loyalty, and profitability. The accomplishment of quality in services has turned out to be a vital concern of all services organisations. Quality in services is mainly undefined and becomes the crucial issue. Increased competition and knowledge of customer satisfaction made the service organisations use new service parameters and implement quality management tools as competitive advantage. Service quality is hard to evaluate, as it is subjective in nature. Many researchers did explore and confirm the dimensions of service quality. This study focuses on various studies of service quality conducted by earlier researchers in an array of industries. The chapter details the development of service quality theory and different models hypothesised to measure service quality.

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