scholarly journals Usulan Perbaikan untuk Mengurangi Pemborosan dengan Pendekatan Lean Six Sigma

2021 ◽  
Vol 5 (1) ◽  
pp. 19-29
Author(s):  
Dwi Nurul Izzhati ◽  
Yuli Setyaningsih ◽  
Jazuli .
Keyword(s):  
Six Sigma ◽  
Arrival Time ◽  
Lean Six Sigma ◽  
Idle Time ◽  
Service Industries ◽  
Line Balancing ◽  
New Production ◽  
Balancing Efficiency ◽  
A Company ◽  
Production Target

AbstractPT. PKM is a company engaged in the germant industry. In the production process there are problems related to waste that related to waste that causes the production target not being achieved in Oktober-November 2018 as many as 109, 414 pcs and only able to produce as much as 84,111 pcs. There fore solution with Lean Six Sigma was used consists of: 1). The define phase obtained three wastes including a defect of 13,121 pcs, an idle time of 794 seconds, and a total reworking of 577 seconds for 60 pcs of product rework. 2). Measure Phase in addition, there is also a line balancer efficiency value of 43.96% and a balance delay of 56%. 3). The analysis phase is carried out an analysis of the causal factors towards the type of stich jump and the type of idle bottleneck. The improvement phase is done by designing a new production line using the Line Balancing method and arena simulation that requires improvement with the number of stations reduced from 36 to 20 work stations balancing line efficiency to 79.12%, delaying the balance up to 21%, the number of outputs increasing from 137 pcs to 216 pcs, and bottlenecks decreased from 36% to 2.7%.In the control carried out to help smooth the design of new lines, namely by regulating the cycle time, arrival time and the number of entities, and the number of worker. Keywords: Waste, Lean Six Sigma, Line Balancing, Balance Delay  AbstrakPT. PKM merupakan perusahaan yang bergerak dalam industri garmen. Dalam sistem produksinya terdapat permasalahan terkait pemborosan yang menyebabkan tidak tercapainya target produksi pada bulan Oktober-November 2018 sebanyak 109.414 pcs, dan hanya mampu memproduksi sebanyak 84.111 pcs. Maka dicari solusi dengan pendekatan Lean Six Sigma, yang terdiri: 1). Tahap define diperoleh tiga pemborosan antara lain defect sebanyak 13.121 pcs, idle time sebesar 794 detik, dan total rework sebesar 577 detik untuk 60 pcs produk rework. 2) Tahap measure didapatkan jenis cacat dominan yaitu jump of stich dan jenis idle dominan yaitu bottleneck. Selain itu juga diketahui nilai line balancing eficiency sebesar 43,96% dan balance delay 56%. 3) Tahap analyze dilakukan analisis faktor penyebab terhadap jenis cacat jump of stich dan jenis idle bottleneck. 4). Tahap improve dilakukan perancangan lini produksi baru dengan metode Line Balancing dan simulasi arena didapatkan kondisi perbaikan dengan jumlah stasiun turun dari 36 menjadi 20 stasiun kerja line balancing efficiency menjadi 79,12%, balance delay turun menjadi 21%, jumlah output meningkat dari 137 pcs menjadi 216 pcs, dan bottleneck menurun dari 36% menjadi 2,7%. Pada tahap control dilakukan untuk membantu kelancaran perancangan line baru, yaitu dengan mengontrol waktu siklus, waktu kedatangan dan jumlah entitas, serta jumlah tenaga kerja. Kata kunci: Pemborosan, Lean Six Sigma, Line Balancing, Balance DelayReferensi[1]        Darsono. (2013). Analisis Pengendalian Kualitas Produksi dalam Upaya Mengendalikan tingkat Kerusakan Produk. Jurnal Ekonomi Manajemen Akuntansi.[2]        Nasution, M., N. (2005). Manajemen Mutu Terpadu. Jakarta: Ghalia Indonesia.[3]        Goetsch D. L., S. B. Davis. (1994). Pengertian Kualitas. Jakarta: PT. Prenhalindo.[4]        Purponi P. & D. Andesta. (2009). Integrasi Model Lean Six Sigma untuk Peningkatan Kualitas Produksi. Jurnal Teknik industri, 10 (2), 91-97.[5]        Ahyari, Agus. (1992). Pengertian Pengendalian Kualitas. Yogyakarta:   BPFE Yogyakarta.[6]        Hartini. (2011). Teknik Mencapai Produksi Optimal. Bandung: CV Lubuk Agung.[7]        Gaspersz, V. (2007). Lean Six Sigma for Manufacturing and Service Industries. Jakarta: PT.   Gramedia Pustaka Utama.

scholarly journals TAKT TIME E BALANCEAMENTO NO FORMATO DA PROGRAMAÇÃO DE LINHA DE PRODUÇÃO

2021 ◽  
pp. 42-58
Author(s):  
Patrick Cemin ◽  
Zaida Cristiane Dos Reis ◽  
Vandoir Welchen ◽  
Juliana Matte ◽  
Daniel Hank Miri ◽  
...  
Keyword(s):  
Capacity Utilization ◽  
Line Balancing ◽  
Productive Capacity ◽  
New Production ◽  
Line Production ◽  
Use Of Resources ◽  
Proposed Model ◽  
Takt Time ◽  
A Company

Produzir mais, empregando menos tempo e menos recursos, é o sonho de qualquer empresa. Diante disso, este estudo busca resolver problemas de utilização da capacidade e de desnivelamentos de produção. Dessa maneira, o objetivo consiste em propor um formato de programação que otimize a utilização dos recursos e resulte em maior equilíbrio na produção de uma empresa do ramo metalúrgico, produtora de implementos rodoviários e localizada na região Sul do Brasil. Por meio de um estudo de caso, identificaram-se a forma de trabalho e a situação da programação da empresa. A partir disso, criou-se um modelo de um novo formato de produção, voltado à minimização das variações de volumes e fundamentado, basicamente, na utilização dos conceitos de takt time e de balanceamento das linhas. Conclui-se que o modelo proposto permitirá um ritmo continuado na produção, sendo capaz de estabilizá-la. Ademais, conforme for aplicado nas linhas da empresa, evidenciará os pontos ao longo do fluxo que precisam de melhoria, identificando gargalos e ociosidades. A soma de tais fatores proporcionará o aprimoramento contínuo dos processos da empresa e a otimização dos recursos disponíveis para a produção. Palavras-Chave: Linha de produção. Programação de produção. Takt time. Balanceamento de linha. Capacidade produtiva.   Abstract: Producing more, using less time and fewer resources, is the dream of any company. Therefore, this study seeks to solve problems of capacity utilization and production unevenness. Thus, the objective is to propose a programming format that optimizes the use of resources and results in greater balance in the production of a company in the metallurgical sector, producer of road implements and located in the southern region of Brazil. Through a case study, the way of working and the situation of the company's programming were identified. From this, a model of a new production format was created, aimed at minimizing volume variations and basically based on the use of the concepts of takt time and line balancing. It is concluded that the proposed model will allow a continued pace in production, being able to stabilize it. Furthermore, as applied to the company's lines, it will highlight the points along the flow that need improvement, identifying bottlenecks and idleness. The sum of these factors will provide the continuous improvement of the company's processes and the optimization of the resources available for production. Keywords: Production line. Production schedule. Takt time. Line balancing. Productive capacity.  

scholarly journals Clarisa Product Quality Control Using Methods Lean Six Sigma and Fmeca Method (Failure Mode And Effect Cricitality Analysis) (Case Study: Pt. Maspion Iii)

2021 ◽  
Vol 4 (1) ◽  
pp. 47-56
Author(s):  
Achmad Rifki Andriansyah ◽  
Wiwik Sulistyowati
Keyword(s):  
Quality Control ◽  
Production Process ◽  
Product Quality ◽  
Failure Mode ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Qualitative Approaches ◽  
Criticality Analysis ◽  
A Company

PT. Maspion III is a company engaged in household appliances products, In carrying out its production process activities PT. Maspion III experiences various problems. Clarisa products are products that are found reject or defective. because it is caused by suboptimal quality control. This can be seen from the number of reject or defect products. This study aims to determine the type of waste that causes defects, determine the capability of the production process, and provide recommendations for improvement in the production process. The research methods are quantitative and qualitative approaches to lean six sigma and yang and FMECA (Failure Mode and Effect Criticality Analysis). lean six sigma is a systemic and systematic approach to identifying and eliminating waste. FMECA (Failure Mode and Effect Criticality Analysis) is used as a reference for companies to take corrective actions to identify product critical points in the production process. The results obtained are waste that affects product quality, namely waste defect, there are two highest defects, namely floi with a cumulative presentation of 51% and a breakage of 65%. In August the capability process is 1.5012, In September the capability process is 1.6818, In October the capability process is 1.3727, In November the capability process is 1.4275, In December the capability process is 1.4366

Assessment of critical failure factors (CFFs) of Lean Six Sigma in real life scenario

2018 ◽  
Vol 25 (8) ◽  
pp. 3320-3336 ◽  
Author(s):  
Raja Sreedharan V. ◽  
Gopikumar V. ◽  
Smitha Nair ◽  
Ayon Chakraborty ◽  
Jiju Antony
Keyword(s):  
Six Sigma ◽  
Success Factors ◽  
Real Life ◽  
Business Environment ◽  
Lean Six Sigma ◽  
Service Industries ◽  
Content Type ◽  
Project Failures ◽  
The Impact ◽  
Failure Factors

Purpose Many projects focus on the reliable operation of the activities in the project. Any failure in the process activities leads to major problems resulting in waste, defects, equipment damage, which has a direct impact on the consumers. In addition, Lean Six Sigma (LSS) is not new to this issue. LSS projects have faced an interruption in the process flow and unforeseen defects. Therefore, the purpose of this paper is to identify the vital failure factors of LSS projects. Design/methodology/approach Through extant literature review, the researchers found 44 critical failure factors (CFFs) of LSS. Using the Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) SIMOS approach, the decision makers’ (DMs) rating and weight for each factor were collected. Moreover, the study was conducted in both the manufacturing and service industries to identify the impact of CFFs in LSS projects. Findings CFFs and their evaluation have received little attention in the literature. Most of the previous studies deal only with the identification of the success factors in general. Therefore, the study identified 44 CFFs and ranked them through DMs. In addition, the TOPSIS SIMOS approach ranked the vital failure factors enabling the management to avert the LSS project from failures. Research limitations/implications The study focused on project failures due to CFFs of LSS. Nevertheless, it did not consider other failure factors of project and knowledge management. Further, the sample used to test the approach was considerably small. Therefore, the study can be repeated with significant samples and the vital failure factors compared. Practical implications In real-life application, all the parameters in the LSS project need to be understood in a better manner. In such a condition, the practitioner needs to know that the project never fails due to the CFFs and TOPSIS SIMOS approach can prevent the LSS project failures. Originality/value The study applied TOPSIS SIMOS approach to rank the CFFs in an LSS project, which is first of its kind and aids the practitioners to make the right decisions in the business environment.

Application of Lean Six Sigma to Develop a High Precision Relative Humidity Control

2015 ◽  
Vol 764-765 ◽  
pp. 597-601
Author(s):  
Kai Hsiang Yen ◽  
Ming Lung Lin ◽  
Carl Wang
Keyword(s):  
Standard Deviation ◽  
Relative Humidity ◽  
High Precision ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Service Industries ◽  
Precise Control ◽  
Quality Programs ◽  
And Control ◽  
Control Methodology

A relatively inexpensive and highly effective design for high precision chamber was developed but the control theory and optimized parameters were totally different from traditional methodologies. Among all kinds of quality programs, lean six sigma (LSS) is the most famous and widely-used method by manufacturing and service industries. The DMAIC (Define, Measure, Analyze, Improve and Control) methodology was used to figure out the key factors relative to high precision of relative humidity and improve the control parameters to meet the target. At the start, the baseline of Z bench was-0.24 and standard deviation was 1.62659. After lean six sigma project implemented, Z bench was up to 1.89 and standard deviation was down to 0.443986. This paper will address the critical process and analysis method for lean six sigma project, especially those for precise control of relative humidity.

Lean six sigma project management – a stakeholder management perspective

2016 ◽  
Vol 28 (1) ◽  
pp. 132-150 ◽  
Author(s):  
Vijaya Sunder M.
Keyword(s):  
Project Management ◽  
Six Sigma ◽  
Financial Services ◽  
Stakeholder Management ◽  
Phase 1 ◽  
Lean Six Sigma ◽  
Project Managers ◽  
Service Industries ◽  
Content Type ◽  
Proposed Model

Purpose – The purpose of this paper is to understand the success of Lean Six Sigma (LSS) in banking and financial services industry and to develop a structured stakeholders management model for successful LSS project management. Design/methodology/approach – A two-phase methodology is used. Phase 1 establishes the literature to understand two key process improvement methodologies – Lean and Six Sigma and to derive synergies by their combination leading to success in banking and financial services. The literature also helps to recognize the importance of stakeholder management in LSS projects and to understand how it helps in accelerating change in organizations. Phase 2 of the methodology is based on the interviews conducted by 56 global LSS project managers. This is to understand the practical challenges faced by the LSS project managers in banking and financial services tying back to the existing literature. Findings – The paper identifies the possible opportunities for structured stakeholder management across different phases of Define-Measure-Analyze-Improve-Control (DMAIC) project flow. The first of this kind, “Inform-Involve-Influence” model has been developed based on the understanding from literature and conclusions from the interviews conducted. The proposed model highlights the different set of stakeholders involved in LSS projects and their role in the project. The model also helps categorizing the stakeholders based on the DMAIC phases. Research limitations/implications – The paper is limited to readymade use in banking and financial service environments for LSS projects. However the paper sets a platform for further research to customize the proposed model for other service industries. Practical implications – The model proposed as part of the paper helps project managers to inform, involve and influence different set of stakeholders at different phases of the DMAIC flow. The model leaves an opportunity for further research and customization for other service industries outside the banking and financial services space like hospitality, government, heath care, etc. Benefits and limitations of the model were presented as part of the paper. Originality/value – The paper is the original work contributed by the author. Both the survey findings and the model developed are author’s original contribution for both academicians and corporate professionals.

scholarly journals USULAN PENERAPAN LEAN SIX SIGMA UNTUK MENINGKATKAN KUALITAS PRODUK SEMEN

2021 ◽  
Vol 16 (1) ◽  
pp. 73-84
Author(s):  
Teti Alawiyah ◽  
Vera Devani ◽  
Nurul Amalia
Keyword(s):  
Six Sigma ◽  
Lean Six Sigma ◽  
Tolerance Limit ◽  
Recruitment Process ◽  
Root Cause ◽  
Work Training ◽  
Periodic Maintenance ◽  
Measure Analysis ◽  
A Company ◽  
Packing Time

Penelitian ini dilakukan di sebuah perusahaan yang bergerak di bidang packing plant. Proses pada packing plant tersebut tentunya tidak terlepas dari permasalahan pemborosan yang menjadi kendala saat pengepakan semen berlangsung. Tujuan dari penelitian ini adalah untuk mengidentifikasi jenis-jenis pemborosan, mengidentifikasi akar penyebab pemborosan, mengeliminasi pemborosan dan memberikan usulan tindakan perbaikan dengan menerapkan Lean Six Sigma. Lean Six Sigma merupakan sebuah metode yang digunakan untuk mengeliminasi pemborosan yang terdapat pada lantai produksi serta mengidentifikasi penyebab kecacatan produk dengan pendekatan DMAIC (Define, Measure, Analysis, Control). Hasil penelitian menunjukkan jenis pemborosan yang paling berpengaruh adalah defect product, waktu pengepakan yang melebihi batas toleransi (OTIFIC), antrian, unnecessary motion, over processing, transportasi dan penumpukkan. Akar penyebab terjadinya pemborosan adalah karena kurangnya keterampilan, kurang teliti dan kelelahan, kondisi peralatan mulai aus serta kurangnya pemeliharaan pada peralatan yang digunakan, SOP kerja yang kurang tepat dan mendetail, alur transportasi yang bolak-balik karena tata letak yang tidak tepat. Aktivitas yang merupakan pemborosan dan harus dieliminasi adalah saat operator packer kedua menghitung ulang jumlah bag. Dari hasil penelitian didapatkan beberapa usulan perbaikan yakni dengan memperbaiki SOP kerja yang ada, menerapkan program 6S, membuat SOP 6S, melakukan pelatihan kerja, membuat standar kriteria khusus dalam proses perekrutan karyawan, membuat label atau tanda pada tiap tumpukkan bag, melakukan pemeliharaan secara rutin dan berkala, melakukan pengawasan terhadap kinerja karyawan serta membuat peraturan baru untuk mendisiplinkan karyawan. AbstractThis research was conducted in a company engaged in the packing plant. The process of packing plant is certainly not separated from the problem of waste that become an obstacle when packing cement in progress. The purpose of the study was to identify the types of waste, identify the root cause of waste, eliminate waste and provide proposed corrective action by implementing Lean Six Sigma. Lean Six Sigma is a method used to eliminate waste on the production floor and identify the cause of product defects with the approach of DMAIC (Define, Measure, Analysis, Control). The results showed the most influential types of waste are defect product, packing time exceeding the tolerance limit (OTIFIC), queuing, unnecessary motion over processing, transportation and stacking. The root cause of waste is due to lack of skills, less through and fatigue, equipment condition began to wear and lack of maintenance on the equipment used, work SOP that is less precise and detailed, the flow of transportation commute due to improper layout. Activity that is a waste and should be eliminated is when the second packer operator recalculates the number of bags. From the research results obtained several proposed improvements namely by improving the existing work SOP, implementing the program 6S, creating SOP 6S, conducting work training, creating special criteria standards in the recruitment process, creating labels or marks in each bag, conduct regular and periodic maintenance, supervise the performance of employees and make new regulations to discipline employees.Keywords: DMAIC; Lean Six Sigma; Product Quality; Waste

scholarly journals Peningkatan Kualitas Produk Crackers berdasarkan Metode Lean Six Sigma di PT M

2019 ◽  
Vol 3 (2) ◽  
Author(s):  
Intan Rahmatillah ◽  
Sundoro Sundoro ◽  
Lisye Fitria
Keyword(s):  
Waiting Time ◽  
Six Sigma ◽  
Production Line ◽  
Salt Content ◽  
Lean Six Sigma ◽  
New Production ◽  
Transportation Process ◽  
On Line ◽  
Index Value ◽  
Dmaic Method

ABSTRAKProduk crackers yang dihasilkan PT M belum memenuhi spesifikasi target yang sudah ditentukan perusahaan, dengan melihat indeks nilai Cpm. Saat ini terdapat masalah kualitas produk crackers di line produksi baru yang penggunaan mesinnya baru terpasang, yakni di Line 4. Penelitian ini dilakukan pada produk crackers yang dihasilkan di Line 4 dengan menggunakan metode Lean Six Sigma. Terdapat tiga pendekatan yang digunakan yaitu dengan metode DMAIC (Define, Measure, Analyze, Improve, Control), Seven Plus One Waste untuk menentukan pemborosan yang terjadi di masing-masing jenis defect, dan metode 5W-1H untuk menganalisis penyebab terjadinya pemborosan. Berdasarkan hasil identifikasi, jenis pemborosan yang terjadi adalah transportation, process, motion, defect and rework, dan waiting time. Usulan perbaikan yang diterapkan adalah melakukan pengecekan ketebalan setiap gauge roll 1-2 di sisi OS (Operating Site) dan sisi NOS (No. Operating Site). Setelah usulan dilakukan, terdapat peningkatan nilai indeks Cpm, seperti weight dough, weigh dough+topping salt, weight basecake, weight basecake+oil, diameter, salt content, dan color bottom.Kata kunci: lean, six sigma, DMAIC, seven plus one waste. ABSTRACTThe crackers produced by PT. M have not met the target specifications specified by the company, by looking at the Cpm value index. At present there are quality problems for crackers in the new production line that uses the new engine installed, namely on Line 4. This research was conducted on crackers products produced in Line 4 using the Lean Six Sigma method. There are three approaches used, namely by the DMAIC method (Define, Measure, Analyze, Improve, Control), Seven Plus One Waste to determine waste that occurs in each type of defect, and the 5W-1H method to analyze the causes of waste. Based on the results of identification, the type of waste that occurs is transportation, process, motion, defect and rework, and waiting time. The proposed improvement applied is to check the thickness of each gauge roll 1-2 on the OS (Operating Site) and NOS (No. Operating Site) side. After the proposal is made, there is an increase in the Cpm index value, such as weight dough, weigh dough + salt topping, weight basecake, basecake weight + oil, diameter, salt content, and color bottom.Keywords: lean, six sigma, DMAIC, seven plus one waste.

EMPLOYEE ENGAGEMENT FOR HIGH FIRM PERFORMANCE: THE CASE OF LEAN SIX SIGMA AT A MALAYSIA TRADING COMPANY

2020 ◽  
Vol 9 (1) ◽  
Author(s):  
Hadijah Iberahim ◽  
Izmahariz Azman ◽  
Mohd Haniff Shahri ◽  
Nur Fara Ellyanie Abdul Hamid
Keyword(s):  
Knowledge Sharing ◽  
Employee Engagement ◽  
Six Sigma ◽  
Relevant Literature ◽  
Lean Six Sigma ◽  
Successful Implementation ◽  
Management Support ◽  
High Productivity ◽  
Trading Company ◽  
Goal Clarity

Lean Six Sigma (LSS) is a method that helps an organization to maximize profit and minimize cost. One of the essential factors for a successful LSS project is the availability of employees who are willing to engage. Employee engagement brings about a strong sense of belonging and high productivity. Consequently, engaged employees will work harder to achieve the mission of the organization. This paper discusses a case of LSS project with a low level of employee engagement. As a result, LSS was less likely helpful in sustaining company’s performance. The purpose of this study is to identify factors that contribute to employee engagement in LSS practices. Review of the relevant literature suggests four variables, which include goal clarity, management support and trust, knowledge sharing and transfer, and teamwork. The questionnaire survey applied census in collecting feedback from 80 respondents. Statistical analysis results indicate that goal clarity, management support, and trust are significant to employee engagement. However, knowledge sharing and transfer as well as teamwork are not substantial. It is recommended for the organization to give attention to all the four factors. This paper extended understandings on critical inputs to a successful implementation of LSS for sustainable company’s performance and growth. Keywords: Lean Six Sigma, Employee Engagement, Goal Clarity, Management Support and Trust, Teamwork, Knowledge Sharing.

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