PT. XYZ merupakan industri manufaktur dalam bidang pembuatan dunnage. Dalam proses produksinya, masih ditemukan pemborosan yang mengakibatkan cacatan pada produk dunnage. Hal ini dapat dilihat pada pengiriman dunnage tahun 2020 memiliki presentase cacat produk sebesar 12%-15% dari jumlah produksi. Penelitian ini bertujuan menentukan pemborosan yang terjadi pada proses produksi dunnage, mengetahui nilai sigma, dan meminimalisir cacat dan pemborosan serta mengurangi kegiatan yang tidak memberikan nilai tambah. Penelitian ini menggunakan metode lean six sigma. Penelitian dimulai dengan mengidentifikasi pemborosan yang terjadi pada proses produksi dunnage dengan pemborosan paling dominan yaitu defect. Tingkat kemampuan sigma yang didapat dalam proses produksi dunnage di PT. XYZ sebesar 3,22 dengan nilai DPMO 46231,89 dalam kategori baik untuk rata-rata Industri Indonesia. Selanjutnya dilakukan analisis untuk mengidentifikasi penyebab terjadinya defect dengan fishbone diagram dan 5 why. Usulan perbaikan menggunakan metode 5W+1H, pendekatan 5S, dan pembuatan tanda bantu dan tabel form dalam pendekatan 5S. Dengan rancangan process activity mapping (PAM) dan value stream mapping, efisiensi proses produksi dunnage bisa meningkat dari 96,85% menjadi 97,75%. PT. XYZ is a manufacturing industry in the field of dunnage manufacturing. In the production process, waste was still found which resulted in defects in dunnage products. This can be seen in 2020 dunnage shipments that have a product defect percentage of 12% -15% of the total production. This research aims  to determine the waste that occurs in the dunnage process, knowing thevalue sigma, minimizing defects and minimizing waste and reducing activities that do not provide added value. This study uses the Lean Six Sigma method. The research begins by identifying the waste that occurs in the dunnage production  process with the most dominant waste, namely defects. The level ofability sigma obtained in the dunnage production process at PT. XYZ is 3.22 with a DPMO value of 46231.89. Then an analysis is carried out to identify the cause of the defect with a fishbone diagram and 5 why. Suggestions for improvement are  made using the 5W + 1H method, the 5S approach and making auxiliary signs and form tables in the 5S approach. With the process activity mapping (PAM) and value stream mapping design, the efficiency of the dunnage production process can be increased from 96.85% to 97.75%.

https://jurnal.untirta.ac.id/index.php/ju-tek/article/download/9618/6526

Peningkatan kualitas dan efisiensi pada proses produksi dunnage menggunakan metode lean six sigma (Studi kasus di PT. XYZ)

The purpose of this paper is to illustrate how Six Sigma methodology has been applied in a small-scale foundry industry to improve the overall first-pass material yield and quality, with a view to the product and the process.,The researchers have reported this paper based on a case study carried out in industry using the Six Sigma Define, Measure, Analyze, Improve and Control (DMAIC) and its application in improving the manufacturing process of a foundry shop.,Identified root causes are validated and countermeasures are implemented for improvement. As a result of this case study, the overall first-pass yield of the sand casting process is improved to 78.88% from the previous yield of 67%. For product-specific case, yield is improved by 18% through the improved gating system design. Sigma level of the process is improved to 3.08 from baseline 2.21. Key lessons learned from this case study are mentioned in the current study.,This case study provides a standard road map and motivates small-scale foundry industries to implement Six Sigma methodology for productivity improvement, especially in jobbing foundry. The presented paper is based on a single case study, and the results are limited to the company only. Also, one of the reasons for low process yield is slag creation, which is not covered here, as it is a concern of the material quality supplied by the vendor. However, the approach of this paper is generic for learning perspective.,This case study provides a standard road map and motivates small-scale foundry industries to implement Six Sigma methodology for productivity improvement, especially in jobbing foundry. Through the effective application of Six Sigma quality initiative, how a quantum jump in financial aspect could be gain, has been demonstrated.,This research study showcases step-by-step implementation of Six Sigma-DMAIC methodology at a small-scale foundry industry. This paper could serve as a unique roadmap for practitioners and academicians to improve the material productivity of the foundry industry both ways, product and process.

Competitive advantage through Six Sigma in sand casting industry to improve overall first-pass yield: a case study of SSE

Lean six-sigma: Panacea to reduce rejection in gear manufacturing industry

Leveraging Lean Six Sigma: Reducing defects and rejections in filter manufacturing industry

In the present industry revolution, operations management teams emphasize implementing an efficient process optimization approach with a suitable strategy for achieving operational excellence on the shop floor. Process optimization is used to enhance productivity by eliminating idle activities and non-value-added activities within limited constraints. Various process optimization approaches are used in operations management on the shop floor, including lean manufacturing, smart manufacturing, kaizen, six sigma, total quality management, and computational intelligence. The present study investigates strategies used to implement the process optimization approach provided in the previous research to eliminate problems encountered in shop floor management. Furthermore, the authors suggest an idea to industry individuals, which is to understand the operational conditions faced in shop floor management. The novelty of the present study lies in the fact that a methodology for implementing a process optimization approach with an efficient strategy has been reported for the first time that eliminates problems faced in shop floor management, including industry 4.0. The authors of the present research strongly believe that this research will help researchers and operations management teams select an appropriate strategy and process optimization approach to improve operational performance on the shop floor within limited constraints.

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Harshad Solanki

Papers

Lean six sigma feasibility and implementation aspect in cast iron foundry