Perbaikan Kualitas Produk Tas LC menggunakan Metode Six Sigma dan FMEA di PT TIJ
DOI:
https://doi.org/10.35194/jmtsi.v9i2.4606Keywords:
Six sigma, quality improvement, bag productionAbstract
PT TIJ is a manufacturing company that produces bags under the LC brand. The problem is the number of defective products returned by the QA department to the production department, with an average return percentage of 4% from June to August 2022. This research aims to identify defects, provide suggestions for minimizing defects, and improve the production process's quality using the Six Sigma method. The define stage is done by making an Operational Process Map and Critical to Quality (CTQ). The measuring stage is carried out by making a U attribute control chart, then calculating the Defect per Million Opportunities (DPMO) value and the sigma level before repair of 5200 with a sigma level of 4.06. The analysis phase is done by making Pareto diagrams, Ishikawa diagrams, and Failure Mode and Effect Analysis. According to the Pareto diagram, the dominant types of defects are stitches, stains, and holes/tears. The highest RPN value is the shift pattern of 288, the thread breaker does not function appropriately by 280, the operator error when setting the machine is 240, and the operator is not careful by 210—training for operators and using tools in the form of clamp s. In the Control Stage, an evaluation was made of the results of the implementation of the proposed improvements, resulting in a decrease in the DPMO value of 1500 (from 5200 to 3700), as well as an increase in the sigma level value of 0.12 (from 4.06 sigma to 4.18 sigma). PT TIJ merupakan perusahaan manufaktur yang memproduksi tas dengan merek LC. Permasalahan yang terjadi adalah banyaknya produk cacat yang di retur oleh departemen QA ke bagian produksi dengan rata-rata persentase retur sebesar 4% pada bulan Juni hingga Agustus 2022. Penelitian ini bertujuan untuk mengidentifikasi kecacatan, memberikan usulan perbaikan untuk meminimasi kecacatan dan meningkatkan kualitas proses produksi dengan menggunakan metode Six Sigma. Tahap defines dilakukan dengan membuat Peta Proses Operasi dan Critical to Quality (CTQ). Tahap measure dilakukan dengan membuat peta kendali atribut U, lalu menghitung nilai Defect per Million Opportunities (DPMO) dan tingkat sigma sebelum perbaikan sebesar 5200 dengan tingkat sigma 4.06. Tahap analyzes dilakukan dengan membuat diagram pareto, diagram ishikawa, dan Failure Mode and Effect Analysis. Jenis kecacatan dominan menurut diagram pareto adalah jahitan, noda, dan bolong/robek. Nilai RPN tertinggi yaitu pola bergeser sebesar 288, pemutus benang tidak berfungsi dengan baik sebesar 280, kesalahan operator saat melakukan setting mesin sebesar 240, dan operator kurang berhati-hati sebesar 210. Tahap Improve dilakukan perancangan usulan perbaikan berupa pembuatan Checklist pengecekan mesin jahit, pemberian pelatihan kepada operator, serta penggunaan tools berupa clamp . Tahap Control dilakukan evaluasi dari hasil implementasi usulan perbaikan, diperoleh penurunan nilai DPMO sebesar 1500 (dari 5200 menjadi 3700), serta peningkatan nilai tingkat sigma sebesar 0,12 (dari 4,06 sigma menjadi 4,18 sigma).References
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[7] A. N. H. Rina Fitriana, Debbie Kemala Sari, “Pengendalian dan Penjaminan Mutu,” Wawasan Ilmu, 2021.
[8] N. F. Naini, Sugeng Santoso, T. S. Andriani, U. G. Claudia, and Nurfadillah, “The Effect of Product Quality, Service Quality, Customer Satisfaction on Customer Loyalty,” Journal of Consumer Sciences, vol. 7, no. 1, 2022, doi: 10.29244/jcs.7.1.34-50.
[9] D. R. Kiran and D. R. Kiran, “Chapter 8 – Cost of Quality,” Total Quality Management, 2017.
[10] Y. T. Jou, R. M. Silitonga, M. C. Lin, R. Sukwadi, and J. Rivaldo, “Application of Six Sigma Methodology in an Automotive Manufacturing Company: A Case Study,” Sustainability (Switzerland), vol. 14, no. 21, 2022, doi: 10.3390/su142114497.
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[12] W. M. P. Van Der Aalst, M. La Rosa, and F. M. Santoro, “Business process management: Don’t forget to improve the process!,” Business and Information Systems Engineering, vol. 58, no. 1, 2016, doi: 10.1007/s12599-015-0409-x.
[13] T. Pyzdek and P. A. Keller, The Six Sigma Handbook, Third Edition. 2009.
[14] T. Graafmans, O. Turetken, H. Poppelaars, and D. Fahland, “Process Mining for Six Sigma: A Guideline and Tool Support,” Business and Information Systems Engineering, vol. 63, pp. 277–300, 2021, doi: 10.1007/s12599-020-00649-w.
[15] D. Montgomery, Introduction to Statistical Quality Control 7th Edition, 7th Editio. New York, 2013.
[16] V. Gaspersz and A. Fontana, Lean six sigma for manufacturing and service industries. Bogor?: Vinchristo Publication, 2011.
[17] J. Qin, Y. Xi, and W. Pedrycz, “Failure mode and effects analysis (FMEA) for risk assessment based on interval type-2 fuzzy evidential reasoning method,” Applied Soft Computing Journal, vol. 89, no. 1, 2020.
[18] C. P. Surya Andiyanto, Agung Sutrisno, “Penerapan Metode FMEA (Failure Mode And Effect Analysis) Untuk Kuantifikasi Dan Pencegahan Resiko Akibat Terjadinya Lean Waste,” Jurnal Online Poros Teknik Mesin, vol. 6, no. 1, pp. 45–57, 2017.
[19] D. L. de M. Nascimento, O. L. Goncalvez Quelhas, R. G. Gusmão Caiado, G. L. Tortorella, J. A. Garza-Reyes, and L. Rocha-Lona, “A lean six sigma framework for continuous and incremental improvement in the oil and gas sector,” International Journal of Lean Six Sigma, vol. 11, no. 3, 2020, doi: 10.1108/IJLSS-02-2019-0011.
[20] A. Saporito et al., “Six Sigma can significantly reduce costs of poor quality of the surgical instruments sterilization process and improve surgeon and operating room personnel satisfaction,” Sci Rep, vol. 13, no. 1, Dec. 2023, doi: 10.1038/s41598-023-41393-x.
