#SHARING

LEAN
► ISO 18404 : 2015
SIX SIGMA
BEST PRACTICE

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Perkenalan….
ƒ Agus Syarif M., S.Si, LSSBB.
ƒ Garut, 23 Januari 1980
ƒ Komplek Kedung Badak Baru, Jln. Karsa No.18 Kota Bogor
gor
ƒ Menikah ( Istri & 4 Anak)
ƒ S-1 UNPAD (Jurusan : Statistika)
Job Experiences:
› PT. LG Electronics Indonesia
› PT Sierad Produce, Tbk
› PT. Indofood Sukses Makmur, Tbk
› PT. Indomo Mulia
› PT. Perfetti Van Melle Indonesia

Professional Expertise:
› Lean Six Sigma Black Belt Holder (VSM, FMEA, DOE, Project oject
Executor, etc)
› Total Productive Maintenance (TPM)
› Total Quality Management (TQM) – QCC – DELTA – TULTA TA
› Performance Management: Balanced Scorecard, 4DX
› Statistics Process Control (SPC)
› Statistics Data Analysis: Qualitative & Quantitative
› People Development: 7 Habits Trainer, TWI Implementation on
› Kaizen & 5S Implementation
› Risk Management ISO 31000 Mobile: +62878-7453-4352 1
› Etc. E-mail: goes.ku@gmail.com 1 from
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PT. ABCD CONTINUOUS IMPROVEMENT
STRATEGY

CONTENT:
‰ House of Operational Excellence
‰ Operational Excellence Framework
‰ Continuous Improvement Roadmap
‰ Lean Six Sigma Green Belt Program
‰ Continuous Improvement Project Management

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 House of Operational Excellence
PT. ABCD

The best in:

x Financial x Customer
x Process x Learning & Growth
LEAN SIX SIGMA

VALUE STREAM
MAINTENANCE

MANAGEMENT
PRODUCTIVE

MAPPING

ENERGY

SYSTEM
TOTAL

Continuous
Improvement
Culture

Balanced Scorecard – Visual & Workplace Management (5S)

Our Commitment – Solid Collaboration

Vision, Mission, Values

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 Operational Excellence Framework

Flow Strategic Goal Deployment Theme findings/execution Share/Following

Balanced Scorecard (BSC)

Continuous Improvement (CI)
Vision & Mission Project:
Lean 6V, TPM, VSM, EMS Standardization
Procedure
Activity
Goals Waste Elimination
(Process
Strategy Map Improvement) Share & Following
Value
Objectives Innovation Value added
for People
ABC KPI Value
Creation
(Product, Equipment,
Individual System Innovation, etc)
Dept. KPI KPI

No CI project Yes
Evaluation by Management execution

Review
System
Regular Monitoring & Evaluating
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 PT. ABCD Continuous Improvement Roadmap

2017 Æ Balanced Scorecard Implementation

• Regular Monitoring & Evaluation OPERATIONAL
• Strategic Initiatives for Continuous Improvement
EXCELLENCE
Lean 6V Green Belt Training
• Training & Lean 6V Project Execution (2nd & 3rd
Batch)

OEE Strengthen
• TPM Implementation (Focused AM, pilot Pjt.)
3
• Value Stream Map
• SMED/ Quick C/O

AM: Autonomous Maintenance

2 2018 Æ Balanced Scorecard Implementation

• Regular Monitoring & Evaluation
Top Management • Strategic Initiatives for Continuous Improvement
Commitment and Continuous Improvement for all
Support • Team & Individual Continuous Improvement Project
Competition
Entry Æ • Mini Company Problem Solving (Team, Program,
August 2016 1
Visual Board, Evaluation)

Adopt Balanced Scorecard: OEE Monitoring & Evaluation

• Strategy Communication & BSC Workshop • TPM Implementation (AM, all area)
• Create Strategy Map, Objectives, KPI & Target
• BSC Strategy Communication & Confirmation
• BSC Visual Board in Plant

V Green Belt Training

Lean 6V
• Training & Lean 6V Project Execution (1st Batch) 5

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 Prepared by: Checked by: Approved by:

CI Mgr Plant Mgr Director

PT. ABCD

PROGAM

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 PROGRAM IMPLEMENTATION

• Related to global direction on the Continuous Improvement

BACKGROUND program
• Lean Six Sigma (6V) is one of tools to accelerate Continuous
Improvement activity with ABC Objective Strategy

• Lean 6VGreen Belt (GB) training implementation

OBJECTIVE • Lean 6VProject executed by all of 6VGB participants
• Get Lean 6VGB Holder certification

• All of employees under ABC Div., especially for Supervisor, Area

SCOPE Manager and Manager level.
GENERAL SCHEDULE:
N 1st Batch 2nd Batch 3rd Batch
Activity
o (2016) (2017) (2017)

1 Lean 6VProgram Kick-Off 20 Sept. 11 Jan. 5 Jul.

2 Lean 6V GB Training 21-23 Sept. 12 – 20 6 – 14 Jul.
Registration Jan.
2 Lean 6V GB Training 27-28 Sept. 24 – 25 18 – 19 Jul.
Jan.
3 Lean 6V Project Execution 29 Sept. – 1 Feb – 31 20 Jul – 20
16 Dec. May Oct.
4 Lean 6V GB Certification After conducted Project Monitoring
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 LEAN 6VGREEN BELT PROCEDURE
Weight:
No

Lean 6V GB Training Lean 6VGB Training Pass

Registration & GB Test ? 30
Internal Instructor:
Score Max. GB Test : 100
CI Manager
Score Test ≥ 70 Æ Pass

Lean 6VProject Yes

Execution
70
• CI Manager as Project Facilitator
Lean 6VProject • Evaluated by Direct Superior and SC.
Reporting

Lean 6VGB • Total Score ≥ 85

No Yes
Ok? Holder • Total Score = (Score
Training x weight) +
Certification
(Score Project x
• Certified by ABC Director weight)
Score Max. 6V Project : 100
• Total Score Max. 100

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 LEAN 6V PROJECT EXECUTION PROCESS
Project Team Direct Superior CI Steering Committee (SC)

Theme Selection
No Yes
Project Charter Review Approve?

No Yes
Approve? Review Project Charter Doc.

DMAIC Execution

Project Review / Project Consultation

Follow Up Feedback (correction & advice)

Along DMAIC process according to Project schedule

CI SC STRUCTURE: No Yes
Project Report Approve?
Head: ABC Director
Facilitator: Agus SM (CI Mgr) Evaluation
Member:
- PC Mgr
- Plant Mgr No Yes
Approve? Evaluation & Benefit Verification
- Finance Mgr

CI SC Review ‘s Check item: Project Controlling Project Report Doc.

ƒ Relationship to ABC
Strategies and KPI No
ƒ Business Impact Assessment?
ƒ Estimation of Cost Saving and
Result Lean 6V Certification 9
Yes

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PT. ABCD
CONTINUOUS IMPROVEMENT
PROJECT MANAGEMENT
CONTENT:
‰ Stratified Continuous Improvement Project
‰ Continuous Improvement Committee

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 Stratified Continuous Improvement (CI) Project

CI Project Needs
• Big impact to our Cost,
Customer & Quality. “LEAN Operation Project”
• Business hot Issues. • Cross function Dept./Section
BIG • Direction from top Mgt. • Time frame 9-12 Months
• Cross function Dept. • Monthly Evaluation by Top
problems Management/Director
• Cross function
Strength commitment
• Impact to our Cost, “Green Belt Project” • Tightly project
OUR Customer, Quality , • Internal Dept./Section management
PROBLEMS MIDDLE and Process in internal • Time frame 3-6 Months • Tightly project review
Dept./Section. • Monthly Evaluation by • Continuous of Follow
Management in up improvement
execution
Dept./Section
• Visual Board to
Project Monitoring &
Controlling
• A problems which touch “Yellow Belt Project”
to shop floor daily
SMALL process activities in
Æ A3 Report
• Internal Section
internal Dept./Section.
• Time frame 1-4 weeks
• Monthly Evaluation by
Supervisor & Manager
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 ABC Continuous Improvement Committee (“CIC”)
Role & Responsibility:
• As Owner all of CI Projects
Project Owner

• Drive CI Project activities relate to ABC’s

ABC Director DIRECTOR vision, mission & objectives
• Decision maker in Providing all of CI
Project infrastructures
Facilitator:
A. Syarif M. (CI Mgr) • Ensure all of CI activities
implemented in our plant
CIC:
• PC Mgr
Evaluator

• Technically drive all of CI Project

• Plant Mgr CIC activities relate to ABC’s objective s
• Engineering Mgr
& KPI
• Finance Mgr
• Evaluate all of CI project activities

CI & Production Manufacturing Projects &

Project executor

Engineering SHE
Control (Production) Automation

Green Belt Green Belt Green Belt Green Belt Green Belt

Yellow Belt Yellow Belt Yellow Belt Yellow Belt Yellow Belt

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SEKARANG, KITA HARUS BAGAIMANA ??

“Kita harus berani melangkah dan

bergerak…karena dengan diam pun
ada resikonya”

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 14

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