INTERNATIONAL JOURNAL OF SPECIAL EDUCATION Vol.37, No.

3, 2022

Controlling the Cost of Poor Quality in the Maintenance Process of the

Narrow body Base Maintenance Department Using the DMAIC Method at
PT. GMF AeroAsia
Sidik Purnomo, Erry Rimawan, Nadhira Salsabila, Anang Waskito, Steela Apfiasari,
Hari Yuliansyah, Riajeng Rizqi Amalia
Industrial Engineering Department
Mercu Buana University

Abstract

The aviation industry, especially air transportation, is said to be the safest transportation. To
support flight safety, every airline must pay attention to airworthiness. In this case, periodic
maintenance of the aircraft is required. PT GMF AeroAsia. is one of the largest companies
engaged in maintenance, improvement, and overhaul (MRO) services in Indonesia. However,
it is undeniable that in the maintenance process, especially the narrow body base maintenance
service, there are costs of poor quality (COPQ) incidents. In 2020 the narrow body base
maintenance department experienced 14 COPQ incidents in the aircraft maintenance process
and 2229,953 expired consumable materials and chemicals. With the occurrence of COPQ,
this research to determine the highest COPQ and the causes of COPQ, as well as to provide
recommendations for improvement using the DMAIC method (Define, Measure, Analyze,
Control). Based on the results of calculations using the Pareto diagram, it is known that the
highest COPQ of Organization Factors is 47.8% and there are 11 causes with 6 main causes
prioritized for improvement. The suggestions for improvement that can be given to the
company include: making Sharing Seasons for seniors and juniors and Managers submitting
training, making attention posters to comply with procedures in material input, making
improvements to internal applications/web in the storage area by adding tabs to control
materials which have a shelf life and the implementation of the FIFO (First In First Out)
method, performs Reminders and Reports to do 5S/5R before breaks, before and after work,
collaborates with other MROs for painting materials, Pooling parts during post-project
meetings.

Keyword: Quality; Six Sigma; critical to quality; Defect Per Million Opportunities (DPMO);
level sigma; Cost of poor quality; process maintenance; DMAIC; RCFA; MRO; aircraft
maintenance

1. Introduction

Cost of quality is the cost incurred to prevent or is a cost incurred as a result of producing
products of low quality (Horngren et al., 2010). Through this cost of poor quality analysis, it
can be known how much costs are incurred due to the existence of defective products or do
not meet industry quality standards, if with quality improvement activities conducted by the
company can reduce the cost of poor quality then it means that the industry can reduce
products that are defective or that do not meet quality standards that can harm the industry, so

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the company's quality improvement activities that have been done can be assessed as
successful (Kusmariyati et al., 2011).

As a company engaged in the maintenance of commercial aircraft, PT. GMF AeroAsia, a

subsidiary of Garuda Indonesia Group, continues to strive to improve its production
performance to achieve the vision of becoming the dominant player in the world in the
aircraft maintenance industry by 2020. PT GMF AeroAsia has four hangars to accommodate
large maintenance, line maintenance units scattered throughout airports in Indonesia for
ground handling and light maintenance, and FAA (America) and EASA (Europe) certified
technicians.

There is no denying that in the maintenance process there are some who experience events
that result in poor quality care so that the work must be reworked and cost up to double even
more. This can happen because of several factors such as lack of knowledge, lack of
awareness, lack of teamwork, lack of communication, fatigue, and others. Therefore PT.
GMF Aero Asia is required to produce good quality maintenance products so that it can
provide maximum revenue.

There have been several COPQ incidents at PT. GMF Aero Asia is an aircraft maintenance
project of 62 in 2020 that experiences COPQ events as many as 14 incidents. This happens
because of several factors that result in poor aircraft maintenance quality and must repeat or
become a cost for the company. And losses in terms of materials and chemicals in 2020. For
expired materials amounted to 2229,953 of 24322,236 or can be said 72% produced from
aircraft painting material, then from material plan project by 28%.

2. Literature Review

The concept of quality itself is often considered as a relative measure of the goodness of a
product or service consisting of design quality and quality conformity. The design quality is a
function of product specifications, while conformity quality is a measure of how far a product
meets the requirements or specifications of quality that have been set. According to (De Jager
& Nieuwenhuis, 2005) Defining a quality that has a wider scope, namely quality is a dynamic
condition related to products, services, people, processes, and environments that meet or
exceed expectations

In the development of the industrial world, quality began to be considered and made an
inseparable thing in production control. Quality control is prioritized by companies to
maintain the market or increase the company's market. according to (Assauri, 2004) Quality
control is activities to ascertain whether wisdom in terms of quality or standards can be
reflected in the final result. In other words, quality control is an effort to maintain the quality
/ quality and goods produced, in order to comply with the product specifications that have
been determined at the discretion of the company's leadership.

Six Sigma is a method that focuses on improving quality (i.e., reducing waste) by helping
organizations produce better, faster, and cheaper products and services. The Definition of Six
Sigma According to (Gasperz, 2002) is a vision of quality improvement towards the target of
3.4 failures in a million opportunities (DPMO) for each product transaction (goods and

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services), an enterprising effort towards perfection (zero-defect-zero failure). The concept of

Six Sigma according to (Gasperz, 2002) is if the product (goods and/or services) is processed
at a Six Sigma quality level, then the company may expect 3.4 failures per million chances
(DPMO) or expect that 99.99966 percent of what the customer expects will be in that
product. Thus Six Sigma can be used as a target measure of the performance of industrial
systems, about how well a product transaction process between suppliers and customers. The
higher the sigma target achieved, the better the performance of the industrial system. So
automatic 6-sigma is better than 4-sigma, better than 3-sigma. Six Sigma can also be
considered a breakthrough strategy that allows the company to make outstanding
improvements (dramatic) at the lower level. Six Sigma can also be seen as controlling
customer-focused industrial processes, through paying attention to process capability.

Motorola's Six Sigma process control approach allows for a shift in the mean of each
individual CTQ from an industrial process to a target specification value (T) of? 1.5-sigma
(read: plus/minus 1.5-sigma), resulting in 3.4 DPMO (defects per million opportunities—
failures per million chances). Thus based on the concept of Six Sigma Motorola, applicable
deviation tolerance:

Figure 1 Motorola Six Sigma Concept with Normal Distribution Shifted +1.5 -1.5 Sigma

Source: Gasperz, 2002

Based on the picture above from the beginning that motorola six sigma concept with the
average shift of the process can deviate ± 1.5 in the assumption of normality.

3. Research Method

In this study, the type of quantitative descriptive. Quantitative data is data presented in the
form of numbers, giving an overview of a case phenomenon proposed in the study
(Wandasari, 2013). In this study, there are two types of data and information used for data
collection, namely primary and secondary data. Namely in the primary data taken is an
interview about the overview of COPQ and Interviews about events that include COPQ in the

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maintenance process or after maintenance. And the secondary data taken is data on COPQ
events in 2020. The method used in this study is DMAIC (Define, Measure, Analyze,
Improve, control). Where in this data management using Pareto Diagram, Fish Bone
Diagram, RCFA, DPMO Calculation, Full Map P, and 5W+2H for improvement.

A research approach to the Six Sigma methodology known as DMAIC (Define,

Measurement, Analyze, Improve, Control). DMAIC tool flow process is a reflection of the
actual condition of the fabrication process and potential defects (Rimawan & Haryono, 2017).
There are several structural models in six sigma quality improvement. One of the most
widely used is the DMAIC method. DMAIC is a process of continuous improvement towards
the Six Sigma target. There is a research phase of this DMAIC that include:

• Define
At this define stage, researchers used Pareto Diagram to find the biggest factors causing
COPQ.
• Measure
After knowing the biggest cause, the measurement was then done using DPMO
calculation and a P control map.
• Analyze

At this stage (Analyze) use Fish Bone Diagram and RCFA tools to find out the causes of
COPQ and the root cause of the problem. At this stage, Root Cause Analysis (RCA) or so-
called Root Cause Failure Analysis (RCFA) is a step that points to the root cause (or root
cause) of the failure. according to (Dondapati et al., 2017) Root cause and failure analysis
(RCFA) consists of a variety of tools to identify the main possible causes of failure. It doesn't
depend on the main basis because there is no one cause for failure.

According to (Hussin et al., 2016) Root Cause Failure Analysis (RCFA) is widely used
method in industry to control the recurrence of failure. This method focuses on detecting the
cause of failure and controlling for future failures by identifying and eliminating them. RCFA
is the process of identifying the true cause of a particular failure and using that information to
establish corrective/preventive measures. The RCFA needs a preliminary investigation to
analyze the nature and frequency of failures to decide whether to conduct RCFA or not.
• Improve
At this stage (Improve) use the 5W+2H method to make improvements to reduce and avoid
the occurrence of COPQ. This stage is only a proposal to be implemented by the company.
• Control
The control phase is the Phase of controlling process performance and ensuring COPQ
does not occur or decrease

The method used for data analysis uses DMAIC and RCFA methods to determine the cause
of COPQ and improve using 5W+2H to reduce or eliminate COPQ to increase revenue for
the company. The research framework is self-explained in Figure 2.

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Figure 2 Research Framework

Source: Authors

4. Result and Discussion

• Define Stage

Define stage is the initial stage in conducting data processing that aims to know the condition
of the company and the problems that exist. By identifying what causes COPQ in pt narrow
body base maintenance service. GMF AeroAsia found the causative factors of COPQ and
determined the highest number of defects using CTQ (Critical to Quality), Matrix Problem
Analysis, and Pareto diagram method.

Table 1 Characteristics of Critical to Quality (CTQ) Types of Defect

No Event Type Total

Events
1 Knowledge / Skill 3
2 Leadership / 4
Supervision
3 Organization Factor 11
4 Individual Factor 5
Total 23
Source: Authors

Identify the cause of COPQ and gather information related to COPQ causative factors in
aircraft maintenance are as follows:

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Table 2 Factors Causing COPQ

No CTQ Remarks
1 Knowledge / Usually occurs due to lack of knowledge or
Skill lack of experience in the job
2 Leadership / This incident can happen if the Leader or
Supervision the supervisor is not communicating with
his co-workers and re-examining the work
of his co-workers
3 Organization This factor occurs due to the influence, the
Factor running system, the quality of support does
not run, the lack of manpower, the
influence of processes or procedures from
internal or external parties
4 Individual This factor usually occurs due to fatigue of
Factor work, working under pressure, easily
quickly satisfied with the work.
Source: Authors

Each of these events has a potential problem related to 4M + 1E, so an analysis matrix is
created to be able to know the potential problem in detail.

Table 3 Potential Problems

Event Type 4M + 1E
Man Machine Method Material Enviroment
Knowledge / ✓ ✓ ✓
Skill
Leadership / ✓ ✓
Supervision
Organization ✓ ✓ ✓ ✓ ✓
Factor
Individual ✓ ✓ ✓
Factor
Source: Authors

• Measure Stage

Measure stage is the second stage or process in the efforts of quality improvement or
improvement programs using the DMAIC method. And at this stage will be done
measurement of current performance as a mess before making improvements using the Six
Sigma methodology, as well as to know the condition of the maintenance of the aircraft type
narrow body and what problems will be faced in the process of quality improvement.

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Tabel 4 The Most Dominant Causative Factors

No Event Type Total Percentage Cumulative

Event Percentage
1 Knowledge / 3 13,0% 13,0%
Skill
2 Leadership / 4 17,4% 30,4%
Supervision
3 Organization 11 47,8% 78,3%
Factor
4 Individual 5 21,7% 100,0%
Factor
Total 23 100%
Source: Authors

Figure 3 Pareto Chart COPQ Aircraft Maintenance and Material Consumable

Source: Authors

Can be seen in the Pareto diagram the most dominant cause is due to organization factors
with a total of 11 events with a percentage of 47.8%, this cause can occur due to the
influence, the system is running poorly, tools are not adequate, supporting quality is not
running, lack of manpower, the presence of external or internal influences that result in
disruption of maintenance products.

Then do the calculation of DPMO and Sigma Level To know the value of sigma required
attribute data, including the number of production and number of defects in January 2020-
Dec 2020 to be processed by calculation of DPO (Defect Per Opportunities), DPMO (Defect
Per Million Opportunities), DPU (Defect Per Unit), Yield% and Sigma level. As follows:

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Table 5 DPMO COPQ Aircraft Maintenance Calculation

Number Level
Project
Months of DPO DPMO DPU Yield % Sigma
Number
Defects
January 7 1 0,03571 35714,28571 0,14286 87% 3,3
February 8 4 0,12500 125000,00000 0,50000 61% 2,7
March 8 2 0,06250 62500,00000 0,25000 78% 3,0
April 7 2 0,07143 71428,57143 0,28571 75% 3,0
May 5 0 0,00000 0,00000 0,00000 100% 3,2
June 5 1 0,05000 50000,00000 0,20000 82% 3,1
July 4 1 0,06250 62500,00000 0,25000 78% 3,0
August 6 1 0,04167 41666,66667 0,16667 85% 3,2
September 4 1 0,06250 62500,00000 0,25000 78% 3,0
October 4 1 0,06250 62500,00000 0,25000 78% 3,0
November 3 0 0,00000 0,00000 0,00000 100% 3,0
December 3 0 0,00000 0,00000 0,00000 100% 3,0
Average 0,04782 47817,46032 0,19127 83,4% 3,1
Source: Authors

Table 6 DPMO Material and Chemical Expired Calculation

Amount Number
Level
Months of of Mats. DPO DPMO DPU Yield %
Sigma
Material Expired
January 229,5 13 0,01416 14161,22004 0,05664 94% 3,7
February 443,4 49 0,02763 27627,42445 0,11051 90% 3,4
March 468,5 88 0,04696 46958,37780 0,18783 83% 3,2
April 361 89 0,06163 61634,34903 0,24654 78% 3,0
May 2137,6 853 0,09976 99761,41467 0,39905 67% 2,8
June 84 12 0,03571 35714,28571 0,14286 87% 3,3
July 119,5 65 0,13598 135983,26360 0,54393 58% 2,6
August 498,075 210,43 0,10562 105621,64333 0,42249 66% 2,8
September 482,563 76,523 0,03964 39644,04648 0,15858 85% 3,3
October 547 121 0,05530 55301,64534 0,22121 80% 3,1
November 9624,52 415 0,01078 10779,75837 0,04312 96% 3,8
December 9326,578 238 0,00638 6379,61748 0,02552 97% 4,0
Average 0,05330 53297,25386 0,21319 81,8% 3,2
Source: Authors

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Table 7 P Control Map for COPQ Aircraft Maintenance

Months Project Number of Proportion UCL CL LCL

Number Defects Defect
January 7 1 0,1428571 0,6875 0,21875 -0,25
February 8 4 0,5 0,6875 0,21875 -0,25
March 8 2 0,25 0,6875 0,21875 -0,25
April 7 2 0,2857143 0,6875 0,21875 -0,25
May 5 0 0 0,6875 0,21875 -0,25
June 5 1 0,2 0,6875 0,21875 -0,25
July 4 1 0,25 0,6875 0,21875 -0,25
August 6 1 0,1666667 0,6875 0,21875 -0,25
September 4 1 0,25 0,6875 0,21875 -0,25
October 4 1 0,25 0,6875 0,21875 -0,25
November 3 0 0 0,6875 0,21875 -0,25
December 3 0 0 0,6875 0,21875 -0,25
Sum 64 14
Source: Authors

Table 8 Map of Full P Material and Chemical Expired

Amount Number of
Proportion
Months of Mats. UCL CL LCL
Defect
Material Expired
January 229,5 13 0,0566449 0,148831 0,091684 0,034537
February 443,4 49 0,1105097 0,148831 0,091684 0,034537
March 468,5 88 0,1878335 0,148831 0,091684 0,034537
April 361 89 0,2465374 0,148831 0,091684 0,034537
May 2137,6 853 0,3990457 0,148831 0,091684 0,034537
June 84 12 0,1428571 0,148831 0,091684 0,034537
July 119,5 65 0,5439331 0,148831 0,091684 0,034537
August 498,075 210,43 0,4224866 0,148831 0,091684 0,034537
September 482,563 76,523 0,1585762 0,148831 0,091684 0,034537
October 547 121 0,2212066 0,148831 0,091684 0,034537
November 9624,52 415 0,043119 0,148831 0,091684 0,034537
December 9326,578 238 0,0255185 0,148831 0,091684 0,034537
Sum 24322,236 2229,953
Source: Authors

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COPQ AIRCRAFT MAINTENANCE

PROCESS
Proportion Defect UCL CL LCL

0.8

0.6

0.4

0.2

0
1 2 3 4 5 6 7 8 9 10 11 12
-0.2

-0.4

Figure 4 P COPQ Aircraft Maintenance Control Map

Source: Authors

MATERIAL AND CHEMICAL EXPIRED

Proportion Defect UCL CL LCL

0.6

0.5

0.4

0.3

0.2

0.1

0
1 2 3 4 5 6 7 8 9 10 11 12

Figure 5 P Material and Chemical Expired Control Map

Source: Authors

Seen figure 4 is a map of full P COPQ aircraft maintenance that the proportion of defects is
still within the control limits of the UCL and LCL lines. But in figure 5 material and chemical
control map expired at number 3,4,5,7,8,9 over UCL limit. This indicates that quality control
must be improved in order to reduce and reduce materials and chemical expired in the future
for the company.

• Analyze Stage

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At this stage, analysis of COPQ problems in aircraft maintenance and materials and
chemicals expired at PT GMF AeroAsia. Where previously calculations have been done at
the Measure stage so that it can be known that there are still problems that require further
analysis to find out how the right solution to overcome and increase the Sigma Level.

To determine the root cause of the problem that causes organization factors, use RCFA (Root
cause failure analysis) and Fishbone Diagram. In addition to the fishbone diagram, RCFA
(Root cause failure analysis) method will help to know the root of the problem and determine
what action will be done as a counter measure for further improvement. as follows:

Figure 6 Fishbone Diagram of COPQ causes aircraft maintenance and expired material

Source: Authors

Table 9 RCFA Organization Factors

4W+1h No Why Why Why Why Why

Inadequate Lack of
Haven't got Under
1.1 Training and training
training yet budget
Practice slots
Man
Forgot Workload Lack of No budget
1.2 material input many material yet to add
into system workers officers employees
Tools Poor Procuremen Less
2.1 Damaged and Disappear logging t of tools is budgetin
Missing system lacking g
Only use
Machine Control tools MS. No
lack of control for materials Excel to department
2.2
tools that have no control focuses on
shelf life Shelf Life the case
materials

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The number
of people is
Lack of Less
not
2.3 computers to budget
comparable
input parts computer
to the number
of computers
lack of
Feel that
Ineffective coordination
they have
3.1 communicatio of superiors
limitation
n and
s
subordinates
Feel that
Standard the
Method No
3.2 process standard
improvement
workflows of work is
sufficient
Not follow For
Less 5S/5R
the feeling
3.3 Implementatio
company's wasted
n
culture time
Approved
The arrival of
vendors are vendors
4.1 the material
abroad are far
takes time
abroad
Material Few get
Rarely vendors Quality
approval
can supply that does
4.2 from
painting not meet
manufacturin
material standards
g
Internet
network is Routine
5.1
experiencing Maintenance
interference
Because
Wrong
Environmen of the
design of
t briefing
Many of the the
place, the
5.2 Crowded manpower beginning
material
visited. of
input
developmen
becomes
t
one
Source: Authors

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For an explanation of the cause of copq occurrence in terms of aircraft maintenance and
expired material in PT. GMF AeroAsia Tbk uses a fishbone diagram as follows:

➢ Human Factors: There are inexperienced employees and lack of training and skills in
maintaining the aircraft and managing the materials needed, then due to the large load of
work and the limited number of employees resulted in forgetting to input materials in the
storage material.

➢ Machine Factor: there are jobs that require special tools, but the tools are being damaged
or unavailable which results in sometimes workers taking their own initiative to do the
job without using the tools. Then in terms of materials in the material warehouse there is
no application that controls the material that has a Shelf life, using only Ms. Excel tools.

➢ Method Factor: The occurrence of miss-communication caused by coordination between

mechanics/material officers against sesame co-workers and superiors, then in the process
of maintenance and procurement of materials that do not change so that the emergence of
habitual properties. As well as the lack of implementation of the company's culture,
namely 5S/5R because of the time-wasting thinking that resulted in the workplace is not
clean and neatly arranged.

➢ Material Factor: The difficulty of obtaining material approved by the aircraft

manufacturer is one of the factors of delay in the aircraft maintenance process because
aircraft manufacturers have determined which vendors can use the material for their
aircraft. When these vendors are abroad, it will automatically take a long time for the
delivery process, not to mention customs and excise problems that can make the material
longer to be used on the aircraft. Especially for da chemical materials that have shelf life
should be used immediately, otherwise, they will expire.

➢ Environmental Factors: In addition to crowded rooms, environmental factors that can

make late material transactions are internet netting systems that are undergoing
improvement. Because the data input process and procurement of materials and
components at PT GMF AeroAsia full using the INTERNET-based SAP system, then if
the internet network undergoes improvement then the automatic data input process will be
hampered.

• Improvement Stage

The improv stage serves to make improvements to previously known problems in the
Analysis Stage so that proposed improvements can be given in accordance with the most
urgent problems to be fixed. The tools used at this improvement stage are 5W+2H which
serves to accurately find out what actions to take to solve the problem. Because the root cause
of the problem is already known using tools fishbone diagrams and RCFA method (Rood
cause failure Analysis) but with such research will only discuss about Man, Machine,
Material and Method. Because environment is not a work scope from researchers, the next
step is to create a improvement plan by qualifying 5W+2H as follows:

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Table 10 Improvement Analysis

How
Root Cause 4W+1H What Who Why When Where How
Much
Sharing
Season
from senior
Inadequate
Manpower, Not When Work and junior
Training and $0 USD
Manager training yet working place as well as
Practice
manager
applying for
Man
training
Create an
PPC attention
Forgot material Planner, $10.35
Over When Room, poster to
input into Keeper USD
Workload working Storage always be
system Storage
Area on
procedure
Improving
material
and
No PPC Chemcial
$1056.20
Lack of control Information When Room, Store
Organization Machine PPIC USD
tools System is working Storage applications
Factors
consen case Area to control
materials
that have
shelf life
Do
Reminder
and Report
PPC to always
Less 5S/5R Manpower, Less self- When Room, do 5S/5R at
Method $0 USD
Implementation Manager awareness working Storage the time
Area before the
break,
before and
after work
Finance Pooling
Remote When
The arrival of Planner, part, 0.7% of
vendor meeting Meeting
Material the material Strategic cooperation part
approved post Room
takes time Business with other price
location project
Planner MRO

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Finance Cooperating
Rarely vendors Difficulty When
Planner, with other 0.7% of
can supply Finding meeting Meeting
Strategic MRO, part
painting vendor post Room
Business Pooling price
materials parts project
Planner Part
Source: Authors

There is an Improve stage done to find out the most urgent causes of defects to be corrected
and provide proposals on the cause. Tools used at this stage are 5W + 1H (What, Why,
Where, When, Who, How, How Much) to determine the corrective action as follows:

➢ To improve in terms of human factors due to training and practice in the field is not good
then the creation of Sharing Season from seniors and juniors and Manager apply for
training.

➢ To correct the human factor forget to do records and barcodes when input and output
materials are made attention posters to always according to the procedure with the
following example:

Figure 7 Improvements to Using Posters

➢ For improvement in terms of machine factors, namely the lack of control tools for
materials that have a shelf life that is to make improvements to the application / internal
web in the storage area by adding tabs to control materials that have a shelf life and the
implementation of FIFO (First In First Out) the method in the hope that the material will
expire soon to be used. More details are as follows:

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Figure 8 Proposed Improvement of Information Systems on the Company's Internal Web

➢ For improvement in terms of method factors due to the lack of implementation of 5S/5R
reminder and report to always do 5S/5R at the time before the break, before and after
work.
➢ To improve in terms of material factors that are due to the procurement of materials that
take a long time because rarely vendors who can supply painting materials, especially
done cooperation with other MRO for painting materials, Pooling part When post-project
meeting.
• Control Stage

This stage is the last stage in the use of the DMAIC method at Six Sigma which aims to
control the process so that it runs in accordance with its original purpose and it is expected
that the problems that have occurred do not reoccur at a later time. At this stage, proposals
and recommendations are given so that the company is consistent with the quality of its
products that are carried out based on the design of improvements at the previous stage. Then
for the sigma level calculation result after the fix are as follows:

Table 11 Calculation of sigma levels after improvement

Amount Number of
Yield Level
Months of Mats. DPO DPMO DPU
% Sigma
Material Expired
January 229,5 13 0,01416 14161,22 0,05664 94 3,7
February 443,4 32 0,01804 18042,40 0,07217 93 3,6
March 468,5 37,2 0,01985 19850,59 0,07940 92 3,6
April 361 29 0,02008 20083,10 0,08033 92 3,6
May 2137,6 132 0,01544 15437,87 0,06175 94 3,7
June 84 5 0,01488 14880,95 0,05952 94 3,7
July 119,5 7 0,01464 14644,35 0,05858 94 3,7
August 498,075 38,9 0,01953 19525,17 0,07810 92 3,6
September 482,563 23,46 0,01215 12153,85 0,04862 95 3,8

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October 547 33 0,01508 15082,27 0,06033 94 3,7

November 9624,52 415 0,01078 10779,76 0,04312 96 3,8
December 9326,578 327,4 0,00878 8775,99 0,03510 97 3,9
Average 0,01528 15284,79 0,06114 94,1 3,7
Source: Authors

Based on the calculations above, it can be seen that the DPMO value and the sigma level
before and after the fix there is a difference that the DPMO value before the fix is 53297.25
after the DPMO average improvement of 15284.79. That means there is a decrease in DPMO
of 38012.45 Then with the value of sigma initially worth 3.2 after the improvement to 3.7
thus that the value of sigma after improvement rose by 0.5.

Level Sigma
Level
3.8 Sigma, 3.7
3.7
3.6
3.5
3.4
Level
3.3 Sigma, 3.2
3.2
3.1
3
2.9
Before Improvement After Improvement

Figure 9 Sigma Level Comparison Chart

Source: Authors

Then here is the P control map after improvement:

MATERIAL AND CHEMICAL EXPIRED

Proportion Defect UCL CL LCL

0.1

0.08

0.06

0.04

0.02

0
1 2 3 4 5 6 7 8 9 10 11 12

Figure 10 Graph of the P control map after improvement

Source: Authors

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In the table above, you get a UCL result of 0.085961 and LCL of 0.003912 shows that no
data touches the control limit. With the value before improvement get a UCL result of
0.144831 and LCL of 0.034537.

Once known the results of the improvement using the control map as for proposals or
recommendations and steps are given based on this research to standardize the procedure are
as follows:

➢ Monitoring SOP (Standard Operational Procedure) aims to minimize the potential causes
of defects In Organization Factor, especially for Chemical Materials that have Shelf life
by doing work in accordance with established procedures. With the standard procedure
above, it is expected to reduce the defect process, so that the productivity of the aircraft
maintenance process can be increased.
➢ Ensuring that the Information System that has hammered the Improvement stage runs in
accordance with the procedures set by the company.
➢ Ensure that all materials that have a shelf life storage are in accordance with FIFO
method.
➢ Conduct training periodically that is every 6 months to workers.

5. Conclusion and Suggestion

• Conclusion
Based on the results of calculations and analysis on cost of poor quality control in the
maintenance of aircraft narrow body base maintenance at PT. GMF AeroAsia has conducted
research that obtained the following conclusions:

➢ Based on the calculation using pareto diagram, the highest COPQ is obtained in terms of
Organization Factors with a percentage of 47.8%.
➢ After analysis with fishbone tools diagram the highest cause was due to Organization
Factors resulting from: (1) lack of HUMAN RESOURCES, (2) Inadequate Training and
Practice, (3) Forgot material input into the system, (4) Tools Damaged and Lost, (5) lack
of control tools, (6) Lack of computer to input parts, (7) Ineffective communication, (8)
Standard process workflow, (9) Lack of Implementation of 5S/5R, (10) The arrival of
materials takes time, (11) Rarely vendors can supply painting materials, (12) Internet
networks are disrupted, and (13) Crowded Rooms.

➢ The appropriate proposals/improvements to reduce COPQ on the maintenance of narrow

body aircraft in the base maintenance department are:

1. Create a Sharing Season and Manager submit training

2. Make the poster attention to always according to procedure.

3. Improving the application / web internal storage area to control materials that have shelf
life and the implementation of FIFO (First In First Out) method.

4. Do reminders and reports to always do 5S/5R at the time before the break, before and
after work.

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5. Cooperating with other MRO for painting materials, Pooling part When meeting post
project

• Suggestion

Suggestions that can be given after this research are:

➢ Conducting supervision in accordance with sop consistently from all parties in order to
create an effective and efficient treatment process.
➢ After this research, it is expected that researchers in the future can conduct research for
COPQ in the Wide Body Base Maintenance office to make the company even better.

Funding: The research presented in the manuscript did not receive any external funding.

Acknowledgments: The authors would like to express gratitude to all respondents and
parties involved for the contribution and information provided in the making and completion
for this article.

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