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Bài Lean
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Keywords:
Lean SiX Sigma Lean SiX Sigma is an integrated approach between lean thinking and the Si X Sigma method. Lean is a way of
DMAIC thinking and principle used to improve the performance of a process through waste and error elimination. It
Waste focuses on the speed, flow, and cost of a process. On the other hand, Si X Sigma is a method to enhance process
capability by analyzing processes with problem identification and implementing improvements to resolve the
problem. It focuses on quality consistency and how to fulfill customers’ requirements. Combined, Lean and SiX
Sigma will be beneficial for organizations in determining the most suitable method for identifying and solving
problems so the outcome of a process can fulfill customer satisfaction until profits can be increased. This study
proposes a Lean SiX Sigma methodology as an approach to reduce waste in the production process of a food
manufacturing industry. The proposed approach is the DMAIC approach, and its tools are used to assess the
impact of waste on the production process. As a result, this study will also conclude how the DMAIC approach
can be helpful for the company to reduce waste. Suggestions related to DMAIC tools, and their implementation
are also elaborated so that the related company can evaluate its current process and strive for better
improvement.
Introduction
This SME bakery industry dominates two-thirds of the whole bread
Known as an agricultural country, Indonesia consumes various and baking industry in Indonesia [7]. With this increasing demand, the
bakery industry must maximize its production performance by having
types of grains every day. Wheat is one type of grain that is widely
a suitable operations strategy to fulfill its customers’ demands.
consumed in Indonesia. In Indonesia, per capita consumption of wheat
processed into bakery products reaches 4.7 kg per year and is expected For manufacturing industries, quality has been the central element of
to increase to 6.6 kg per year by 2030 [7]. Currently, bakery product is products to survive within the market that is getting tougher over time.
not the most consumed wheat product in Indonesia. The first place Quality can be defined as the desired values that customers care about.
and most-consumed wheat product is instant noodles. However, it is Therefore, industries must optimize production activity while main-
fore- casted that the wheat used for bread will increase by 4%, unlike taining the top-notch quality customers value to adapt to the continu-
instant noodles, which will decrease by 4% [7]. This fact is in line with ously increasing market competitive level [15]. According to Merriam-
the trend of bread consumption in Indonesia because as bread demand Webster, value is the monetary worth of something. By this definition,
increases, the number of wheats used to produce bread will also eliminating non-added value must be the main focus of manufacturing
increase. Research conducted in 5 cities in Java shows that bread is processes. The approach that can be used to minimize waste as well as
categorized as a modern snack, ranked 18 on average by respondents identify and remove the non-added value in a process is called Lean
[5]. This consumption trend could be considered as a possibility that SiX Sigma (LSS) [19]. LSS’s primary focus is to reduce waste and
the bakery industry will expand in the future. With this business output variability in the manufacturing process [21]. By imple-
chance, the competition in the bakery industry will be tightened. menting LSS, an organization can improve its business strategy to
Currently, the bakery industry in Indonesia is dominated by small-to- create an adaptable and capable system in a strategic manner to
medium-sized enterprises (SMEs). preserve a competitive positioning [23]. Therefore, before knowing
how to
* Correspondence to: Department of Industrial Engineering, Sampoerna University, L′Avenue Building, Jl. Raya Pasar Minggu No. Kav. 16, RW.9, Pancoran, Kec.
Pancoran, South Jakarta 12780, Indonesia.
E-mail addresses: ivana.widiwati@my.sampoernauniversity.ac.id (I.T.B. Widiwati), surya.liman@sampoernauniversity.ac.id (S.D. Liman), filscha.nurprihatin@
sampoernauniversity.ac.id (F. Nurprihatin).
https://doi.org/10.1016/j.jer.2024.01.022
Received 19 November 2023; Received in revised form 14 January 2024; Accepted 28 January 2024
Available online 8 February 2024
2307-1877/© 2024 The Author(s). Published by Elsevier B.V. on behalf of Kuwait University. This is an open access article under the CC BY-NC-ND license
(http://creativecommons.org/licenses/by-nc-nd/4.0/).
Please cite this article as: Ivana Tita Bella Widiwati et al., Journal of Engineering Research, https://doi.org/10.1016/j.jer.2024.01.022
I.T.B. Widiwati et Journal of Engineering Research xxx (xxxx)
Table 1
Literature review.
References Define (D) Measure (M) Analyze (A) Improve (I) Control (C) Research Objective
Jamil et.al., Value Stream Mapping Pareto chart, sustainability Value added ratio Future Value Stream Mapping Monitoring Continuous improvement,
2020 (VSM) metrics (FVSM) creating sustainable
manufacturing operations
Yadav et. Project charter, SIPOC Rolled Throughput Yield Regression Design of EXperiment (DOE), Control charts To improve performances
al., 2019 (Suppliers, Inputs, (RTY), Root Cause Analysis analysis, kaizen, risk analysis & and the yield of a process, as
Processes, Outputs, and (RCA), process capability hypothesis testing mitigation well as to minimize reject
Customers) diagram,
Pareto chart
Hidayat et. Critical to Quality (CTQ) Defect Per Million Pareto chart Failure Mode and Effects Proposal Minimize defect and
al., 2021 Opportunities (DPMO), Analysis (FMEA) recommendation proposal
yield calculation, using DMAIC and FMEA
Structured Query
Language (SQL)
[8] SIPOC Diagram, Pareto Capability process Fault Tree Simulation, poka yoke, FMEA Statistical Quality improvement and
chart Analysis (FTA), updating process control waste minimization
FMEA, correlation
analysis
Adeodu et. Pareto chart Overall Equipment RCA Single Minutes EXchange of Standard To optimize the production
al., 2020 Effectiveness (OEE) Die (SMED), 5 S (Sort, Set in Operation process by minimizing
Order, Shine, Standardize, Procedure machine downtime
Sustain) (SOP)
Setiawan SIPOC CTQ, control chart, DPMO RCA 5 W + 1 H (What, Where, Control chart, Minimizing defect level to
and[20] When, Why, Who, How) DPMO, and near perfection to improve
sigma level quality
This paper VSM RTY, Pareto chart, control RCA, FMEA Recommendation plan, 5 S, Monitoring To analyze the performance
chart, DPMO FVSM of the manufacturing
operation and to minimize
waste
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production system. The
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Table 2 and Necessary but Non-value Added (NNVA) activities. With those data,
Current activity classification. value stream mapping can identify waste and reduce the overall cycle
Process Activity Activity Classification Duration time while evaluating the waste further. From the production process
VA NVA NNVA (min) breakdown, the activity classification for the mooncake production
process is shown in Table 2.
Filling (jenang) Raw material 5
From the classification, VSM can be made. To start, the takt time of
Cooking preparation
the production process is calculated. The number of mooncakes pro-
Mung beans boiling ✔ 15
Mung beans grinding ✔ 15 duced in a single production process (8 h/day) varies over time. On a
Cooking ✔ 25 low season, the company produces around 7000 pieces a day.
However,
Quality control to ✔ 1 during the peak season (Mid-Autumn Festival), usually between
check filling standard September and October, the company can produce up to 100,000 pieces
MiXing Moving to forming area ✔ 2
Machine set up ✔ 5
of mooncake a day. For this research, the author used the average data
Raw material ✔ 5
for mooncake produced, which equals 59,192 pieces. Hence, the takt
preparation time will be 0.487 s/pcs (Eq. 1).
MiXing ✔ 15
Quality control to ✔ 1 Workable Production Hours (1)
check dough standard Takt Time = Units Required (Demand)
Moving to forming area ✔ 2
Forming Machine set up ✔ 5 8hours
Dough forming ✔ 136 Takt Time = 59, 192pieces
Quality control to sort ✔ 15
out forming defect
Dispose (placing ✔ 10 Takt Time ≈ 0.487sec/pcs
defects into containers) To create VSM, the cycle time, changeover time, total lead time, and
Moving to baking area ✔ 10
Baking Machine set up ✔ 15 total VA time must also be calculated. The calculation examples for the
Baking ✔ 15
filling cooking process are shown in Eqs. 2 and 3. Lastly, Eqs. 4 and 5
Cool down ✔ 15
are the total lead time and VA time of the whole production process.
Quality control to sort ✔ 15
out baking defect
∑
Dispose (placing ✔ 10 C/T(filling) = VA duration = 15 + 15 + 25 = 55minutes (2)
defects into containers)
✔ 10
∑ ∑
Moving to packaging
C/O(filling) = NVA duration + NNVA duration = 0 + 5 + 1 + 2
area
Packaging Machine set up ✔ 5 = 8minutes
Take out from baking ✔ 10 (3)
tray
Quality control to sort ✔ 5 ∑ ∑
out defect Total Lead Time = C/T + C/O = 325 + 156 = 491minutes (4)
Packaging ✔ 56 ∑
Final quality control ✔ 15 Total VA Time = C/T = 55 + 15 + 136 + 30 + 89 = 325minutes
(5)
Dispose (placing ✔ 10
defects into containers)
Final packaging
In addition to Takt time, Cycle Time (C/T), and Changeover Time (C/
✔ 33
(boXing) O), the Process Cycle Efficiency (PCE) can also be calculated from the
VSM. The PCE calculation is shown in Eq. 6:
Moving to warehouse ✔ 10
Total 9 3 17 491 Total Value Add Time
PCE (%) × 100% (6)
Total Lead Time
=
analysis will represent the study’s outcome through suggestions for the 325minutes
company’s improvement. Lastly, after the analysis has been made, this
paper concludes the research that has been done. The conclusion In the define phase, observation and classification of all data related
should also include a suggestion for the related company where the to the production process are documented. The data collected in this
study is conducted. This suggestion could provide the company with an phase are the process breakdown and activity classification. The activity
outside point of view that could be helpful for them in improving their classification consists of the Value Added (VA), Non-value Added (NVA),
system.
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PCE(%) = × 100%
491minutes
PCE(%) ≈ 66.19%
From these calculations, the VSM can be drawn as shown in Fig.
3. From the VSM, there are five types of waste identified. Those
wastes are transportation, overprocessing, waiting, defect, and
inventory. Each of these wastes is elaborated in each process to
determine which process produces the most waste. The identified
waste can be elaborated as
follows:
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Table 3
Throughput yield. Table 5
Waiting Waste Calculation.
Process Opportunities (O) Defect (D) Throughput Yield (TY)
Total product (T) 59,192 pieces
Filling Cooking 59,192 0 100%
Cycle time (C) 120.55 pcs/minute
MiXing 59,192 0 100% Time consumed in waiting during machine set up 30 min
Forming 59,192 586 99.01% Lost product (machine set up) 30 × 120.55 ≈ 3617 pieces
Baking 58,606 586 99.00% Time consumed in waiting during machine 100 min
Packaging 58,020 586 98.99% breakdown
BoXing
57,434 0 100% Lost product (machine breakdown) 100 × 120.55 =
12,055 pieces
Table 4
Transportation Waste Calculation.
Table 6
Time consumed for transportation (W) 34 min Overprocessing Waste Calculation.
Total product (T) 59,192 pieces Time consumed for overprocessing (W) 30 min
Cycle time (C) 120.55 pcs/minute
Lost product/minute 34 × 120.55 ≈ 4099 pieces Total product (T) 59,192 pieces
Cycle time (C) 120.55 pcs/minute
Lost product 30 × 120.55 ≈ 3617 pieces
produces production delays which create waste of waiting for the
production process of mooncakes.
3. Defect - This type of waste is found in the forming, baking, and Table 7
packaging process. Processes that detect the presence of defects are Defect data summarized.
likely to decrease Throughput Yield (TY). TY is the percentage of Forming Baking Packaging
products that are not defective and passed through a compliance
check. The TY will be calculated in the Measure phase of the DMAIC Average defect/month January 643 643 643
February 469 469 469
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Average defect/day Total defect/day March 650
650
650
586
586
175
8
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Table 8 Three types of waste are not found in the production process of
Total lost and pareto chart. mooncakes: motion, overproduction, and untapped human potential.
Waste type Lost product Motion is the type of waste that relates to an unnecessary movement that
pieces % a worker does. In its operation, the company made sure that workers
could work as effectively and efficiently as possible. Overproduction is
the Transportation 4099
type of waste related to an excess production process that has16.30%
no relation to the demand. With the MTO strategy, the company is still exceeding
Waiting (set up) 3, 617 14.38%
the Waiting
number of productions to anticipate 12,
(breakdown)
defects.
055
However, this does not cause the overproducing waste because this exceeding production number is
47.94%
usedOverprocessing
to anticipate defects. Untapped human 3, 617 po- tential is the 14.38%
type of waste where workers are not placed in the work area according to their
potential. In this company, workers are placed
Defect (forming) 586 based on their specialty.
2.33% This can be ensured by the ability of workers to primely complete their tasks
Defect
based on (baking)
SOP. 586 2.33%
Defect (packaging) 586 2.33%
Total 25,146 100%
DMAIC process (Measure)
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Waste calculation
Transportation. Based on the activity classification, five transportations
To calculate the number of products lost because of waste,
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Table 10
Failure modes and effect analysis (FMEA).
Waste Failure mode S Causes of failure O Control D RPN
Transportation Wasted time that cause the company to lose 3 Inefficient Layout 4 Factory Layout 3 36
its opportunity to produce more product Insufficient Tools (there are no transportation devices 4 Manual 3 36
and automation available) handling tools
Lack of manpower that force workers with different 4 Manpower 3 36
capabilities to do repetitive transportation activities.
Waiting Machine Set Wasted time that cause the company to lose 4 Different machine types and complexity 4 Production 2 32
Up its opportunity to produce more product machine
Different skills and experience of workers to do the machine setup 3 Manpower 3 36
are needed in the mooncake production process. For the total five ac-
tivities related to transportation, 34 min are needed for movement processes involving machines in its operation. From Table 5, with a
during the production process. From the calculation in Table 4, with a total product of 59,192 units and 120.55 pcs/minute cycle time, there
total product of 59,192 units and a cycle time of 120.55 pcs/minute, are 3617 lost products that happened because of machine set-up.
4099 units of product are lost because of the transportation process. Besides machine set-up, machine breakdown is another type of
Therefore, if transportation can be eliminated, the outcome of the pro- waiting waste identified in the mooncake production process. Unlike
cess can be increased by 4099 units. machine setup, machine breakdown does not happen regularly. The
frequency for it to happen depends on the type of the machine and the
type of damage encountered. The data used in Table 2 is based on the
Waiting. Based on the waste identification, there are two types of
average time needed to repair machines, assumed if the machine in
waiting that occur in the production process of mooncakes. The time
each process is having a downtime. The 100 min that are consumed
consumed for waiting waste is collected when the machine is being set
during machine breakdown could cost the company 12,055 products
up and experiencing a breakdown that causes the production process
when the cycle time is 120.55 pcs/minute.
to be delayed. As mentioned, the machine set-up is bound to happen
within the production process of mooncake because it is a step
required in Overprocessing. There is three overprocessing waste identified in the
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(min)
Wheel Lubricate Wheel is 1
MiXer Overall Surface
cleaning MiXer surface is 3 bearing with lubricated.
free from dust and oil
unnecessary Total Duration 9
items. Oven Overall Interior Oven interior is 3
Securing • MiXer is 1 cleaning free from dust
attached by and unnecessary
bolts, will not items.
move when Securing Oven surrounding 1
operating. is clean (hazard-
• MiXer free).
surrounding is Wiring/ Oven is wired in a 1
clean (hazard- electrical proper power
free). supply based on
Wiring/ MiXer is wired in 1 miXer
electrical a proper power specification.
supply based on Visual Make sure there is 1
miXer inspection no missing or
specification. damaged
Visual Ensure there is no 1 components.
inspection missing or Machine Set machine 15
damaged setting based on
components. production needs
Machine Set machine 1 (include oven
setting based on pre-heating).
production needs. Psychrometer Visual Make sure the 0.5
Motor Oil seal Seal is lubricated. 1 Pan inspection psychrometer pan
Rotation Motor can rotate 1 is slowly dripped
miXer blade by water to
properly. maintain moist.
Vibration Motor did not 1 Rotating Visual Make sure 0.5
vibrate Dampers inspection damper
excessively when positioning not
operating. too close to each
GearboX Oil seal Seal is lubricated. 1 other.
Rotation Compressed Temperature Make sure the 1
GearboX can 1
rotate miXer Air check temperature of
properly. compressed air is
Total Duration 12 right.
Forming Gas and Steam Visual Make sure the gas 1
Overall Surface Machine surface 3
machine Valves inspection used is not run
cleaning is free from dust
and unnecessary out and is
items. properly
Securing • Machine is 1 connected to the
attached by steam valves.
bolts, will not Total Duration 24
move when Packaging Overall Surface Machine surface 3
operating. Machine cleaning is free from dust
• Machine and unnecessary
surrounding is items.
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rical Machine Machine is wired 1 based on
setting in a proper power supply production needs.
based on miXer • Knives are free 1
Cutting specification. from dust and
Visual Knives Make sure there is 1 unnecessary
inspection no missing or items.
cleaning
damaged components.
and visual
Set machine 1
inspection
(continued on next page)
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I.T.B. Widiwati et Journal of Engineering Research xxx (xxxx)
Table 11 (continued ) stable (in-control) state. Monitoring the capability of an unstable process
Machine Component Method Criteria Duration
will not be meaningful because it can only reveal the current capability
(min) of a process now without explaining the capability of that process in
• Knives are
the future. Although process capability statistical measurement cannot
sharp and rust- be assessed, Cpk still can be obtained from the DPMO conversion
free. table. Therefore, further investigation of this out-of-control chart still
must be
Pressure Surface • Regulator is 1 carried out because an out-of-control chart indicates a non-random
Regulator cleaning and free from dust
variation caused by assignable causes.
temperature and
check unnecessary
items. Defect per million opportunities (DPMO)
• Regulator is in Critical to Quality is the quality characteristic that affects customer
the right
satisfaction with a product. For mooncake, customer satisfaction de-
Packaging Visual temperature.
1 pends on mooncake appearance (size and color), maturity, and pack-
Input Make sure the
inspection plastic used for aging. These are the requirements that needed to be used as standards
packaging is not that must be met to satisfy customers. The first standard related to
Total Duration
run out. mooncake size is inspected during the forming process. The second
11
standard, size, and maturity is inspected during the baking process.
Lastly, the third standard related to packaging is inspected during the
production process of mooncake. This overprocessing waste happened packaging process.
because of the disposal activity needed to place defects that have been During the standard inspection, defects can be produced when a
sorted out during the quality control activity in the forming, baking, product does not meet the quality standard. Based on the waste identi-
and packaging process. In total, the lost time happened because of this fication, three types of defects are identified during the production
waste is 30 min with 10 min in each process. From the calculation in process: forming, baking, and packaging. Therefore, it can be deter-
Table 6, the lost product from this overprocessing waste is units with a mined that the CTQ for the mooncake production process is 3. After
total product of 3617 units and a cycle time of 120.55 units/minute. the CTQ is known, the DPMO can be calculated as below. The total
product and defect data used in Table 9 are calculated in average,
Defect. Unlike other types of waste, cycle time is not needed to calculate based on the data obtained from the company database.
the product loss caused by defect. This is because the defect is the lost In SiX Sigma, a 3.4 DPMO (6 sigma level) is set to be the objective
product itself. Table 7 shows the average defect data for mooncake of limiting defects from processes. However, from the calculation
based on its defect types. In the production process of mooncakes, the shown in Table 9, the DPMO and sigma level are found to be 9900 and
defects come from the forming, baking, and packaging process. From 3.9, respectively. This value is higher than the standardized goal of SiX
these processes, the average lost product is 586 products/day each. In Sigma. This means the opportunity of a process generating defects is
total, the products that are lost due to defect is 1758 pieces (on high. Based on the DPMO converting table, the 9900 DPMO value
average). In analyzing the Pareto Chart (Table 8), the 80/20 Rule generates a 1.3 Cpk. In general, the higher the Cpk value, the better
(Pareto principle) is used to determine the vital few and trivial many because a high Cpk value represents the higher capability of a process
of waste identified. From the Pareto line in Fig. 4, the types of waste to fulfill its requirements. A Cpk equal to 1.3 indicates a barely capable
that fall under 80% are waiting for waste due to machine process where the process is precisely at the specification limits
breakdown, trans- portation waste, waiting waste due to machine (Mahapatra et al., 2020). Therefore, it can be concluded that the
setup, and over- processing waste in order. These wastes are the vital process capability for the mooncake production process is good
few of the factors that require the most attention and effort. The other enough.
types of waste that fall under the 20% cut-off line are considered
trivial many or factors with a relatively small impact. Even though DMAIC process (Analyze)
critical waste is already known, other types of waste still cannot be
ignored because they cause In this research, two tools are used in the analysis phase of the
product loss. DMAIC process. The tools are the Root Cause Analysis (RCA) and the
FMEA. The RCA identifies and categorizes problems that cause some-
Control chart thing to happen in an event. The FMEA is used to identify failures in
The data used to create the control chart is the defect data of the production process which aims to calculate the RPN (Risk Priority
mooncake from January until March 2022. The assumption of a 1/3 Number) obtained from the calculation of Severity X Occurrence x
ratio for three defect types will not be used to create the control chart Detectability and existing failures.
to get a more accurate result. Instead, the total defect is the data used
to calculate the Upper Control Limit (UCL) and Lower Control Limit Root cause analysis (RCA)
(LCL) of the control chart. To analyze the cause of waste generated from the production
Based on the control chart in Fig. 5, there are only four days when process of mooncake, root cause analysis is conducted. In this analysis
the defect is in control. The number of defects for the remaining 67 process, the Ishikawa diagram is used to visualize the cause and effect
days from January until March 2022 is proven to be out of control. of the waste detected during the production process of mooncake. The
With this finding, a process-capability statistical measure cannot be root cause analysis of each waste is presented in Fig. 6 until Fig. 12.
assessed because process capability can only be performed if the
process is in a
Table 12
Post-operation Maintenance Plan.
Machine Criteria Method Duration (min)
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Seiketsu after the defective products are taken out. ployees from all levels are united to minimize waste.
(Standardize) 1. Standardize the quality control activities in
each step of the production process.
Recommendation plan
A preventive-based plan is the most suitable approach to be imple-
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mented as an effort
to eliminate waste
in the production
process of
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MiXing Post-operation ✔ 3
maintenance Providing manual handling equipment will make the transportation
Preventive maintenance ✔ 12 process easier for workers. With this equipment, the transportation
for miXer process can be faster and more efficient. Additionally, this equipment
Raw material ✔ 5
preparation
will provide safety for workers who are required to lift and move
MiXing
✔ 15 heavy items repetitively. Hereby, long-term fatigue can be
✔ 1
Quality control to check prevented so that workers can perform their tasks optimally.
dough standard d. Maintenance Plan - The objective of a preventive maintenance plan
Moving to forming area ✔ 1 is to prevent breakdown. Machine breakdown frequency is depen-
Forming Post-operation ✔ 3
maintenance dent on machine reliability and inconsistency. To ensure that the
Preventive maintenance ✔ 9 machine is reliable and consistent, preventive maintenance must be
for forming machine
conducted before and after the machine is used. The preventive
Dough forming ✔ 136 maintenance shown in Table 11 must be conducted before the ma-
Quality control to sort ✔ 15
out forming defect chine is used. With these maintenance checklists, machine break-
Moving to baking area ✔ 5 downs can be prevented or detected in advance. In addition to
Baking
Post-operation ✔ 3 preventive maintenance, post-operation maintenance must also be
maintenance conducted to check the machine’s condition after operation. The
Preventive maintenance ✔ 24
post-operation maintenance can be generalized for all machines as
for baking shown in Table 12. For both maintenance approaches, it is recom-
Baking ✔ 15
Cool down ✔ 15 mended that the workers carry out the procedure periodically, before
Quality control to sort ✔ 15 and after the machines are used.
out baking defect
Moving to packaging ✔ 5
area
Post-operation ✔ 3 Sort, Set in Order, Shine, Standardize, Sustain (5S). For the Improve step
maintenance
in the DMAIC process, the 5 S methodology is used to improve work-
Packaging Preventive maintenance ✔ 10
for packaging machine spaces in an effective, efficient, and clean manner. 5 S is a part of Lean
Take out from baking ✔ 10 management upholding the application of Kaizen (rapid improvement)
tray culture. Herewith, 5 S must be systematically applied as a cultural
Packaging ✔ 56 establishment methodology for employees involved in working culture.
Final packaging (boXing) ✔ 33
Final quality control ✔ 15
Thereby, the objectives of the 5 S implementation are:
Moving to warehouse ✔ 5
a. To identify what is required and what is not (Seiri).
Post-operation ✔ 3
maintenance b. To organize materials, parts, and equipment based on its function
Total 18 5 9 479 b. Standard Operating Procedure (SOP) - Regarding the SOPs that
have been made, several recommendations can be used for
improvement. In terms of the template, the current SOP is in accor-
mooncake at the company. Herewith, recommendations to prevent
dance with a standard SOP template which consists of a title, task,
root causes were identified beforehand.
standard, and procedure. The thing that needs to be revised is the
a. Checklist and Record - The checklist can standardize the process so
that activities can be carried out in order. With the checklist, setting
inaccuracy can be prevented, and production steps will not be
missed. With the checklist, human error related to less thoroughness,
forgetfulness, and recklessness can be eliminated. Recording
recommendation is related to inventory and defect data. For in-
ventory, it is recommended to data the raw material procurement
to prevent excess inventory. In addition, the defect must be
recorded based on its type and frequency. With this defect data,
further analysis can be carried out to improve the process and
prevent pro- cess failure that can create defects.
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(Seiton).
c. To create a clean and hazard-free workplace (Seiso).
d. To standardize work practices through a systematic workflow
(Seiketsu).
e. To realize a continuous improvement in habits and culture
(Shitsuke).
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time, the lead time and the value-added time of the improved process are
Table 15 also changed. From the future VSM, it is known that the lead time and
Before and After LSS Measurement Indicators. value-added time are equal to 479 and 340 min, respectively. From
Measurement Indicators Before After Note these known variables, the new PCE can be calculated by:
Lead time (minutes) 491 479 Decreased
Total Value Add Time × 100% (8)
Value-added time (minutes) 325 340 Increased PCE (%) = Total Lead Time
PCE (%) 66.19% 70.98% Increased
Cycle time (sec/pcs) 0.498 0.486 Decreased
Lost time (minutes) 194 87 Decreased 340minutes
PCE (%) = 479minutes ×
Lost products (pcs/min) 25,146 12,508 Decreased 100%
PCE(%) ≈ 70.98%
breakdown. In addition to the preventive and post-operation mainte-
nance suggestions, another suggestion that will be tested is the sugges-
tion to incorporate the QC and disposal value at the end of each DMAIC Conclusion
production process. With this suggestion, it is expected that NVA ac-
tivities of disposal can be eliminated from the process. Another sug- From the improvement phase of the DMAIC process, there are
gestion that is used is to double the number of workers in the improvement suggestions that are proposed to be implemented in the
transportation process. With these worker additions, it is expected that company production system as an effort to eliminate waste. These sug-
the duration needed to do the transportation process will be cut in half. gestions are:
From these suggestions, the steps of the production process will be
updated in Table 14. a. Preventive and post-operation maintenance – These suggestions
The difference between the future activity classification and the are made as an effort to prevent machine breakdown because
current activity classification can be known for the new duration ob- machine breakdown is the type of waste that causes the most lost
tained after the suggestions are applied. Suppose the suggestions are time and has the highest RPN.
implemented, the duration can be reduced to 479 min which is 12 min b. Assign workers and provide manual handling tools – This
faster. This reduction is obtained from the removal of the disposal ac- suggestion attempts to cut the transportation time needed in each
tivity and the transportation time. By eliminating the disposal time, the production process. By assigning additional workers to do the
worker assigned in this process can be reassigned to handle the trans- transportation, the transportation time is expected to be reduced by
portation activity. By this, it is expected that the transportation time half.
can be reduced. Herewith, the new VSM can be drawn as shown in c. Combining the QC and disposal activities – This suggestion is used
Fig. 13. From the VSM, the duration needed to produce 59,192 pieces to lessen the duration of the production process because these
of mooncake is reduced from 491 min to 479 min. With this new processes have the same goal and can be done simultaneously. In
duration, the cycle time will be reduced to 0.486 s/pcs, which is addition, the QC activity to sort out defects in the packaging
lower than the production takt time. In addition to the changes in process is eliminated because the QC can be done once the final QC
the process cycle is conducted at the end.
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