Analisis Pengendalian Kualitas Produk Keramik di PT Perkasa Primarindo
DOI:
https://doi.org/10.32493/jitmi.v6i2.y2023.p108-121Keywords:
quality control, minimum product defects, Six-Sigma level, KaizenAbstract
This analysis focuses on the use of the Six-Sigma and Kaizen methods to find out the work processes by PT PERKASA PRIMARINDO that caused defects in their tile products and then formulate actions to reduce the number of defects and is thus expected to increase the quantity of quality products. The analysis results in a DPMO value of 464.1488, or equivalent to a Sigma level of 4.81. As the perfect DPMO value is 3.4 (equivalent to Sigma 6 level), this shows that PT Perkasa Primarindo still has the opportunity to improve the quality of iheir tile products. The p-chart shows the proportion of defects that are unstable and outside the upper control limit (UCL) and lower control limit (LCL) during production in 2020. Furthermore, from the analysis it is also known that there were two main causes of defects, namely the over-temperature of HD dryer, and a poor cleanliness. With these findings, an action procedure has been proposed through the Kaizen method which is expected to control the quality of tile products so that they are still within the threshold value.
References
Kato, Isao, and Art Smalley, (2011) “Toyota Kaizen Methods- Six Steps to Improvement†p.84, CRC Press, Taylor & Francis Group, New York.
Wisnubroto, Petrus & Arya Rukmana, “Pengendalian Kualitas Produk Dengan Pendekatan Six-Sigma dan Analisis Kaizen Serta New Seven Tools Sebagai Usaha Pengurangan Kecacatan Produkâ€, Jurnal Teknologi, Volume 8 Nomor 1, Juni 2015, 65-74
Sari, I. A., & Bernik, M, (2018). “Penggunaan New and Old Seven Tools dalam Penerapan Six-Sigma Pada Pengendalian Kualitas Produk Stay Headrest,†E-Mabis: Jurnal Ekonomi Manajemen dan Bisnis.
Fauzy, Muhammad Rizky, (2021). “Analisis pengendalian kualitas produk keramik dengan menggunakan metode New Seven Tools dan metode FMEA di PT Perkasa Primarindoâ€, Skripsi, Prodi Teknik Industri, Universitas Pamulang, Tangerang Selatan, Banten.
Aquilano, Nicholas J., Chase, Richard B dan Jacobs, F Robert. (2014). “Operations and Supply Chain Managementâ€, 14th Edition. Singapore: McGraw-Hill Education.
Swink, M., Melnyk, A. S., Cooper, M., dan Hartley, L. J. (2011). “Managing Operations: Across the Supply Chainâ€. The McGraw-Hill Companies, Inc.
Heizer, Jay & Barry Render. (2015). Manajemen Operasi: Manajemen Keberlangsungan dan Rantai Pasokan (11th ed.). Jakarta Selatan: Salemba Empat.
Krajewski, Lee J. Ritzman, Larry P. Malhotra, Manoj K. Pearson Education Limited, Mar 20, 2013 - Business & Economics.
Downloads
Published
Issue
Section
License
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).
JITMI : Jurnal Ilmiah Teknik dan Manajemen Industri have CC-BY-SA or an equivalent license as the optimal license for the publication, distribution, use, and reuse of scholarly work.
In developing strategy and setting priorities, JITMI : Jurnal Ilmiah Teknik dan Manajemen Industri recognize that free access is better than priced access, libre access is better than free access, and libre under CC-BY-SA or the equivalent is better than libre under more restrictive open licenses. We should achieve what we can when we can. We should not delay achieving free in order to achieve libre, and we should not stop with free when we can achieve libre.
