Articles

Enhancement of Foley Catheter Assembly Section Quality using Six Sigma (A Case Study of an Indonesian Medical Device Company)

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This study aims to enhance the quality of the Foley catheter assembly section at PT XYZ, an Indonesian medical device manufacturer, using Six Sigma methodology. PT XYZ currently faces an 8% defect rate in its Foley catheter assembly section, surpassing the acceptable 3% threshold. The current Sigma level of the Shrink process within the assembly section is 2.36, while the Balloon Vulcanizing and Assembly process stands at 2.68. The Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) framework was used to identify and address root causes of defects. Data collection methods included interviews, questionnaires, and field observations, revealing key issues such as incorrect tray loading, machine calibration errors, operator skill variability, and inadequate handling techniques. Proposed improvements include updating Standard Operating Procedures (SOPs), implementing SCAMPER for calibration, comprehensive training programs, and incentive schemes. Additional measures involve template overlays for precise cutting, vendor maintenance, and control charts for consistency. The Control phase ensures sustainability through documentation, training, and monitoring using control charts and Failure Modes and Effects Analysis (FMEA). Implementing these solutions is expected to reduce the defect rate and elevate the Sigma level of both processes to 3, enhancing process efficiency and product quality. This will improve operational efficiency and customer satisfaction, providing a robust framework for PT XYZ to elevate its quality control and contribute to better healthcare device manufacturing in Indonesia.

Quality Improvement to Enhance Customer Satisfaction Using Lean Six Sigma (Case Study: XYZ Restaurant)

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Bandung was designated as a national culinary destination city in 2017 by the Ministry of Tourism due to its culinary diversity. The development of food and beverage businesses in Bandung, which increased from 524 in 2020 to 729 in 2021[4], shows that competition in the culinary business is quite intense. XYZ is one of the restaurants that can survive during the Covid-19 pandemic. However, XYZ often experiences complaints from customers regarding the quality of its products and services. Usually, this restaurant can receive 200-300 customers on weekdays and 400-600 customers on weekends. But until now, XYZ only receives 50% of its customers. This research will discuss the improvement of product and service quality using the DMAIC Lean Six Sigma methodology. The research uses primary data by distributing questionnaires to XYZ customers who visited in 2021 to 2023. From the results of the questionnaire, 4 out of 19 sub-variables customers feel that the performance is not good but has a high importance, namely in T1 (Taste), TX1 (Texture), E1 (Empathy), and R1 (Reliability). These four indicators need to be improved so that customers feel satisfied with the services and products provided by XYZ. Based on the main problems from the data obtained, quality improvement efforts that can be made such as employee training and quality control at suppliers. These efforts aim to improve and maintain the quality of XYZ for the long term so that an increase in the number of customers can be achieved, such as 200-300 visitors on weekdays and 400-600 on weekends.

Proposed Improvement Plan for Quality Management in Crafting Industry (Case Study of PT Global Kriya Nusantara)

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Crafting industry is one of the creative economy subsectors under the Ministry of Tourism and Creative Economy of the Republic of Indonesia. PT Global Kriya Nusantara or later will be mentioned as Kriya Nusantara is one of the craft industry actors in West Java, specifically in Bandung City. Established in 1995, Kriya Nusantara exported craft goods to several countries. In order to fulfil its demand, Kriya Nusantara needs a great strategy, especially for its quality management. In this case, the proposed system to be improved is the quality management of Kriya Nusantara due to the occurrence of rejected products in one of its project production processes. One of the projects that will be analysed in this research is Ramadhan Box 2022 which was ordered by Al-Jazeera Perfumes – Qatar. The problem is, that there are some defective finished goods that later will be rejected and needs to be repaired or reworked.

The Six Sigma method has been utilised in this research as a primary tool. The Six Sigma in this research contains the DMAIC framework that will be useful to define the main issue, measure the capability of the process, analyse the business situation, and propose the improvement plans along with the control plans for the production process of Kriya Nusantara. According to this research, there are six defect types that occurred in this production process, and the defect type that has the greatest RPN value is the Minor Paint Defect with a 320 RPN value and has critical risk level. The causes of each defect type have been analysed using FMEA analysis and there are four causes which are human error, miscommunications, unskilled labour, and defective raw materials. The FMEA analysis also has been utilised to propose the business solution alternatives in this research. There are three proposed business solutions for the causes which are progress monitoring for the human error and miscommunication issues, labour training for the unskilled labour, and supplier’s product evaluation for the defective raw materials. Those improvements will reduce the defect of the products so that the quality of the products of Kriya Nusantara will be enhanced.

Increasing Order Fulfilment of Spare Parts in WIS and AS/RS Warehouse in PT. KTK Using Operational Excellence to Enhance Competitive Advantages

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The research is focused on the inventory storing process and used both generic and thematic framework to gain a better understanding from both perspective between business environment and the operational environment that currently occurred in PT. KTK. Competitor analysis, 7Ps marketing mix, and SWOT analysis are used to gain an understanding of the internal and external situation of PT. KTK and to compare PT. KTK with its competitors. On the operational sides, operational excellence is used to gain a better understanding and formulate a potential solution to improve the existing order fulfillment of PT. KTK. DMADV methodology from Six Sigma is used to gain a better understanding, measure the related metric, analyze the problem, providing a solution design, and implementing the solution in the existing warehouse process in PT.KTK. To align the operational strategy with PT. KTK business strategy, Porter’s Generic Strategy is used to gain and decide the best strategy for them. And the result, PT. KTK should focus on cost leadership by improving the effectiveness and efficiencies of their warehouse process enhance competitive advantages. Lastly, after the implementation is conducted and the result is observed, the solution can improve the order fulfillment of PT. KTK warehouse by 52.5%.