Peningkatan Produktivitas Tenaga Kerja Melalui Pendekatan Lean Management Pada Industri Pengolahan Nikel

Sahid, Fikran (2026) Peningkatan Produktivitas Tenaga Kerja Melalui Pendekatan Lean Management Pada Industri Pengolahan Nikel. Masters thesis, Institut Teknologi Sepuluh Nopember.

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Abstract

Indonesia memiliki cadangan nikel lebih dari satu miliar ton dan merupakan produsen nikel laterit terbesar di dunia. Sejak diberlakukannya larangan ekspor bijih nikel mentah pada 2020, pemerintah mendorong percepatan hilirisasi melalui pembangunan smelter berbasis teknologi Rotary Kiln-Electric Furnace (RKEF). Kebijakan ini meningkatkan kapasitas pengolahan dalam negeri, namun lonjakan produksi memicu oversupply di pasar global sehingga harga nikel turun hampir 40% sepanjang 2023–2024, berdampak serius pada profitabilitas dan daya saing perusahaan pengolahan nikel. Di sisi lain, biaya material dan overhead relatif terkendali, sementara biaya tenaga kerja langsung terus meningkat seiring kebijakan upah minimum, menjadikan peningkatan produktivitas tenaga kerja sebagai faktor krusial. Penelitian ini difokuskan pada proses bottleneck slag handling yang sangat bergantung pada tenaga kerja langsung dan belum memiliki standardisasi kerja, sehingga menimbulkan pemborosan, variasi cara kerja, risiko keselamatan, serta penurunan produktivitas operasional. Dengan pendekatan Lean Management dan metode ECRS (Eliminate, Combine, Rearrange, Simplify), penelitian ini merancang standardisasi kerja untuk meningkatkan efisiensi tenaga kerja. Hasil penelitian menunjukkan bahwa setelah penerapan standardisasi melalui kombinasi 3S, 3R, dan ECRS, waktu siklus close-to-open distabilkan menjadi 60 menit dengan hanya 3 operator, dibandingkan kondisi awal yang lebih lama dan variatif. 3S merujuk pada Sort (memilah), Set in order (menata), dan Shine (membersihkan) untuk menciptakan lingkungan kerja yang terorganisir dan aman, sementara 3R berfokus pada Right Part (bagian yang tepat), Right Place (tempat yang tepat), dan Right Quantity (jumlah yang tepat) guna mengoptimalkan penggunaan material dan mengurangi pemborosan. Selama trial didapatkan stagnation time akibat menunggu instruksi menurun drastis, kesiapan peralatan meningkat, dan pemborosan pencarian alat dapat dihilangkan. Implementasi skala penuh memungkinkan pengurangan jumlah operator dari 24 menjadi 12 tanpa menurunkan output produksi, sehingga produktivitas tenaga kerja meningkat dari rata-rata 508 ton per orang menjadi 1.030 ton per orang. Selain itu, variabilitas proses berkurang, ritme operasi lebih seimbang, dan keselamatan kerja tetap terjaga. Penelitian ini memperluas penerapan konsep lean management di industri pengolahan mineral dan memberikan rekomendasi praktis bagi perusahaan untuk menciptakan sistem kerja yang lebih efisien, adaptif, dan berkelanjutan di tengah fluktuasi harga global dan meningkatnya tuntutan keberlanjutan industri.
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Indonesia holds nickel reserves exceeding one billion tons and is the world’s largest producer of lateritic nickel. Since the implementation of the raw nickel ore export ban in 2020, the government has accelerated downstream development through the construction of smelters utilizing Rotary Kiln-Electric Furnace (RKEF) technology. This policy has increased domestic processing capacity; however, the surge in production triggered oversupply in the global market, causing nickel prices to fall by nearly 40% during 2023–2024, which severely impacted the profitability and competitiveness of nickel processing companies. Meanwhile, material and overhead costs remain relatively stable, while direct labor costs continue to rise due to minimum wage policies, making labor productivity improvement a critical factor. This study focuses on the slag handling bottleneck process, which heavily relies on direct labor and lacks standardized work procedures, resulting in waste, inconsistent work methods, safety risks, and reduced operational productivity. Using a Lean Management approach and the ECRS method (Eliminate, Combine, Rearrange, Simplify), this research designs standardized work to enhance labor efficiency. The findings reveal that after implementing standardization through a combination of 3S, 3R, and ECRS, the close-to-open cycle time was stabilized at 60 minutes with only three operators, compared to the previous longer and more variable conditions. 3S refers to Sort (separating essentials), Set in order (organizing), and Shine (cleaning) to create an orderly and safe work environment, while 3R emphasizes Right Part (correct components), Right Place (proper location), and Right Quantity (optimal amount) to optimize material use and reduce waste. During the trial phase, stagnation time due to waiting for instructions decreased significantly, equipment readiness improved, and searching waste was eliminated. Full-scale implementation enabled a reduction in operators from 24 to 12 without lowering production output, increasing labor productivity from an average of 508 tons per person to 1,030 tons per person. Furthermore, process variability decreased, operational rhythm became more balanced, and safety standards were maintained. This research extends the application of lean management principles in mineral processing industries and provides practical recommendations for companies to develop more efficient, adaptive, and sustainable work systems amid global price fluctuations and growing sustainability demands.

Item Type:	Thesis (Masters)
Uncontrolled Keywords:	Nikel, Hilirisasi, Lean, Produktivitas Tenaga Kerja, Standardisasi Kerja, Nickel, Downstreaming, Lean, Labor Productivity, Work Standardization
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD56.25 Industrial efficiency--Measurement. Industrial productivity--Measurement.
Divisions:	Interdisciplinary School of Management and Technology (SIMT) > 61101-Master of Technology Management (MMT)
Depositing User:	Fikran Sahid
Date Deposited:	30 Jan 2026 07:26
Last Modified:	30 Jan 2026 07:26
URI:	http://repository.its.ac.id/id/eprint/130890

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