Strategi Peningkatan Kualitas Produksi pada Kasus Peralihan Produk di Industri Manufaktur Kertas

Falsafi, Findra Ahmad (2026) Strategi Peningkatan Kualitas Produksi pada Kasus Peralihan Produk di Industri Manufaktur Kertas. Masters thesis, Institut Teknologi Sepuluh Nopember.

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Abstract

Disrupsi digital mengubah struktur permintaan industri kertas global termasuk di Indonesia bergeser. Konsumsi kertas grafis (termasuk cetak dan koran) menurun, sementara kebutuhan kertas kemasan meningkat seiring ekspansi e-commerce. Menanggapi tren ini, perusahaan manufaktur kertas yang menjadi objek kajian penelitian ini melakukan alih produk (grade conversion) pada salah satu lini mesin (PM1) dari kertas koran ke kertas kemasan 50 gsm berbasis serat daur ulang. Pasca-konversi, PM1 mengalami lonjakan produk non-salable (kertas yang harus di rework) yang melampaui ambang mutu internal 8%, dengan tiga defect dominan yang secara kumulatif menyumbang 80,2% kejadian secara Pareto dan menimbulkan biaya kegagalan internal sebesar Rp 4,39 miliar sehingga mengakibatkan kerugian. Tujuan dari penelitian ini adalah mengetahui baseline kondisi saat ini dengan pengukuran Defect Per Million Opportunity (DPMO) dan sigma level dan untuk menyelesaikan permasalahan tingginya defect dominan. Penelitian ini mengusulkan kerangka perbaikan mutu dengan mengintegrasikan Six Sigma – DMAIC yang dipadukan dengan Quality Improvement Matrix yang bertujuan utama untuk memetakan kinerja awal dan menetapkan akar penyebab dari defect serta melakukan prioritisasi tindakan perbaikan dengan mempertimbangkan efektivitas dan tingkat kesulitannya. Dari penerapan metode didapatkan 14 alternatif langkah perbaikan yang kemudian dilakukan prioritisasi dan menghasilkan 11 prioritas langkah perbaikan yang diimplementasikan di perusahaan. Hasil penelitian menunjukkan bahwa baseline proses (sebelum dilakukan perbaikan) berada pada DPMO 23.818 dan level sigma 3,49. Setelah implementasi perbaikan, defect spot berwarna, lubang, dan kertas pecah masing-masing turun 88%, 61%, dan 77%; persentase broke total turun dari 18,23% menjadi 6,05%; DPMO turun menjadi 12.051; level sigma meningkat menjadi 3,82; dan biaya kegagalan internal menurun dengan cost saving sebesar Rp132 juta per minggu atau sebesar 69%. Temuan ini menunjukkan bahwa integrasi Six Sigma-DMAIC dan Quality Improvement Matrix efektif meningkatkan kualitas produksi PM1 pascakonversi.
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Digital disruption has shifted the demand structure of the global paper industry including in Indonesia. Consumption of graphic papers (printing and newsprint) has declined, while demand for packaging paper has increased in line with the expansion of e-commerce. In response, the paper manufacturer examined in this study conducted a grade conversion on one machine line (PM1), switching from newsprint to 50-gsm recycled-fiber packaging paper. Following the conversion, PM1 experienced a surge in non-salable output (paper requiring rework) that exceeded the internal quality threshold of 8%, with three dominant defects which, in aggregate, accounted for 80.2% of occurrences (Pareto) and generated internal failure costs of IDR 4.39 billion, resulting in losses. The objective of this research is to determine the current baseline using Defect Per Million Opportunity (DPMO) and sigma level measurements and to address the elevated dominant defects. The study proposes a quality improvement framework that integrates Six Sigma–DMAIC with a Quality Improvement Matrix (QIM), primarily to map initial performance, identify the root causes of defects, and prioritize improvement actions by considering their effectiveness and implementation difficulty. From the implementation of the method, 14 alternative improvement actions were identified, which were then prioritized, resulting in 11 priority actions being implemented in the company. The results showed that the baseline process (prior to improvement) had a DPMO of 23,818 and a sigma level of 3.49. After the improvements were implemented, dominant defects related to colored spots, holes, and paper strength issue decreased by 88%, 61%, and 77%, respectively; the total broke percentage declined from 18.23% to 6.05%; DPMO decreased to 12,051; the sigma level increased to 3.82; and internal failure costs were reduced, generating cost savings of IDR 132 million per week, or 69%. These findings indicate that the integration of Six Sigma-DMAIC and the Quality Improvement Matrix was effective in improving the quality of PM1 production after conversion.

Item Type:	Thesis (Masters)
Uncontrolled Keywords:	Kertas kemasan, Six Sigma, DMAIC, Quality Improvement Matrix, Manufaktur Kertas, Packaging Paper, Six Sigma, DMAIC, Quality Improvement Matrix, Paper Manufacture
Subjects:	T Technology > TS Manufactures > TS155 Production control. Production planning. Production management
Divisions:	Interdisciplinary School of Management and Technology (SIMT) > 61101-Master of Technology Management (MMT)
Depositing User:	Findra Ahmad Falsafi
Date Deposited:	11 Jun 2026 01:15
Last Modified:	11 Jun 2026 01:15
URI:	http://repository.its.ac.id/id/eprint/133699

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