Peningkatan Produktivitas Dan Efisiensi Operasional Pengupasan Overburden Pada Tambang Nikel Menggunakan Pendekatan Integrasi Lean Six Sigma

Nisar, Rafii Ananta Muhammad (2026) Peningkatan Produktivitas Dan Efisiensi Operasional Pengupasan Overburden Pada Tambang Nikel Menggunakan Pendekatan Integrasi Lean Six Sigma. Masters thesis, Institut Teknologi Sepuluh Nopember.

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Abstract

Nikel merupakan komoditas mineral logam strategis yang pemanfaatannya mencakup kebutuhan industri domestik hingga teknologi baterai kendaraan listrik. Dalam operasi penambangan nikel, pengupasan overburden menjadi tahapan krusial yang menentukan keberlangsungan produksi bijih. Pada periode Januari 2024–Juli 2025, produktivitas pengupasan overburden di PT X belum mencapai target sebesar 280 BCM/jam, sehingga mengindikasikan adanya kehilangan produksi dan inefisiensi operasional. Penelitian ini bertujuan mengidentifikasi waste dan delay operasional, menentukan faktor risiko dominan beserta akar penyebabnya, serta merumuskan strategi peningkatkan produktivitas yang layak secara teknis dan ekonomis. Metode penelitian yang digunakan adalah pendekatan Lean Six Sigma melalui kerangka kerja DMAIC. Identifikasi aktivitas Value Added, Non Value Added, dan Necessary Non Value Added dieksekusi pada tahap Measure. Analisis prioritas risiko dilakukan menggunakan Failure Mode and Effects Analysis (FMEA), sedangkan investigasi akar penyebab masalah dibedah melalui Fault Tree Analysis (FTA) pada tahap Analyze. Strategi perbaikan dievaluasi secara finansial menggunakan metode Benefit Cost Ratio (BCR) pada tahap Improve, dan tahap Control dirumuskan melalui standardisasi Key Performance Indicator (KPI). Hasil penelitian menunjukkan total loss productivity mencapai 779.403 BCM, yang didominasi oleh delay controllable sebesar 400.697 BCM (51%), sedangkan delay uncontrollable menyumbang 378.706 BCM (49%). Analisis FMEA menetapkan tiga risiko prioritas utama: Repair Front (RPN = 400), Repair Disposal (RPN = 200), dan Road Maintenance (RPN = 144), yang secara kumulatif berkontribusi terhadap 36,5% dari total loss productivity. Analisis FTA membuktikan bahwa deviasi tersebut berakar dari interaksi faktor manusia, metode, peralatan, dan pengelolaan area kerja. Evaluasi ekonomi skenario mitigasi dengan reduksi delay 30% menghasilkan BCR 1,29, sedangkan reduksi 40% menghasilkan BCR 2,01, sehingga investasi dinyatakan layak diimplementasikan. Tahap Control diwujudkan melalui monitoring performa area kerja dan sistem eskalasi berbasis threshold. Integrasi DMAIC terbukti efektif mengoptimalkan produktivitas overburden.
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Nickel is a strategic metallic mineral commodity whose applications span from domestic industrial needs to electric vehicle battery technology. In nickel mining operations, overburden removal is a crucial stage that determines the sustainability of ore production. During the period of January 2024–July 2025, overburden removal productivity at PT X had not achieved the target of 280 BCM/hour, indicating production losses and operational inefficiencies. This research aims to identify operational waste and delays, determine the dominant risk factors along with their root causes, and formulate productivity improvement strategies that are technically and economically feasible. The research methodology employs a Lean Six Sigma approach through the DMAIC framework. The identification of Value-Added, Non-Value-Added, and Necessary Non-Value-Added activities is executed during the Measure stage. Risk priority analysis is conducted using Failure Mode and Effects Analysis (FMEA),
while the investigation into the root causes of the problems is dissected through Fault Tree Analysis (FTA) during the Analyze stage. Improvement strategies are
financially evaluated using the Benefit-Cost Ratio (BCR) method in the Improve stage, and the Control stage is formulated through the standardization of Key
Performance Indicators (KPIs). The results indicate that the total loss productivity reached 779,403 BCM, dominated by controllable delays at 400,697 BCM (51%), while uncontrollable delays contributed 378,706 BCM (49%). FMEA establishes three main priority risks: Repair Front (RPN = 400), Repair Disposal (RPN = 200), and Road
Maintenance (RPN = 144), which cumulatively contribute to 36.5% of the total loss productivity. FTA proves that these deviations stem from the interaction of human
factors, methods, equipment, and work area management. Economic evaluation of the mitigation scenarios shows that a 30% delay reduction generates a BCR of 1.29,
while a 40% reduction yields a BCR of 2.01, declaring the investment feasible for implementation. The Control stage is realized through work area performance
monitoring and a threshold-based escalation system. The integration of DMAIC is proven effective in optimizing overburden productivity

Item Type:	Thesis (Masters)
Uncontrolled Keywords:	Overburden Removal, Lean Six Sigma, DMAIC, FMEA, FTA, Produktivitas Tambang
Subjects:	T Technology > TN Mining engineering. Metallurgy T Technology > TN Mining engineering. Metallurgy > TN341 Mine haulage. T Technology > TN Mining engineering. Metallurgy > TN799.N6 Nickel--Metallurgy
Divisions:	Interdisciplinary School of Management and Technology (SIMT) > 61101-Master of Technology Management (MMT)
Depositing User:	Nisar Rafii` Ananta Muhammad
Date Deposited:	31 Jul 2026 01:14
Last Modified:	31 Jul 2026 01:15
URI:	http://repository.its.ac.id/id/eprint/140119

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