Analisa implementasi Kaizen di PT Muliaglass Safety Glass division

DJANUWATI, Dewi, Adi Djoko Guritno, Dr.Ir.,MSIE

2006 | Tesis | Magister Manajemen

Penelitian ini dilakukan di PT Muliaglass Safety Glass Division (MGS) dengan menggunakan metode observasi partisipan untuk mempelajari proses penerapan kaizen, mengevaluasi keefektifan program kaizen serta mengevaluasi peningkatan kinerja setelah program kaizen diterapkan. Dua buah tema kaizen, masing-masing terkait dengan peningkatan produktivitas dan peningkatan kualitas, yaitu penurunan stopping time di grinding station dan penurunan scratch defect ratio di laminating line, terpilih untuk diimplementasikan dalam masa observasi. Proses kaizen diterapkan dengan mengikuti Kaizen Process Flow, yang terdiri dari tahap observasi dan analisa kondisi awal, analisa root cause, studi cara penanggulangan, jadwal perbaikan, tindakan perbaikan, konfirmasi hasil perbaikan dan standarisasi. Program kaizen di MGS cukup efektif karena tema kaizen dipilih dengan mengikuti prinsip Pareto sehingga benar-benar merupakan masalah kunci dalam peningkatan kinerja. Di samping itu proses pembelajaran kaizen bersifat partisipatif, sistematis dan mendalam sehingga tim kaizen dapat mengaplikasikan metodologi yang sama pada masalah-masalah lain. Data konfirmasi hasil perbaikan menunjukkan peningkatan kinerja yang baik, tercermin dari penurunan stopping time sebesar 86% dan penurunan scratch defect ratio sebesar 30%.

This research was conducted in PT Muliaglass Safety Glass Division (MGS) by participant observation method to study kaizen implementation process, to evaluate kaizen program effectiveness and to evaluate post-kaizen performance improvement. Two kaizen themes, each related to productivity improvement and quality improvement, namely stopping time reduction in grinding station and scratch defect ratio reduction in laminating line, were selected to be implemented during observation period. Kaizen process was implemented following the kaizen process flow which consisted of observation and current condition analysis, root cause analysis, countermeasure study, improvement schedule, action for improvement, confirmation of improvement result and standardization. Kaizen program in MGS was quite effective because kaizen themes were selected based on Pareto principle to make sure that they were really the key issues in performance improvement. On top of that, kaizen learning process was participative in nature, was conducted systematically and in great details so kaizen team could apply the same methodology to other problems. Confirmation of improvement result data showed good performance improvement, reflected by 86% reduction of stopping time and 30% reduction of scratch defect ratio.

Kata Kunci : Pengendalian Mutu Terpadu,Kaizen, kaizen, Total Quality Management, continuous improvement, productivity improvement, quality improvement