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"In January 2005, to continuously improving and delivering the customer value, which helping customers and distributors to meet their needs and satisfaction, Company XYZ distributes the VOC (Voice of Customer) to Distributor ABC as a Local Distributor of Company XYZ in Indonesia for Specialty Chemicals Products. The feedback from Distributor ABC indicates that one key point, which considered as very important and prioritized to be improved by Company XYZ is the Order Lead Time.As the response, Company XYZ in Indonesia, lead by Distributor Coordinator of Company XYZ initiates and performs this Six-Sigma Project to reduce the Order Lead Time. Order Lead Time is defined as the amount of time required from the submitted Purchase Order (PO) by Distributor ABC to the time the Distributor ABC received the order. The term and condition of the Order from Distributor ABC to Company XYZ is Free On Board (FOB) Singapore. The scope of the project will be limited to the Consumable Products imported from Manufacturing/Blending Plant located at China, which contribute about 75% of total products ordered by Distributor ABC.The Distributor ABC expects to have fast and on time delivery, in order to have a better management of local inventory in Indonesia, and reducing the inventory level in the warehouse that in return will significantly reduced the inventory cost. To anticipate late delivery to the End Customer, Distributor ABC provides 3 months of inventory level at the warehouse in Indonesia.To find the best solution on how to reduce the Order Lead Time, the problem solving methodology of Six-Sigma DMAIC (Define-Measure-Analyze-Improve-Control) has been using as a tool to find the source of variation, solving the problem, and improving the existing process. The project is based on the baseline data from October 2004 to March 2005 and project implementation from April to September 2005.The Six-Sigma Project result shows that the major problem was occurred due to the availability of the raw material in Company XYZ Blending Plant at China and the availability of products in the Warehouse of Company XYZ at Singapore and China. Thus, as the consequences, the products should be produced "Just in Time" at the Blending Plant in China that obviously prolongs the Order Lead Time, especially when the raw material is not available.Based on the result of Six-Sigma Project, the best solution to reduce the Order Lead Time and to manage the inventory Control is by using a Forecast Order. Forecast Order will help Company XYZ to manage and provide buffer stock at Singapore and China Warehouse and also prepare the raw material in the Blending Plant at China. Since the products are available in the Company XYZ Warehouse, the Order Lead Time to Distributor ABC could be reduced.The implementation of Forecast Order and inventory management has been giving a significant impact on the Order Lead Time. The implementation of the Forecast Order in April till September 2005 shows that the Order Lead time can be reduced from the average of 45 days to 17 days. Distributor ABC is also able to reduce the inventory level at the warehouse in Indonesia from 3 months to 1 month. The inventory cost could be reduced by approximately 73%."

"ABSTRAKWai ting time (WT) at the emergency department (ED) is a global concern, emerging evidence indicates that a wait for care delivery may result in adverse patient outcomes. Discrete-event simulation model has been developed to redesign the existing ED based upon several inputs (i.e. historical data, staff survey, and interviews). Furthermore, a newly developed simulation model was proposed, verified, and validated using triaged management system based upon Manchester triage system. The simulation study was performed as a part of design for six sigma project to create the proposed triage process. The proposed model resulted in reducing WT by 61% and length of stay (LOS) by 34%. In return, the sigma level was improved from 0,66 to 5,18 and from 0,58 to 3,09 for WT and LOS, respectively"

"Penerapan konsep manajemen mutu seperti Lean Six Sigma mulai diterapkan dalam industri jasa seperti pada industri telekomunikasi. Tesis ini dilakukan untuk menganalisis penerapan konsep Lean Six Sigma pada operator telekomunikasi dengan melihat kapabilitas proses BTS melalui kinerja Call Setup Success Rate (CSSR) dan Call Drop Rate (CDR). Parameter tersebut merupakan dua parameter utama jaringan seluler. Penerapan Six Sigma pada proses perbaikan kualitas layanan seluler dilakukan agar kedua parameter tersebut dapat mencapai nilai standar yang telah ditentukan. Kinerja parameter BTS dapat dilihat berdasarkan nilai kinerja proses Ppk yang kemudian dikonversi menjadi nilai sigma. Nilai sigma terbesar yang dapat dicapai setelah dilakukan perbaikan berdasarkan penelitian ini adalah 6σ untuk parameter CSSR area Jakarta Utara. Faktor-faktor yang menentukan keberhasilan implementasi Six Sigma dalam proses perbaikan kualitas jaringan seluler juga dianalisis dan didapatkan bahwa faktor kepemimpinan merupakan faktor utama keberhasilan implementasi Six Sigma menurut para responden. Penelitian ini menggunakan data sekunder yang berupa kinerja BTS dan data primer yang didapatkan dari kuesioner kepada Divisi Optimisasi.

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The application of quality management concepts such as Lean Six Sigma was implemented in the service industry such as the telecommunications industry. This thesis is conducted to analyze the application of the concept of Lean Six Sigma in the telecommunications operator to see performance capability of BTS through the performance of Call Setup Success Rate (CSSR) and Call Drop Rate (CDR). These parameters are the two main parameters of the mobile cellular network. Application of Six Sigma in mobile cellular service quality improvement process is done so that these two parameters can achieve a standard value that has been determined before. Performance parameters of BTS can be seen by Ppk process performance values which then converted into a sigma value. The largest sigma value that can be achieved after improvement process by this research is 6σ for CSSR parameter in North Jakarta area. The factors that determine the success of the implementation of Six Sigma in the process of improvement of the quality of mobile networks is also analyzed and found that leadership is a key factor for the successful implementation of Six Sigma according to the respondents. This study uses secondary data such as the performance of the BTS and primary data obtained from the questionnaire to the Division of Optimization."

"[ABSTRAKTesis ini bertujuan untuk menjelaskan bagaimana penerapan Six Sigma di PT SKF Indonesia serta melakukan perbaikan proses bisnis di area produksi PT SKF Indonesia dalam menurunkan waktu resetting di CH 2, 3 & 4 menggunakan metodologi Six Sigma. Penelitian dilakukan dengan mengikuti tahapan yang ada dalam DMAIC serta menggunakan tools Six Sigma untuk memperbaiki proses resetting. Untuk menguji perbaikan yang telah dilakukan, digunakan metode statistik untuk membandingkan data sebelum dan sesudah menggunakan Normality Test dan Two Sample T-Test. Penelitian ini dilakukan dalam kurun waktu Januari hingga Juni 2015 dimana data baseline diambil dari Januari ? Maret 2015 dan improvement dilakukan mulai April 2015 dimana pengukuran waktu resetting setelah perbaikan dilakukan dari April ? Juni 2015. Pada akhirnya, penerapan Six Sigma ternyata mampu mengurangi waktu resetting di CH 2, 3 & 4 dari 4,7 jam menjadi 3 jam. Pengurangan 1,7 jam ini jika dikalikan dengan jumlah resetting di tahun 2014 dan dikalikan dengan rate per hour production line maka akan memberikan pemasukan sebesar 4,2 Miliar dan sebagian dari pemasukan tersebut dapat dijadikan sebagai insentif bagi operator pelaksana resetting untuk memberi semangat sehingga improvement yang telah dilakukan akan terus berjalan;

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ABSTRACTThis thesis aims to explain how the application of Six Sigma in PT SKF Indonesia as well as the conduct of business process improvement in the production area of PT SKF Indonesia in reducing the time resetting in CH 2, 3 & 4 using Six Sigma methodology. The study was conducted by following stages in DMAIC and using Six Sigma tools to improve the process of resetting. To test the improvements made, statistik method was used to compare data before and after using normality Test and Two Sample T-Test. This research was conducted in the period January to June 2015 where baseline data taken from January to March 2015 and improvement conducted from April 2015 in which the measurement time resetting after the repair is done from April to June 2015. In the end, the application of Six Sigma was able to reduce the time resetting in CH 2, 3 & 4 from 4.7 hours to 3 hours. This reduction of 1.7 hours when multiplied by the number of resetting in 2014 and multiplied by the rate per hour production line will provide revenues of 4.2 billion and a portion of the revenue can be used as an incentive for operators implementing resetting to encourage that improvement has done will continue to run.;This thesis aims to explain how the application of Six Sigma in PT SKF Indonesia as well as the conduct of business process improvement in the production area of PT SKF Indonesia in reducing the time resetting in CH 2, 3 & 4 using Six Sigma methodology. The study was conducted by following stages in DMAIC and using Six Sigma tools to improve the process of resetting. To test the improvements made, statistik method was used to compare data before and after using normality Test and Two Sample T-Test. This research was conducted in the period January to June 2015 where baseline data taken from January to March 2015 and improvement conducted from April 2015 in which the measurement time resetting after the repair is done from April to June 2015. In the end, the application of Six Sigma was able to reduce the time resetting in CH 2, 3 & 4 from 4.7 hours to 3 hours. This reduction of 1.7 hours when multiplied by the number of resetting in 2014 and multiplied by the rate per hour production line will provide revenues of 4.2 billion and a portion of the revenue can be used as an incentive for operators implementing resetting to encourage that improvement has done will continue to run., This thesis aims to explain how the application of Six Sigma in PT SKF Indonesia as well as the conduct of business process improvement in the production area of PT SKF Indonesia in reducing the time resetting in CH 2, 3 & 4 using Six Sigma methodology. The study was conducted by following stages in DMAIC and using Six Sigma tools to improve the process of resetting. To test the improvements made, statistik method was used to compare data before and after using normality Test and Two Sample T-Test. This research was conducted in the period January to June 2015 where baseline data taken from January to March 2015 and improvement conducted from April 2015 in which the measurement time resetting after the repair is done from April to June 2015. In the end, the application of Six Sigma was able to reduce the time resetting in CH 2, 3 & 4 from 4.7 hours to 3 hours. This reduction of 1.7 hours when multiplied by the number of resetting in 2014 and multiplied by the rate per hour production line will provide revenues of 4.2 billion and a portion of the revenue can be used as an incentive for operators implementing resetting to encourage that improvement has done will continue to run.]"

"ABSTRAKPenerapan manajemen kualitas yang baik dan benar akan meminimalisir cacat pada hasil pekerjaan. Cacat ini akan menimbulkan pekerjaan perbaikan atau pekerjaan ulang, sehingga akan mempengaruhi besar waktu dan biaya. Penelitian ini bertujuan untuk mengetahui kondisi eksisting manajemen mutu pada perusahaan-perusahaan beton pracetak di Indonesia dan mengetahui proses-proses dalam metode Six Sigma yang dapat diimplementasikan pada perusahaan-perusahaan beton pracetak di Indonesia dan pengaruhnya terhadap kinerja waktu produksi. Hasil penelitian menunjukkan bahwa proses yang paling berpengaruh terhadap kinerja waktu adalah manajer produksi telah mengenali kompetensi tim produksi yang dibutuhkan sehingga proses perekrutan menjadi efektif.

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ABSTRACTA well and right application of quality management will minimize defects in the work. Defects will cause the repair work or re-employment, so as to affect the time and cost. This study aims to determine the existing condition of quality management in precast concrete companies in Indonesia and knowing the processes in the Six Sigma method that can be implemented in precast concrete companies in Indonesia and its impact on the performance of production time. The results showed that the process that affect time performance the most is the production manager has recognized the competence of the production team are needed so that the recruitment process to be effective."

"Pada periode kedua pemerintahan Presiden Jokowi, segala fokus diutarakan kepada pembangunan infrastruktur. Meskipun fokus pemerintahan pada infrastruktur, banyak data yang menunjukan bahwa kemampuan beton pracetak belum bisa memumpuni secara produksi dan juga pasar/demand yang bersaing. Penelitian ini dilakukan dengan maksud untuk membangun budaya inovasi perusahaan pracetak di Indonesia, mengingat semakin tinggi budaya inovasi perusahaan, semakin tinggi juga kinerja, serta semakin tinggi kinerja perusahaan beton pracetak, semakin tinggi kemampuan beton pracetak di Indonesia.

Penelitian ini mengidentifikasi kondisi eksisting Improvement SMI berbasis ISO 56002. Selain itu penelitian ini juga mengidentifikasi Indikator yang mempengaruhi Improvement SMI, model hubungan antara proses Improvement SMI berbasis ISO 56002 & LSS, dan juga memberikan rekomendasi Improvement SMI yang berbasis ISO 56002.

Instrumen yang digunakan penelitian ini adalah berupa kuesioner pilot, validasi pakar, responden dengan skala likert, dan juga wawancara. Hasil penelitian ini menunjukan bahwa level penerapan Improvement SMI perusahaan ada pada level “Kompeten”. Selain itu terbukti bahwa SMI ISO 56002 dan konsep LSS merupakan faktor pendukung dari peningkatan budaya inovasi dengan model hubungan yang dibentuk dengan bantuan software SmartPLS 4. Terakhir, rekomendasi berdasarkan hasil penelitian ini adalah dilakukanya pengintegrasian LSS menuju ISO 56002 sebagai katalisator dalam meningkatkan budaya inovasi perusahaan.

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In the second period of President Jokowi's administration, all focus was placed on infrastructure development. Even though the government's focus is on infrastructure, a lot of data shows that the capabilities of precast concrete cannot yet meet production and show competitive market/demand. This research was conducted with the aim of building a culture of innovation for precast companies in Indonesia, bearing in mind that the higher the company's innovation culture, the higher the performance, and the higher the performance of precast concrete companies, the higher the capabilities of precast concrete in Indonesia.

This research identifies the existing conditions of IMS Improvement based on ISO 56002. Apart from that, this research also identifies indicators that influence IMS Improvement, models the relationship between the ISO 56002 & LSS-based IMS Improvement process, and also provides recommendations for ISO 56002-based IMS Improvement.

The instruments used in this research were a pilot questionnaire, expert validation, respondents with a Likert scale, and also interviews. The results of this research show that the level of implementation of the company's IMS Improvement is at the "Competent" level. Apart from that, it is proven that IMS ISO 56002 and the LSS concept are supporting factors for increasing innovation culture with a relationship model formed with the help of SmartPLS 4 software. Finally, the recommendation based on the results of this research is to integrate LSS towards ISO 56002 as a catalyst in improving the company's innovation culture."

"Situasi kompetisi dewasa ini tidak memberikan sedikitpun ruang bagi perusahaan untuk berbuat salah. Perusahaan harus benar-benar memuaskan pelanggannya dan selalu berupaya mencari cara baru untuk memenuhi permintaan pelanggan melebihi harapan harapan pelanggan. Six sigma memberikan solusinya."

"Hasil pengukuran tingkat produksi minyak harlan well test di lapangan minyak Oyong memiliki perbedaan yang eukup besar dengan hasil pengukumn yang dilakukan di FSO Shanghai. Hasil pengukuran well test digunakan oleh Santos untuk membuat model karakteristik umur yang salah satu kegunaannya untuk mernperkirakan cadangan minyak yang ada di reservoir, Di sisi lain, angka yang dilaporkan pengukuran FSO Shanghai. Perbedaan ini menyebabkan perbedaan perkiraan masa produksi la.pangan minyak Oyong menurut Santos dan pemerintah RJ. Penelitian yang dilakukan da1am tesls ini mencoba menganalisa penerapan metodologi Six Sigma untuk memperbaiki proses pengukuran well test dan dampaknya terhadap reputasi perusahaan Santos. Penelitian ini menggunakan data primer yang diperoleh dengan melakukan wawancara dengan karyawan dan data sekunder yang diperoleh dari buku, internet dan dokumen perusahaan.

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The results of well testing measurement in order to get the daily oil production rate conducted in Oyong field show quite significant differences with the ones held in FSO Shanghai. Well test data is used by Santos to model the characteristics of reservoir which can be used to forecast the oil volume. Meanwhile, the oil production rate reported to government use the FSO Shanghai data. This data differences can lead to different forecast of oil volume contained in the field according to Santos and government. The aim of this thesis is to study the implementation of Six Sigma to improve well testing process and its impact to corporate reputation. Primary data is gathered through in-depth interview with staff whilst secondary data is collected from various sources such as books, internet and internal company documentation."

"Jaminan mutu sangat erat hubungannya dengan kepuasan pelanggan. Jaminan mutu merupakan Salah satu pertimbangan pelanggan dalam menentukan pernasok mana yang akan dipilih, karena itu pernasok berusaha semaksimal mungkin memenuhi tuntutan pelanggan terhadap mum yang disyaratkan. Cacat produk yang diketahui selelah akhir proses sangat merugikan. Untuk ilu diperlukan cara pencegahan yang tepat. Penelitian ini bertujuan untuk mendapatkan solusi masalah Cacat produksi. Prosentase cacat yang tinggi sangat merugikan, karena ilu improvement dengan Sb: Sigma metode DMAIC digunakan untuk menurunkan jumlah kegagalan produksi akibat cacat. Selain itu melalui improvement Sir Sigma juga akan didapat keuntungan dari sisi lain sepeni biaya produksi maupun waktu produksi. Penelitian dengan penerapan Six Sigma ini dilakukan pada sebuah industri manufaciuring dengan basil produk maupun proses produksi yang memiliki ketelitian yang tinggi_ Khususnya pada proses machining faktor dominan yang mempengaruhi timbulnya cacat perlu lebih diperhatikan dalam improvement menurunkan kegagalan produk. Diharapkan hasil dari improvement Six Sigma ini dapat dijadikan acuan untuk melaksanakan perbaikan yang terus-menerus dcngan berpedoman pada mengutamakan kepuasan pelanggan."