<![CDATA[This study analyzes the implementation of continuous improvement at PT Bumi Resources Tbk (BUMI), a coal mining holding company, over the 2021–2025 period across five aspects: quality, employee turnover, revenue and sales, innovation and ideas, and customer loyalty. Using a descriptive quantitative case-study approach, secondary data were collected from BUMI's annual reports (2021–2025) and supplemented with media reports on 2025 operational data, then analyzed through descriptive statistics, percentages, and year-on-year comparisons. The findings show that BUMI already possesses supporting elements of continuous improvement—internal and external laboratory quality testing, operational cost control, digitalization, and a planned coal-to-methanol downstreaming project—yet these elements have not been linked within a single improvement cycle with uniform baselines, targets, outcomes, and follow-up. Gross and operating profit margins declined sharply in 2023 before recovering to 17.48% and 9.92% in 2025; the proportion of parent-entity employees with more than five years of tenure fell from 72.46% to 55.32%; and idea-management systems and customer-loyalty outcome indicators remain undisclosed. This study proposes an integrated Plan-Do-Check-Act (PDCA) framework with a prioritized improvement sequence, beginning with establishing cross-unit baselines and dashboards, followed by cost-quality improvement and customer loyalty, workforce stability, and idea management.]]>
