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Lithrone Laricha Salomon
Universitas Tarumanagara
Agriculture, Biological Sciences & Forestry Chemistry Computer Science & IT Control & Systems Engineering Decision Sciences, Operations Research & Management Education Electrical & Electronics Engineering Industrial & Manufacturing Engineering Social Sciences Transportation Other

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PENJADWALAN PREVENTIVE MAINTENANCE MESIN MILL DENGAN MENGGUNAKAN METODE OEE, SIX BIG LOSSESS DAN FMECA Larsen, Herwin; Salomon, Lithrone Laricha; Saryatmo, M Agung
Jurnal Mitra Teknik Industri Vol. 3 No. 2 (2024): Jurnal Mitra Teknik Industri
Publisher : Universitas Tarumanagara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24912/jmti.v3i2.31994

Abstract

In the production process, the machine is an important factor in the ongoing production process. In maintaining the continuity of engine performance, it is necessary to have good engine maintenance and regular scheduling. However, some companies often ignore this and machine breakdowns occur and result in prolonged downtime. From the observation results it was found that the mill machine has the time with the greatest downtime. The research was conducted using the OEE method to measure the level of productivity and effectiveness of the machine. After processing the data, the OEE value was 54.79%. Followed by data processing using Six Big Lossess. Obtained from the calculation of the Six Big Lossess that there are 2 losses that have the greatest value, namely idle and minor stoppage losses of 85.7% and reduced speed losses of 57.6%. Followed by fishbone analysis. After being analyzed using a fishbone diagram, it was found that the causal factors of the losses were found. The analysis was continued using FMECA and 3 failure modes were obtained with the highest RPN values, namely unscheduled machine maintenance, raw materials from the previous station were not on time, and there was no guide for good machine use. In overcoming the problem, MTBF scheduling is made for each engine component. For the servo pipe component, a re-examination was carried out on August 26, 2022, hydraulic axles on November 21, 2022, timing belt components on June 3, 2023, hydraulic hose components on May 23, 2023, wielding insulator components on April 8, 2023. This can optimize preventive maintenance so that machine efficiency can increase.
ANALISIS WASTE PADA PRODUKSI ES KRIM DENGAN METODE LEAN SIX SIGMA Nowescophor, Ryu; Salomon, Lithrone Laricha; Doaly, Carla Olivia
Jurnal Mitra Teknik Industri Vol. 3 No. 2 (2024): Jurnal Mitra Teknik Industri
Publisher : Universitas Tarumanagara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24912/jmti.v3i2.32013

Abstract

Today, the words "quality" and "productivity" are the main components in supporting the level of success of a company. In addition, companies are also required to produce products quickly, but the products produced must have good quality. This good product quality will greatly affect the profits that will be received by the company. PT XYZ is a company engaged in the production of ice cream. This research was conducted using the lean six sigma method using the DMAIC stage principle. Based on the results of field studies, in the ice cream production process can be found product rejection by 2.5 to 3.5 percent which makes the level of production carried out by the company relatively high. In addition, there is also waste such as defects, overproduction, and inventory that occurs in the production department. Based on the calculation results at the measure stage, it is known that the company's current efficiency level is 33.53%, the DPMO value is 9906 products, and the company's sigma value is 3.83. The analysis stage is carried out by analyzing the causes of defects and waste that occur in the company using the help of tools such as why-why analysis and failure mode and effect analysis. After knowing the root cause of the problem of defects and waste, this study continued by providing various improvement proposals to eliminate existing defects and waste. The research is then continued in the last stage, namely controling, where at this stage further supervision and monitoring of proposed improvements that have been applied to the company. In addition, at this control stage, a recalculation of process capabilities will also be carried out to find out how the impact of improvements that have been made on the company.
PENGUKURAN KINERJA PROSES RANTAI PASOK HIJAU DENGAN PENDEKATAN GREEN SCOR PADA DISTRIBUTOR PRODUK PERALATAN MEDIS Daniella, Edeline Vanessa; Kosasih, Wilson; Salomon, Lithrone Laricha
Jurnal Mitra Teknik Industri Vol. 3 No. 3 (2024): Jurnal Mitra Teknik Industri
Publisher : Universitas Tarumanagara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24912/jmti.v3i3.33047

Abstract

Dalam era industri saat ini, keberlanjutan menjadi aspek krusial dalam mengelola operasional perusahaan. Fokus penelitian ini adalah pada rantai pasok produk medis habis pakai yang didistribusikan oleh sebuah perusahaan distributor peralatan kesehatan. Produk medis habis pakai memiliki siklus pemakaian singkat, berpotensi memberikan dampak signifikan terhadap lingkungan. Produk ini sering menghadapi masalah seperti penuaan inventaris, yang meningkatkan risiko produk kedaluwarsa karena kurangnya penjualan, dan akhirnya dapat berujung pada penumpukan limbah. Selain itu, peningkatan emisi CO2 yang disebabkan oleh transportasi yang tidak ramah lingkungan memberikan dampak negatif tambahan pada lingkungan. Solusi untuk mengatasi permasalahan ini melibatkan implementasi pengukuran kinerja rantai pasok hijau. Penelitian ini bertujuan memberikan rekomendasi perbaikan pada setiap tahap rantai pasok menggunakan metode Green SCOR (Green Supply Chain Operation Reference) untuk mendekomposisi proses, dan AHP (Analytical Hierarchy Process) untuk memberikan bobot pada hierarki KPI. Hasil penilaian dengan Objective Matrix dan Traffic Light System menunjukkan bahwa hasil dari pengukuran kinerja GSCM secara keseluruhan adalah 5,482 yang berarti performa perusahaan dikatakan cukup dan membutuhkan perbaikan untuk mencapai target maksimum. Terdapat 10 indikator kinerja yang sudah baik, 4 indikator kinerja yang belum maksimal dan 4 indikator kinerja yang memerlukan perbaikan guna meningkatkan kinerja perusahaan. Perbaikan ini menjadi krusial untuk memastikan keselarasan rantai pasok dengan prinsip-prinsip lingkungan dan berkontribusi pada keberlanjutan usaha.
PENERAPAN METODE SIX SIGMA GUNA MENGURANGI BIAYA KUALITAS PADA PRODUK CELANA OLAHRAGA Suteja, Ricky; Kristina, Helena Juliana; Salomon, Lithrone Laricha
Jurnal Mitra Teknik Industri Vol. 3 No. 3 (2024): Jurnal Mitra Teknik Industri
Publisher : Universitas Tarumanagara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24912/jmti.v3i3.33052

Abstract

In modern times, there are many large companies operating in various fields, one of which is a company operating in the industrial sector. This garment factory is a large company located in the Cirebon area which operates in the garment sector. The garment products from this garment factory have been sold nationally and internationally with garments ranging from children's clothing to adult clothing. However, in 2020 this company is focused on producing sports pants garments ordered by buyers in the United States. This factory has produced defects in garment products for the last 2 years with a figure reaching 25% of total production. Therefore, in this research, a product quality improvement strategy was carried out using the Six Sigma (DMAIC) method and examining the quality costs incurred by the company. Defects found in garment factories include pinholes, dirt, wrinkles, broken stitches, poor trimming, and skipping. The most common defect is "skipping". Based on the DPMO and sigma level calculations, the company's DPMO value is 127,199.735 and the sigma value is 2.37 during July 2023 to October 2023. By using these two methods the aim is to provide a quality improvement strategy and find out the quality costs that can function effective in order to provide benefits for the company.
ANALISIS DEFECT PADA KEMASAN PACKAGING DENGAN METODE NEW 7 QUALITY MANAGEMENT TOOLS Fransaputra, Jonathan; Salomon, Lithrone Laricha; Andres
Jurnal Mitra Teknik Industri Vol. 4 No. 1 (2025): Jurnal Mitra Teknik Industri
Publisher : Universitas Tarumanagara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24912/jmti.v4i1.34603

Abstract

Product quality is a crucial aspect in the manufacturing industry, especially in the packaging industry, which plays a significant role in maintaining consumer perception and company image. Gummed tape department is one of the production units facing the challenges related into various defect issues. These defect impacts production efficiency, increasing costs, and reducing customer trust. This research aims to identify the problems, analyze the root causes, and propose solutions to address them. the research employs the New Seven Quality Management Tools, including Affinity Diagram, Relations Diagram, Tree Diagram, Matrix Diagram, Matrix Data Analysis, Arrow Diagram and Process Decision Program Chart. The analysis results indicate that the main factors consist of 5 aspects, Human, Material, Machine, Process, and Environment. The problems found are process inconsistencies, Inappropriate work environment, non-standard materials, no inspection and others. Suggestions for improvement that can be given are in the form of updating SOP, providing training for operators, adjusting the work environment, conducting inspections between processes.
ANALISIS RANTAI PASOK METODE SUPPLY CHAIN OPERATION REFERENCE (SCOR) 12.0 PADA ATRIBUT RESPONSIVENESS DI PLAN F2 PT. M Aurelia, Natasia; Ahmad; Salomon, Lithrone Laricha
Jurnal Mitra Teknik Industri Vol. 4 No. 1 (2025): Jurnal Mitra Teknik Industri
Publisher : Universitas Tarumanagara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24912/jmti.v4i1.34605

Abstract

PT. M is one of the largest flat glass manufacturers in Indonesia, serving both domestic and export markets. In meeting demand, the company faces various challenges in managing its supply chain to become more efficient and responsive. In January 2025, a delay occurred in the production of export glass, extending from the initial target of 6 days to 9 days. To address this, the implementation of the SCOR 12.0 model was proposed as a solution for continuous improvement analysis. The focus of the analysis is on the responsiveness attribute, specifically RS.1.1 Order Fulfillment Cycle Time, with a Level 2 matrix of RS.2.2 Make Cycle Time. At Level 3, the largest time gaps were identified in RS.3.101 Produce and Test Cycle Time with a gap of 259 minutes, and RS.3.128 Stage Finished Product Cycle Time with a gap of 1040 minutes. The problem was found to stem from several internal factors causing the production PT. M is one of the largest flat glass manufacturers in Indonesia, serving both domestic and export markets. In meeting demand, the company faces various challenges in managing its supply chain to become more efficient and responsive. In January 2025, a delay occurred in the production of export glass, extending from the initial target of 6 days to 9 days. To address this, the implementation of the SCOR 12.0 model was proposed as a solution for continuous improvement analysis. The focus of the analysis is on the responsiveness attribute, specifically RS.1.1 Order Fulfillment Cycle Time, with a Level 2 matrix of RS.2.2 Make Cycle Time. At Level 3, the largest time gaps were identified in RS.3.101 Produce and Test Cycle Time with a gap of 259 minutes, and RS.3.128 Stage Finished Product Cycle Time with a gap of 1040 minutes. The problem was found to stem from several internal factors causing the production process to fail in meeting the desired quality standards, leading to a higher risk of glass loss and a need for stringent quality control measures. Based on these issues, two best practice proposals were recommended as key priorities to improve supply chain efficiency: BP.024 Supply Chain Optimization (SCO) and BP.165 Convergence of SCOR with Lean and Six Sigma. Process to fail in meeting the desired quality standards, leading to a higher risk of glass loss and a need for stringent quality control measures. Based on these issues, two best practice proposals were recommended as key priorities to improve supply chain efficiency: BP.024 Supply Chain Optimization (SCO) and BP.165 Convergence of SCOR with Lean and Six Sigma.
ANALISIS PEMBOROSAN PRODUKSI KAIN PANEL MELALUI PENDEKATAN LEAN SUPPLY CHAIN Marsella; Kosasih, Wilson; Salomon, Lithrone Laricha
Jurnal Mitra Teknik Industri Vol. 4 No. 2 (2025): Jurnal Mitra Teknik Industri
Publisher : Universitas Tarumanagara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24912/jmti.v4i2.34956

Abstract

This study assesses the efficiency of a panel fabric production line at a Bekasi textile company using a Lean Supply Chain approach. Selected for its highest defect rate (62,919 defects from October 2024 to March 2025), 14 machines, and longest cycle time (14 days per batch), the line’s efficiency, dominant wastes, and improvement opportunities were examined. A descriptive single-case design gathered data through in-depth interviews, focus groups, and a seven-waste questionnaire. Process analysis began with Current Value Stream Mapping (VSM), followed by Value Stream Analysis Tools (VALSAT) via Process Activity Mapping (PAM) and Process Cycle Efficiency (PCE) calculations, then a 5 Whys analysis. PAM results indicated a PCE of 34.33%. The 5 Whys identified three root causes of waste: (1) lack of standardization and visual management, (2) unintegrated information flow, and (3) limited human-resource and equipment capacity. Key wastes included excess motion, inefficient material transport, inventory buildup, and waiting time. Recommendations include implementing 5S for workplace standardization, digitizing production with a pull system, and applying heijunka, kanban, and balanced flow to level production. Scheduled machine maintenance is advised to reduce defects. Adopting Hoshin Kanri and Future VSM will support continuous improvement and strategic alignment. These measures aim to reduce waste, boost productivity, sustain competitiveness, and foster sustainable business.
ANALISIS RISIKO RANTAI PASOK PADA DIVISI PENGADAAN PERUSAHAAN KELAPA SAWIT DENGAN METODE ANP Putri, Fedra Hardianto; Salomon, Lithrone Laricha; Doaly, Carla Olivia
Jurnal Mitra Teknik Industri Vol. 4 No. 2 (2025): Jurnal Mitra Teknik Industri
Publisher : Universitas Tarumanagara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24912/jmti.v4i2.34958

Abstract

Industri kelapa sawit memiliki peran penting dalam perekonomian Indonesia. Namun dalam proses rantai pasoknya, sering terjadi berbagai risiko yang dapat menghambat kelancaran operasional dan rantai pasok, salah satu yang paling berdampak adalah pada bagian pengadaan yang sangat mempengaruhi jalannya rantai pasok. Penelitian ini bertujuan untuk menganalisis risiko rantai pasok pada divisi pengadaan sebuah perusahaan kelapa sawit dengan menggunakan metode Analytical Network Process (ANP). Metode ANP digunakan untuk pengambilan keputusan karena mampu menganalisis hubungan antar kriteria risiko. Data dikumpulkan melalui wawancara, observasi, dan penyebaran kuesioner kepada lima responden dari divisi pengadaan dan pabrik dengan pengalaman minimal tiga tahun. Risiko-risiko diidentifikasi berdasarkan enam kriteria utama dalam proses pengadaan, yaitu pengajuan PR, RFQ, proses PO, pengiriman barang, penerimaan barang, dan kondisi alam, yang masing - masing terdiri dari beberapa sub-kriteria risiko. Hasil analisis menunjukkan bahwa seluruh kriteria dan sub-kriteria risiko telah valid dan konsisten. Kriteria risiko tertinggi didapatkan pada proses PO, kemudian kondisi alam, proses penerimaan barang, pengiriman barang, RFQ, dan terakhir pengajuan PR, sedangkan pada sub-kriteria risiko, risiko dengan prioritas tertinggi ada pada spesifikasi barang tidak sesuai pesanan, diikuti oleh barang terlambat diambil oleh PIC pabrik dan perubahan keputusan pembelian mendadak. Risiko pareto menunjukkan bahwa bobot risiko tertinggi berada pada sub-kriteria yang perlu menjadi prioritas dalam penyusunan strategi mitigasi. Berdasarkan risiko prioritas, perusahaan disarankan untuk memperkuat kerja sama dengan vendor dan melakukan diversifikasi supplier, mengembangkan sistem pelacakan pengiriman real-time, serta melakukan perencanaan pengadaan jangka panjang untuk mengurangi dampak risiko dan meningkatkan efisiensi rantai pasok.
PERANCANGAN MAINTENANCE SCORECARD DALAM PENILAIAN KINERJA MAINTENANCE PADA PRODUKSI GLASS BLOCK Wijaya, Levina Halim; Ahmad; Salomon, Lithrone Laricha
Jurnal Mitra Teknik Industri Vol. 4 No. 2 (2025): Jurnal Mitra Teknik Industri
Publisher : Universitas Tarumanagara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24912/jmti.v4i2.34968

Abstract

Maintenance management is crucial to a company's success. PT XYZ is a glass manufacturing company that produces various types of glass. The company faces high downtime issues, especially in one of its production plants, that is glass block production. Machine breakdowns frequently halt the production process, leading to inefficiencies in various aspects. Therefore, an evaluation of the maintenance system is needed. The methods used in this study are SWOT analysis, Maintenance Scorecard, and AHP method. The SWOT analysis placed the company in quadrant 4 and identified 16 matrix strategies. The Maintenance Scorecard framework produced 20 KPIs to asses maintenance performance. The overall maintenance performance score was 84.73%. AHP method was employed to identify KPIs that should be prioritized. The five KPIs with the highest weight are: Number of Work Accidents, Quality Rate, Patrol Check, Production Efficiency, and Budget Realization. The five KPIs with the largest gaps between actual performance and targets are: Ratio of Overtime to Normal Working Hours, Loss Glass, Number of Work Accidents, Overtime Cost Index, and Quality Rate.
PENGENDALIAN KUALITAS KEMASAN OBAT PADA PERUSAHAAN FARMASI MENGGUNAKAN METODE SIX SIGMA, POKA YOKE DAN KAIZEN Jessica; Salomon, Lithrone Laricha; Ahmad
Jurnal Ilmiah Teknik Industri Vol. 13 No. 1 (2025): Jurnal Ilmiah Teknik Industri : Jurnal Keilmuan Teknik dan Manajemen Industri
Publisher : Program Studi Teknik Industri, Fakultas Teknik Universitas Tarumanagara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24912/jitiuntar.v13i1.35522

Abstract

This study was conducted at a pharmaceutical manufacturing company, focusing on the blistering process of capsule products. Quality control issues were identified, particularly defects that do not meet company standards. The objective of this research is to identify the root causes of defects and propose improvements using the Poka Yoke and Kaizen methods. The study is limited to defects found in capsules that have passed the blistering stage, including crushed capsules, dirt contamination, misprinted expiration dates, and empty capsules. The capsules used in the study already meet company standards before processing. The analysis applies the Six Sigma methodology with the DMAIC approach (Define, Measure, Analyze, Improve, Control). Results from January 2024 to March 2025 show a DPMO value of 9100.625 and a sigma level of 3.86. The Pareto diagram indicates that the most dominant defects are crushed capsules (35.8%) and dirty capsules (30%). Based on FMEA analysis, the highest RPN values are caused by capsule misalignment in the blister machine (for crushed defects) and powder residue sticking to the sealing area (for dirty defects). Improvements are proposed using Poka Yoke techniques and continuous improvement through Kaizen, specifically applying the 5M and 5S principles.
Co-Authors Adrian, Kevin Agustinus Purna Irawan Ahmad Ahmad Ahmad Andres Andrian Andrian Angelina Laurentcia Anjeli Yustavia Aurelia, Natasia Daniella, Edeline Vanessa Dayana, Ribka Dewi Yuliana Doaly, Carla Olivia Eko Suhartanto Frans Jusuf Daywin Fransaputra, Jonathan Helena Juliana Kristina Helena Juliana Kristina I Wayan Sukania Iphov Kumala Sriwana Jessica Jessica Jessica Kristina, Helena Juliana Larsen, Herwin Lilyana Jap Marcellinus Irvan P Marsella Marsella Marsella Michelle Roselyn Ong Mohammad Agung Saryatmo Moses Xanthus Natasia Aurelia Nathaniel Nathaniel Nicholas Nicholas Nickholaus Denata Limanjaya Nowescophor, Ryu Oki Dharmawan Ong, Michelle Roselyn Putri, Fedra Hardianto Rina Sugianto Gunawan Salim, Gilbert Giovanni Sandrina, Laura Saputra, Natalia Lydia Saryatmo, M Agung Saryatmo, M. Agung Saryatmo, Mohammad Agung Sauw Oscar Angkasa Silvi Ariyanti Siti Rohana Nasution Stephanie Alexandra Stephanie Meliana Suteja, Ricky Sylvia Tashadda Qanitan Vanessa Stefani Vera Veliria Wijaya, Levina Halim Wilson Kosasih Wirahata, Christie