Pengendalian Defect Kemasan Biskuit dengan Metode Plan, Do, Check, Action di PT XYZ

Abstract

PT XYZ memproduksi biskuit isi tiga dalam satu kemasan dan sering mendapat komplain konsumen terkait defect kemasan sehingga perlu dilakukan pengendalian defect kemasan. Penelitian ini bertujuan mengetahui data kendali defect, mengetahui dominan defect, menganalisis penyebab defect kemasan, serta menyusun tindakan perbaikan. Analisis dilakukan dengan metode Plan, Do, Check, Action (PDCA) dibantu peta kendali C, diagram Pareto, diagram fishbone, why-why analysis, dan 5W 1H (what, why, where, when, who, how). Hasilnya defect tidak terkendali, defect dominan luka karena faktor mesin, material, manusia, dan metode. Tindakan perbaikan, yaitu program Jalan Gemba untuk evaluasi CIL (cleaning, inspection, lubrication), posisi end crimp diperbaiki, pusher dan pisau end crimp diganti, ketebalan film dipersempit, e-form CIL, training, pembersihan end crimp setiap 2 jam, serta prosedur pemeriksaan ketajaman pisau end crimp. Setelah tindakan perbaikan dilakukan terjadi penurunan defect kemasan sebesar 53% dan perbaikan terus menerus perlu dilakukan secara terjadwal, terdokumentasi dan berkelanjutan.

PT XYZ produces three-pack biscuits in one package and often receives consumer complaints about packaging defects. This research aims to collect defect control data, identify the dominant defects, analyze the causes of packaging defects, and develop corrective actions. The Plan, Do, Check, Action (PDCA) method used with C control charts, Pareto diagrams, fishbone diagrams, why-why analysis, and 5W 1H (what, why, where, when, who, how). The results showed defects uncontrolled, the dominant defect was whitecut caused by four factors: machines, materials, humans, and methods. Corrective actions were Gemba Walk for CIL (cleaning, inspection, lubrication), repaired end crimp position, replaced pushers and end crimp blades, narrowed film thickness, e-forms CIL, training, end crimps cleaned every 2 hours, and blade sharpness inspected. After corrective action was implemented, there was 53% reduction in packaging defects and continuous improvements need to be carried out in a scheduled, documented and sustainable.