Analisis Peningkatan Kualitas Pengadaan Barang/Jasa Dengan Lean Six Sigma di Perusahaan Transportasi Kereta Publik

Abstract

Penelitian dilakukan di PT X pada bulan Januari – Maret 2025. PT X merupakan salah satu perusahaan transportasi kereta publik yang mengalami permasalahan dalam pengadaan barang/jasa seperti keterlambatan dan kegagalan pengadaan. Proses pengadaan barang/jasa yang efektif dan efisien diperlukan untuk memastikan pekerjaan tepat waktu dan memastikan terserapnya anggaran yang direncanakan. Oleh karena itu, analisis setiap tahap proses pengadaan dan menghilangkan atau mengurangi berbagai kegiatan yang tidak memberikan nilai tambah perlu dilakukan. Tujuan penelitian ini adalah mendefinisikan fokus permasalahan pengadaan, menghitung nilai sigma saat ini dan mengetahui penyebab permasalahan yang paling sering muncul, mengetahui akar masalah, memberikan rekomendasi perbaikan dan menghitung analisis biaya manfaatnya. Metode lean six sigma digunakan dalam penelitian ini melalui Tahap Define, Measure, Analyse, Improve dan Control (DMAIC). Tahap Define memetakan proses pengadaan dengan Supplier, Input, Process, Output, Customer (SIPOC), penentuan Voice of Customer (VOC), penentuan Critical to Quality (CTQ), perbandingan CTQ dengan Key Performance Indicator (KPI) 2024 dan penentuan masalah utama. Tahap Measure menghitung nilai sigma saat ini dan menentukan penyebab masalah dengan diagram pareto. Tahap analyze dilakukan analisis akar masalah dari penyebab masalah tertinggi berdasarkan analisis pareto dengan diagram tulang ikan dan analisis 5 Why. Tahap improve dilakukan untuk merekomendasikan perbaikan berdasarkan analisis akar masalah serta analisis biaya manfaat. Pada tahap control dilakukan rencana pengendalian terhadap usulan perbaikan yang diusulkan. Hasil penelitian menunjukan bahwa fokus permasalahan barang/jasa PT X adalah pengadaan gagal sebesar 16,81%, nilai sigma Perusahaan saat ini adalah 3,33 dan penyebab masalah pengadaan gagal yang paling sering muncul adalah dikarenakan harga penawaran diatas Harga Perkiraan Sendiri (HPS) dan tidak adanya penyedia yang lulus evaluasi, terdapat 9 akar masalah penawaran diatas HPS dan 8 akar masalah tidak ada penyedia yang lulus evaluasi. Terdapat 13 rekomendasi perbaikan yang diberikan layak/menguntungkan untuk dilakukan dikarenakan memiliki nilai Net present value (NPV) sebesar Rp 770.512.859, nilai benefit cost ratio (BCR)>1 yaitu 1,557, nilai internal rate of return (IRR) sebesar 108% dan payback period (PP) lebih kecil dari jangka waktu investasi yaitu 1 tahun.

Kata kunci: lean six sigma, pengadaan, Perusahaan transportasi kereta publik

The research was conducted at PT X from January to March 2025. PT X was one of the public railway transportation companies that experienced problems in goods/services procurement, such as delays and procurement failures. An effective and efficient procurement process was needed to ensure timely completion of work and the absorption of the planned budget. Therefore, it was necessary to analyze each stage of the procurement process and eliminate or reduce various non-value-added activities. The purpose of this research was to define the focus of procurement problems, calculate the current sigma level, identify the most frequently occurring causes of problems, determine the root causes, provide improvement recommendations, and calculate the cost-benefit analysis. The objective of this research was to define the focus of procurement-related issues, calculate the current sigma level, identify the most frequent causes of procurement failures, determine the root causes, provide improvement recommendations, and conduct a cost-benefit analysis. The Lean six sigma method was used in this study through the DMAIC (Define, Measure, Analyze, Improve, and Control) stages. In the Define stage, the procurement process was mapped using SIPOC (Supplier, Input, Process, Output, Customer), the Voice of Customer (VOC) was identified, Critical to Quality (CTQ) elements were determined, a comparison between CTQ and the 2024 Key Performance Indicators (KPI) was conducted, and the main issue was defined. In the Measure stage, the current sigma level was calculated and the root causes were initially identified using a Pareto diagram. In the Analyze stage, the root cause analysis was performed based on the most significant issues from the Pareto chart using a fishbone diagram and the 5 Why analysis. In the Improve stage, improvement recommendations were made based on the root cause analysis and cost-benefit evaluation. In the Control stage, control plans were prepared to ensure that the proposed improvements were implemented effectively. The results showed that the main procurement issue at PT X was a procurement failure rate of 16.81%, with a current sigma level of 3.33. The most common causes of procurement failure were bids exceeding the Owner’s Estimate (HPS) and the absence of qualified vendors. There were 9 root causes identified for bids above HPS and 8 root causes for unqualified vendors. A total of 13 improvement recommendations were proposed and deemed feasible/profitable, as reflected by the following financial metrics Net Present Value (NPV): IDR 770,512,859, Benefit-Cost Ratio (BCR): 1.557 (BCR > 1), Internal Rate of Return (IRR): 108%, Payback Period (PP): less than the investment period (1 year) PT. X, one of the public railway transportation companies, is facing issues in goods/services procurement such as delays and procurement failures. An effective and efficient procurement process is essential to ensure timely project execution and proper absorption of the planned budget. Therefore, it is necessary to analyze each stage of the procurement process and eliminate or reduce activities that do not add value. The purpose of this study is to define the focus of procurement-related issues, calculate the current sigma level, identify the most frequent root causes of procurement problems, determine their root causes, provide improvement recommendations, and perform a cost-benefit analysis of those recommendations. The Lean Six Sigma methodology is used in this research through the Define, Measure, Analyze, Improve, and Control (DMAIC) phases. The Define phase maps the procurement process using the Supplier, Input, Process, Output, Customer (SIPOC) model, identifies the Voice of the Customer (VOC), determines the Critical to Quality (CTQ) factors, compares CTQs with 2024 Key Performance Indicators (KPIs), and identifies the main issue. The Measure phase calculates the current sigma level and identifies the causes of problems using a Pareto diagram. In the Analyze phase, root causes of the most frequent problems are examined using a fishbone diagram and 5 Whys analysis. The Improve phase recommends improvements based on root cause analysis and cost-benefit analysis. Finally, the Control phase establishes a control plan for the proposed improvements. The research findings show that the key procurement issue at PT. X is a 16.81% procurement failure rate. The company's current sigma level is 3.33. The most frequent causes of procurement failure are bid prices exceeding the Owner’s Estimate (HPS) and the absence of vendors passing the evaluation. There are 9 identified root causes for bids exceeding the HPS and 8 root causes for no vendors passing the evaluation. The study proposes 13 improvement recommendations, with a benefit-cost ratio of 17.10, indicating that the recommended improvements provide a positive impact on the company and are feasible for implementation.

Keywords: lean six sigmasix sigma, procurement, public railway transportation company