| dc.description.abstract | Indonesia's wood industry is projected to improve in 2019. However, some
challenges are facing the wood processing industry such as increase of raw
materials cost, production cost, labor wages, and additional expenditures. Customer
also require shortened lead time, higher quality, and more diverse product. In order
to face those challenges, one of strategy that can be developed by the company is
operational excellence strategy. PT XYZ is one of the leading wood industries in
Indonesia, which already have their operational excellence model. This research is
aimed to measure the implementation of operational excellence at PT XYZ based
on XEM (PT XYZ's operational excellence model), as well as formulating
recommendations for continuous improvement. The result showed that the two
lowest scores are implementing basic problem solving (67% according to manager
and 75.7% according to supervisor) and hourly report (65% according to manager
and 77.5% according to supervisor). In term of implementing basic problem solving,
the lowest attribute score is on implementing 5 Why analysis, whereas for the
hourly report the lowest attribute score is on foreman monitoring. Based on those
result, the recommendation for implementing basic problem solving is to revise the
5 Why analysis becomes 3 x 5 Why analysis and to provide training on increasing
problem solving skill. Recommendation for implementing hourly report is to revise
the foreman weekly progress report by adding the hourly report monitoring and to
provide training on increasing foreman awareness about the importance of
monitoring hourly report. Different scoring result has been found between
managers and supervisors. Therefore, the communication between them must be
improved. | id |
