Analisis Efisiensi Reparasi Kapal Menggunakan Metode Lean Six Sigma di PT. XYZ

Abstract

Ship repair projects at shipyards frequently face schedule delays caused by inefficient workflows and non-value-adding activities. This study analyzes time efficiency in the repair process of a passenger ship at PT. XYZ, which experienced a 26-day delay from the planned completion date of January 30, 2026 to February 25, 2026. The Lean Six Sigma method with the DMAIC (Define, Measure, Analyze, Improve, Control) approach was applied, integrated with Value Stream Mapping (VSM), Process Activity Mapping (PAM), a Fishbone diagram, and 5S (Seiri, Seiton, Seiso, Seiketsu, Shitsuke) improvement proposals. Waste identification revealed that quality-related rework, waiting time, and overproduction were the most dominant sources of waste contributing to the delay. Out of 47 repair activities, 20 activities experienced delays, resulting in a DPU of 0.42, a DPO of 0.14, and a DPMO of 140,000. Measurement of the actual repair schedule showed a sigma level of 3.3 (approximately 3.0 sigma), equivalent to a 93.3% customer satisfaction rate, exceeding Indonesia's shipyard industry average of 2 sigma (69.2% satisfaction). The Current State Mapping indicated a total lead time of 640 days with a Process Cycle Efficiency (PCE) of 72.65%. Improvement proposals through Future State Mapping projected a reduction in total lead time from 640 to 561 days, a decrease of 79 days (12.34%), while increasing the PCE to 73.44%, achieved through 5S implementation, parallel scheduling of activities, additional trained labor, and improved coordination. Based on the actual field schedule, this improvement could accelerate project completion by 13 days, from February 25, 2026 to February 12, 2026. These findings confirm that Lean Six Sigma can measurably improve time efficiency in the ship repair process.