The Improvement of Overhaul Desalination Plant Pltgu Duration in Pt.Pjb up Gresik Using Approach of Lean-Six Sigma Method

Yehezkiel Cahya Putra and Mokh Suef
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Yehezkiel Cahya Putra: Department Management of Technology, Institute Technology of Sepuluh Nopember
Mokh Suef: Department Management of Technology, Institute Technology of Sepuluh Nopember

International Journal of Business and Economic Affairs (IJBEA), 2018, vol. 3, issue 5, 207-216

Abstract: The Desalination Plant is a unit that processes seawater for raw water for electricity generation. Thissea water will be converted into fresh water by using evaporation and condensation systems. Routine maintenance isneeded for the readiness, reliability and eciency of the generator equipment. Therefore an overhaul is needed to restoreits performance. One of the problems in the overhaul project is the duration of project implementation that is not asplanned. The purpose of this study is to identify Non-Value Added activities as well as the presence of waste that causesthe overhaul process to not be completed on time. To identify and reduce waste, researchers use the Lean-Six Sigmamethod approach (Andarnis & Singgih,2011;Li, Walton, & Apel,2007). The Lean method is used to identify and reducewaste that arises while the Six Sigma Method is used to determine the research steps by utilizing DMAIC namely De ne,Measure, Analyze, Improve and Control. With the Value Stream mapping method, a new work process design is stated inthe form of Future State Mapping (FSM) by eliminating the 4 highest wastes, namely Defects, waiting, Extra processing,Non Utilized Talent. Then the FSM design was simulated with ARENA software. Based on the simulation results of thebase model and FSM design, it was shown that the proposed activity improvements could reduce the duration of thedesalination plant overhaul from 25.64 days to 22.85 days or 10.88%.

Keywords: Desalination plant; DMAIC; Lean-six sigma; Overhaul; Waste (search for similar items in EconPapers)
Date: 2018
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Persistent link: https://EconPapers.repec.org/RePEc:aya:ijbeaa:2018:p:207-216

DOI: 10.24088/IJBEA-2018-35003

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