Journal of Engineering Research xxx (xxxx) xxx

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Journal of Engineering Research

journal homepage: www.journals.elsevier.com/journal-of-engineering-research

Full length article

The implementation of Lean Six Sigma approach to minimize waste at a

food manufacturing industry
Ivana Tita Bella Widiwati, Surya Danusaputro Liman, Filscha Nurprihatin *
Department of Industrial Engineering, Sampoerna University, South Jakarta 12780, Indonesia

A R T I C L E I N F O A B S T R A C T

Keywords: Lean Six Sigma is an integrated approach between lean thinking and the Six Sigma method. Lean is a way of
Lean Six Sigma thinking and principle used to improve the performance of a process through waste and error elimination. It
DMAIC focuses on the speed, flow, and cost of a process. On the other hand, Six Sigma is a method to enhance process
Waste
capability by analyzing processes with problem identification and implementing improvements to resolve the
problem. It focuses on quality consistency and how to fulfill customers’ requirements. Combined, Lean and Six
Sigma will be beneficial for organizations in determining the most suitable method for identifying and solving
problems so the outcome of a process can fulfill customer satisfaction until profits can be increased. This study
proposes a Lean Six Sigma methodology as an approach to reduce waste in the production process of a food
manufacturing industry. The proposed approach is the DMAIC approach, and its tools are used to assess the
impact of waste on the production process. As a result, this study will also conclude how the DMAIC approach
can be helpful for the company to reduce waste. Suggestions related to DMAIC tools, and their implementation
are also elaborated so that the related company can evaluate its current process and strive for better
improvement.

Introduction
Known as an agricultural country, Indonesia consumes various types
of grains every day. Wheat is one type of grain that is widely consumed
in Indonesia. In Indonesia, per capita consumption of wheat processed
into bakery products reaches 4.7 kg per year and is expected to increase
to 6.6 kg per year by 2030 [7]. Currently, bakery product is not the most
consumed wheat product in Indonesia. The first place and
most-consumed wheat product is instant noodles. However, it is fore­
casted that the wheat used for bread will increase by 4%, unlike instant
noodles, which will decrease by 4% [7]. This fact is in line with the trend
of bread consumption in Indonesia because as bread demand increases,
the number of wheats used to produce bread will also increase. Research
conducted in 5 cities in Java shows that bread is categorized as a modern
snack, ranked 18 on average by respondents [5]. This consumption
trend could be considered as a possibility that the bakery industry will
expand in the future. With this business chance, the competition in the
bakery industry will be tightened. Currently, the bakery industry in
Indonesia is dominated by small-to-medium-sized enterprises (SMEs).
This SME bakery industry dominates two-thirds of the whole bread and
baking industry in Indonesia [7]. With this increasing demand, the
bakery industry must maximize its production performance by having a
suitable operations strategy to fulfill its customers’ demands.
For manufacturing industries, quality has been the central element of
products to survive within the market that is getting tougher over time.
Quality can be defined as the desired values that customers care about.
Therefore, industries must optimize production activity while main­
taining the top-notch quality customers value to adapt to the continu­
ously increasing market competitive level [15]. According to
Merriam-Webster, value is the monetary worth of something. By this
definition, eliminating non-added value must be the main focus of
manufacturing processes. The approach that can be used to minimize
waste as well as identify and remove the non-added value in a process is
called Lean Six Sigma (LSS) [19]. LSS’s primary focus is to reduce waste
and output variability in the manufacturing process [21]. By imple­
menting LSS, an organization can improve its business strategy to create
an adaptable and capable system in a strategic manner to preserve a
competitive positioning [23]. Therefore, before knowing how to

* Correspondence to: Department of Industrial Engineering, Sampoerna University, L′Avenue Building, Jl. Raya Pasar Minggu No. Kav. 16, RW.9, Pancoran, Kec.
Pancoran, South Jakarta 12780, Indonesia.
E-mail addresses: ivana.widiwati@my.sampoernauniversity.ac.id (I.T.B. Widiwati), surya.liman@sampoernauniversity.ac.id (S.D. Liman), filscha.nurprihatin@
sampoernauniversity.ac.id (F. Nurprihatin).

https://doi.org/10.1016/j.jer.2024.01.022
Received 19 November 2023; Received in revised form 14 January 2024; Accepted 28 January 2024
Available online 8 February 2024
2307-1877/© 2024 The Author(s). Published by Elsevier B.V. on behalf of Kuwait University. This is an open access article under the CC BY-NC-ND license
(http://creativecommons.org/licenses/by-nc-nd/4.0/).

Please cite this article as: Ivana Tita Bella Widiwati et al., Journal of Engineering Research, https://doi.org/10.1016/j.jer.2024.01.022
I.T.B. Widiwati et al. Journal of Engineering Research xxx (xxxx) xxx

Table 1
Literature review.
References Define (D) Measure (M) Analyze (A) Improve (I) Control (C) Research Objective

Jamil et.al., Value Stream Mapping Pareto chart, sustainability Value added ratio Future Value Stream Mapping Monitoring Continuous improvement,
2020 (VSM) metrics (FVSM) creating sustainable
manufacturing operations
Yadav et. Project charter, SIPOC Rolled Throughput Yield Regression Design of Experiment (DOE), Control charts To improve performances
al., 2019 (Suppliers, Inputs, (RTY), Root Cause Analysis analysis, kaizen, risk analysis & and the yield of a process, as
Processes, Outputs, and (RCA), process capability hypothesis testing mitigation well as to minimize reject
Customers) diagram,
Pareto chart
Hidayat et. Critical to Quality (CTQ) Defect Per Million Pareto chart Failure Mode and Effects Proposal Minimize defect and
al., 2021 Opportunities (DPMO), Analysis (FMEA) recommendation proposal
yield calculation, using DMAIC and FMEA
Structured Query
Language (SQL)
[8] SIPOC Diagram, Pareto Capability process Fault Tree Simulation, poka yoke, FMEA Statistical Quality improvement and
chart Analysis (FTA), updating process control waste minimization
FMEA, correlation
analysis
Adeodu et. Pareto chart Overall Equipment RCA Single Minutes Exchange of Standard To optimize the production
al., 2020 Effectiveness (OEE) Die (SMED), 5 S (Sort, Set in Operation process by minimizing
Order, Shine, Standardize, Procedure machine downtime
Sustain) (SOP)
Setiawan SIPOC CTQ, control chart, DPMO RCA 5 W + 1 H (What, Where, Control chart, Minimizing defect level to
and[20] When, Why, Who, How) DPMO, and near perfection to improve
sigma level quality
This paper VSM RTY, Pareto chart, control RCA, FMEA Recommendation plan, 5 S, Monitoring To analyze the performance
chart, DPMO FVSM of the manufacturing
operation and to minimize
waste

implement the LSS methodology in a system, knowing the production
system in depth is very important. This is also related to the reasons why
LSS emphasizes the importance of Continuous Improvement (CI). In
terms of organizational performance, CI is depicted as a journey to
implement an ongoing improvement for not only the process but also the
outcome of that process [24].
Lean Six Sigma (LSS) was first established as a part of the Six Sigma
evolution in 2003. Since that year, LSS has increased its popularity and
deployment among many industries in improving process capability,
maximizing value, and enhancing customer satisfaction [4]. By having
those three abilities, the financial aspect of an organization is also
positively affected by LSS. Having the exemplary implementation of LSS,
the cost of production can be reduced, and the outcome quality can be
maximized. Due to its ability to suppress production costs, LSS has been
implemented by many organizations as a powerful Operational Excel­
lence (OPEX) methodology [3]. The company has various kinds of
products offered. However, this study only focuses on the production
process of mooncakes since it is one of the most demanded products in
this company. In this study, the type, effect, and root causes of waste
identified are analyzed. Thereafter, ways to eliminate waste are also
suggested as input for improvement. To meet these objectives, the
DMAIC methodology is used along with LSS tools: VSM, control chart,
Pareto chart, DPMO, Ishikawa diagram, Failure Mode and Effect Anal­
ysis (FMEA), recommendation plan, and 5 S.
Literature review
Lean Six Sigma is one business improvement method used by com­
panies across the industrial sector that integrates lean and six sigma
methodologies to improve profits through resource optimization and
customer satisfaction enhancement [11]. Its implementation is highly
recommended to minimize waste and improve process efficiency and
productivity [2]. With its origin in coupling two approaches, the
framework used in lean six sigma combines the toolset used in the two
methods.
Six Sigma is an approach to improving the process of transforming
inputs into outputs where quality excellence can be ensured using the
implementation of statistical tools and methods [25]. In Six Sigma, two
methodologies can be used, DMAIC and DMADV [13]. Both of these
methodologies have the same goals to reduce defects to reach the
six-sigma level, to be used as a statistical tool to define quality-related
solutions that are based on data, and to help organizations thrive in
achieving their objectives [22]. DMAIC is the six-sigma methodology
that can be implemented in a system that already exists while DMADV is
the methodology that is used to create and develop a new system [18]. A
previous study integrated the Net Promoter Score and DMAIC approach
to measure customer satisfaction [14]. This study will focus on DMAIC
implementation because the main objective of this research is to
improve an existing system.
Lean manufacturing is an approach that is focused on waste removal
and is used as an approach to reduce the cost of a manufacturing process
while improving the quality of products manufactured [12]. Lean was
invented by a worldwide famous automobile company in Japan, Toyota.
Toyota used Lean as the fundamental process to create a more efficient
standard-mass operation. Lean management principles are categorized
for their implementation into defining value, mapping value stream,
creating flow, establishing pull, and pursuing perfection. Those five
principles can be used as a guideline in lean implementation. If imple­
mented correctly and regularly, immense improvement in terms of ef­
ficiency, productivity, and cycle time can be achieved. Therefore, in its
implementation, Lean can be used as a practice and competencies to
enhance the competitiveness of an organization in the market [6].
In integrating lean and six sigma, the toolset used can be varied
because it depends on the needs and issues found in the system. This
study used DMAIC as the research framework. Fundamentally, DMAIC is
a standard methodology of Six Sigma that is divided into five phases:
define, measure, analyze, improve, and control [17]. In implementing
DMAIC, tools related to lean are also utilized so that the result can be
optimized. The literature review was carried out to determine the right
tools can be used in this study. The determination of these tools is also
based on the field study and problem identification that was carried out
as the preliminary step in creating this paper. Table 1 shows the refer­
ences used as guidance to form this research.
A study was conducted as an approach to creating a sustainable

2
I.T.B. Widiwati et al.
Fig. 1. Data Collecting and Processing Flowchart.
Fig. 2. Mooncake Production Process Flowchart.
manufacturing system using value stream mapping. This qualitative
research was managed to evaluate the economic, environmental, and
societal sustainability performance as well as validate the ability of
value stream mapping to create a systematic and continuous improve­
ment manner [10]. Similar to this paper, the authors also used Value
Stream Mapping (VSM) and Future Value Stream Mapping (FVSM) in
the define and improve stages, respectively. Another study was also
conducted to minimize defects in a glass manufacturing industry in
India. From this study, the implementation of six sigma managed to
increase the production yield by 5.17% and reduce variated in the
manufacturing process which resulted in the profitability increase of the
company [26]. The study also highlighted the ability of the DMAIC
methodology to be implemented in other manufacturing processes [26].
For instance, DMAIC was also implemented in the automotive industry
to reduce the number of defects produced in the manufacturing process
of a disk brake [9]. The paper proposed to implement DMAIC and FMEA
to minimize defects in the production process [9].
This study discusses the implementation of Fault Tree Analysis
(FTA), FMEA, and Multiple Linear Regression (MLR) to improve quality
and minimize waste in a tire manufacturing industry. Using these tools,
the correlation between the root causes and issues found in the company
can be found and the defect can be reduced to 34.5% which resulted in
the achieved target of the company in reducing variations [8]. Lean six
sigma was also utilized to optimize the production process in a paper
manufacturing company [1]. The paper focused on the Single Minutes
Exchange of Die (SMED) and 5 S which resulted in reduced downtime
from 32.6 to 11% and increased customer satisfaction [1]. Another
paper also utilized the DMAIC framework to enhance the quality of a
packaging process and minimize the number of defects [20]. The DPMO
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Journal of Engineering Research xxx (xxxx) xxx
value had been successfully reduced from 33,500 units to 2050 which
resulted in the increase of sigma level from 3.33 to 4.37 [20].
Data collecting and processing
This study is made based on the data collected from the company and
focuses on producing kinds of bread daily. The data collection activities
are taken in November 2021 and January 2022. The defect data used in
this study started from January 2022 until March 2022. The complete
and detailed data collection and processing are shown in Fig. 1. There
are two types of data used in making this report: primary and secondary
data. The primary data is the data that is obtained from observation,
historical databases, and data sampling. On the other hand, secondary
data is the data that is obtained from the literature review with the
related topic of this study. The literature review is conducted to find
related studies, research, and experimental studies of Lean Six Sigma
(LSS) implementation. This review is conducted to find related theories
that can be used to back up the results found in this study.
The DMAIC data collection activity must also be conducted in
sequence. First, this paper defines activity from observation and inter­
view and continues with the measured activity from the data sampling.
After the data for the defined and measured activity in DMAIC has been
collected, the analysis stage can be processed. The analysis in this pro­
cess must be based on the collected and measured data in the previous
DMAIC activity and the literature review. The literature review can be
used as a reference to make the analysis more valid. In this analysis, this
paper also analyzes the critical waste found in the production process of
the company. After that, this study also analyzes the right approach that
must be implemented to improve the company’s production system. The
I.T.B. Widiwati et al. Journal of Engineering Research xxx (xxxx) xxx

Table 2 and Necessary but Non-value Added (NNVA) activities. With those data,
Current activity classification. value stream mapping can identify waste and reduce the overall cycle
Process Activity Activity Classification Duration time while evaluating the waste further. From the production process
(min) breakdown, the activity classification for the mooncake production
VA NVA NNVA
process is shown in Table 2.
Filling (jenang) Raw material 5 From the classification, VSM can be made. To start, the takt time of
Cooking preparation
Mung beans boiling ✔ 15
the production process is calculated. The number of mooncakes pro­
Mung beans grinding ✔ 15 duced in a single production process (8 h/day) varies over time. On a
Cooking ✔ 25 low season, the company produces around 7000 pieces a day. However,
Quality control to ✔ 1 during the peak season (Mid-Autumn Festival), usually between
check filling standard
September and October, the company can produce up to 100,000 pieces
Moving to forming area ✔ 2
Mixing Machine set up ✔ 5 of mooncake a day. For this research, the author used the average data
Raw material ✔ 5 for mooncake produced, which equals 59,192 pieces. Hence, the takt
preparation time will be 0.487 s/pcs (Eq. 1).
Mixing ✔ 15
Quality control to 1 Workable Production Hours
(1)
✔
check dough standard
Takt Time =
Units Required (Demand)
Moving to forming area ✔ 2
Forming Machine set up ✔ 5
8hours
Dough forming ✔ 136 Takt Time =
Quality control to sort ✔ 15 59, 192pieces
out forming defect
Dispose (placing ✔ 10 Takt Time ≈ 0.487sec/pcs
defects into containers)
Moving to baking area ✔ 10 To create VSM, the cycle time, changeover time, total lead time, and
Baking Machine set up ✔ 15 total VA time must also be calculated. The calculation examples for the
Baking ✔ 15 filling cooking process are shown in Eqs. 2 and 3. Lastly, Eqs. 4 and 5 are
Cool down 15
✔
the total lead time and VA time of the whole production process.
Quality control to sort ✔ 15
out baking defect
∑
C/T(filling) = VA duration = 15 + 15 + 25 = 55minutes (2)
Dispose (placing ✔ 10
defects into containers) ∑ ∑
Moving to packaging ✔ 10 C/O(filling) = NVA duration + NNVA duration = 0 + 5 + 1 + 2
area
Packaging Machine set up ✔ 5 = 8minutes
Take out from baking ✔ 10 (3)
tray
Quality control to sort ✔ 5 ∑ ∑
out defect Total Lead Time = C/T + C/O = 325 + 156 = 491minutes (4)
Packaging ✔ 56
∑
Final quality control ✔ 15 Total VA Time = C/T = 55 + 15 + 136 + 30 + 89 = 325minutes (5)
Dispose (placing ✔ 10
defects into containers) In addition to Takt time, Cycle Time (C/T), and Changeover Time (C/
Final packaging 33
O), the Process Cycle Efficiency (PCE) can also be calculated from the
✔
(boxing)
Moving to warehouse ✔ 10 VSM. The PCE calculation is shown in Eq. 6:
Total 9 3 17 491
Total Value Add Time
PCE(%) = × 100% (6)
Total Lead Time
analysis will represent the study’s outcome through suggestions for the
325minutes
company’s improvement. Lastly, after the analysis has been made, this PCE(%) = × 100%
491minutes
paper concludes the research that has been done. The conclusion should
also include a suggestion for the related company where the study is PCE(%) ≈ 66.19%
conducted. This suggestion could provide the company with an outside
point of view that could be helpful for them in improving their system. From these calculations, the VSM can be drawn as shown in Fig. 3.
From the VSM, there are five types of waste identified. Those wastes
Result and discussion are transportation, overprocessing, waiting, defect, and inventory. Each
of these wastes is elaborated in each process to determine which process
The company implements a make-to-order (MTO) production strat­ produces the most waste. The identified waste can be elaborated as
egy where the production process can only begin when customers’ or­ follows:
ders have been confirmed. With this strategy, the company will not need
much inventory to store its finished product since the product will be 1. Transportation - Transportation waste is found during the move­
distributed directly. The process of making a mooncake is shown in ment of Work in Process (WIP) and finished goods. The finished good
Fig. 2. In between the processes, there are raw material preparation, transportation is conducted in the final process where all mooncakes
inspection activity, machine setup, disposal, and moving. that have been packaged are moved into the warehouse before being
distributed to the customer.
2. Waiting - Waiting is the type of waste that is found in processes that
DMAIC Process (Define) involve machines in their operation. Those processes are mixing,
forming, baking, and packaging. From production machines, the
In the define phase, observation and classification of all data related waiting waste is produced when the machine is being set up and
to the production process are documented. The data collected in this experiencing a breakdown that needs to be fixed. This occurrence
phase are the process breakdown and activity classification. The activity
classification consists of the Value Added (VA), Non-value Added (NVA),

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I.T.B. Widiwati et al. Journal of Engineering Research xxx (xxxx) xxx

Fig. 3. Current Value Stream Map.

Table 3 Table 5
Throughput yield. Waiting Waste Calculation.
Process Opportunities (O) Defect (D) Throughput Yield (TY) Total product (T) 59,192 pieces

Filling Cooking 59,192 0 100% Cycle time (C) 120.55 pcs/minute

Mixing 59,192 0 100% Time consumed in waiting during machine set up 30 min
Forming 59,192 586 99.01% Lost product (machine set up) 30 × 120.55 ≈ 3617 pieces
Baking 58,606 586 99.00% Time consumed in waiting during machine 100 min
Packaging 58,020 586 98.99% breakdown
Boxing 57,434 0 100% Lost product (machine breakdown) 100 × 120.55 = 12,055
pieces

Table 4
Transportation Waste Calculation. Table 6
Overprocessing Waste Calculation.
Time consumed for transportation (W) 34 min
Time consumed for overprocessing (W) 30 min
Total product (T) 59,192 pieces
Cycle time (C) 120.55 pcs/minute Total product (T) 59,192 pieces
Lost product/minute 34 × 120.55 ≈ 4099 pieces Cycle time (C) 120.55 pcs/minute
Lost product 30 × 120.55 ≈ 3617 pieces

produces production delays which create waste of waiting for the

production process of mooncakes.
Table 7
3. Defect - This type of waste is found in the forming, baking, and Defect data summarized.
packaging process. Processes that detect the presence of defects are
Forming Baking Packaging
likely to decrease Throughput Yield (TY). TY is the percentage of
products that are not defective and passed through a compliance Average defect/month January 643 643 643
February 469 469 469
check. The TY will be calculated in the Measure phase of the DMAIC
March 650 650 650
process. Average defect/day 586 586 586
4. Overprocessing - The overprocessing waste comes from a disposal Total defect/day 1758
process where defective products are disposed of. The defect from

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Table 8 Three types of waste are not found in the production process of
Total lost and pareto chart. mooncakes: motion, overproduction, and untapped human potential.
Waste type Lost product Motion is the type of waste that relates to an unnecessary movement that
a worker does. In its operation, the company made sure that workers
pieces %
could work as effectively and efficiently as possible. Overproduction is
Transportation 4099 16.30% the type of waste related to an excess production process that has no
Waiting (set up) 3, 617 14.38%
Waiting (breakdown) 12, 055 47.94%
relation to the demand. With the MTO strategy, the company is still
Overprocessing 3, 617 14.38% exceeding the number of productions to anticipate defects. However,
Defect (forming) 586 2.33% this does not cause the overproducing waste because this exceeding
Defect (baking) 586 2.33% production number is used to anticipate defects. Untapped human po­
Defect (packaging) 586 2.33%
tential is the type of waste where workers are not placed in the work area
Total 25,146 100%
according to their potential. In this company, workers are placed based
on their specialty. This can be ensured by the ability of workers to
primely complete their tasks based on SOP.

DMAIC process (Measure)

In Measure, two measurements are implemented. The first mea­

surement is the process yield measurement used to identify which pro­
cess produces the most defects. The second measurement identifies
which type of waste produces the most loss.

Rolled throughput yield (RTY)

Throughput yield is the percentage of products that are not defective
and passed through a compliance check. Based on the waste identifi­
cation in the Define step, three processes produce defects: forming,
baking, and packaging. In calculating RTY, two data are needed to
calculate throughput yield, namely, opportunity and defect. The data is
obtained from the average data of production and defect database of
mooncake from January 2022 to March 2022. The company only record
the overall defect data and did not clasify how many defects generated
from each processes. Hence, for this calculation, it is estimated that the
defect equally came from the three processes.
Fig. 4. Pareto chart for all types of waste. From Table 3, it can be proven that processes that produce defects
cause the process yield of the production process to decrease. Hence, the
the disposal activity creates another type of waste in the form of
unusable products that do not meet the specified requirements. Table 9
Workers in each production process oversee the inspection process to DPMO Calculation.
determine whether the product has passed the quality standard. If Step Calculation Result
products are out of shape, burned, and damaged, they will be cate­
1 Total product produced 59,192
gorized as defects and disposed from the system.
2 Lost product due to defect/day (on average) 1759
5. Inventory - The excess inventory happened for raw materials pur­ 3 Step2 0.0297
Failure Rate =
chased by the procurement document. Reviewing the procurement Step1
activity implemented, this waste occurred because there is no pro­ 4 Critical to Quality (CTQ) 3
5 Step3 0.0099
curement strategy used to control inventory. The procurement Failure Rate(per defect type) =
Step4
department only uses an approximation to ensure the raw material is 6 DPMO = Step5 × 1, 000, 000 9900
available. 7 Convert DPMO to Sigma Level 3.9
8 Convert DPMO to Cpk 1.3

Fig. 5. Control Chart for Defect.

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I.T.B. Widiwati et al. Journal of Engineering Research xxx (xxxx) xxx

Fig. 6. Transportation Waste RCA.

Fig. 7. Waiting Waste RCA.

Fig. 8. Overprocessing Waste RCA.

process yields of the mooncake production process decreased by 1.01%
from 100% to 98.99% during the forming until the packaging process.
From the TY, the RTY can be calculated based on Eq. 7.
RTY = TY Filling × TY Mixing × TY Forming × TY Baking × TY Packaging × TY Boxing
RTY = 100% × 100% × 99.01% × 99.00% × 98.99% × 100%
RTY ≈ 97%
Waste calculation
To calculate the number of products lost because of waste,
calculating the cycle time is needed to determine how many products
can be produced in a certain amount of time. The average number of
products that can be produced in a single production batch is 59,192
pieces. With the production time calculated in activity classification
(7)
(491 min), it can be measured that the average cycle time for mooncake
production is 120.55 units/minute. With this cycle time, the authors
calculated how many products could have been produced if the waste is
eliminated (Lost Product). The following are the detailed calculations
for lost product from each waste.
Transportation. Based on the activity classification, five transportations

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I.T.B. Widiwati et al. Journal of Engineering Research xxx (xxxx) xxx

Fig. 9. Forming Defect Waste RCA.

Fig. 10. Baking Defect Waste RCA.

Fig. 11. Packaging Defect Waste RCA.

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I.T.B. Widiwati et al. Journal of Engineering Research xxx (xxxx) xxx

Fig. 12. Excess Inventory Waste RCA.

Table 10
Failure modes and effect analysis (FMEA).
Waste Failure mode S Causes of failure O Control D RPN

Transportation Wasted time that cause the company to lose 3 Inefficient Layout 4 Factory Layout 3 36
its opportunity to produce more product Insufficient Tools (there are no transportation devices 4 Manual 3 36
and automation available) handling tools
Lack of manpower that force workers with different 4 Manpower 3 36
capabilities to do repetitive transportation activities.
Waiting Machine Set Wasted time that cause the company to lose 4 Different machine types and complexity 4 Production 2 32
Up its opportunity to produce more product machine
Different skills and experience of workers to do the 3 Manpower 3 36
machine setup
Machine 4 Insufficient tools and different tool placement 3 Reparation tools 3 36
Breakdown Different machine reliability and repair complexity 3 Production 4 48
machine
Different skills and experience of technician 3 Manpower 4 48
Overprocessing Wasted time that cause the company to lose 3 Defects. The more defect exists in a process, the more 4 Number of 3 36
its opportunity to produce more product time needed to do the disposal process (overprocessing) defects
Defect Forming Lost product that causes the company to 2 Machine reliability and inconsistency 4 Forming 3 24
loss revenue machine
Setting inaccuracy by the worker in charge of the process 4 Manpower 2 16
Baking Machine reliability and inconsistency 4 Baking machine 3 24
(oven)
Setting and timing inaccuracy by the worker in charge of 4 Manpower 2 16
the process
Packaging Machine reliability and inconsistency 4 Packaging 3 24
machine
Setting inaccuracy and recklessness by the worker in 4 Manpower 2 16
charge of the process
Excess Inventory Forecast Error 3 No procurement strategy 4 Manpower 1 12
Inaccurate forecasting demand 4 Manpower 1 12
Input Data Error Communication issue 3 Manpower 1 12
Unfollowed FIFO 3 Manpower 1 12

are needed in the mooncake production process. For the total five ac­
tivities related to transportation, 34 min are needed for movement
during the production process. From the calculation in Table 4, with a
total product of 59,192 units and a cycle time of 120.55 pcs/minute,
4099 units of product are lost because of the transportation process.
Therefore, if transportation can be eliminated, the outcome of the pro­
cess can be increased by 4099 units.
Waiting. Based on the waste identification, there are two types of
waiting that occur in the production process of mooncakes. The time
consumed for waiting waste is collected when the machine is being set
up and experiencing a breakdown that causes the production process to
be delayed. As mentioned, the machine set-up is bound to happen within
the production process of mooncake because it is a step required in
processes involving machines in its operation. From Table 5, with a total
product of 59,192 units and 120.55 pcs/minute cycle time, there are
3617 lost products that happened because of machine set-up.
Besides machine set-up, machine breakdown is another type of
waiting waste identified in the mooncake production process. Unlike
machine setup, machine breakdown does not happen regularly. The
frequency for it to happen depends on the type of the machine and the
type of damage encountered. The data used in Table 2 is based on the
average time needed to repair machines, assumed if the machine in each
process is having a downtime. The 100 min that are consumed during
machine breakdown could cost the company 12,055 products when the
cycle time is 120.55 pcs/minute.
Overprocessing. There is three overprocessing waste identified in the

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Table 11 Table 11 (continued )

Maintenance plan. Machine Component Method Criteria Duration
Machine Component Method Criteria Duration (min)
(min)
Wheel Lubricate Wheel is 1
Mixer Overall Surface Mixer surface is 3 bearing with lubricated.
cleaning free from dust oil
and unnecessary Total Duration 9
items. Oven Overall Interior Oven interior is 3
Securing • Mixer is 1 cleaning free from dust
attached by and unnecessary
bolts, will not items.
move when Securing Oven surrounding 1
operating. is clean (hazard-
• Mixer free).
surrounding is Wiring/ Oven is wired in a 1
clean (hazard- electrical proper power
free). supply based on
Wiring/ Mixer is wired in 1 mixer
electrical a proper power specification.
supply based on Visual Make sure there is 1
mixer inspection no missing or
specification. damaged
Visual Ensure there is no 1 components.
inspection missing or Machine Set machine 15
damaged setting based on
components. production needs
Machine Set machine 1 (include oven
setting based on pre-heating).
production needs. Psychrometer Visual Make sure the 0.5
Motor Oil seal Seal is lubricated. 1 Pan inspection psychrometer pan
Rotation Motor can rotate 1 is slowly dripped
mixer blade by water to
properly. maintain moist.
Vibration Motor did not 1 Rotating Visual Make sure 0.5
vibrate Dampers inspection damper
excessively when positioning not
operating. too close to each
Gearbox Oil seal Seal is lubricated. 1 other.
Rotation Gearbox can 1 Compressed Temperature Make sure the 1
rotate mixer Air check temperature of
properly. compressed air is
Total Duration 12 right.
Forming Overall Surface Machine surface 3 Gas and Steam Visual Make sure the gas 1
machine cleaning is free from dust Valves inspection used is not run
and unnecessary out and is
items. properly
Securing • Machine is 1 connected to the
attached by steam valves.
bolts, will not Total Duration 24
move when Packaging Overall Surface Machine surface 3
operating. Machine cleaning is free from dust
• Machine and unnecessary
surrounding is items.
clean (hazard- Securing • Machine is 1
free). attached by
Wiring/ Machine is wired 1 bolts, will not
electrical in a proper power move when
supply based on operating.
mixer • Machine
specification. surrounding is
Visual Make sure there is 1 clean (hazard-
inspection no missing or free).
damaged Wiring/ Machine is wired 1
components. electrical in a proper power
Machine Set machine 1 supply based on
setting based on mixer
production needs. specification.
Jack Lubricate the Jack is lubricated 1 Visual Make sure there is 1
thread with oil and fasten. inspection no missing or
and fasten it damaged
using components.
paintbrush Machine Set machine 1
Tube Wipe the Tube is free from 1 setting based on
printer lever dust, moist and production needs.
unnecessary Cutting Knives Surface • Knives are free 1
items. cleaning and from dust and
visual unnecessary
inspection items.
(continued on next page)

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I.T.B. Widiwati et al. Journal of Engineering Research xxx (xxxx) xxx

Table 11 (continued ) stable (in-control) state. Monitoring the capability of an unstable process
Machine Component Method Criteria Duration will not be meaningful because it can only reveal the current capability
(min) of a process now without explaining the capability of that process in the
• Knives are
future. Although process capability statistical measurement cannot be
sharp and rust- assessed, Cpk still can be obtained from the DPMO conversion table.
free. Therefore, further investigation of this out-of-control chart still must be
Pressure Surface • Regulator is 1 carried out because an out-of-control chart indicates a non-random
Regulator cleaning and free from dust
variation caused by assignable causes.
temperature and
check unnecessary
items. Defect per million opportunities (DPMO)
• Regulator is in Critical to Quality is the quality characteristic that affects customer
the right satisfaction with a product. For mooncake, customer satisfaction de­
temperature.
Packaging Visual Make sure the 1
pends on mooncake appearance (size and color), maturity, and pack­
Input inspection plastic used for aging. These are the requirements that needed to be used as standards
packaging is not that must be met to satisfy customers. The first standard related to
run out. mooncake size is inspected during the forming process. The second
Total Duration 11
standard, size, and maturity is inspected during the baking process.
Lastly, the third standard related to packaging is inspected during the
production process of mooncake. This overprocessing waste happened packaging process.
because of the disposal activity needed to place defects that have been During the standard inspection, defects can be produced when a
sorted out during the quality control activity in the forming, baking, and product does not meet the quality standard. Based on the waste identi­
packaging process. In total, the lost time happened because of this waste fication, three types of defects are identified during the production
is 30 min with 10 min in each process. From the calculation in Table 6, process: forming, baking, and packaging. Therefore, it can be deter­
the lost product from this overprocessing waste is units with a total mined that the CTQ for the mooncake production process is 3. After the
product of 3617 units and a cycle time of 120.55 units/minute. CTQ is known, the DPMO can be calculated as below. The total product
and defect data used in Table 9 are calculated in average, based on the
Defect. Unlike other types of waste, cycle time is not needed to calculate data obtained from the company database.
the product loss caused by defect. This is because the defect is the lost In Six Sigma, a 3.4 DPMO (6 sigma level) is set to be the objective of
product itself. Table 7 shows the average defect data for mooncake limiting defects from processes. However, from the calculation shown in
based on its defect types. In the production process of mooncakes, the Table 9, the DPMO and sigma level are found to be 9900 and 3.9,
defects come from the forming, baking, and packaging process. From respectively. This value is higher than the standardized goal of Six
these processes, the average lost product is 586 products/day each. In Sigma. This means the opportunity of a process generating defects is
total, the products that are lost due to defect is 1758 pieces (on average). high. Based on the DPMO converting table, the 9900 DPMO value
In analyzing the Pareto Chart (Table 8), the 80/20 Rule (Pareto generates a 1.3 Cpk. In general, the higher the Cpk value, the better
principle) is used to determine the vital few and trivial many of waste because a high Cpk value represents the higher capability of a process to
identified. From the Pareto line in Fig. 4, the types of waste that fall fulfill its requirements. A Cpk equal to 1.3 indicates a barely capable
under 80% are waiting for waste due to machine breakdown, trans­ process where the process is precisely at the specification limits
portation waste, waiting waste due to machine setup, and over­ (Mahapatra et al., 2020). Therefore, it can be concluded that the process
processing waste in order. These wastes are the vital few of the factors capability for the mooncake production process is good enough.
that require the most attention and effort. The other types of waste that
fall under the 20% cut-off line are considered trivial many or factors DMAIC process (Analyze)
with a relatively small impact. Even though critical waste is already
known, other types of waste still cannot be ignored because they cause In this research, two tools are used in the analysis phase of the
product loss. DMAIC process. The tools are the Root Cause Analysis (RCA) and the
FMEA. The RCA identifies and categorizes problems that cause some­
Control chart thing to happen in an event. The FMEA is used to identify failures in the
The data used to create the control chart is the defect data of production process which aims to calculate the RPN (Risk Priority
mooncake from January until March 2022. The assumption of a 1/3 Number) obtained from the calculation of Severity x Occurrence x
ratio for three defect types will not be used to create the control chart to Detectability and existing failures.
get a more accurate result. Instead, the total defect is the data used to
calculate the Upper Control Limit (UCL) and Lower Control Limit (LCL) Root cause analysis (RCA)
of the control chart. To analyze the cause of waste generated from the production process
Based on the control chart in Fig. 5, there are only four days when the of mooncake, root cause analysis is conducted. In this analysis process,
defect is in control. The number of defects for the remaining 67 days the Ishikawa diagram is used to visualize the cause and effect of the
from January until March 2022 is proven to be out of control. With this waste detected during the production process of mooncake. The root
finding, a process-capability statistical measure cannot be assessed cause analysis of each waste is presented in Fig. 6 until Fig. 12.
because process capability can only be performed if the process is in a

Table 12
Post-operation Maintenance Plan.
Machine Criteria Method Duration (min)

All Machines Cleanliness Clean machines that have been used. 2

Safety Make sure wiring has been unplugged from the power supply. 0.5
Usage Make sure there is no broken machine components. 0.5
Total Duration 3

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I.T.B. Widiwati et al. Journal of Engineering Research xxx (xxxx) xxx

Table 13 Table 13 (continued )

5 S Implementation. Type of Waste 5 S Method Practice
Type of Waste 5 S Method Practice
2. Bookkeeping defects based on a standardized
Transportation Seiri 1. Procure manual handling equipment in every template.
(Sort) process that requires transportation. 3. Standardize the quality of used raw
2. Procure special or additional workers to materials.
monitor and conduct the transportation Shitsuke 1. Schedule a special team to assess quality
process. (Sustain) control activities.
Seiton 1. Ensure items that need to be moved are 2. Schedule a periodic quality control meeting
(Set in order) always in the same place/spot within a to monitor defects and process capability.
working area. 3. Schedule a periodic internal audit.
2. Set specified area for placing transportation Inventory Seiri 1. Provide procurement strategy.
equipment. (Sort) 2. Provide forecasting tools.
Seiso 1. Provide cleaning equipment in areas where 3. Provide warehousing SOP.
(Shine) transportation activities passed by. Seiton In the warehouse, place raw material based on
2. Ensure the transportation area/route is clean (Set in order) its arrival time.
of tools or people that can hinder the Seiso Clean warehouse area regularly to maintain raw
transportation process. (Shine) material quality and hygiene.
Seiketsu 1. Standardize transportation routes to save Seiketsu Introduce the warehousing SOP to the
(Standardize) transportation time. (Standardize) warehouse employee.
2. Standardize transportation equipment for Shitsuke 1. Provide training to adapt to the new
each transportation activity. (Sustain) procurement strategy and forecasting tools.
Shitsuke 1. Conduct socialization of 5 S importance and 2. Schedule a periodic internal audit.
(Sustain) how it should be implemented as a work
culture.
2. Schedule a periodic internal audit. Failure modes and effect analysis (FMEA)
Waiting Seiri 1. Sort reparation tools based on their function. FMEA is a technique that can be used to identify hazards and assess
(Sort) 2. Provide schedule for machine check-up.
risks where risk priority number (RPN) is used to analyze and rank the
3. Record machine breakdown data (reparation
time, date, and breakdown frequency). failure modes [16]. From Table 10, the highest value of RPN is 48 from
Seiton 1. Set specific areas to store reparation tools. waiting waste due to machine breakdown. The severity value for waiting
(Set in order) 2. Ensure reparation tools are always in their waste is equal to 4, indicating that this waste has a significant effect on
place. its related systems. The system mentioned in this case is the production
3. Place set up tools on each production station
(scales, measurement cups, and others).
process of mooncake. With a severity value of 4, waiting waste identified
Seiso 1. Provide cleaning equipment for machines within the process could cause production delays, creating product loss
(Shine) and production area. and degrading revenue. For the occurrence value, the waiting waste
2. Clean production machine, tools, and area sourced from machine breakdown equals to 3. This value is also deter­
before and after the production process.
mined based on the machine’s reliability and complexity and the
Seiketsu 1. Standardize time to do machine set up.
(Standardize) 2. Record machine breakdown data based on a different skills of the technician who handles the machine breakdown.
standardized template. Lastly, the detection value for machine breakdown is 4. This value is
Shitsuke 1. Schedule training for the technician to keep considered high, meaning that this waste is not likely to be detected.
(Sustain) up with the machine specification and Manpower and the machine itself hardly detect how and when this
update.
2. Schedule a periodic internal audit.
waste will occur. Herewith, understanding control and indicators of the
Overprocessing Seiri Provide disposal containers in every failure could help detect this type of waste. As mentioned in the FMEA
(Sort) workstation. table, the production machine is the control element in a machine
Seiton Place the disposal containers in a specific spot breakdown. Therefore, thoroughly understanding machine capability,
(Set in order) separated from the working area, so it did not
reliability, and other characteristics is beneficial in reducing or elimi­
interfere with the production process.
Seiso Clean disposal containers after the defective nating this type of waste.
(Shine) products are disposed.
Seiketsu Standardized procedure for the disposal process
(Standardize) (where, when, and how the defective product DMAIC process (Improve)
should be disposed).
Shitsuke Schedule a periodic internal audit. For this research, the improvement phase is divided into two stages.
(Sustain)
These stages are recommended improvements and future state mapping.
Defect Seiri 1. Sort defective products based on their type of
(Sort) defect. In recommended improvements, suggestions to eliminate waste are
2. Sort defective products based on its following elaborated using LSS tools that are selected based on the company’s
action (will the defective products are condition. Lastly, these suggestions are tested to see how they can be
thrown away/taken home by the worker/ impactful in their real application. This testing is observed through a
sold in a lower price).
3. Record number of defects on a daily basis to
future state value stream map. The future state value stream map is the
be assessed with the Six Sigma methodology. updated value stream map after suggestions are implemented.
Seiton 1. Provide spots that are dedicated to quality
(Set in order) control activities. Recommended improvements
2. Provide defect containers with labels in
In this stage, recommendation plan and 5 S are presented. These
processes that has quality control activity.
Seiso 1. Provide cleaning equipment in the quality approaches are used together to complement each other. The recom­
(Shine) control area. mendation plan is used as a preventive effort to eliminate waste, while
2. Clean defect containers on a regular basis 5 S is used as a management principle to form a culture where em­
after the defective products are taken out. ployees from all levels are united to minimize waste.
Seiketsu 1. Standardize the quality control activities in
(Standardize) each step of the production process.
Recommendation plan
A preventive-based plan is the most suitable approach to be imple­
mented as an effort to eliminate waste in the production process of

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I.T.B. Widiwati et al. Journal of Engineering Research xxx (xxxx) xxx

Table 14 content mentioned in the procedure. The “standard” mentioned in

Future activity classification. the SOP must also be elaborated to prevent misunderstanding. In
Process Activity Activity Classification Duration addition, SOP for secondary processes such as quality control, ma­
(min) chine setup, and sorting processes must also be made.
VA NVA NNVA
c. Work Facility (earplugs, air conditioner, and manual handling
Filling Raw material ✔ 5 equipment) - In the packaging area, the machines produce noises
(jenang) preparation
Cooking Mung beans boiling ✔ 15
that could disturb working workers. In this situation, earplugs are
Mung beans grinding ✔ 15 recommended to help workers focus on their tasks without being
Cooking ✔ 25 disturbed by the noises. In addition to noises, the air in the packaging
Quality control to check ✔ 1 area is hot. The air circulation is also deficient, making workers rush
filling standard
to do their work. Therefore, an upgrade in the work facility by
Moving to forming area ✔ 1
Post-operation ✔ 3 installing Air Condition (AC) is recommended to prevent waste.
maintenance Providing manual handling equipment will make the transportation
Mixing Preventive maintenance ✔ 12 process easier for workers. With this equipment, the transportation
for mixer process can be faster and more efficient. Additionally, this equipment
Raw material ✔ 5
preparation
will provide safety for workers who are required to lift and move
Mixing ✔ 15 heavy items repetitively. Hereby, long-term fatigue can be prevented
Quality control to check ✔ 1 so that workers can perform their tasks optimally.
dough standard d. Maintenance Plan - The objective of a preventive maintenance plan
Moving to forming area 1
✔
is to prevent breakdown. Machine breakdown frequency is depen­
Post-operation ✔ 3
maintenance dent on machine reliability and inconsistency. To ensure that the
Forming Preventive maintenance ✔ 9 machine is reliable and consistent, preventive maintenance must be
for forming machine conducted before and after the machine is used. The preventive
Dough forming ✔ 136 maintenance shown in Table 11 must be conducted before the ma­
Quality control to sort ✔ 15
out forming defect
chine is used. With these maintenance checklists, machine break­
Moving to baking area ✔ 5 downs can be prevented or detected in advance. In addition to
Post-operation ✔ 3 preventive maintenance, post-operation maintenance must also be
maintenance conducted to check the machine’s condition after operation. The
Baking Preventive maintenance 24
✔
post-operation maintenance can be generalized for all machines as
for baking
Baking ✔ 15 shown in Table 12. For both maintenance approaches, it is recom­
Cool down ✔ 15 mended that the workers carry out the procedure periodically, before
Quality control to sort ✔ 15 and after the machines are used.
out baking defect
Moving to packaging ✔ 5
area
Post-operation ✔ 3 Sort, Set in Order, Shine, Standardize, Sustain (5S). For the Improve step
maintenance in the DMAIC process, the 5 S methodology is used to improve work­
Packaging Preventive maintenance ✔ 10 spaces in an effective, efficient, and clean manner. 5 S is a part of Lean
for packaging machine
Take out from baking ✔ 10
management upholding the application of Kaizen (rapid improvement)
tray culture. Herewith, 5 S must be systematically applied as a cultural
Packaging ✔ 56 establishment methodology for employees involved in working culture.
Final packaging (boxing) ✔ 33 Thereby, the objectives of the 5 S implementation are:
Final quality control ✔ 15
Moving to warehouse ✔ 5
Post-operation ✔ 3 a. To identify what is required and what is not (Seiri).
maintenance b. To organize materials, parts, and equipment based on its function
Total 18 5 9 479 (Seiton).
c. To create a clean and hazard-free workplace (Seiso).
d. To standardize work practices through a systematic workflow
mooncake at the company. Herewith, recommendations to prevent root
(Seiketsu).
causes were identified beforehand.
e. To realize a continuous improvement in habits and culture (Shitsuke).
a. Checklist and Record - The checklist can standardize the process so
These objectives are based on the 5 S principles. To make sure that
that activities can be carried out in order. With the checklist, setting
these objectives are achieved, the 5 S methodology must be imple­
inaccuracy can be prevented, and production steps will not be
mented based on the types of waste identified in the production process.
missed. With the checklist, human error related to less thoroughness,
With this, the implementation of the 5 S methodology is shown in
forgetfulness, and recklessness can be eliminated. Recording
Table 13.
recommendation is related to inventory and defect data. For in­
ventory, it is recommended to data the raw material procurement to
Recommended Improvements Analysis
prevent excess inventory. In addition, the defect must be recorded
For this research, the suggestions that will be tested are those that are
based on its type and frequency. With this defect data, further
expected to reduce product loss due to lost time or NVA activities. Based
analysis can be carried out to improve the process and prevent pro­
on the waste calculation, the type of waste that causes the highest
cess failure that can create defects.
product loss and has the highest RPN is the waiting waste due to ma­
b. Standard Operating Procedure (SOP) - Regarding the SOPs that
chine breakdown. Indeed, the frequency of machine breakdown is un­
have been made, several recommendations can be used for
known, so the worst-scenario assumption must be used. However, the
improvement. In terms of the template, the current SOP is in accor­
suggestion is made on a preventive-based approach which can be
dance with a standard SOP template which consists of a title, task,
beneficial to overcome unpredictable occurrences like machine
standard, and procedure. The thing that needs to be revised is the

13
I.T.B. Widiwati et al. Journal of Engineering Research xxx (xxxx) xxx

Fig. 13. Future Value Stream Map.

time, the lead time and the value-added time of the improved process are
Table 15 also changed. From the future VSM, it is known that the lead time and
Before and After LSS Measurement Indicators. value-added time are equal to 479 and 340 min, respectively. From
Measurement Indicators Before After Note these known variables, the new PCE can be calculated by:
Lead time (minutes) 491 479 Decreased Total Value Add Time
Value-added time (minutes) 325 340 Increased PCE(%) = × 100% (8)
PCE (%) 66.19% 70.98% Increased
Total Lead Time
Cycle time (sec/pcs) 0.498 0.486 Decreased
Lost time (minutes) 194 87 Decreased
340minutes
PCE(%) = × 100%
Lost products (pcs/min) 25,146 12,508 Decreased 479minutes

breakdown. In addition to the preventive and post-operation mainte­
nance suggestions, another suggestion that will be tested is the sugges­
tion to incorporate the QC and disposal value at the end of each
production process. With this suggestion, it is expected that NVA ac­
tivities of disposal can be eliminated from the process. Another sug­
gestion that is used is to double the number of workers in the
transportation process. With these worker additions, it is expected that
the duration needed to do the transportation process will be cut in half.
From these suggestions, the steps of the production process will be
updated in Table 14.
The difference between the future activity classification and the
current activity classification can be known for the new duration ob­
tained after the suggestions are applied. Suppose the suggestions are
implemented, the duration can be reduced to 479 min which is 12 min
faster. This reduction is obtained from the removal of the disposal ac­
tivity and the transportation time. By eliminating the disposal time, the
worker assigned in this process can be reassigned to handle the trans­
portation activity. By this, it is expected that the transportation time can
be reduced. Herewith, the new VSM can be drawn as shown in Fig. 13.
From the VSM, the duration needed to produce 59,192 pieces of
mooncake is reduced from 491 min to 479 min. With this new duration,
the cycle time will be reduced to 0.486 s/pcs, which is lower than the
production takt time. In addition to the changes in the process cycle
PCE(%) ≈ 70.98%
DMAIC Conclusion
From the improvement phase of the DMAIC process, there are
improvement suggestions that are proposed to be implemented in the
company production system as an effort to eliminate waste. These sug­
gestions are:
a. Preventive and post-operation maintenance – These suggestions are
made as an effort to prevent machine breakdown because machine
breakdown is the type of waste that causes the most lost time and has
the highest RPN.
b. Assign workers and provide manual handling tools – This suggestion
attempts to cut the transportation time needed in each production
process. By assigning additional workers to do the transportation, the
transportation time is expected to be reduced by half.
c. Combining the QC and disposal activities – This suggestion is used to
lessen the duration of the production process because these processes
have the same goal and can be done simultaneously. In addition, the
QC activity to sort out defects in the packaging process is eliminated
because the QC can be done once the final QC is conducted at the
end.

14
I.T.B. Widiwati et al.
d. 5 S Implementation – This suggestion is implemented as an initiation
to know what is needed and what is not. In addition, this suggestion
is also used to form a working culture involving workers from all
levels.
These suggestions are tested to know and calculate the impact ob­
tained from implementing LSS as an approach to minimize waste at the
company. Six indicators can be measured to weigh the effect of the LSS
approach.
From Table 15, the process efficiency is increased by 4.79%. This
indicates improvement because the implemented suggestions increase
the efficiency of the production process. Related to this indicator, the
cycle time of the process is also decreased to 0.486 s/pcs, which means
the process can produce one product 0.012 s faster. Not only in terms of
production time and process efficiency, but the improvement sugges­
tions also affected the number of wastes produced during the production
process. In Table 15, it is shown that the total lost time due to waste
decreased by 110 min, from 194 min to 87 min. This reduction is pro­
portionally related to the number of products lost due to waste. Hence, it
is proven that the LSS implementation is a practical approach to
reducing waste. For this research, some suggestions cannot be measured
its impact. These suggestions are related to SOP and working facility
(earplugs and AC) procurement.
Conclusion
Using the DMAIC approach, there are five types of waste identified in
the production process of mooncakes: transportation, waiting, over­
processing, defect, and inventory. From the waste calculation, it is found
that waiting is the type of waste that produces the most loss in terms of
time and opportunity. Initially, this paper hypothesizes that defects will
be the most detrimental waste found. However, after implementing the
LSS approach, another waste is more detrimental even though that
waste cannot be seen directly. To fulfill the last objective, ways to
eliminate waste are proposed using the LSS tools, which are recom­
mendation plan and 5 S. These tools manage to provide recommenda­
tions that can be used to minimize waste identified in the production
process of mooncake. It is also mathematically proven that these sug­
gestions are effective in reducing the number of products that are lost
due to waste while enhancing the production process performance.
Suppose the suggestions are implemented, the company can enhance its
PCE by 4.79%, from 66.19% to 70.98%. As a result, the cycle time of the
production process can also be reduced from 0.498 s/pcs to 0.486 s/pcs.
Along with this, the suggestions also managed to reduce the time and
products that are lost because of waste. The lost time decreases from
194 min to 87 min and the lost product is decreased from 25,146 pcs to
12,508 pcs.
After being theoretically proven that the application of LSS is effec­
tively used as an effort to minimize waste, recommendations are given
for the company. First, it is highly suggested that the company record
inventory data to know how excessive the inventory is and implement
the LSS suggestion to minimize this waste and continue the DMAIC
approach until the Control phase after the suggestions are implemented.
Secondly, it is also recommended that the company create weekly,
monthly, and annual preventive maintenance plans for each production
machine to increase the certainty of machine reliability. Lastly, the
company can provide a QC department that handles quality control
assessment to know the impact of the suggestions on the number of
defects. The quality control assessment can also be used to determine the
defect tolerance for each process that produces a defect.
In addition, it is suggested to conduct Reliability Centered Mainte­
nance (RCM) to analyze the interval of machine maintenance needed to
reduce the frequency of machine breakdown (downtime). This research
will be valuable because, as mentioned, machine breakdown is the most
detrimental source of waste found. In addition to RCM analysis, research
on how employee compliance with SOP affects process efficiency can
15
Journal of Engineering Research xxx (xxxx) xxx
also be done. This research could help the company learn about its
working culture and employee involvement to create efforts to produce
waste. Lastly, research related to human factor analysis is also suggested
to learn more about the level of worker productivity related to motion
waste. This research will be used to find points of improvement needed
to increase productivity to its maximum level.
Declaration of Competing Interest
The authors declare that they have no known competing financial
interests or personal relationships that could have appeared to influence
the work reported in this paper.
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