ENHANCING PRODUCTION CAPACITY BY LEAN MANUFACTURING THROUGH DMAIC: A CASE STUDY AT PT XYZ, PRODUCTION LINE A, SCOOTER TYPE X

Abstract

This study aims to increase production capacity at PT XYZ Line A Type Scooter X by implementing Lean Manufacturing through the DMAIC (Define–Measure–Analyze–Improve–Control) framework. The focus of the study is to identify and address inefficiencies that limit output in a high-volume motorcycle production system. Key Lean tools—such as Ishikawa diagrams, Pareto analysis, and Failure Mode and Effects Analysis (FMEA)—are used to prioritize root causes of waste. Three main problems were identified: waiting due to workload imbalance, overprocessing due to the lack of inspection standards, and product defects due to weak quality control in the upstream process. Corrective actions taken include balancing the process, implementing visual torque standards, and installing quality gates. The results showed improvements: Overall Equipment Effectiveness (OEE) increased from 85.0% to 88.1%, Delivery Achievement increased from 98.3% to 100.0%, and Efficiency Ratio increased from 90.2% to 93.2%, while overtime costs per unit were successfully reduced from approximately 130% to 105–106% of the target. The study concluded that the integration of DMAIC with Lean tools and real-time operational data provides a structured and scalable approach to continuous improvement, and is relevant for application in similar manufacturing environments in Indonesia.