希腊石油公司PT港口装载六西格玛精益降低滞期费的裂缝性能分析

Ni’matus Syajarotul Aliyah, Yugowati Praharsi, Danis Maulana
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引用次数: 4

摘要

PT。Petrochemical Gresik是一家拥有由自己公司运营的码头(自利码头/TUKS)的公司,该码头支持卸载生产原材料和装载生产结果的活动。然而,在进行其经营活动时,它仍然会造成滞期费,这是托运人必须向船东支付的罚款,因为滞期费超过了船舶合同约定的期限。在本研究中,将分析TUKS PT。Petrochemical Gresik如何识别废物,分析船舶装卸性能中产生废物的原因,并分析如何最大限度地减少造成滞期费的因素。所使用的研究方法是精益六西格玛,将精益过程(7废物)的概念与六西格玛工具即DMAIC(定义、测量、分析、改进和控制)相结合。在定义阶段的研究结果可以确定为21个废物价值最高的CTQ(质量关键),即内部设备故障类别,该类别将只进行进一步分析。随后,测量阶段由DPMO(百万机会缺陷)和六西格玛能力的值确定。此外,分析阶段是通过使用鱼骨图和FMEA(故障模式和影响分析)找到问题的根源来完成的,以获得RPN(风险优先数)的值和最高的五个RPN值。在建议优先处理的五个原因中,有一个是操作员没有按照SOP工作。最后,在改进阶段,根据与TUKS PT Petrochemical Gresik卸货设备操作相关的专家判断,根据讨论/访谈结果制定了新的SOP。通过这项研究,精益六西格玛可以应用于最大限度地减少PT。Petrochemical Gresik和其他工业港口滞期费的发生。
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Analisa kinerja bongkar muat dengan lean six sigma untuk mengurangi demurrage di pelabuhan PT. Petrokimia Gresik
PT. Petrochemical Gresik is one of the firms that has a terminal to be operated by own company (Terminal for Self-interest / TUKS) which supports the activity of unloading raw materials for production and loading activities to load production results. However, in carrying out its operational activities, it still causes demurrage which is a penalty that must be paid by the shipper to shipowner because it exceeds the time limit agreed in the contract of the ship. In this study, an analysis will be carried out on how to identify waste, analyze the causes of waste in the loading and unloading performance of the ship, and analyze how to minimize the factors causing demurrage in TUKS PT. Petrochemical Gresik. The research method used is lean six sigma by integrating the concept of lean process (7 waste) to the six sigma tools namely DMAIC (Define, Measure, Analyze, Improve, and Control). The results of the research at the define phase can be identified into twenty-one CTQ (Critical to Quality) with the highest waste value, namely the internal equipment breakdown category which will only be analyzed further. Subsequently, the measurement phase is identified by the value of DPMO (Defect per Million Opportunities) and six sigma capabilities. Furthermore, the analyze phase is done by finding the root of the problem using fishbone diagrams and FMEA (Failure Mode and Effect Analysis) to attain the value of RPN (Risk Priority Number) and the highest five RPN values. One out of the five causes that are recommended to be prioritized in the handling is operators do not work according to SOP. Finally, in the improvement phase, the new SOP from the results of discussions / interviews was made with the expert judgment related to the operation of the unloading equipment at TUKS PT. Petrochemical Gresik. By this study, lean six sigma can be applied to minimize the occurrence of demurrage by PT. Petrochemical Gresik and other industrial ports.
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