Volume 10, Issue 1, January – 2025 International Journal of Innovative Science and Research Technology

ISSN No:-2456-2165 https://doi.org/10.5281/zenodo.14621474

Product Quality Control Analysis Using the Six

Sigma Method with Statistical Process Control
[SPC] Data Presentation
[Case Study PT. XNI]

Femas Kurniawan1; Fredy Setiawan Wibisono2;

Adriyan Akbar Hidayat3; Wildhan Fakhri Novian4;
Yudi Prastyo. Pelita Bangsa University,
Industrial Engineering Study Program, Faculty of Engineering, Bekasi Regency, West Jawa (17530)

Abstract:- PT. XNI is a company that operates in the for controlling or processing quality which is a technique to
automotive manufacturing sector, especially in the ensure that every process used so that the products sent to
production of motorbikes. Motorcycle products from PT. consumers meet quality standards. The SPC method is a
XNI is the one that dominates the motorbike sales collection of quality tools used for problem solving to achieve
marketing market with the most users currently in process stability and increased capability with reduced
Indonesia. This research aims to reduce NG [Not Good] variation. The SPC method provides basic methods for
products in engines, as well as research controlling the product sampling, testing, and evaluation and the information
quality of engine products from motorbikes so that they in the data is used to control and improve the manufacturing
continue to improve and of course have quality. The process. To ensure that the production process is in good and
method used is using the SIX SIGMA method, namely by stable condition and that the products produced are always up
Define, Measure, Analyze, Improve, Control and to standard, it is necessary to carry out inspections of related
presenting data using Statistical Process Control (SPC). matters in order to maintain and improve product quality in
Month 1 The first week produced 5925 units, while the accordance with expectations so that the products produced
second, third, and fourth weeks saw slightly lower are of high quality and quality. Quality is an important part of
production, 5909, 5903, and 5911 engines respectively. getting serious attention from customers, therefore PT. XNI
seen from the significant decrease in the number of tries to provide quality so that customers are satisfied with the
rejected products, namely from 5% in the first week to products they make. There must be improvements made so
3.91% in the fourth week and the 2nd month, first week that product quality meets expectations, starting from the
1.075%, second week 0.874%, third week 0.807%, fourth need for cooperation between production operators and
week 0.536 with respective production results - 5956, superiors on the line, because cooperation is what creates a
5948, 5952 and 5968 engines respectively. The results of good work environment so that when there is a problem on
the analysis from week 1 to week 4 between months 1 and the work line, the operator can ask the check man for help,
2 show that the large number of reject products is caused namely someone who leads at every post in the line, in order
by several factors, namely the quality of raw materials, to minimize the occurrence of market claims which impact
namely motorbike parts, errors in the production process, the motorbike engine becoming defective.
errors from operators, problems with machines or work
equipment. By minimizing or managing the factors above, PT. XNI must check the machine every few days or
companies can reduce the number of rejected products every week on a regular basis and assess the operator so that
and improve overall production quality. anything that can affect the product's finished product can be
prevented through routine checks, whether on the machine or
Keywords:- Manufacturing, Quality Control, SIX SIGMA, the operator. The parts you want to install must also be
DMAIC, SPC. checked first so that there are no damaged parts installed on
the motorbike engine because this really affects the quality of
I. INTRODUCTION the product, affects the appearance and the engine won't start.
Therefore, the Six Sigma Method needs to be carried out
In the current era, motorbikes have become an important effectively so that production runs well, with minimal product
necessity which is really needed for near and far activities rejects and high quality. It needs to be emphasized that in
because they are easier, their use is varied, some are for daily order to avoid product rejects/defects which can cause waste
activities, some are used to earn a living, of course users want of company resources, this method uses several methods,
to use motorbikes. with good quality and can be used for the namely by Define, Measure, Analyze, Improve, Control. It's
long term. PT. XNI is a company which is a manufacturing just a matter of consistency from the company and operators
industry operating in the automotive sector. In this research, until it finally becomes a reality (zero claim market) or zero
PT. XNI wants to control the quality of engine products on its engine rejects/defects.
motorbikes using Statistical Process Control (SPC), a method

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II. THEORITICAL BASIS assessment is divided into 8 dimensions, namely
performance, durability, aesthetics, perceived quality,
 Quality Control reliability, serviceability, features, and conformance to
Quality control is a very useful method for companies to standards.
determine the suitability of product quality before selling it to
consumers. Conceptually, quality control is a tool that is  Six Sigma Concept – DMAIC
tendential in relation to aspects of maintenance, maintenance, According to Gasperz (2005:310) Six Sigma is a vision
repair, and maintaining the quality of a product for production of improving quality towards the goal of 3.4 errors per million
management according to agreed standardization. In a opportunities in every product and service transaction. Six
company, the company can be said to be of quality if the Sigma is a method or technique related to product
production system in the company is good and controlled. management and improvement, a very comprehensive and
Quality control within the company is carried out with the flexible system, as well as new breakthroughs in quality
hope that production within the company will become more control to achieve, maintain and maximize company success.
effective, namely that the defective products produced by the Representing Six Sigma has 5 program levels that need to be
company will be reduced, thereby reducing waste of materials carried out. Six Sigma with DMAIC stages, namely Define,
and labor used so that productivity will increase. Quality Measure, Analyze, Improve, Control. Namely as follows:

Fig 1 Process Flow In DMAIC

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ISSN No:-2456-2165 https://doi.org/10.5281/zenodo.14621474
 Define: The first stage in DMAIC is Define. This stage The cause of engine failure is the raw material factor,
aims to define problems that occur in the production namely defective engine parts, the factor of operators who are
process, especially those related to rejected products and less disciplined and not using Standard Operating Procedure
the low quality produced. (SOP) when working, so there are many incidents of engine
 Measure: At this stage, measurements are made of the repair coming down from the conveyor machine because
amount of production and the number of rejects every there are parts that are not installed, factors from production
week. Data is collected using check sheets to monitor machines can also be a factor. The engine product becomes
machine conditions, raw materials and operator defective due to trouble. This incident often occurs almost
performance. every day so it is necessary to take significant quality control
 Analyze: The data that has been collected is analyzed to measures so that products from PT. XNI produces quality
identify the root cause of the problem that occurs. In this products in the engine section, especially because this
stage, statistical analysis is used to see patterns of research focuses on motorbike engine quality.
problems in the production process, whether caused by
operator error, machine damage, or poor quality of raw III. RESEARCH METHODS
materials.
 Improve: Based on the results of the analysis, A. Research Location
improvements are made to aspects found to be The research was conducted at PT. XNI is a company
problematic. These improvements include increasing that operates in the automotive manufacturing sector,
operator training, strengthening raw material quality especially in terms of motorbike production, and the research
checks, and more routine machine maintenance. was carried out for 2 months (October – November 2024).
 Control: After improvements have been made, a control
stage is implemented to ensure that the improvements that B. Research Flow and Methods
have been implemented remain effective and sustainable.

Fig 2 Flow of Research Methods

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ISSN No:-2456-2165 https://doi.org/10.5281/zenodo.14621474
This research uses the SIX SIGMA method with the if there are undesirable variations. This research focuses on
presentation of Statistical Process Control (SPC) data to quality control and reducing the reject rate.
analyze and control the quality of motorbike engine
production at PT. XNI. By using SPC tools, companies can Figures 3 and 4 show the differences after the research
monitor product quality in real-time and make improvements results were carried out using DMAIC.

Table 1 DMAIC Stage Application

Step Activity
Define This stage aims to define problems that occur in the production process. From the total number of defects and
types of defective products that occurred in the 1st and 2nd month period in this study.
Measure At this stage, what is done is: using check sheets to monitor the condition of machines, raw materials and
operator performance, p-charts, measuring the total DPMO value and sigma level.
Analyze In this stage, statistical analysis is used to see patterns of problems in the production process, what causes them
and how they can occur.
Improve Using the DMAIC stages as a basis for analyzing the potential causes of a crash and determining a repair plan.
Control This stage is to control the process of repairing rejected parts. This control can be carried out using tools such as
SOPs, Work Instructions, Check Sheets, etc.

The expected quality target in implementing the Six Cpk, PPM, Ppk, and COPQ. In a business context to make
Sigma Methodology in Production is to increase Process improvements in a process, DPMO is a performance
Capability by achieving 3.4 DPMO in the production process. measurement of a process which is calculated using the
The abbreviation DPMO is Defects per million Opportunities, following formula. To calculate Six Sigma from month 1 and
namely Disabilities per one million Opportunities. 3.4 DPMO 2 data, we follow several steps, namely calculating DPMO
means 3.4 Defects in 1 (one) million chances. DPMO is a first, then converting DPMO to Z-Score, and finally
Process Capability assessment to measure how good a determining the Six Sigma level.
production process is. Defect Per Million Opportunities
(DPMO) is a process performance measurement other than  Data Provided:

Table 2 Production Data and Reject before Research

Production Quantity Number of Reject (Defact)
5925 95
5909 91
5903 97
5911 89
23648 372

 Step 1: Calculating The Opportunity and Total Defacts  Step 3: Calculate The Z-Score of the DPMO
Next, we calculate the Z-Score using the formula of
 Total Opportunity = Total number of productions for all inverted normal distribution. Z-Score can be calculated using
products: the following formula:

Total Chance = 5925 + 5909 + 5903 + 5911 + 23648 = 50,296 𝐷𝑃𝑀𝑂

Z=Φ−1( = 1 - 1.000.000)

 Total Defact = Total number of defective products:

Where
Total Defact = 95 + 91 + 97 + 89 + 372 = 744 14,801.53
DPMO = (1 - 1.000.000) = Φ – 1(0.985198)
 Step 2: Calculate DPMO (Defact Per Million
Opportunities) From the normal distribution table or the inverted
With the Total Opportunity and Total Defact already normal distribution calculator, we get a Z-Score of around
calculated, we can calculate the DPMO using the following 2.05.
formula:
 Step 4: Determining the Six Sigma Level
𝑇𝑜𝑡𝑎𝑙 𝐷𝑒𝑓𝑎𝑐𝑡 𝑥 1.000.000 After getting the Z-Score, we can convert it to the Six
DPMO = 𝑇𝑜𝑡𝑎𝑙 𝐶ℎ𝑎𝑛𝑐𝑒 Sigma level. Based on the calculated Z-Score: Z ≈ 2.05
744×1,000,000 means level 4 Sigma Conclusion:
DPMO = 50,296
= 14,801.53
With DPMO = 14,801.53 and Z-Score ≈ 2.05, then the
So, DPMO = 14,801.53. Six Sigma Level for this data is about 4 Sigma. So, the quality
level of this process is at Level 4 Sigma.

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 Data Provided:

Table 3 Production Data and Reject After Research

Production Quantity Number of Reject (Defact)
5956 64
5948 52
5952 48
5968 32
23824 192

 Step 1: Calculating The Opportunity and Total Defacts  Step 3: Calculate the Z-Score of the DPMO
Next, we calculate the Z-Score using the formula of
 Total Opportunity is the total amount of production for all inverted normal distribution. Z-Score can be calculated using
products: the following formula:

Total Opportunities = 5956+5948+5952+5968+23824 = 50,648 Z=Φ−1 (= 1 - 7,664.79/1.000.000)

 Total Defact is the total number of defective products: Where

Total Defact = 64+52+48+32+192 = 388 DPMO = (1 - 7,664.79/1.000.000) = Φ−1(0.992335)

 Step 2: Calculate DPMO (Defects Per Million From the normal distribution table or the inverted
Opportunities) normal distribution calculator, we get a Z-Score of around
With the Total Opportunity and Total Defact already 2.41.
calculated, we can calculate the DPMO using the following
formula:  Step 4: Determining the Six Sigma Level
After getting the Z-Score, we can convert it to the Six
DPMO = (Total Defact x 1.000.000 )/(Total Opportunity) Sigma level. Based on the calculated Z-Score:

DPMO = (388×1,000,000)/50,648 = 7,664.79 • Z ≈ 2.41 means level 4 Sigma.

So, DPMO = 7,664.79. Conclusion: With DPMO = 7,664.79 and Z-Score ≈

2.41, then the Six Sigma Level for this data is about 4 Sigma.
So, the quality level of this process is at Level 4 Sigma .

IV. RESULT AND DISCUSSION

The following are the results of the data analysis conducted over the last four weeks:

Table 4 Number of Production and Reject per Week ( Month 1 )

Week Production Quantity Number of Rejects
Week 1 5925 95
Week 2 5909 91
Week 3 5903 97
Week 4 5911 89
TOTAL 23648 372

From the recorded data, it can be seen that the experienced a fairly high spike in rejections, namely 97 units,
production amount is almost consistent with slight before decreasing again in the fourth week to 89 units.
fluctuations from week to week. The first week produced
5925 units, while the second, third and fourth weeks showed In this section, the results obtained from the application
slightly lower production, 5909, 5903 and 5911 units, of the Statistical Process Control (SPC) and Six Sigma
respectively. methods will be discussed in detail, by explaining each stage
of Define, Measure, Analyze, Improve, and Control
However, what is interesting to observe is the trend in (DMAIC). This approach is used to analyze and improve the
the number of rejects. Although the production volume is quality control of motorcycle products, especially in the
relatively stable, the number of rejections shows significant motorcycle engine section so that it is of high quality at PT.
fluctuations. In the first week, the number of rejected XNI, with the aim of reducing the number of rejected
products was recorded at 95 units, and then decreased in the products and improving the overall quality.
second week to 91 units. However, the third week

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ISSN No:-2456-2165 https://doi.org/10.5281/zenodo.14621474
A. Define  Process
The first stage in DMAIC is Define is carried out by Processes are the steps that are taken to convert inputs
defining the business process flow that is currently happening into outputs. Processes in the production of motor engines can
at PT Okantara. SIPOC (as-is) diagrams are used to present include:
the process flow from suppliers to consumers. SIPOC
diagram (as-is) in the production of PT. XNI can be seen in  Raw material processing: Cutting, forming, and
Figure 1. The following SIPOC (Suppliers, Inputs, Process, processing of raw materials.
Outputs, Customers) diagram is a tool used to map the overall  Assembly of engine components: Assembling engine
business process, by highlighting the main elements in a parts such as cylinder blocks, cylinder heads, pistons, etc.
system. The following is an example of a SIPOC diagram for  Quality checking: Testing the quality of materials and
the production process of a motor engine under As-Is components to ensure there are no defects.
conditions (currently).  Final assembly: Assemble the whole motor engine unit.
 Final checking and testing: Conducting machine testing to
 Suppliers ensure all parts are working properly.
A supplier is a party that provides the materials,
components, or information needed for the production  Outputs
process. In the case of motor engine production, suppliers can Output is the final result of the production process, i.e.
be: a product that is ready to be shipped or marketed. The output
of the motor engine production process is:
 Raw material suppliers: Steel, aluminum, plastic, fuel, oil.
 Component suppliers: Spare parts such as pistons,  Motorcycle engine that is installed and ready to use.
camshafts, cylinders, clutches.  Quality report: Records of tests and quality checks
 Suppliers of machines or production tools: CNC performed.
machines, assembly tools, etc.
 Labor suppliers: Trained labor for various stages of  Customers
production. The customer is the party that receives and uses the
output from the production process. Customers in the context
 Inputs of motor engine production can be:
Input is all the materials, information, or resources
needed to get the production process up and running. Some  Motorcycle dealership: A place that sells motorcycles to
examples of inputs in motor engine production are: consumers.
 Individual customers: End consumers who purchase the
 Raw materials: Steel, aluminum, plastic, etc. motorcycle.
 Components: Piston, engine, wheel, transmission.  Vehicle manufacturer: If the motor engine is
 Equipment: Production machinery, measuring manufactured for a specific purpose, such as for a specific
instruments, assembly equipment. motor vehicle.
 Workforce: Machine operators, technicians, and assembly  Service center: A place for motorcycle maintenance and
workers. repair.
 Production instructions: Engineering drawings, assembly
procedures.  Sipoc Diagram Table (as-is) Motor Engine Production:

Table 5 Sipoc Diagram Table (as-is) Motor Engine Production

Suppliers Inputs Process Outputs Customers
1. Raw material Ready-to-
Raw materials (steel, plastic,
Raw material suppliers processing (cutting, produce motor Motorcycle dealers
aluminum)
forming) engines
Components (pistons, 2. Assembly of machine Quality report
Component suppliers Individual customers
camshafts, cylinders) components (machine test)
Equipment (production Vehicle
Suppliers of production A machine that
machinery, measuring 3. Quality testing manufacturer
machinery/tools works well
instruments) (if applicable)
4. Final assembly
Labor supplier Trained workforce (assemble all Service center
components)
Production instructions 5. Final checking and
(drawings, procedures) testing

This SIPOC diagram provides an overview of how the customers. The first stage in the Six Sigma method is Define,
motor engine production process takes place, focusing on key where problems encountered in the motorcycle production
elements in the supply chain, inputs, processes, outputs, and process are identified. Based on existing data, PT. XNI has

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seen an increase in the number of rejected products in recent measure the impact of the identified problems. In this case,
weeks, which can affect customer satisfaction and increase the data used for measurement includes:
production costs. The main problems identified were:
 The number of rejected products that occur every week.
 High number of rejected products: Rejected or  Machine performance and condition of raw materials used
defective products that do not comply with quality in production.
standards are increasing.  Operator performance in carrying out the production
 Variation in the production process: Uncontrolled process.
production processes lead to large variations in product
output. A control map p chart that serves to see whether quality
 Quality of raw materials: The use of inconsistent raw control at PT. Is this XNI under control or not. The creation
materials causes the final product to not meet quality of the P control map is as follows:
standards.
 Calculating the proportion of defective products.
Using data from the Check Sheet and observations of  Defect proportion is used to see the percentage of defects
production conditions, the main problem that needs to be in each observation of the production process.
fixed is the variation in product quality caused by raw
material problems, human error, and machine damage. The DPU (defect per unit) formula as a counter to the
proportion of product defects and DPMO (defect per million
B. Measure opportunity) as a counter to defective products in one million
In the Measure stage, the next step is to collect data to opportunities to then find the location of the company's sigma
monitor the performance of the production process and level based on its production results.

Table 6 PT XNI Defective Production Data Month 1 - Month 2

Total per Week Production Quantity Number of Defects
4 Week 47.472 564
5911
Reject percentage = ( 89
) × 100 = 1.50%

564  Month 2
DPU = 47.472 = 0.0119
 First Week:
 Month 1
 Production Amount: 5956
 First Week:  Number of Rejects: 64

 Production Amount: 5925 Reject percentage = (

5956
) × 100 = 1.075%
 Number of Rejects: 95 64

5925  Second Week:

Reject percentage = ( ) × 100 = 1.60%
95
 Production Amount: 5948
 Second Week:  Number of Rejects: 52

 Production Amount: 5909 Reject percentage = (

5948
) × 100 = 0.874%
 Number of Rejects: 91 52

5909  Third Week:

Reject percentage = ( ) × 100 = 1.54%
91
 Production Amount: 5952
 Third Week:  Number of Rejects: 48

 Production Amount: 5903 Reject percentage = (

5952
) × 100 = 0.807%
 Number of Rejects: 97 48

5903  Fourth Week:

Reject percentage = ( 97
) × 100 = 1.64%
 Production Amount: 5968
 Fourth Week:  Number of Rejects: 32

 Production Amount: 5911 Reject percentage = (

5968
) × 100 = 0.5%
 Number of Rejects: 89 32

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Table 7 Number of Month Percentages 1
Per Week Number of Percentages
Week 1 1.60%
Week 2 1.54%
Week 3 1.64%
Week 4 1.50%

Table 8 Number of Month Percentages 2

Per Week Number of Percentages
Week 1 1.075%
Week 2 0.874%
Week 3 0.807%
Week 4 0.536%

C. Analyze production area can affect the performance of operators

In the Analyze stage, an analysis is carried out to and production processes.
determine the root cause of the existing problem. Some of the
tools used in this analysis are:  Control Chart and Pareto Analysis:
Using the Control Chart, it was found that the
 Root Cause Analysis (RCA): production process experienced greater variation in the first
To analyze the factors that cause. and second weeks, but began to be controlled in the third and
fourth weeks. Pareto Analysis also shows that most defect
 Reject Products, found Several main root causes: problems are caused by several major factors, such as engine
breakdown and operator error.
 Quality of Raw Materials: Some of the raw materials
used in production do not conform to predetermined  Fishbone Diagram:
specifications, thus affecting the quality of the final A management tool used to analyze and identify the
product. cause of a problem. This diagram is also known as the
 Operator Error: Operators who are poorly trained or Ishikawa Diagram or Cause-and-Effect Diagram. Fishbone
inconsistent in following production procedures, leading Diagram has several functions, including: identifying the root
to errors in product assembly and processing. cause of a problem, getting ideas to solve the problem,
 Machinery Breakdown: Machines that are not properly assisting in further fact-finding, and visualizing the
maintained often suffer from breakdowns and failures, relationships between various causes. Here are some
which has an impact on product quality. examples of interconnected causes that can be found in a
 Working Environment Conditions: Environmental foshbone diagram:
factors such as poor lighting and cleanliness of the

Fig 3 Fishbone Diagram

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 Human D. Improve
After identifying the root cause, the next step is
 Lack of discipline in filling out the check sheet from the Improve, which is to make improvements to reduce the
operator at the beginning before work, leading to a lack of number of rejections and improve product quality. Some of
control regarding the completeness of work tools. the improvements implemented are:
 The factor of a hot workplace and standing for a long time,
causing the operator to be tired and unfocused while  Operator Training:
working. Improving the skills of operators through more intensive
 Operators who sometimes change jobs during work training, so that they are more competent in carrying out the
because they want to learn in other jobs, causing some production process without making mistakes.
engine parts not to be installed which due to negligence
eventually causes a market claim.  Production Procedure Improvement:
 Operators who are tired and panicked while working due Improvement of production procedures to ensure that
to the lack of training and knowledge in the job, causing operators follow the correct standard operating procedures
market claims because parts are not right in installation or (SOPs).
even not installed.
 Routine Machine Maintenance:
 Method Implementation of stricter machine maintenance
schedules and preventive maintenance to prevent machine
 The sequence of the process starts from preparation to breakdowns that can interfere with product quality.
finishing
 Lack of discipline in checking parts or materials (such as  Raw Material Control:
10x16 dowel pins, Tensioner cam chains, Guide cam Increases inspection of the raw materials used, ensuring
chains, Cam chains, Gaskets) that only raw materials meet accepted specifications.

 Machine After the improvements are implemented, re-monitoring

is carried out on the data on the number of rejected products
and production performance. The results showed a significant
 The work machine is not optimal because sometimes there
decrease in the number of rejected products, from 5% to
are often problems during the work process.
3.91% in the fourth week of month 1. Meanwhile, after using
 Material the six sigma method method in the 2nd month or later with
the DMAIC stage, the results are very significant, which can
be seen from the number of rejections that began to decrease.
 Engine parts from suppliers/vendors are sometimes still
If this method continues to be carried out consistently and
found to be defective.
regularly, it is possible that the hope of zero rejection/Zero
 There are several parts that still have scrup and buryy as
claim market will be more feasible if everyone works together
well as parts that are easy to break. and always follows the SOPs that have been made and carried
out in conjunction with this method.

Tabel 9 Trend of Production and Reject Volume Week to Week (2 months)

Week Production Amount Number of Reject
Week 1 5956 64
Week 2 5948 52
Week 3 5952 48
Week 4 5968 32
Total 23824 192

From the recorded data, after using the Six sigma

method, it can be seen that the production amount is almost
consistent with slight fluctuations from week to week. The
first week produced 5956 units, while the second, third, and  First Week:
fourth weeks showed production of 5948, 5952, and 5968
units, respectively. However, what is interesting to observe is  Production Amount: 5956
the trend in the number of rejects. Although the production  Number of Rejects: 64
volume is relatively stable, the number of rejections shows
5956
significant fluctuations. In the first week, the number of Reject percentage = ( ) × 100 = 1.075%
64
rejected products was recorded at 64 units, while the second,
third, and fourth weeks showed a slightly lower number of  Second Week:
rejected products, 52,48,32 units, respectively.
 Production Amount: 5948
 Number of Rejects: 52

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5948 E. Control (Pengendalian)
Reject percentage = ( 52
) × 100 = 0.874%
In the Control stage, the final step is to ensure that the
improvements that have been made remain continuous and
 Thrid Week:
that there are no deviations from the established standards.
Some of the control measures implemented are:
 Production Amount: 5952
 Number of Rejects: 48
 Periodic Monitoring:
5952 Conduct regular monitoring of machine condition, raw
Reject percentage = ( 48
) × 100 = 0.807% material quality, and operator performance to ensure that the
production process remains under control.
 Fourth Week:
 Quality Audit:
 Production Amount: 5968 Conduct periodic quality audits to ensure that the
 Number of Rejects: 32 products produced always meet the standards that have been
set.
5968
Reject percentage = ( ) × 100 = 0.536%
32  Consistent SPC Implementation:
Continue to use Control Charts and Check Sheets to
monitor variations in the production process and detect
problems early.

Fig 4 Impact of DMAIC Implementation on Production Quality

The impact of the application of the DMAIC method in process to achieve even better quality. Thus, the company can
quality control at PT. XNI can be seen from the significant achieve the goal of achieving zero defect or zero defective
decrease in the number of rejected products. In the 1st month products, which in turn will improve customer satisfaction
of the first week it was 5% and then it decreased to 3.91% in and the company's competitiveness.
the fourth week. In addition, there is an increase in production
efficiency and a reduction in costs associated with reject V. CONCLUSION
products.
Based on the results of the processing and data analysis
In the table above, the stages of using the DMAIC that has been carried out, the following conclusions can be
method in the 2nd month have very significant results, in the drawn: In this study, the value of the factors that cause the
first week of the 2nd month, i.e., 1.75% then reduced to product to become defective is due to poor raw materials, less
0.536%. This shows that the Six Sigma method has a great than optimal operators and several factors such as inefficient
influence on production control, therefore consistency in the or damaged work tools, and troublesome production
application of SPC and Six Sigma is expected to continue, machines, so that they inhibit and make parts reject. The
and the company can continue to improve the production

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Volume 10, Issue 1, January – 2025 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165 https://doi.org/10.5281/zenodo.14621474
proposed defect/reject product repair design is to make [7]. Pujo Mulyono, & Heryanto, A. Y. (2023). Analisis
improvements to all sources of rejected products found. pengendalian mutu keju mozzarella menggunakan
metode six sigma (studi kasus CV. ABC Malang).
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Analyze, Improve, Control) method supported by Statistical https://doi.org/10.37373/jenius.v4i1.464
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effective in improving the quality control of motorcycle 6(2).
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and reduced variations in the process, with continuous control Konsep DMAIC. Unistek, 8(1), 18–29.
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raw materials, employees and also machine maintenance by (2022). Upaya Pengendalian Kualitas dengan Metode
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