LEAN SIX SIGMA REVITILIZATION PROPOSAL TOWARD WORLD CLASS OPERATIONAL EXCELLENCE CHEVRON INDOASIA
Chevron uses Base Business initiatives for managing existing assets in optimum and efficient manner. One of the Base Business processes is Lean Six Sigma with the main functions: (1) as a business process improvement method for achieving a better, faster, lower cost and safer process, and (2) as a m...
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| Format: | Theses |
| Language: | Indonesia |
| Online Access: | https://digilib.itb.ac.id/gdl/view/19402 |
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| Institution: | Institut Teknologi Bandung |
| Language: | Indonesia |
| Summary: | Chevron uses Base Business initiatives for managing existing assets in optimum and efficient manner. One of the Base Business processes is Lean Six Sigma with the main functions: (1) as a business process improvement method for achieving a better, faster, lower cost and safer process, and (2) as a method to reduce noise variable and process simplification. The goals of Lean Six Sigma deployment are: (1) financial benefits and (2) total completed project per annual basis.Chevron IndoAsia has been implementing this methodology since year 2000. Lack of governance system was the main gap in the first deployment period. Cause and Effect Diagram has been the main tool for problem identification analysis and then developed action to fill the gap. Although a very significant achievement has been achieved, Lean Six Sigma implementation is still lacking of Deployment Planning aspect, based on the Deployment Assessment program using Affinity diagram conducted in 2008. Unavailability of full-time Black-Belt facilitator is the root cause. This Final Project proposes a conceptual framework for implementing revitalization proposal program for filling the gaps. The identified gaps include unoptimum deployment, resources limitation, the number of projects, user addition, area coverage expansion, communication, some of denial, project facilitation quality and planning aspect. While World class deployment goal are: (1) to achieve $100 Million financial benefit per year, and (2) to have 30% employee understand of this methodology. There are several business solution alternatives for resources addition: part-time (Green Belt), full-time (Black Belt), head of implementation (Deployment Champion), outsourcing to local company, outsourcing from broad, resources from CVX corporate.The chosen alternative is the Full-time Black Belt facilitator because of its highest financial benefit, number of completed project that will be produced, and business culture transformation. MSP (Management System Process) will be used as an implementation model that consists of planning, implementation and review process. Implementation components are: (1) Black Belt addition, (2) improve project selection, prioritization and commitment, (3) global database utilization, (4) shaping plan explanation, review and gaining feedback process,(5) resistance management development, and (6) communication protocol improvement. Final product will be Standard Operating Procedure of Lean Six Sigma deployment,Training and Certification procedure, Financial verification procedure and Network charter of global deployment advisor. |
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