PRODUCTIVITY IMPROVEMENT OF LIEBHERR R996 USING BUSINESS PROCESS RE-ENGINEERING – BUSINESS IMPROVEMENT 9 STEPS AT HATARI DEPARTMENT, MINING OPERATION DIVISION, PT KALTIM PRIMA COAL

• Main Author: Sihombing, Boy
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/59616
• Institution: Institut Teknologi Bandung

In 2021, Hatari Department plans to operate 6 (six) R996 diggers which will contribute more than 50% of total annual production. The main challenge faced by this Department is related to the digger productivity. Historical data shows that the downward trend in R996 productivity has occurred for a long time, even until the end of February 2021, the digger productivity is still below the plan. Worried that current conditions will continue and have a bad impact on production performance, Hatari Department has taken steps to improve through productivity improvement projects which focus on improving 2 variables which are spotting time and loading time. Productivity improvement is carried out by applying the Business Process Reengineering methodology which is aligned with the 9 steps of Business Improvement adopted by the company. These 9 steps of focused improvement use a systematic and logical approach to find the root cause of an existing phenomenon, which in the end is expected to lead to the right solution. In general, the process that occurs is divided into 3 main phases. The first phase which is business analysis process and the second phase which is project development, will include 5 steps of business improvement to explain in detail the business problems that occur in the department. Root cause analysis is carried out in order to find solutions that can be taken to answer the existing problems. The third phase which is the solution implementation, will include 4 steps of business improvement. Each solution generated from the root cause analysis will be plotted into the priority matrix. In its implementation, every solution that is low effort but has a high impact on improving digger productivity is a top priority. Therefore, this final project will discuss the 5 main solutions resulting from this improvement project, which are developing of operational guidelines or standard operating procedure (SOP) related to management of R996 allocations, developing support equipment ratio by panel, developing drill preparation progress reporting system, narrowing blast hole pattern and also reviewing support equipment physical availability performance (PA). The results obtained after the solution implementation process were a decrease in the value of spotting time and loading time which resulted in an increase in the productivity of the Liebherr R996 in the Hatari Department.