IMPROVE DRILL & BLAST PROCESS PERFORMANCE USING DMAIC LEAN SIX SIGMA METHODOLOGY TO ACHIEVE OVERBURDEN BLASTED TARGET

• Main Author: Rifai, Muhammad
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/69974
• Institution: Institut Teknologi Bandung

Actual overburden (OB) blasted Year to Date August 2022 in Mining Operation Division (MOD) has been below the company target since 2021, the research is then conducted to find the root cause of the low performance and find solution to increase Drill & Blast (D&B) process performance in order overburden target of the company can be achieved in the next following years. The research approach utilizes DMAIC lean six sigma methodology. The primary data obtained by conducting survey and interview, using purposive sampling method to personnel in every process phase of all D&B process. secondary data uses the D&B department’s reports and literature study. Based on the data obtained, analysis indicates there are 5 low-scored phases from 7 D&B process phases which then is analyzed by using Ishikawa diagram to find the root causes. found there are 33 wastes from a total 59 root causes findings consists of 21 Muda waste, 8 Mura, and 11 Muri. From the 21 Muda waste, 13 root causes directly generate delay time which influence performance of D&B process. Improvement is formulated towards all 59 root cause in all Drill & Blast phases, 23 root causes improved by developing KANBAN system, 12 root causes improved by developing RACI matrix, 16 root causes are improved by return procedures according to the rules listed in the SOP Technical Execution Drill & Blast Operational Plan, 3 root causes are improved by return procedures according to the rules listed in the SOP Drilling, 1 root causes are improved by return procedures according to the rules listed in the SOP Blasting, and 27 root causes are improved by developing specific improvements. While from the 13 main root causes that directly contributing delay, 7 Performance improvement carried out by utilizing Kanban system and RACI diagram. 3 root causes improved by the use of RACI, and 4 root causes improved by developing certain specific improvements. This research can help MOD in addressing the root causes of the performance problem in achieving company target, allocating resources needed accordingly, and can be used as guidance for the Division in conducting improvement.