OEE improvement through reducing start up duration using lean six sigma methodology in manufacturing

https://doi.org/10.35912/ijamis.v2i2.3225
Published: Jul 24, 2025

Abstract:

Purpose: This research focuses on improve OEE by reducing start-up duration using Lean Six Sigma methodology. By applying Lean Six Sigma tools and techniques, manufacturers can systematically analyse the start-up process, identify root causes of delays, and implement targeted improvements.

Methodology/approach: The research presented in this journal comprises a comprehensive study conducted within a manufacturing setting to demonstrate the effectiveness of the proposed approach. The study involves the collection and analysis of data related to start-up durations, downtime reasons, and other relevant parameters. Through the DMAIC (Define, Measure, Analyse, Improve, Control) framework of Lean Six Sigma, the root causes of prolonged start-up durations are identified and addressed.

Results: The results demonstrate the potential for significant OEE improvements through the elimination of bottlenecks and inefficiencies in the start-up process. Manufacturers can leverage the findings of this research to develop strategies that enhance operational effectiveness, increase production output, and ultimately drive competitive advantage in the dynamic landscape of modern manufacturing.

Conclusions: Lean Six Sigma, through the DMAIC approach, effectively reduces start-up time and improves OEE. Addressing root causes leads to better equipment utilization and increased productivity.

Limitations: This research limitation is only for manufacturing or production area that having OEE as their main key performance indicator.

Contribution: This research will contribute to the manufacturing operation excellency.

Keywords:
1. DMAIC
2. Lean Manufacturing
3. Lean Six Sigma
4. OEE
5. Start-up Improvement
Authors:
1 . Wijaya Khisbulloh
Institut Teknologi Bandung, Indonesia
https://orcid.org/0000-0001-5080-5032
2 . Gatot Yudoko
Institut Teknologi Bandung, Indonesia
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How to Cite
Khisbulloh, W., & Yudoko, G. (2025). OEE improvement through reducing start up duration using lean six sigma methodology in manufacturing. International Journal of Accounting and Management Information Systems, 2(2), 95–111. https://doi.org/10.35912/ijamis.v2i2.3225
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Issue & Section
Vol. 2 No. 2 (2024): August
Articles
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This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.

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  1. Ahire, C. P., & Relkar, A. S. (2012). Correlating failure mode effect analysis (FMEA) & overall equipment effectiveness (OEE). Procedia Engineering, 38, 3482–3486. https://doi.org/10.1016/j.proeng.2012.06.402
  2. Andersson, C., & Bellgran, M. (2015). On the complexity of using performance measures: Enhancing sustained production improvement capability by combining OEE and productivity. Journal of Manufacturing Systems, 35, 144–154. https://doi.org/10.1016/j.jmsy.2014.12.003
  3. Ardha, N. B. D., Riwajanti, N. I., & Haris, Z. A. (2023). Fishbone diagram: Application of root cause analysis in internal audit planning. International Journal of Financial, Accounting, and Management, 5(3), 297–309. https://doi.org/10.35912/ijfam.v5i3.1498
  4. Azizi, A. (2015). Evaluation Improvement of Production Productivity Performance using Statistical Process Control, Overall Equipment Efficiency, and Autonomous Maintenance. Procedia Manufacturing, 2(February), 186–190. https://doi.org/10.1016/j.promfg.2015.07.032
  5. Barsan, R. M., & Codrea, F. M. (2019). Lean university: Applying the ECRS method to improve an administrative process. MATEC Web of Conferences, 290. https://doi.org/10.1051/matecconf/201929007003
  6. Daniyan, I., Adeodu, A., Mpofu, K., Maladzhi, R., & Kana-Kana Katumba, M. G. (2022). Application of lean Six Sigma methodology using DMAIC approach for the improvement of bogie assembly process in the railcar industry. Heliyon, 8(3), e09043. https://doi.org/10.1016/j.heliyon.2022.e09043
  7. De Mast, J., & Lokkerbol, J. (2012). An analysis of the Six Sigma DMAIC method from the perspective of problem solving. International Journal of Production Economics, 139(2), 604–614. https://doi.org/10.1016/j.ijpe.2012.05.035
  8. Eakin, J. M., & Gladstone, B. (2020). “Value-adding” Analysis: Doing More With Qualitative Data. International Journal of Qualitative Methods, 19, 1–13. https://doi.org/10.1177/1609406920949333
  9. Fernando, L., & Surjandari, D. A. (2021). The impact of internal control , cultural control , incentives , and work discipline on employee performance ( Case study in PT Lestari Jaya Raya ). 2(3), 209–223.
  10. Ganesh P. Jadhav, Sandeep B. Jadhav, & Amol Bhagat. (2015). Six Sigma DMAIC Literature Review. International Journal of Scientific & Engineering Research, 6(12), 117–122.
  11. Karam, A. A., Liviu, M., Cristina, V., & Radu, H. (2018). The contribution of lean manufacturing tools to changeover time decrease in the pharmaceutical industry. A SMED project. Procedia Manufacturing, 22, 886–892. https://doi.org/10.1016/j.promfg.2018.03.125
  12. Kasemset, C., Pinmanee, P., & Umarin, P. (2014). Application of ECRS and Simulation Techniques in Bottleneck Identification and Improvement?: A Paper Package Factory Application of ECRS and Simulation Techniques in Bottleneck Identification and Improvement?: A Paper Package Factory. Proceedings of the Asia Pacific Industrial Engineering & Management Systems Conference 2014 Application, October 2014, 0–8.
  13. Knop, K., & Mielczarek, K. (2018). Using 5W-1H and 4M methods to analyse and solve the problem with the visual inspection process – Case study. MATEC Web of Conferences, 183, 1–6. https://doi.org/10.1051/matecconf/201818303006
  14. Kotz, S., & Johnson, N. L. (2017). Process capability indices. Process Capability Indices, July, 1–212. https://doi.org/10.1201/9780203741948
  15. Krishnan, B. R., & Prasath, K. A. (2014). Six Sigma Concept and Dmaic. 3(2), 111–114.
  16. Kubiak, T. M., & Benbow, D. W. (2009). the Certified Six Sigma Blackbelt Handbook Second Edition.
  17. Lee, D. K., In, J., & Lee, S. (2015). Standard deviation and standard error of the mean. Korean Journal of Anesthesiology, 68(3), 220–223. https://doi.org/10.4097/kjae.2015.68.3.220
  18. Mosayeb moradi, A., & Ahmad Khan Beigi, N. (2021). Investigating, identifying and evaluating organizational and infrastructural strategic factors affecting organizational management processes from the perspective of productivity management. Annals of Management and Organization Research, 1(4), 285–305. https://doi.org/10.35912/amor.v1i4.526
  19. Mulla, M. L., S.G, B., & S.V, it. (2014). Implementation of Lean Manufacturing ThroughThe Technique of Single Minute Exchange Oo Die(SMED) to Reduce Change Over Time. July.
  20. Nofrianto, E., & Basri, M. H. (2024). Core Problem Solving ( CPS ) – Kepner Treg Approach to strengthen quality performance at PT . UTC Aerospace System Bandung ( UTAS Bandung ). 1(2), 251–267.
  21. Roderick, A. M., Govindarajan, R., & Zrymiak, D. J. (2020). The Certified Six Sigma Green Belt Handbook, Second Edition. https://asq.org
  22. Suhardi, B., Anisa, N., & Laksono, P. W. (2019). Minimizing waste using lean manufacturing and ECRS principle in Indonesian furniture industry. Cogent Engineering, 6(1), 1–13. https://doi.org/10.1080/23311916.2019.1567019
  23. Tenera, A., & Pinto, L. C. (2014). A Lean Six Sigma (LSS) Project Management Improvement Model. Procedia - Social and Behavioral Sciences, 119, 912–920. https://doi.org/10.1016/j.sbspro.2014.03.102
  24. Ulutas, B. (2011). An application of SMED methodology. World Academy of Science, Engineering and Technology, 79(July 2011), 100–103.
  25. Zahedi, M., Abbasi, M., & Naghdi Khanachah, S. (2020). Providing a lean and agile supply chain model in project-based organisations. Annals of Management and Organization Research, 1(3), 213–233. https://doi.org/10.35912/amor.v1i3.440