Eduvest - Journal of Universal Studies

Strategies for Improving Production Quality in the Context of Product Transition in the Paper Manufacturing Industry

2026-05-21T03:34:45+07:00

Digital disruption has shifted global paper demand, reduced graphic paper consumption while increased packaging paper demand due to e-commerce growth. In response, a paper manufacturer converted one machine line (PM1) from newsprint to 50-gsm recycled-fiber packaging paper. Post-conversion, PM1 experienced non-salable output exceeding the 8% quality threshold, with three dominant defects accounting for 80.2% of occurrences (Pareto) and generating internal failure costs of IDR 4.39 billion in losses. The objective of this research is to determine the current baseline using Defect Per Million Opportunity (DPMO) and sigma level measurements and to address the elevated dominant defects. The study proposes a quality improvement framework that integrates Six Sigma–DMAIC with a Quality Improvement Matrix (QIM), primarily to map initial performance, identify the root causes of defects, and prioritize improvement actions by considering their effectiveness and implementation difficulty. From the implementation of the method, 14 alternative improvement actions were identified, which were then prioritized, resulting in 11 priority actions being implemented in the company. The results showed that the baseline process (prior to improvement) had a DPMO of 23,818 and a sigma level of 3.49. After the improvements were implemented, dominant defects related to colored spots, holes, and paper strength issue decreased by 88%, 61%, and 77%, respectively; the total broke percentage declined from 18.23% to 6.05%; DPMO decreased to 12,051; the sigma level increased to 3.82. These findings indicate that the integration of Six Sigma-DMAIC and the Quality Improvement Matrix was effective in improving the quality of PM1 production after conversion.

ERP System Selection Analysis Using the Analytical Hierarchy Process (AHP): A Case Study of an Automotive Manufacturing Company

2026-05-21T03:29:04+07:00

PT XYZ is an automotive component manufacturer facing a 15% data mismatch between production reports and inventory data. This issue has led to a 62% increase in operational costs, 12% product delivery delays, and a 40% risk of customer contract fines. To overcome these challenges, the company plans to implement an ERP system to improve data accuracy and operational efficiency. However, the main challenge remains determining which ERP system best suits the company's business need. This research aims to provide recommendations for the right ERP system for PT XYZ using the Analytical Hierarchy Process (AHP) method. This approach involved interviews with Inventory Supervisors, Finance Managers, Production Managers, and Business Directors, as well as analysis of criteria that have been validated through literature studies. AHP is used to prioritize key criteria, namely Ease of Use, Price, Adaptability, Scalability, and Time on the Market, and evaluate four ERP alternatives, namely Odoo Enterprise, SAP, Microsoft Dynamics, and Infor Cloudsuite. The results of the study show that Odoo Enterprise was chosen as an ERP system that is pal-ing according to the needs of PT XYZ. This selection is based on priority calculations using AHP with a consistency level of 0.07, which shows results that are valid enough to support decision-making. The implementation of the right ERP system is expected to be able to solve the problem of asynchronous data, support operational efficiency, sustainable business growth, and increase customer trust in PT XYZ.

Analysis of Economic Feasibility and Compressive Strength of Concrete Based on the Utilization of Red Mud Waste and Sustainable Construction Management

2026-01-24T08:41:48+07:00

This research examines red mud as a partial cement substitute in concrete, comparing normal concrete with 25% red-mud concrete (RM25) based on compressive strength, economic feasibility, waste absorption, and LCA environmental impact. Compressive strength tests were conducted at KAN-accredited Wika Beton Laboratory, and economic feasibility was evaluated using NPV, BCR, and IRR for paving-block production. The waste absorption capacity was calculated based on an annual production volume of 5,000 m². The LCA assessment was carried out in accordance with ISO 14040:2006, covering goal and scope definition, life cycle inventory (LCI), life cycle impact assessment (LCIA), and interpretation. The results showed that RM25 achieved a compressive strength of 36.93 MPa at 30 days, higher than normal concrete with 34.15 MPa. Economically, RM25 recorded a production cost of IDR 1,480,085/m³, with a positive NPV, an IRR of 43.9%, and BCR > 1. In addition, RM25 enabled the absorption of approximately 41.8 tons of red mud waste per year in paving-block production. The LCA results also indicated a reduction in environmental impacts, particularly in the global warming potential category, due to reduced cement consumption. Overall, the 25% red-mud formulation is considered feasible for practical implementation as it meets both technical and economic requirements while providing environmental benefits through emission reduction and enhanced industrial waste utilization.