Evaluasi Kinerja Manajemen Gudang Menggunakan Pendekatan Lean Six Sigma dan DMAIC pada PT PLN UID Jawa Barat

Abstract

PT PLN Unit Induk Distribusi (UID) Jawa Barat mengelola 18 gudang yang tersebar di seluruh wilayah Jawa Barat. Hasil evaluasi tahunan melalui program Lomba Tata Kelola Gudang dan 5S menunjukkan adanya kesenjangan kinerja yang signifikan antar gudang, dengan rentang total skor antara 1.388 hingga 2.512 poin dari skor ideal 3.000 poin. Penelitian ini bertujuan mengevaluasi kinerja manajemen gudang menggunakan kerangka Lean Six Sigma melalui siklus DMAIC (Define, Measure, Analyze, Improve, Control). Dengan tiga aspek evaluasi, yaitu Keumuman (KU), Keselamatan dan Kesehatan Kerja serta Lingkungan (K3L), dan Logistik. Hasil analisis menunjukkan bahwa rata-rata gap seluruh gudang terhadap skor ideal mencapai 33,3%. Hanya 5 dari 18 gudang yang berada pada kategori Baik (skor ≥ 2.100), sementara 5 gudang masuk kategori Perlu Perbaikan (skor < 1.900). Strategi perbaikan yang diusulkan mencakup standarisasi SOP tata kelola gudang, implementasi Warehouse Management System berbasis digital, penerapan prinsip 5S secara konsisten, dan program benchmarking internal dengan menjadikan Gudang Cimahi sebagai model rujukan. Mekanisme kontrol dirancang melalui evaluasi berkala setiap enam bulan, audit internal triwulanan, dan dashboard pemantauan real time.

PT PLN Distribution Main Unit (UID) West Java manages 18 warehouses distributed across the entire West Java region. Annual evaluation results through the Warehouse Management and 5S Competition program reveal significant performance disparities between warehouses, with total scores ranging from 1,388 to 2,512 points out of an ideal score of 3.000 points. This study aims to evaluate warehouse management performance using the Lean Six Sigma framework through the DMAIC cycle (Define, Measure, Analyze, Improve, Control). Three evaluation aspects were designated as General Condition (KU), Occupational Health, Safety and Environment (K3L), and Logistics. The analysis reveals that the average performance gap across all warehouses reaches 33,3% relative to the ideal score. Only 5 out of 18 warehouses were categorized as Good (score ≥ 2,100), while 5 warehouses fell into the Needs Improvement category (score < 1,900). Proposed improvement strategies include SOP standardization for warehouse management, implementation of a digital Warehouse Management System, consistent application of 5S principles, and an internal benchmarking program using the Cimahi warehouse as a reference model. Control mechanisms are designed through semi-annual periodic evaluations, quarterly internal audits, and real-time monitoring dashboards.