Luthfi Rofif Labiiba, Anton Mulyono Azis

Turnaround Time Efficiency In MRO Industry : A DMAIC Based Evaluation Of Gate System Quality Performance at PT. GMF AeroAsia

Introduction

Turnaround time efficiency in mro industry : a dmaic based evaluation of gate system quality performance at pt. Gmf aeroasia. Evaluate MRO TAT efficiency at PT. GMF AeroAsia. Six Sigma DMAIC identifies gate system delays, linking working capital & vendor issues to improve engine maintenance performance & quality.

Abstract

This research was conducted to evaluate the implementation of gate-based quality control in the engine maintenance process to improve turnaround time (TAT) efficiency in the maintenance process. TAT is a key indicator for assessing operational efficiency in the maintenance, repair, and overhaul (MRO) industry and affects customer satisfaction levels. Based on the operational data of PT. GMF AeroAsia for the period 2022-2024, TAT often does not meet the targets set in the service level agreement (SLA). One of the causes is the delay that occurs at gate 4-5 in the gate system. The research conducted used Six Sigma DMAIC to evaluate and identify the root causes of issues occurring in the maintenance process, as well as to examine the influence of factors such as working capital, external vendor causes, and material procurement related to the delays at gate 4-5. The method used in this research employs both quantitative and qualitative approaches by collecting data through historical data, observations, and interviews. The research results indicate that the implementation of Six Sigma DMAIC at gates 4-5 is not yet optimal, with delays predominantly caused by working capital and external vendor issues. This study found a strong correlation between the frequency of delays and the duration of delays with the total TAT. These findings suggest that the integration of Six Sigma DMAIC, supported by Critical Chain Project Management and Reliability Centered Maintenance, could be a solution to improve the efficiency occurring in the gate 4-5, thereby directly enhancing the TAT efficiency.

Review

This paper addresses a critical operational efficiency challenge in the Maintenance, Repair, and Overhaul (MRO) industry: Turnaround Time (TAT) efficiency in engine maintenance, specifically at PT. GMF AeroAsia. The authors correctly highlight TAT as a key performance indicator directly impacting customer satisfaction and service level agreement (SLA) adherence. The study is motivated by consistent failures to meet TAT targets between 2022-2024, pinpointing specific delays occurring at gates 4-5 within their gate-based quality control system. This focus on a localized yet impactful bottleneck makes the research highly relevant for practitioners seeking to optimize complex MRO processes. The research employs the Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) methodology, combining both quantitative and qualitative approaches through historical data analysis, observations, and interviews. This robust methodological framework is appropriate for diagnosing process inefficiencies. The findings reveal that the implementation of Six Sigma DMAIC at gates 4-5 is not yet optimal, with working capital and external vendor issues identified as the predominant causes of delays. A significant contribution is the finding of a strong correlation between the frequency and duration of these specific delays and the overall TAT, underscoring their direct impact on operational performance. The study concludes by suggesting a more integrated approach to overcome the identified challenges. The authors propose that the effective integration of Six Sigma DMAIC, supported by Critical Chain Project Management (CCPM) and Reliability Centered Maintenance (RCM), could provide a comprehensive solution to enhance efficiency at gates 4-5, thereby directly improving overall TAT. This recommendation offers a valuable multi-faceted strategy that could be explored further in future implementations. While the abstract effectively outlines the problem, methodology, and key findings, a more detailed discussion of the specific "Improve" and "Control" phases within the DMAIC cycle, or the proposed integration strategy, would further strengthen the paper's practical implications.

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