Statistical Tools Application

#### **Chapter 3**

## Factor Analysis for Technology Management and Its Effectiveness in Indian Opencast Coal Mining

*Anand Pd Sinha, Neha Choudhary, Rahul Rai, Ashok Kumar Asthana and Praveen Chandra Jha*

#### **Abstract**

Coal holds utmost significance as a natural energy source propelling a nation's industrial sector growth. Besides refining coal quality through adept mine technology management, contemporary mining grapples with multifaceted challenges encompassing human resettlement, land reclamation, forest preservation, pollution abatement, and efficient logistics. The coal mining sector serves as a tangible example where technology management assumes real-world importance. Despite adopting state-of-the-art methodologies, open-pit coal mining trails global standards. India's coal industry faces persistent struggles in accessing suitable domestic coal, relying on imports despite considerable technological strides. Beyond augmenting production capacity or product innovation, technology innovation concepts empower Indian enterprises to reshape their industries. Technology management research within mining remains in its infancy, necessitating a comprehensive grasp of its implications on internal operations and strategic alignment for global competitiveness and effective technology leadership. This study aims to dissect the integral facets imperative for proficient technology management within opencast coal mining domains.

**Keywords:** opencast mining, Indian coal sector, factor analysis, technology effectiveness, technology management

#### **1. Introduction**

The most crucial natural energy source for the expansion of any economy's industrial sector is said to be coal. With ever-increasing industrialization, India's need for electricity generation is expanding astronomically. The use of appropriate technology is required by the changing corporate environment of today to increase productivity. Almost all industrial sectors nowadays require efficient use of technology to maintain sustainability and competitiveness [1]. From a technological perspective, the Indian open-pit coal industry is at a transitional stage. Although the government now controls the bulk of coal blocks and mines, private corporations have joined the market and are giving public-sector organizations a difficult fight [2]. Technology has become increasingly important in the age of globalization and has sped up the pace of

competition [3, 4]. Modern technology is essential for sustaining quality standards in a business environment. In the current Indian business environment, two technological components are crucial:


After pro-market reforms, technology has become the foundation of business sustainability. Technology management is a practise that involves categorizing, choosing, and implementing the technologies required to ensure an organization's continued existence and growth [5]. Despite significant investments in technology, the manufacturing sector still falls short of expectations in terms of technological performance [6]. Despite the adoption and usage of the latest technology, India's open cast coal mining industry is one of the key areas that lags behind in comparison to international standards. Modern technology is currently required by the open cast coal mining industry however, its installation and efficient administration are problematic.

From the perspective of technology management, the current study makes an effort to analyses the stated issue of low coal productivity [7]. The research makes an effort to examine many elements necessary for successful management of technology to increase the productivity of coal in CCL. It does this by using a structured questionnaire to collect primary data. The findings emphasize and carry out this effort. The study also tries to offer some guidelines for handling tools and using technology correctly and productively [8].

According to Khalil [9], appropriate technology is a suitable fit between the resources needed and the technology being used. Simply adopting new technology is a challenging endeavor because there are so many domestically and globally available alternatives. To comprehend good technology management and fully capitalize on it, the second factor has to be given greater attention [10, 11].

The notion of acceptable and inappropriate technology is shown in the image above. Any technology is appropriate at the time of development in relation to the environment for which it was created and in line with the primary purpose for which it was created. Because the environment and/or objective functions may have changed, it might or might not be acceptable at the same place at a different time [12]. Similar to this, it might or might not be acceptable at a different location at a different time, or at multiple times, depending on the surroundings and desired function. Therefore, technical appropriateness is not an inherent property of any technology, but rather arises from the context in which it will be employed as well as from the primary function (**Figure 1**).

Technology implementation and planning refers to the degree to which an organization has strategically planned the deployment of new technology(s) prior to its implementation, and the processes incorporated within this design, which influence the overall effectiveness of technology deployment and utilization. Internal planning and its implementation are a concern in the mining sector, which has an impact on coal output. Effective management throughout the implementation phase means assisting the project team, choosing the proper technology, and creating or giving the necessary training. This approach guarantees that new technology will enhance old procedures and that overall productivity will increase [14].

The manufacturing sector or industry of coal mining may be used as an illustration, where technology management can be seen as a practical problem. Open cast

*Factor Analysis for Technology Management and Its Effectiveness in Indian Opencast Coal… DOI: http://dx.doi.org/10.5772/intechopen.112670*

#### **Figure 1.**

*Appropriate and inappropriate technologies. (Source: [13]).*

coal mining employs cutting-edge technology, yet it still lags far behind in terms of worldwide standards. Despite several technical advancements, the Indian coal industry still struggles to obtain coal that is acceptable for home use rather than relying on imported coal [15]. Without suitable organizational adjustments as well as improvements in human capabilities, technology cannot be successful. Researchers believe that government-controlled coal mining enterprises lack appropriate technological management and are unable to demonstrate returns on investment (**Figure 2**).

Although technology cannot alter things on its own, it can when it is accompanied by sensible actions and well-developed human skills. There is no doubting that selecting the improper technology has negative effects on the organization's overall health, but the key is to manage technology well as well [17]. This research makes an

**Figure 2.** *Factors affecting maintenance strategies [16].*

effort to identify issues related to the adoption, deployment, and effective use of the installed technology. This study's background is based on managerial concerns with regard to the efficient management of technology. One of the major public sector coal companies, Coal India Limited, together with its seven open-pit subsidiary mines and its designing division, are the subjects of the data gathering [18, 19].

This study primarily focuses on identifying the causes of the low coal productivity in CIL's seven mines, namely WCL, ECL, MCL, CCL, NCL, SECL, BCCL, and CMPDIL. This study aims to investigate the many elements needed for efficient technology management in opencast coal mining sectors. After pre-testing, reliability, and validity, the data to be collected is placed into statistical analysis, and variables affecting technology management are eventually found by utilizing Factor Analysis in Mathematical Software, i.e., Statistical Package for Social Science (SPSS) platform.

#### **1.1 Problem identification**

The most significant energy source for the production of power and for sectors like steel, cement, fertilizers, and chemicals is recognized to be coal. Therefore, the Indian coal sector requires greater investment, and private companies' active participation is also required to improve output level in order to meet the need for coal. There is no assurance that coal will be supplied at a specific quality (size, ash content, calorific value, etc.), and there are no consequences for breaking the rules either. Despite possessing a large coal deposit, imported equipment and technology, as well as a large market for coal, real coal output falls short of the desired level (**Figure 3**).

Despite having such a sizable natural coal supply, output falls short of expectations. In the open cast coal mining sector, coal is mined using HEMM (primarily drill machine, shovel, and rear discharge dumper) in combination. It is comparable to a track and relay race in which no runner competes on their own and every participant contributes to the success of the race in some way. Despite the fact that they are all on the same team, the second runner's performance in the race and his ability to successfully transfer the baton to the next team member depend on how well the first runner (the drilling machine) delivers the baton to him (the shovel). These hand-offs affect not only the next leg of the race (Rear Discharge Dumper), but the success of the entire team. And for smooth hands-off, efficiency and productivity of individual HEMM is the key. Thus, HEMM need to work in consonance with each other to optimize the productivity of the system.

The rationale can be explained mathematically as illustrated below: Let us assume,

$$\mathbf{m} \quad \mathbf{n} \tag{1}$$

$$\mathbf{A} \rightarrow \mathbf{B} \rightarrow \tag{2}$$

$$\mathbf{At} = \mathbf{A}\_0 \text{ e}^{-\text{mt}} \tag{3}$$

$$\mathbf{Bt} = \mathbf{A}\_0 \,^\* \, [\mathbf{m}/(\mathbf{n} \text{-} \mathbf{m})]^\* \, \mathbf{e}^{\text{mt}} \text{-} \mathbf{e}^{\text{nt}} \tag{4}$$

$$\mathbf{Ct} = \mathbf{A}\_0 \left[ 1 + \{ 1/(\mathbf{m} - \mathbf{n}) \}^\* \ (\mathbf{ne}^{-\text{mt}} - \mathbf{me}^{-\text{nt}}) \right] \tag{5}$$

Here, A represents Drill, B represents Shovel and C represents rear discharge dumper. A0 represents the initial function being performed by the drill. At represents number of pockets/holes to be drilled by the drill machine at time t.

*Factor Analysis for Technology Management and Its Effectiveness in Indian Opencast Coal… DOI: http://dx.doi.org/10.5772/intechopen.112670*

**Figure 3.** *Flower model with extracting variables.*

Bt represents net material available with the shovel at time t and Ct represents net material loaded on the rear discharge dumper at time t. Clearly, the net material loaded on the dumper at any time instant t depends on the kinetic factors of the drill (m), the kinetic factor of the shovel (n) and the initial material/ area available with drill (A0) The above formula is an analogous and applied version of the concept of series chemical reactions used in chemical kinetics. For the present work, three critical elements quintessential for productivity enhancement in open cast coal mining w.r.t. technology have been taken into consideration [20]. These are Drills (Element A), Shovels (Element B) and Rear Discharge Dumper (Element C) [21]. These three elements need to work in series in consonance with each other to optimize the productivity [22]. Being a series operation, individual efficiency of the predecessor constituent affects the next constituent. The net material loaded on the rear discharge dumper at any time instant t depends on the kinetic factor of the shovel (n), the kinetic factor of the drill (m) and the initial material/area available with drill (A0). Clearly, individual efficiency of the predecessor element affects the next constituent and hence the success of the system.

In order to provide appropriate corrective actions through perspective policies and suggestions, the study work raises a variety of challenges and concerns linked to managing technology and its efficacy in the coal mining sectors, namely Coal India

Limited and its subsidiaries. India ranks third in the world for coal production. It has increased coal output from 70 Mt. at the time of nationalization in the early 1970s to 355 Mt. (provisional - excludes Meghalaya) in 2009–2010 through a consistent investment programme and a stronger emphasis on the deployment of new technology. Over 81% of India's coal is produced in open-pit mines, which contribute to the country's overall production. Despite this, the industry remains unappreciated. The most significant source of energy for the production of electricity is acknowledged to be coal [23]. In addition, many small- and medium-scale businesses depend on coal for their operations and energy needs, including those in the steel, cement, fertilizer, chemical, and paper sectors. Many mining and industrial organizations look for ways to save expenses and eliminate overhead by producing more with fewer resources. The manufacturing industry has made tremendous strides in integrating new technology into its processes, including advanced manufacturing and Industry 4.0 [24, 25].

The mining sector, in comparison, is still lagging behind when it comes to integrating modern technologies into its operations. Despite such a persuasive position and demand, there are serious concerns about the output of coal from CIL. Following are some categories of plausible causes for such a poor performance [26]:


*Factor Analysis for Technology Management and Its Effectiveness in Indian Opencast Coal… DOI: http://dx.doi.org/10.5772/intechopen.112670*


#### **1.2 Need for the study**

After conducting exploratory research in Coal India Ltd. following points have emerged as issues, which itself highlights the need and urge of the present study:


#### **1.3 Objective of the study**

Objective of this proposed study may be highlighted and identified in the following directions:

1.To understand the importance of Managing Technology and its effectiveness in Open Cast Coal Mining Industry.


#### **2. Literature support: importance of technology and its effective management**

Technology management is a field that combines the use of science, engineering, and management skills to fulfill an organization's technology needs. The life cycle of various technologies is handled through technology management in order to fulfill organizational goals. Understanding the value and suitability of a technology for an organization is, thus, the primary responsibility of technology management [27]. An opportunity in the market will soon end, thus a sustainable organization will try to spot it as soon as possible and take use of it for the project that must be completed quickly [28].

The effectiveness of technology also depends on non-technical factors. Nontechnical variables also affect how well technology works. The same tool or machine can be operated incorrectly or correctly. The mere possession of technology is useless unless it can be handled proficiently and skilfully, which necessitates knowledge of and aptitude for industry-specific technology management [29]. Many advantages may come from managing technology, but much will rely on how those who are engaged use it. Therefore, organizations must have both management and technical experts. Technical skill is defined as the capacity of an individual to commence and finish a specific work or job using the tools and procedures proficiently [30].

Although many people are technically adept, their interpersonal skills are often lacking. Managers must possess the best possible blend of all necessary managerial skills, be able to delegate, and handle complex and contentious situations diplomatically because they are the operational and symbolic head of an organization and are responsible for tasks and results [31]. The efficient accomplishment of a well-defined set of objectives is another crucial component, which is referred to as team effectiveness. By becoming sensitive to the rapidly changing internal and external environments, successful organizations continually strive to increase the performance of their teams. This project calls for a variety of abilities and capabilities that must be supplemented among the team members. Some of the literature supports are mentioned below (**Table 1**).

#### **2.1 Management of technology - leading variables**

This study is expected to be conducted on installed technologies managed by Coal India Ltd. and its subsidiaries. Extensive literature, annual and other statistical report published by Coal India Ltd. was studied and analyzed properly to know about the leading variables involved in management of technology. It was identified that actual production of coal was below the targeted. CIL is known for its market capitalization and technological up gradations efforts but despite of this production for the considered time period was less. This has given a platform to develop hypothesis of research work in context to effective and efficient management of technology. Important

*Factor Analysis for Technology Management and Its Effectiveness in Indian Opencast Coal… DOI: http://dx.doi.org/10.5772/intechopen.112670*


**Table 1.** *Literature support.* inferences that can be drawn after the analysis of report present a very interesting fact that management of installed technology is affected by some factor. Technology installation is not only sufficient for organization but its effective management does matters. Pertaining to the research some variables which were important from point of view of management of technology were identified and from them factors were extracted. These variables associated with all the stages of maintenance of technology ranging from its planning stage to implementation stage. This study identified various leading variables are (**Table 2**) [40].

After a thorough review of the literature, comprehensive interviews with shop floor managers, candid discussions with top level decision-makers within the industry, as well as initial observations and primary research, the total of 24 leading variables were found (**Table 3**).


**Table 2.** *List of leading variables for effective Management of Technology.*


*Factor Analysis for Technology Management and Its Effectiveness in Indian Opencast Coal… DOI: http://dx.doi.org/10.5772/intechopen.112670*

**Table 3.** *Literature support.*

#### **3. Coal India limited: a overview**

In the industrial economy of the nation, coal has gone a long way to become one of the main sources of energy. The government took control of non-coking coal mines on January 31, 1973, and the Coal Mines Authority Limited was established with four operational divisions, including the Central Division of CMAL, which included NCDC. Further coalmine restructuring led to the establishment of CIL as the controlling company in 1975. Coal and coal products are produced and supplied by CIL and its subsidiaries to key industries such steel, power, cement, fertilizers, defense, and railways. CIL has eight subsidiary companies; details can be viewed as (**Table 4**) [55]:

Coal India Limited has acquired the status of the third largest coal producing company of the world, having its noble start in the year 1975 as a holding company,


#### **Table 4.**

*CIL with eight subsidiaries.*

under ministry of coal, the company is now a maharatna company. The company is responsible for the production of 90% of the coal requirements of India. Captive Mines of TISCO, IISCO and DVC are also related to it. Coal India currently operates 510 mines and 15 washeries spread over nine states toproduce and beneficiate coal for meeting the demand of the consumers all over the country. (*Source: Coalindia.nic.in*) (**Table 5**).

#### **3.1 Evolution of technology - coal mining industry**

There are a few fundamental aspects of technology. According to Mashelkar [56], it is largely an ideational process that uses ideas to change both the material and nonmaterial worlds. Technology is behavioral because it calls for the use of skills in both tool invention and tool usage. It is organizational and institutional since it is culturally ingrained and in opposition with the stifling institutional values. Since it is possible to combine, recombine, and change already existent technology once the process of technology has begun, it is cumulative and combinational [57]. It is a collaborative approach that incorporates social interactions and feedback loops. Technology accelerates both the problem-solving and the process. In contrast to an evolutionary process, it always enables individuals to both accomplish new things and do old ones better. The 1950s and beyond saw the development of contemporary management theories as well as organized efforts in the field of technology management (the era was distinguished by an abundance of resources for R&D).

In the 1970s, management of innovation began to operate, and the business world as a whole became interested in understanding innovation and how it should be used. However, development slowed down in the twentieth century as a consequence of the effects of global competition and the American economic crisis. Mechanical rock cutting equipment was first introduced to the opencast mining sector in the early 1980s. Lignite, coal, limestone, and gypsum were the first materials used [58]. Drilling, blasting, loading, crushing, and transportation processes are always included in traditional opencast mining operations. The effectiveness of drilling and blasting has a significant impact on the efficiency of operations. All around the nation, opencast mining searched for machinery that may help to solve these issues [59].



*Production of coal eight subsidiaries under CIL.*

*Factor Analysis for Technology Management and Its Effectiveness in Indian Opencast Coal… DOI: http://dx.doi.org/10.5772/intechopen.112670*

The advent of continuous surface miners in the early 1990s provided a solution to these issues in Europe and internationally, marking the beginning of environmentally friendly mining practises [58]. It is a practical substitute for rock breaking that does away with drilling, blasting, loading, and crushing processes. It could resolve grievances brought up by these actions. In 1993, India's first surface miner was launched as a result. In India, surface miners have been effectively used in coal and limestone mines. It has now been shown that this technology is groundbreaking for our time. The first time a surface miner was used was in the Lakhanpur opencast project, operated by Mahanadi Coalfields Limited, a division of Coal India Limited. At 2006, Central coal filed ltd. also began using surface miner at its Ashoka opencast coal mines.

The researcher had the chance to evaluate a surface miner's performance. Due to a village's close vicinity, the notion of employing or using a surface miner at mining activities was born. Over a five-year period, 700,000 tonnes of coal were blocked. The Lakhanpur opencast project's successful use of a surface miner led to better quality through selective mining and environmentally sustainable coal production. Additionally, it encouraged the commercial and public mining industries in India to employ this adaptable machinery more frequently in order to satisfy their need for coal.

Through its own conveyer boom, this machine cuts and loads coal. This machinery removes first and even secondary crushing in mineral and rock deposits as an alternative to traditional drilling and blasting operations. In situations when drilling and blasting are not feasible, surface mines are a specialized mining technique that is frequently utilized. This machine does not require drill and blast or subsequent crushing as the cutting drumps break and size rock. These machines can discharge onto conveyor belts or directly load truck or work in windrowing mode in which machines cut the material and leave the material on the floor and cut face as it to be loaded by small size front-end loader on small size dumpers for transport from mines to destination point. Generally machine requires a large area of exposed coal for efficient operation. Size of mined coal is such that further crushing is generally not required. The thin layer of coal is taken at a time, the machine is capable of cutting and loading medium hard dirt bands separately. This machine can be equipped with a sensing system to detect and identify different materials by measuring infrared radiation reflected by mineral deposits. These readings allow adjustment of cutting depth for selective mining. With use of this machine, coal washing for removing obvious dirt from R.O.M (Run of Mine) coal can be eliminated. A washery will be much costlier, both in capital and running costs, then a set of surface miners. In 1993, Piparwar project, an Indo-Australian venture has been carved out to develop a new coal mine with beneficiation plant for non-coking coal to meet the demand of power coal of consistent quality. The project is designed to achieve a very high level of productivity through introduction of Mobile Inpit Crushing and Conveying Technology in subsidiary of Coal India Ltd., i.e., Central Coal Fields Ltd. This project was started on a bilateral agreement basis. Government of India requested the Australian Government's involvement to develop the Piparwar opencast project.

#### **3.2 Technology: innovation and its effective management**

The successful use and integration of technology within an organization is crucial. A wide range of activities, data, and skills must be coordinated for project conception and execution to be successful. Due to the fact that commercial possibilities are time-

#### *Factor Analysis for Technology Management and Its Effectiveness in Indian Opencast Coal… DOI: http://dx.doi.org/10.5772/intechopen.112670*

limited, an organization must move swiftly in order to take use of cutting-edge technology effectively for projects that must be completed rapidly [60]. These obstacles in the corporate environment have increased the demand for efficient technology management and control. As a result, achieving any objective, whether at the corporate or personal level, demands a methodical and carefully thought-out decisionmaking process. Clear objectives must be defined in order for management to function successfully or efficiently [61].

#### *3.2.1 Maintenance of overall equipment's after adoption of new technology*

Technology management is essential to maintenance work. The total of all technical, administrative, and managerial actions taken to retain or restore an item to a condition where it can carry out the required function constitutes maintenance during the course of an item's life cycle. Any form of machinery that is used requires regular maintenance and repairs. Because of the environment in which mining production systems work, safety assurance is a vital factor that must be carefully considered when dealing with operational company entities [62]. To boost safety and production capacity in mining, understanding of maintenance procedures is necessary. This knowledge should be based on the fields of interacting variables to maintenance. Some of the most important, interconnected factors that have an impact on a mine production system's reliability Watson [16].

It is evident that equipment dependability will be enhanced quickly, operating costs will be reduced, and profit maximization will be the end outcomes if these interrelated aspects are controlled appropriately [16]. In addition to exercising the necessary management and technical control of maintenance programmes, procedures and strategy are often generated from maintenance management for all maintenance-related operations. The same way that business goals are communicated to other business organizations, it is typically vital for manufacturing or production businesses to establish, develop, and communicate the maintenance strategy. Regarding maintenance practices and procedures, [63] suggested that the maintenance management process has two parts: the first is effectiveness, which primarily deals with identifying the most significant problems and potential solutions, and the second is efficiency, which deals with identification of the suitable procedures. While using a participative method, management aspirations and expectations should be kept in mind. Every organization that operates in a setting of intense competition strives to succeed by increasing its efficacy. Non-technical variables also affect how well technology works. The same tool or machine can be operated incorrectly or correctly. Technology is useless unless it can be employed proficiently and skillfully, which calls for knowledge of and aptitude in technological administration by industry [64]. However, a committed and knowledgeable team of human resources is what drives performance in an organization. On the other side, productivity is the achievement of goals via the use of resources like money, labor, equipment, infrastructure, etc. It speaks to the interaction of inputs and outputs or the effectiveness with which organizational goals are accomplished. The efficient accomplishment of a well-defined set of objectives is another crucial component, which is referred to as team effectiveness. By becoming sensitive to the rapidly changing internal and external environments, successful organizations continually strive to increase the performance of their teams. This project calls for a variety of abilities and capabilities that must be supplemented among the team members.

#### **4. Research methodology**

Standard research methodology was adopted in context to the present work. Data sources and collection methods were carefully chosen and the self-administered primary data collection tool (questionnaire) was pre validated before data collection. Observation, Interaction and interview of the respondents were another tool used in this regard. Designing questionnaire was very comprehensive; it was carefully planned and designed after identifying different variable considered important pertaining to the present study. The core items and variables in the first stage were identified after conducting extensive literature survey (Published work, Journals, Company books and Annual reports etc.). The identified factors were supplemented by another set of variables discovered and marked on the basis of personal interactions and interviews. Senior management representative, employees and expert were then contacted to verify the appropriateness of variables identified and their flow. Personal interview helped a lot in understanding views and perception of the respondents related to efficient and optimal management of the installed technology. Secondary data from syndicate source has also been considered for collecting information to specific queries.

#### **4.1 Hypotheses testified**

The technology management system used at open-pit mines. The study's findings suggest that there is an organizational framework for technology management. The production department reports to the Director (Operation), who is in charge of planning, organizing, staffing, implementing, and controlling the production process. The General Manager (Operation) of the various mines assists the Director (Operation) in developing production plans and strategies. The Deputy General Managers of various sub divisions provide support to the General Manager (Operations). Regular updates are made to the production plan to account for evolving circumstances. The revision of the production schedule demonstrates the Director (Operations)' continued confidence in long-term technological planning to guide the organization along the intended course.

H1 = Technology is not only a panacea for increasing production rather, efficient management of technology is crucial for increasing productivity.

#### **4.2 Factor analysis**

Output of Factor Analysis is obtained by requesting Principal Components Analysis and specifying a rotation using varimax. Eigen values associated with each linear component (factor) before extraction, after extraction and after rotation. Before extraction 24 linear components were identified within the data set. The Eigen values associated with each factor represents variance explained by that linear component and also displays the Eigen value in terms of percentage of variance explained. After factor analysis total 24 variables were reduced to 12 variables and from that 3 factors that were statistically significant were identified. In this case those variable, factor loading is more than percentage of communality only that value will be extracted and rest of the variable will be dropped. After calculating the factor analysis, the variables value is VAR6, VAR14, VAR 15, VAR13, VAR21 have high loading of .969, .900, .955, .916, .933, respectively on factor 1. This suggests that *factor 1* is a combination of above 5 variables. *Factor Analysis for Technology Management and Its Effectiveness in Indian Opencast Coal… DOI: http://dx.doi.org/10.5772/intechopen.112670*


**Table 6.**

*Total variance explained.* At this point, the researcher's task is to find a suitable phrase which captures the essence of the original variables which continue to from the underlying concept or 'factor'. In this case, factor 1 could be named as *'Mine Planning & Design'* as shown in table no. 8. Similarly, for *factor 2,* variables VAR10, VAR11, VAR23 have a high loading of .883, .889, and .986, respectively, this indicates that factor 2 is a combination of the above 3 variables. In this case, factor 2 could be named as *'Evolution of Technology'*. For factor 3, variables V1, V4, V12, V22 have a high loading of .957, .884,.966, .935, respectively, this indicates that factor 3 is a combination of the above 4 variables. In this case, factor 3 could be named ass *'Effective Management of Technology'.* Out of 24 variables only 12 variables have extracted because of Rotation Sums of Squared Loadings percentage of cumulative value is .78 and rest of variables is low loading value, i.e. it has dropped for further analysis and only 12 variables will be applicable which is statistically significant. The analysis data has given below (**Tables 6**–**9**):


*Factor Analysis for Technology Management and Its Effectiveness in Indian Opencast Coal… DOI: http://dx.doi.org/10.5772/intechopen.112670*


#### **Table 7.**

*Summary results of factor analysis.*


#### **Table 8.**

*Identified leading variables under factorization for Management of Technology.*


#### **Table 9.**

*Test of hypothesis.*

The comments provided by the chosen respondents from open-pit coal mines showed that effective management of technology is crucial to boosting coal extraction productivity. Chi-square analysis yields a value of 17.443 at 4 degrees of freedom and a P-value of. 002, which is higher than the tabulated value at. 05 in 95% confidence level, indicating that the result is significant. Therefore, the null hypothesis is rejected, and the findings indicate that efficient management of technology may be essential to boosting output. Technology can only increase an organization's efficiency; but, if it is not managed properly, the entire goal is defeated. If technology is not managed well, it will have an impact on output.

#### **4.3 Factorization and flower model**

Significant variables are identified statistically, and the corresponding factors extracted by the researcher are important pillar of the work and are highlighted below:


Flower model is an intuitive approach to enhance productivity and efficiency in an integrative manner. Variables identified are complimentary to each other and are not discrete rather they are interdependent and guided towards the epicenter of management of technology. Out of 12 variables, which were found significant subsequently, were extracted in three factors namely; Mine Planning and Design, Evolution of Technology and Effective Management of Technology. These factors play a significant role in Selection, implementation and management of technology in an integrative manner and finally have a positive effect on enhancing productivity in prime sectors like coal mining.

All variables identified by the researcher represents petals of flower as the petals are joined together to the base of flower in a similar fashion these variables are coordinated, combined, interrelated and interdependent on each other to cast an incremental effect on production of coal.

#### **5. Conclusion**

Challenge in mining technologies and management for Indian mining industry is not only to improve efficiency to reduce costs but to have right time and amount set to

#### *Factor Analysis for Technology Management and Its Effectiveness in Indian Opencast Coal… DOI: http://dx.doi.org/10.5772/intechopen.112670*

achieve competitive priorities most efficiently. Even though open cast mining sector is conservative, recent economic crisis has contributed to awareness that there is a wide possibility for managing technology towards effectiveness in terms of cost savings. The proposed study will successfully targeted two basic goals: firstly '*making mine operations easier'* by developing an efficient technology and second by managing in a most effective way. There are some important points should be taken care of it which is mentioned below:


#### **Author details**

Anand Pd Sinha<sup>1</sup> \*, Neha Choudhary<sup>1</sup> , Rahul Rai<sup>1</sup> , Ashok Kumar Asthana<sup>2</sup> and Praveen Chandra Jha<sup>1</sup>

1 Department of Management, BIT Mesra Ranchi, India

2 Sarla Birla University Ranchi, India

\*Address all correspondence to: anand.pd.sinha@bitmesra.ac.in

© 2023 The Author(s). Licensee IntechOpen. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

*Factor Analysis for Technology Management and Its Effectiveness in Indian Opencast Coal… DOI: http://dx.doi.org/10.5772/intechopen.112670*

#### **References**

[1] Anandarajan I, Akhilesh KB. Effective utilization of tacit knowledge in technology management. In: Driving the Economy through Innovation and Entrepreneurship: Emerging Agenda for Technology Management. India: Springer; 30 Jan 2013. pp. 461-471

[2] Wexler AC, De Loecker J. Impact of Productive Efficiency through Reallocation and Technology - Evidence from US Steel Industry. Centre for Policy Studies. USA: Princeton University; 2013. First Version 2012, Current Version 2013

[3] Bowonder B, Miyake T. Technology management: A knowledge ecology perspective. International Journal of Technology Management. 2000;**19**(7–8): 662-684

[4] David B, Kirit V. Meeting Technology Needs of Enterprises for National Competitiveness. Viyana, Austria: UNIDO; 2001. pp. 7-9

[5] Bright JR. Some management lessons from technological innovation research. Long Range Planning. 1969;**2**(1):36-41

[6] Roy S, Singh SN. Strategic planning for Management of Technology - an empirical study with Indian steel sectors. Published in 'VISION-The Journal of Business Perspective'. 2014;**19**(2):112- 131 published by SAGE publications on behalf of MDI-Gurgaon, India

[7] Chaudhuri S, Moulik T. Learning by doing: Technology transfer to an Indian manufacturing firms. Economic and Political Weekly. 1986;**21**(8)

[8] Cattel RB. The scree test for the number of factors, multivariate behavioral research. Multivariate Behavioral Research. 1966;**1**:245-276 [9] Khalil T. Technological competitiveness in the global economy. International Journal of Technology Management. 1992;**7**(5):335-339

[10] Flynn B, Sakakibara S. Empirical research methods in operations management. Journal of Operation Management. 1990;**9**:250-284

[11] Möhring MM. Innovation in a High Technology B2B Context, Exploring Networks, Processes and Management. 2013

[12] Floyd C. Managing Technology for Corporate Success. Aldershot: Gower; 1997

[13] ESCAP U. Technology for development: Study by the ESCAP secretariat for the fortieth session of the commission. 1984

[14] Narayanan VK. Managing Technology and Innovation for Competitive Advantage. India: Pearson Education Inc.; 2001. pp. 76-77

[15] Ford E. Develop your technology strategy. Long Range Planning. 1988;**21** (5):85-95

[16] Watson C. 10 Is preventive maintenance worthwhile? In: Operational Research in Maintenance: Papers Presented at the Symposium on Operational Research in Maintenance Held at Strathclyde University. Barnes & Noble; December 1968. 1970. p. 142

[17] Steele LW. Managing Technology the Strategic View. New York, USA: McGraw-Hill; 1989

[18] Machado FM. Aspects of Technology Management at the Industrial Enterprise

Level. In: Strengthening Technological Capability. New Delhi: Gyan Publishing House; 1992

[19] Joshi B. Management of Technological Change in the public sector Enterprises in India. In: Management of Technological Change. India: Allied Publishers Limited; 1991

[20] Khalil T. Management of Technology - the Key to Competitiveness and Wealth Creation. New Delhi: Tata McGraw-Hill; 2000. pp. 37-39

[21] Lee J, Lapira E, Bagheri B, Kao H. Recent advances and trends in predictive manufacturing systems in big data environment. Manufacturing Letters. 2013;**1**(1):38-41

[22] Momaya K, Ajitabh A. Technology management and competitiveness: Is there any relationship? International Journal of Technology transfer and Commercialization. 2005;**4**(4): 518-524

[23] Shrouf F, Ordieres J, Miragliotta G. Smart factories in Industry 4.0: A review of the concept and of energy management approached in production based on the Internet of Things paradigm. In: 2014 IEEE International Conference on Industrial Engineering and Engineering Management. IEEE; 2014. pp. 697-701

[24] Natarajan R. The nature and scope of technology management. In: Proceedings to National Seminar on Technology Management. Indian National Academy of Engineering; 1999. pp. 33-42

[25] Iarovyi S, Mohammed WM, Lobov A, Ferrer BR, Lastra JLM. Cyber– physical systems for open-knowledgedriven manufacturing execution systems. Proceedings of the IEEE. 2016; **104**(5):1142-1154

[26] Millett Stephen M. The strategic Management of Technological R&D. International Journal of Technology Management. 1990;**5**:153-163

[27] Burgelman RA, Maidique A, Wheelwright SC. Strategic Management of Technology and Innovation. New York, USA: McGraw-Hill; 2001

[28] Dodgson M, Gann D, Salter A. The Management Technological Innovation Strategy and Practice. UK: Oxford University press; 2008

[29] Rastogi R, Dave V. Managerial effectiveness: A function of personality type and organizational components. Singapore Management Review. 2004; **26**(2):79-87

[30] Nawaz S. Management of Technology Transfer and Development. Bangalore: APCTT; 1983

[31] Anders D, Soren G, Holm C. Management of Technology in a complex world. International Journal of Materials and Product Technology. 1997; **12**(4–6):239-259

[32] Flippo EB. Personnel Management McGraw–Hill. International Book Company; 1980

[33] Ghatak M, Jiang NN. A simple model of inequality, occupational choice, and development. Journal of Development Economics. 2002;**69**(1):205-226

[34] Bancroft NH, Mumford E. New partnerships for managing technological change. New York, NY: Wiley; 1992

[35] Saxena SC, Jotshi CK. Management and combustion of hazardous wastes. Progress in Energy and Combustion Science. 1996;**22**(5):401-425

*Factor Analysis for Technology Management and Its Effectiveness in Indian Opencast Coal… DOI: http://dx.doi.org/10.5772/intechopen.112670*

[36] Boskin MJ, Lau LJ. Capital, technology, and economic growth. In: Boskin MJ, Lau LJ, editors. Technology and the Wealth of Nations. Vol. 17. 1992

[37] Khalil T. Management of Technology-The Key to Competitiveness and Wealth Creation. 3rd ed. New Delhi: Tata McGraw-Hill; 2010. pp. 4-11

[38] Christina TB. Effective management of technology implementation, Journal of Healthcare Management. California, USA; 2009

[39] Ghatak S. A Study of Mine Management Legislation and General Safety. 13th ed. Asansol: Coalfields Publishers; 2009

[40] Solomon JJ. Importance of Technology Management for Economics Development. International Journal of Technology Management. 1990;**5**(5): 523-536

[41] Khalil T. Management of Technology-The Key to Competitiveness and Wealth Creation. third ed. New Delhi: Tata McGraw-Hill; 2009. pp. 4-7

[42] Betz F. Managing Technology. Englewood Cliffs, NJ, USA: Prentice Hall; 1987

[43] Mehta MM. Measurement of Industrial Productivity. 2002. p. 31

[44] Maria M. Innovation in a High Technology B2B Context: Exploring Supply Networks Processes and Management. Springer Verlag; 2014

[45] Moustafa ME. Management of Technology Transfer. Geneva, Switzerland: International Labour Organization; 1990 Newsletter of ENVIS Nodal Centre on Environmental Problems of Mining Areas, Number 24 & 25

[46] Vaux A, Riedel S, Stewart D. Modes of social support: The social support behaviors (SS‐B) scale. American Journal of Community Psychology. 1987;**15**(2): 209-232

[47] Stewart F. Macro-Policies for Appropriate Technology in Developing Countries. USA: Westview Press, Boulder, Co.; 1987

[48] Sevim H, Lei DD. The problem of production planning in open pit mines. INFOR: Information Systems and Operational Research. 1998;**36**(1-2):1-2

[49] Ritson J. The Health and Safety at Work Act. Ravenswood Publications Ltd; 1983

[50] Pal K, Verma HL. Foundation of Management. New Delhi: Vayu Education of India; 2009. pp. 10-14

[51] Koontz TM, Bodine J. Implementing ecosystem management in public agencies: Lessons from the US Bureau of Land Management and the Forest Service. Conservation Biology. 2008;**22** (1):60-69

[52] Singh G. Regional Environmental and Social Challenges Facing the Coal Industry. Indian Coal Forum and Mgmi: The Coal Summit Organized the India Energy Forum; 2005. pp. 19-20

[53] Chhipa MK, Kumar G. Year of Publication: 2014. Technology Letters. 1999;**11**:691-693

[54] Berman EM. Technological competitiveness in the global economy. International Journal of Technology Management. 1992;**7**(5):347-358

[55] Sun H. Pattern of Organizational and Technological Development with Strategic Consideration. Aalberg, Denmark: Aalberg University; 1993

[56] Mashelkar DR. Five Technology Management Mantras for Indian Industry. In: Proceedings of the 2001 National Seminar on Technology Management. Indian National Academy of Engineering; 2001

[57] Gregory MJ. Technology management - a process approach. Proceedings of the Institution of Mechanical Engineers. 1995;**20**(9):347- 356

[58] Schimm B. Under the surface. World Coal (Dorking). 2004:13

[59] Ulhoi J. Towards theoretical and methodological corporate technology management framework-the strategic perspective. International Journal of Management. 1996;**12**(2):199-209

[60] Lan PMC. Technology management - a complex adaptive systems approach. International Journal of Technology Management. 2003;**25**:728-745

[61] Bhalla SK. The Effective Management of Technology. Columbus OH, USA: Battelle Press; 1987

[62] Besterfield DH, Besterfield-Michna C, Besterfield-Sacre M, Besterfield GH, Urdhwareshe H. Total Quality Management. For Anna University. Pearson Education India; 2011

[63] Vanneste SG, Van Wassenhove LN. An integrated and structured approach to improve maintenance. European Journal of Operational Research. 1995;**82** (2):241-257

[64] Perrino AC, Tipping JW. Global Management of Technology. Research Technology Management. 1989;**32**(3): 12-19

#### **Chapter 4**

## Analysis of Quality Control of the Production Process of Rotary Kiln III Using the Lean Six Sigma Method at PT. XYZ Southeast Sulawesi

*Ahmad Padhil, Nurhayati Rauf and Ayu Reski Ilahi*

#### **Abstract**

Quality control is a verification system from a process level to measure the characteristics of product quality, compare specs and ensure quality in accordance with the predetermined standards. PT. XYZ Southeast Sulawesi is one of the FeNi (FerroNickel) processing factory companies that really pay attention to the quality of the products produced, in the work division at PT. XYZ Southeast Sulawesi still has defective products, one of which is the Rotary Kiln III section. Therefore, research is carried out in that section to detect out what factors cause product failures and seek improvement suggestions to minimize the types of failures that occur. The method used is Lean Six Sigma. The stages in this analysis use the define, measure, analyze, improve, and control (DMAIC) stage. The average value of the Sigma level in the Rotary Kiln III section is 4028 with a DPMO value of 5745. In the Rotary Kiln III section, the root cause analysis of the problem with a Fishbone diagram is then executed to improve using the FMEA method.

**Keywords:** quality control, Lean Six Sigma, DMAIC, fishbone, FMEA, clinker, RPN

#### **1. Introduction**

Quality is a dynamic condition related to products, services, people, processes and the environment that satisfy or exceed consumer expectations [1]. Good quality according to the manufacturer is if the product produced by the company is in accordance with the specifications determined by the company, continuous quality improvement is absolutely necessary in industrial competition [2]. Product quality is an overall evaluation process to customers for improving the performance of a product [3]. Quality control is a system of verification and maintenance or maintenance of a desired level or process by means of careful planning, use appropriate equipment,

continuous inspection, and corrective action where necessary [4, 5]. Quality control is an activity (company management) to maintain and direct the quality of the company's products or services as planned by Ahyari [6]. Minimizing defects is an effort that must be performed continuously in terms of improving the quality of a product. Therefore, it is very important for companies to implement a method of quality control and improvement that can help reduce defects in developing products [7].

PT. XYZ Southeast Sulawesi is one of the companies processing FeNi (FerroNikel). The processes that exist in PT. XYZ Southeast Sulawesi starts with ore preparation, smelting, to refining. One of the ferronickel processing processes at PT. XYZ Southeast Sulawesi is the calculation process of laterite nickel ore in Rotary Kiln. The calcination process is a part of ore preparation, which aims to prepare the laterite nickel ore before smelting, namely by suppressing the water content of the crystals in the ore while reducing some of the ore to metal. The calcination process in the Rotary Kiln often feels so much that the Clinker is formed.

In the Rotary Kiln production process, at that place are operating parameters that must be considered in order for the process to run smoothly, the first parameter is the fullness of the Rotary Kiln, fullness, which is the number of ores that fill the kiln space. The next parameter is the operating temperature, if the operating temperature is too low, the LOI level will be high, that is, when the LOI is >1%, thus reducing the quality of calcine, if the operating temperature is too high it will increase the possibility of clinker formation. The next parameter is the retention time duration, if the retention time duration is also too low, the heat received by the ore will not be evenly distributed so that the moisture content of the ore is not reduced maximally, if the retention time duration is too fast, the potential for clinker will increase and result in a lack of calcine production.

PT. ANTAM Tbk. Southeast Sulawesi UBPN Rotary Kiln III department has a production target of Condition Ore of 60,140 tons or 42,101 tons of calcine (**Figure 1**).

Six sigma is a method that is being developed in today's world. The application of six sigma is expected to reduce failure (damage) in achieving the desired quality goals in increasing the amount of production [8]. Lean Six Sigma is an interesting method used to measure quality and make improvements to improve the quality of goods or services [9]. Lean and Six Sigma integration will improve business and industry performance through increased speed and accuracy [10].

**Figure 1.** *Production result TCO & TC.*

*Analysis of Quality Control of the Production Process of Rotary Kiln III Using the Lean… DOI: http://dx.doi.org/10.5772/intechopen.110211*

#### **2. Research methodology**

#### **2.1 Time and place of research**

The place of research in this writing was conducted at PT. XYZ Southeast Sulawesi on Jalan Jend. Ahmad Yani No. 5, Pomalaa, Kolaka Regency, Southeast Sulawesi. The research was conducted for approximately 1 month start from July – August.

#### **2.2 Data sources**

1.Primary data are in the form of production data and breakdown data.

#### **2.3 Data collection methods**

#### *2.3.1 Observation*

Through this observation technique the author collected data by making direct observations at the Rotary Kiln III department.

#### *2.3.2 Interview*

A method for receiving data and information by communicating directly with Rotary Kiln III assistant manager.

#### **3. Results and discussion**

#### **3.1 Define**

This stage contains data on the flow of the production process starting from the Supplier to the Customer in the Rotary Kiln III section and identifies what wastes are in the Rotary Kiln III section.

From the **Figure 2** above, it explains that the supplier of the Rotary Kiln section is Ore preparation, the input is in the form of ore preparation, the Rotary Dryer input is ore with MC 22 1% and the input ore mixes is an ore + coal condition which will be processed in the production process. The production process is carried out by the drying zone section with a temperature of 250–300°C for 47 minutes, Preheating zone

**Figure 2.** *SIPOC diagram.*


**Table 1.** *Control chart calculation.*

with a temperature of 700–850°C for 47 minutes, and a calcining zone with a temperature of 900–1000°C for 35 minutes. This section removes moisture until the water content is below 1%. Furthermore, the output of the process is in the form of calcine and dust where the calcine will be processed to the next stage, namely the Smelting department. The zones that produce the most defective products are the preheating zone and the calcining zone. Defective products in this section can come from suppliers and originate from the production process itself (**Table 1**).

#### **3.2 Measure**

#### *3.2.1 Determination of product control limits*

1.Calculating Proportion of Defects

$$P = \frac{\text{np}}{\text{P}} \tag{1}$$

2.Calculating the Center Line (CL)

$$\mathbf{CL} = \dot{\mathbf{p}} \tag{2}$$

3.Calculating Upper Control Limit (UCL)

$$\text{UCL} = \dot{\mathbf{p}} + \mathbf{3} \left( \sqrt{\left( \dot{\mathbf{p}} \left( \mathbf{1} - \dot{\mathbf{p}} \right) / \mathbf{n}} \right) \tag{3}$$

4.Calculating Lower Control Limit (LCL)

$$\text{LCL} = \dot{\mathbf{p}} - \mathbf{3} \left( \sqrt{\left( \dot{\mathbf{p}} \left( \mathbf{1} - \dot{\mathbf{p}} \right) \right)} \right) / \text{n} \tag{4}$$

#### *3.2.2 Calculation of DPMO (defect per million opportunity) & sigma level*

The results of the calculation of the DPMO value are used to determine the ratio of defects one per one million opportunities. From the calculation results, the average DPMO value of 5745 means that there is a possibility of 5745 defects that will occur in *Analysis of Quality Control of the Production Process of Rotary Kiln III Using the Lean… DOI: http://dx.doi.org/10.5772/intechopen.110211*


#### **Table 2.**

*DPMO Value & Sigma level value.*

one million outputs or units of Rotary Kiln III resulting from the Drying Zone process, Preheating Zone, and Calcining Zone. Meanwhile, if converted into sigma value, the value obtained is 4028, which is the achievement of the industry average six sigma level (**Table 2**).

#### **3.3 Analyze**

The use of the Fishbone diagram is to see the relationship between the problems faced with the possible causes and the factors that influence it. The Fishbone diagram is an analytical tool used to analyze what happens in the production process resulting in the formation of clinkers (**Figure 3**).

The following is a discussion of the Fishbone diagram and validation of the causes of defects of each type of defect that occurred in the Rotary Kiln III section:

#### **4. Method**

The absence of an appropriate temperature standard for each production resulted in the formation of excessive clinker.

#### **4.1 Material**


**Figure 3.** *Fishbone diagram.*


#### **4.2 Man**

Human Error that occurs when the operator is tired and becomes unfocused and causes the error to increase or decrease the temperature during the production process and also the rotation duration of the Rotary Kiln.

#### **4.3 Environment**


#### **4.4 Machine**


#### **4.5 Improve**

Failure Mode and Effect Analysis (FMEA) is used to determine the priority level of the causes of defects that occur [11]. From the Risk Priority Number value obtained

*Analysis of Quality Control of the Production Process of Rotary Kiln III Using the Lean… DOI: http://dx.doi.org/10.5772/intechopen.110211*

from the Severity, Occurrence and Detectability values, it shows that the causes that have the highest RPN value can be made improvements to reduce or even eliminate these defects.

Failure Mode and Effect Analysis (FMEA) is used to determine the priority level of the causes of defects that occur. From the Risk Priority Number value obtained from the Severity, Occurrence and Detectability values, it shows that the causes that have the highest RPN value can be made improvements to reduce or even eliminate these defects (**Table 3**).

The highest RPN value with the cause of the resulting combustion heat is not in accordance with the RPN value of 448. Suggestions for improvements that can be made are scheduling maintenance and scale inspection.

The lowest RPN value caused the disruption of employee activities with an RPN value of 60. Suggestions for improvements that can be made are adding or updating EP.

#### **4.6 Control**

For quality control proposals, namely continuous improvement to reduce defective products that arise so that production targets can be increased and as expected. The


#### **Table 3.**

*Proposed repair and sequence of causes of failure based on RPN.*

implementation of lean six sigma in the company can increase the current sigma value of the company so that the company can strive to achieve a 6 sigma value. The following are proposed controls that can be used to address the root causes of existing problems:


#### **5. Conclusions and suggestions**

#### **5.1 Conclusion**

The conclusions obtained after processing and analyzing data are as follows:


#### **5.2 Suggestion**

Suggestions that can be given to companies to become input for the Rotary Kiln III section in an effort to reduce failed products and control the production process are as follows:


#### **Acknowledgements**

Contain the appreciation given by the author to those who have played a role in the research, both in the form of funding support, licensing, consultants, and assisting in data collection. Especially to the Department of Industrial Engineering, Muslim University of Indonesia and the IntechOpen book chapter for the opportunity.

*Analysis of Quality Control of the Production Process of Rotary Kiln III Using the Lean… DOI: http://dx.doi.org/10.5772/intechopen.110211*

### **Author details**

Ahmad Padhil\*, Nurhayati Rauf and Ayu Reski Ilahi Departement Industrial Engineering, Universitas Muslim Indonesia, Makassar, Indonesia

\*Address all correspondence to: ahmad.padhil@umi.ac.id

© 2023 The Author(s). Licensee IntechOpen. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

### **References**

[1] Santa Hadi. Kualitas Produk vs Kepuasan Pelanggan [Internet]. 2015. Available from: http://kompasiana.com/ hadisanta/kualitasprodukvskepuasanpe langgan [Accessed: Desember 28, 2019]

[2] Wahyu AD. Manajemen Kualitas. Yogyakarta: Andy Offset; 2009

[3] Mowen JC, Minor DM. Perilaku Konsumen dialih bahasakan oleh Dwi Kartika Yahya. Jakarta: Erlangga. PT Antam Tbk., FeNi Smelting Plant No. 3, Pomalaa: Process Descriptions. 2003; 2012

[4] Padhil A, Pawennari A, Dahlan M, Awaliah NR. Usulan Perbaikan Lingkungan Kerja pada Bagian Mesin Puffing Gun di IKM Bipang Putri Sehati Kabupaten Gowa. Journal of Industrial Engineering Management. 2018;**3**(1):1-9

[5] Sulaeman. Analisa Pengendalian Kualitas Untuk Mengurangi Produk Cacat Speedometer Mobil dengan Menggunakan Metode QCC di PT. INS. Jurnal Pasti. 2014;**VIII**(1):71-95

[6] Ahyari A. Manajemen Produksi. Jilid 1. Yogyakarta: Erlangga Offset; 1992

[7] Kartika H. Analisis Pengendalian Kualitas Produk CPE film Dengan Metode statistical process control Pada PT. MSI. Jurnal Ilmiah Teknik Industri Tahun 2013. 2013;**1**(1):50-58

[8] Didiharyono DKK. Analisis Pengendalian Kualitas Produksi dengan Metode Gaspresz, Vincent dan Avanti Fontana. In: Lean Six Sigma for Manufacturing and Service Industries. Bogor: Penerbit Vinchristo Publication; 2018

[9] Budiawati H. Pendekatan Lean Six Sigma Dalam Penentuan Prioritas

Perbaikan Layanan Bank Berdasarkan Persepsi, Harapan dan Kepentingan Nasabah. Journal Management. 2017; **XXI**(1):1-6

[10] Didiharyono D, Marsal M, Bakhtiar B. Analysis of production quality control with six-sigma method in the drinking water industry of PT Asera Tirta Posidonia, Palopo City. Sainsmat. Scientific Journal of Natural Sciences. 2018;**7**(2):163

[11] Padhil A, Purnomo H. Macroergonomic approaches as a solution to local wisdom-based tourist village development planning. In: MATEC Web of Conferences 2018. Vol. 154. EDP Sciences; 2018

Section 3
