Improving Quality, Productivity, and Lead Time through Toyota’s 8-Step Problem-Solving Method in Indonesian Apparel Manufacturing
DOI:
https://doi.org/10.54518/ebh.4.3.2025.2010Keywords:
Kaizen, Lean Manufacturing, Supply Chain, Operations Management, PDCA, Toyota 8-Step Problem-SolvingAbstract
Apparel manufacturers face persistent challenges in maintaining product quality, improving production efficiency, and meeting increasingly demanding delivery schedules within volatile global supply chain networks. Recurring sewing defects and inconsistent shop-floor practices highlight the need for systematic continuous improvement (Kaizen) approaches that address root causes and sustain operations performance. Because Toyota’s 8-Step Problem-Solving Method is based on the 4 step PDCA (Plan-Do-Check-Act) cycle, it provides an actionable framework to institutionalize lean routines and eliminate process waste. This study evaluates the implementation of this methodology and its implications for defect rates, sewing-line efficiency, manufacturing lead time, and standardized problem-solving routines. A longitudinal single-case study was conducted at an apparel manufacturing enterprise in West Java, Indonesia, focusing on six high-volume sewing lines over 12 months. Operations data from baseline and post-implementation phases were analyzed descriptively, while paired t-tests were used to assess performance changes. The results showed that the average defect rate decreased from 8.42% to 2.15%, sewing line efficiency increased from 58.30% to 81.60%, and manufacturing lead time declined from 24.50 to 14.20 days. Daily output per line also increased by 39.92%. All three primary performance indicators changed significantly (p < 0.001). The findings indicate that structured problem-solving, supported by root-cause analysis, targeted countermeasures, monitoring, and standardization, directly strengthens operational capability and downstream delivery reliability across the supply chain. However, further research is needed to establish the long-term sustainability and generalizability of these improvements across different industrial contexts.
References
Abdullah, M. I., Masdar, R., Karim, F., Din, M., Zahra, F., Furqan, A. C., … Megawati, N. (2022). Improving the management of school operational assistance (SOA) grants through expenditure governance. Economic and Business Horizon, 1(3), 1–12.
Alarcón, L. F., Diethelm, S., Rojo, O., & Calderón, R. (2008). Assessing the impacts of implementing lean construction Evaluando los impactos de la implementación de lean construction. Revista Ingenieria de Construcion, 23(1), 26-33.
Albliwi, S., Antony, J., Abdul Halim Lim, S., & van der Wiele, T. (2014). Critical failure factors of Lean Six Sigma: a systematic literature review. International Journal of Quality & Reliability Management, 31(9), 1012-1030.
Banjarnahor, A. R., Taruna, M. S., Faried, A. I., Suryani, W., Hutama, N. A., Sondakh, D. E., ... & Simarmata, J. (2023). Ekonomi digital: Transformasi bisnis di era digital. Medan: Yayasan Kita Menulis.
Bhasin, S., & Found, P. (2021). Sustaining the lean ideology. Management Decision, 59(3), 568–585.
Bhattacharya, A., Good, J., & Sarder, M. D. (2024). Assessing the role of Toyota 8-Step problem-solving in digitalizing shop floor operations. IEEE Transactions on Engineering Management, 71(34), 3412–3425.
Bizuneh, B., & Omer, R. (2024). Lean waste prioritisation and reduction in the apparel industry: Application of waste assessment model and value stream mapping. Cogent Engineering, 11(1), 23-41.
Bongomin, O., Mwasiagi, J. I., Nganyi, E. O., & Nibikora, I. (2020). Improvement of garment assembly line efficiency using line balancing technique. Engineering Reports, 2(4), 1215-1226.
Bortolotti, T., Boscari, S., & Danese, P. (2015). Successful lean implementation: organizational culture and soft lean practices. International Journal of Production Economics, 160(1), 182-201.
Fadnavis, S., Najarzadeh, A., & Badurdeen, F. (2020). An assessment of organizational culture traits impacting problem solving for lean transformation. Procedia Manufacturing, 48(1), 31–42.
Goshime, Y., Kitaw, D., Ebinger, F., & Jilcha, K. (2023). Developing an improved reverse engineering adoption model towards the improvement of performance in metal engineering industries. African Journal of Science, Technology, Innovation and Development, 15(1), 89-106.
Hamja, A., Maalouf, M., & Hasle, P. (2019). The effect of lean on occupational health and safety and productivity in the garment industry – A literature review. Production & Manufacturing Research, 7(1), 316–334.
Hodge, G. L., Ross, G. K., Joines, J. A., & Thoney, J. (2011). Adapting lean manufacturing principles to the textile industry. Production Planning & Control, 22(3), 237–247.
Kharisma, L. P. I., Miftachurohmah, N., Jannah, U. M., Wahyudi, F., Datya, A. I., & Syamil, A. (2023a). Analisis & perancangan sistem berbasis studi kasus. Jambi: PT Sonpedia Publishing Indonesia.
Kharisma, L. P. I., Yahya, S. R., Handayanto, R. T., Gunawan, I. M. A. O., Handika, I. P. S., Hatta, H. R., & Syamil, A. (2023b). Metode SPK favorit di masa depan: Teori dan contoh. Jambi: PT Sonpedia Publishing Indonesia.
Knol, W. H., Slomp, J., Schouteten, R. L., & Lauche, K. (2018). Implementing lean practices in manufacturing SMEs: Testing ‘critical success factors’ using Necessary Condition Analysis. International Journal of Production Research, 56(11), 3955-3973.
Ledbetter, P. (2018). The Toyota template: The plan for just-in-time and culture change beyond lean tools. Boca Raton: CRC Press.
Liker, J. K., & Meier, D. (2006). The Toyota way fieldbook: A practical guide for implementing Toyota’s 4Ps. New York: McGraw-Hill.
Mostafa, S., Tam, V. W., Dumrak, J., & Mohamed, S. (2020). Leagile strategies for optimizing the delivery of prefabricated house building projects. International Journal of Construction Management, 20(8), 867-881.
Mothe, C., Nguyen-Thi, U. T., & Nguyen-Van, P. (2015). Assessing complementarity in organizational innovations for technological innovation: The role of knowledge management practices. Applied Economics, 47(29), 3040–3058.
Netland, T. H. (2016). Critical success factors for implementing lean production: The effect of contingencies. International Journal of Production Research, 54(8), 2433–2448.
Netland, T. H., Powell, D. J., & Hines, P. (2020). Demystifying lean leadership: What do lean leaders actually do? International Journal of Operations & Production Management, 40(6), 721–743.
Okes, D. (2019). Root cause analysis: The core of problem solving and corrective action. Milwaukee: Quality Press.
Oktyajati, N., Mayasari, S., & Purwati, S. (2024). Implementation of a one piece flow system to reduce production lead time in the garment industry. Tekinfo: Jurnal Ilmiah Teknik Industri dan Informasi, 12(1), 1-12.
Prahendratno, A., Pangarso, A., Siswanto, A., Setiawan, Z., Sepriano, S., Munizu, M., Purwoko, P., Simarmata, N., Pramuditha, P., & Syamil, A. (2023). Manajemen sumber daya manusia: Kumpulan teori & contoh penerapannya. Jambi: PT Sonpedia Publishing Indonesia.
Sahoo, S. (2020). Assessing lean implementation and benefits within Indian automotive component manufacturing SMEs. Benchmarking: An International Journal, 27(3), 1042–1084.
Saurin, T. A., Rooke, J., & Koskela, L. (2013). A complex systems theory perspective of lean production. International Journal of Production Research, 51(19), 5824–5838.
Shah, R., & Ward, P. T. (2007). Defining and developing measures of lean production. Journal of Operations Management, 25(4), 785–805.
Shook, J. (2008). Managing to learn: using the A3 management process to solve problems, gain agreement, mentor and lead. Boston: Lean Enterprise Institute.
Syamil, A., Ichsan, M., Syahrazly, M., Fadjar, M. P., & Revidia, I. R. (2023). Enhancing quality across industries: A systematic literature review on the impact of Six Sigma. Global Business & Finance Review, 28(7), 59–74.
Tapping, D., Luyster, T., & Shuker, T. (2002). Value stream management: Eight steps to planning, mapping, and sustaining lean improvements. Boca Raton: CRC Press.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2025 Ahmad Syamil, Siti Mardina
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
