Strategies to Reduce Waste in Shipping Service Activities to Sustainably Improve Timeliness

Abstract

DOI 10.61194/ijjm.v7i4.2187 VOL 7 Issue 4 October 2026 The results of a survey at delivery service companies in Indonesia showed that the number of delivery delays on the Jakarta-Bandung route was 5.43%. The purpose of the research is to identify wasteful activities, eliminate non-value-added COPYRIGHT activities, and implement continuous improvements. The research solution adopts © 2026 Ariffien, Dewi, Purnama and Suci. This is an open-access a lean and DMAIC services approach. These strategies should be implemented to article distributed under the achieve results by avoiding or eliminating wasteful activities such as for example terms of the Creative Commons the type of waiting for wasteful goods to be delivered to SPP Jakarta, the solution Attribution License (CC BY). The for the proposed improvement phase is for these activities to be minimized by use, distribution or reproduction ensuring timely delivery, during delivery, the officer should pay attention to the type in other forums is permitted, of bag and prioritize the express package. Officers also need to focus on their work provided the original author(s) to avoid mistakes that can delay the delivery process. Officers must also respond and the copyright owner(s) are credited and that the original to unclear addresses, for example by contacting a direct shipper so that the goods publication in this journal is can be processed on the same day Lean service reinforcement and DMAIC cited, in accordance with integration in this study improved internal efficiency and customer satisfaction as accepted academic practice. No the study placed more emphasis on customer voice (VOC) and service features use, distribution or reproduction (such as procedural clarity and lead time) as the basis for improvements. Shipping is permitted which companies must conduct regular evaluations to determine the standard delivery does not comply with these time of cargo from Jakarta to Bandung. The results obtained from this study show terms. that there are some wasted activities that must be eliminated such as showing the existing delivery time of 47.6 hours, and the results of process improvement using Lean and DMAIC services show a process time of 22.5 hours, this increase has a performance improvement value of 52.73%.

Keywords: delivery activities; DMAIC; lean service; strategy; waste.

Introduction

The results of a survey from delivery service users for the type of favorite service for express delivery on the Bandung Jakarta route or vice versa, complained that there were often delays in terms of delivery (since the goods were handed over to the counter officer, the goods often reached the consumer beyond the specified time (H+1), and often the goods arrived for days in the hands of the recipient of the goods). Searches from several delivery services that offer Jakarta to Bandung express routes obtained the same results. By taking the example of delivery service companies in Indonesia such as Pos Indonesia, start researching the causes and root causes of the problems that occur. In practice, many quality delivery services offer a variety of services in Indonesia, making it easier for customers to choose the service that best suits their needs (Aris & Utama, 2016), (Dewi, 2023) Users can have many choices of delivery services. PT. Pos Indonesia as a delivery service has the function of planning, organizing, implementing, and controlling, and is responsible for the implementation of processing, transportation, and delivery policies to end consumers. Express delivery services on the Jakarta Bandung route or vice versa have a delivery deadline of H+1 so that this route is quite a favorite among delivery service users. This express delivery service product has a clear implementation of a written Standard Operating Procedure (SOP) and must be applied to meet quality.

standards for each company's products. controlling. To define, it will determine who the customer is, However, behind all the completeness of the existing what they need from the product or service, and what they SOPs for the processing of goods and all delivery services expect from them. Determine the boundaries of the problem. A provided, there are still often problems that become obstacles process flowmap is used to determine the process to be in this shipping company, one of which is that delivery delays improved. After the definition stage, the measurement stage still occur and there have been complaints in recent months. measures the performance of core business processes. This delay will certainly have a negative impact on the Develop strategies for collecting data for processes. collect company, especially when choosing a delivery service, data from existing sources to determine the type of defect. After consumers prioritize fast delivery and price becomes a the measurement stage, the next stage is the analysis stage. secondary role. This shows that consumers prioritize delivery This stage analyzes the data collected and creates a process time over the price offered (Dewi et al., 2026; Siswanto et al., map to find the root cause of the problem and potential 2023). improvements. After the analysis stage, the next is the Research conducted on shipping companies shows a improvement stage, where innovative solutions to address and delay rate of delivery of 5.43% of the Jakarta-Bandung prevent problems are created to improve the process Express Delivery route. Lean Service and DMAIC approaches objectives. The last repair stage is the control stage, which are used to solve problems. The Lean Service approach within controls the repair process to make the process run smoothly. the framework of DMAIC is very suitable to solve the problem Preventing a return to past habits in this study, as its implementation will be effective, Value Stream Mapping is a method used to identify valueconsidering that Lean is defined as a business philosophy that added and non-value-added activities, making it easier to find minimizes the resources used in business processes, the root cause of a process. The advantage of Value Stream including time, and identifies wasteful activities (Cahaya, Mapping is that it visualizes the process flow to facilitate the 2023; Kaplan et al., 2023; Wijaya, 2023) discovery of waste, facilitates the process of analysis of In logistics, the integration of Lean Service and DMAIC is improvements, thereby increasing the flow of information and a fairly established method to be applied in the delivery materials in the production process. There are two types of service industry. This method offers methodological novelty Value Stream Mapping, namely Current Value Stream through a hybrid approach that combines the elimination of Mapping, which includes the initial state of material and non-physical service waste with data-driven repair cycles. This information flows, and Future Value Stream Mapping for results in up to 40% increase in process efficiency in the future planning. VSM is useful for the improvement of distribution field. With this integration, Lean Service which production lines. Therefore, Value Stream Mapping is the right focuses on waste such as waste and over-processing in method to identify waste, analyze waste and then find logistics services is combined with DMAIC for quantitative solutions to recommend real improvements to reduce the analysis. This method allows for systematic identification of resulting waste (Komariah, 2022). The several stages of Value the root of the problem by using tools such as Value Stream Stream Mapping are as follows: Mapping (VSM) and fishbone diagrams. The application of the 1. Identify the product/service group. integration method above is carried out by analyzing the 2. Create a VSM of the current state to define the issue process flow that occurs at the place of receipt of goods until 3. Determining the ideal mapping for the future. the goods are ready to be shipped. Process improvement in 4. Identify the corrective actions needed to close the gap terms of administration in the delivery service environment between the current and future ideal states. can increase the efficiency of the cycle process in service 5. Take corrective action. activities (Dewi et al., 2025; Li et al., 2024; Samekto & 6. Create a new mapping to verify that the issue in step 2 has Soejanto, 2014; Sobaih & AlSaif, 2023). disappeared. (Ummah, 2019), (Daulay et al., 2021), (Chen et al., 2025).

Foundation of Theory

By implementing the DMAIC framework in the service The lean service approach and DMAIC (Define, Measure, sector, the innovation of lean service has emerged for the Analyze, Improve, Control) have seen significant progress in context of its application for service companies such as banks, addressing waste in delivery activities. The integration of salons, and restaurants. In delivery service companies, this modern analytical tools and specific adaptations to the concept has never been done before, so with the gap in current context of logistics transportation, along with its research opportunities and the integration of lean services and innovative analysis, demonstrates the synergy between Lean DMAIC, the final goal is to reduce waste, increase wait times, Service and DMAIC in delivery services, combining Value improve process cycle (PCE) efficiency, speed up the delivery Stream Mapping with statistical analysis. This combination process, and reduce delays. (Komariah, 2022; Vij et al., 2020). enables holistic waste reduction, from visual identification to The strengthening of this study Lean–DMAIC integration data-driven solutions. improves internal efficiency and customer satisfaction as the Lean Service is a management approach that emphasizes research places more emphasis on voice of customer (VoC) and increasing value for customers and reducing waste. The service features (such as procedural clarity and wait times) as concept of Lean Manufacturing pioneered by Taiichi Ohno was the basis for improvements (Wolter & Hanne, 2024) then adopted to the service and logistics industry. According to (Rajagukguk et al., 2024), (Muntasir &

Methods

Sofyan, 2022) the principle of lean service is to identify value from the customer's point of view, draw value streams (value Understanding Lean Service streams), create process flows (process flows), pull systems, Lean service, in another definition, is a set of methods and and kaizen (continuous development). tools designed to reduce costs, improve performance, reduce Waste in Logistics (7+1 Waste) in the context of logistics lead times, and eliminate waste to maximize product quality includes: Overproduction, Waiting, Transportation, (Isnan, 2013), (Bučko et al., 2023). Where lean service is used Overprocessing, Inventory, Motion, Defects and Unused as an internal service approach, it can be ensured that talent. Implementation in logistics for distribution route available information can be distributed directly and quickly to optimization, reduction of delivery lead time, warehouse lean consumers and consumers receive effective and maximum and just in time (JIT) efficiency. service (Arindiaty & Bernik, 2017), (Wijaya, 2023) DMAIC is a method of improving quality with five stages. They include defining, measuring, analyzing, improving, and The Lean concept follows a systematic approach to identifying and eliminating waste and non-value-added

Table 1. Types of waste 1. Define In the define stage, the problem that has occurred and The Seven Waste what will be resolved is identified. (Huda & Widiyanesti, Defect Error On Documen 2018; Srivastava et al., 2026), is defined as an Transportation Transportation of Document identification step performed by defining the types of delays Overprodyction Doing Work not Request that affect the quality of the process Waiting Waiting do for the next step 2. Measure Prosesing Prosesing step and approvals (Mulyati & Zahradika, 2022), The definition explains Movement Unnecessary motion that "measure" is a step that follows "define," as an activity Inventory Backing of Work to assess the company's condition. At this stage, data (Source: (Komariah, 2022)) collection and processing (calculations) are carried out 3. Analyze activities. The Lean concept identifies all business processes, (Purnomo, 2020), explains that analysis is a step to find starting with creating a big picture map. Once identified, it is the root cause of a problem that is the main priority for hoped that all forms of waste can be minimized. A production improvement. The tool for determining root causes is the system that implements Lean is called lean because it uses fishbone diagram (Ishikawa diagram), which outlines the fewer human resources, production space, and saves root causes of a problem as consisting of people, materials, processing time. Lean principles have also been increasingly machines, methods, and the environment applied in service companies to improve customer service by 4. Improve eliminating waste.(Harliwantip, 2014). The basic principles of The Improve phase is a functional analysis of significant lean are as follows (Daulay et al., 2021). improvements to identify and eliminate the root causes of 1. Recognize the value of products (goods and services) from the problem (Rodriguez et al., 2023) Therefore, it can be the customer's perspective, where customers expect high- concluded that improvement is the stage of making quality products (goods/services) at competitive prices recommendations for improvement after conducting a cause- and on-time service, and-effect analysis of the core problem. 2. Identify process mapping (value stream process mapping) 5. Control for each product (goods/services) The control stage aims to ensure that the improvements 3. Eliminate waste (non-value-added activities) from all made can be maintained in the long term. This step involves value stream mapping activities monitoring process performance and taking corrective action if 4. Group information, materials, and products so they flow necessary. efficiently through the VSM process using a pull system. 5. Continuously seek improvement tools to achieve Waste excellence and continuous improvement (Taheri et al., 2024)Waste is defined as an activity that does not create added value in the input-to-output cycle, DMAIC Approach requires a lot of time and resources, and does not contribute to The DMAIC approach, which focuses on reducing variation customer satisfaction. There are two types of waste: and waste, is a systematic Lean Six Sigma framework for a. Type one waste, which is an activity that does not add value process improvement that includes delivery. This method but is still needed. consists of five main stages that can be used sequentially in the shipping logistics process. b. Type two waste, which is work that does not add value and The DMAIC methodology, which is often used in Lean Six can be immediately discarded. These activities are usually Sigma, is a systematic framework for process improvement simply called waste because they produce waste and must derived from the Six Sigma approach: Define, Measure, be disposed of immediately. In general, we know the types Analyze, Improve, and Control. of waste that occur during the input-to-output cycle, both in In this study, determine the purpose of the research and the service and manufacturing industries. Various types of identify the problem of delivery delays such as the delay in waste are generated in both industries (Chen et al., 2025) goods reaching the hands of the delivery service user. To The types of waste found in the service and manufacturing better understand the flow from the beginning, the user industries are as follows (see Table 1). delivers the goods to the nearest Post Office then create a map of the Suppliers, Inputs, Process, Outputs, and Customers (SIPOC) process Value Stream Mapping Measurement Stage: through observation and reports, (Daulay et al., 2021) Stream Mapping is a method used to data obtained from the initial process of goods handed over identify value-added and non-value-added activities, making it by the user to the delivery counter officer can obtain basic easier to identify the root cause of a process. The advantage of data such as which activities have a high level of importance Value Stream Mapping is that it visualizes the process flow to in the process and activities that cause waste to cause high facilitate waste detection, facilitates process improvement on-time delivery, average delivery time, or error rate. Next, analysis, and thus improves the flow of information and calculate the sigma level of the process to assess current materials during production. There are two types of Value performance. Stream Mapping: Current Value Stream Mapping, which covers After the measurement stage, the next stage is the the initial state of material and information flow, and Future analysis stage, which analyzes the collected data and a Value Stream Mapping, which is used for future planning. Value process map to determine the root cause of the problem and Stream Mapping (VSM) is useful for production line opportunities for improvement. After the analysis stage, the improvement. Therefore, Value Stream Mapping is an next stage is the improvement stage, which refines the target appropriate method for identifying waste, analyzing it, and then process by designing creative solutions to address and finding solutions to recommend concrete improvements to prevent problems. After the improvement stage, the last stage reduce the resulting waste (Komariah, 2022). The stages of is the control stage, which controls the repair process to Value Stream Mapping are as follows: ensure it runs smoothly and prevents a return to past habits 1. Identify product/service groups. (Huda & Widiyanesti, 2018), (Mulyati & Zahradika, 2022). The 2. Create a VSM of the current state to define the details of these phases are as follows: problem

Figure 1. Example of Value Stream Mapping (Source: (Daulay et al., 2021))

3. Determine the ideal mapping for the future. Measure Stage Analysis 4. Identify the corrective actions needed to At this stage, it can be seen that in the uniformity test, all close the gap between the current and the data collected for each element of the activity is already future ideal states. recorded in the Upper Control Limit (BKA) and the Lower Control 5. Take corrective actions. Limit (BKB). In other words, all data is logged, so no data needs 6. Create a new mapping to verify that the to be discarded. And for the sufficiency test of the data, after problem in step 2 has disappeared calculating the value of N' for each element of the activity, all An example of Value Stream Mapping can be seen in the the value of N' is less than N or in other words, the data required following image (see Figure 1). is smaller than the data retrieved so that the data that has been The figure above shows that the Lean Service approach retrieved is declared sufficient and no further data collection is uses the DMAIC approach. The advantages of DMAIC (Define, required. Meanwhile, the cycle time for the Express Package Measure, Analyze, Improve, and Control) lie in its five steps: (PE) delivery process for Jakarta-Bandung is 171,533.9 measuring the problem, focusing on the customer, examining seconds or 47.6 hours, the normal time and time are the root cause, breaking old habits, managing risk, measuring 214,427.4 seconds or 59.36 hours with all adjustment factors results, and supporting change. The DMAIC approach consists for each stage being the same at 1.25. And for the standard of five phases: define (problem definition), measure (problem time is 253598.2 seconds or 70.42 hours with a leeway factor measurement), analyze (problem analysis), improve (process at the Jakarta Flora Branch Office of 0.175 and for SPP Jakarta, improvement), and control (performance control). The DMAIC SPP Bandung, and DC Asia-Africa the leeway value is 0.205. approach is key to problem-solving in this study because it is During this stage, waste was also identified, with 11 activities applied to solve specific problems in the goods delivery identified as waste, with the largest being late shipments from process (Zenezini et al., 2024). the Jakarta Flora branch to the Jakarta SPPP. Two types of waste were identified in all shipping activities between Jakarta and Bandung: unnecessary motion and waiting for the next

Result and Discussion

step.

The control stage of the results of this research at the time Analyze Phase of the journal was made, was still in the identification and At this stage, an analysis was carried out to determine the implementation stage for activity section A (KC cause of various wastes that occurred in the Jakarta-Bandung Jakarta/Bandung). This research will use the DMAI (Define, round-trip delivery (PP) process. The analysis was carried out Measure, Analyze, and Improve) approach in accordance with using Fishbone diagrams, where the causes of delays and the the results that have been obtained with the following stages: results of complaints from customers. Of all the wastes, they were identified on a fish bone diagram from the analysis phase. Define Stage Analysis The results of the analysis identified that the cause of waste in In this stage, a problem was discovered where the delivery the Express Package (PE) delivery process was within the time for goods from Jakarta to Bandung exceeded the internal operational scope of PT. Pos Indonesia, the results of company's stated delivery time of H+1. The average delivery the analysis are associated with human, machine, and method time shown in the delivery activity description was 171.533 factors. At this stage, every activity identified starting from seconds, or 47.6 hours. This clearly exceeds the company's activity A of the Jakarta/Bandung Branch Office (KC), Activity B stated delivery time. In other words, the delivery process was of the DKI Jakarta Postal Processing Center (SPP) and activity delayed. C of the Bandung Post Processing Center (SPP) the root cause

Table 2. Comparison of Existing and Recommended Delivery section Process Times by Researchers Method: Unorganized work Human: Waiting for items to pile up, doing unimportant Suggestion things, being inefficient and lacking focus Shipping Existing Process Processing Process Section Time (Seconds) Time (Seconds) Improvement Phase Analysis KC Jakarta 121734 33769 In this phase, various solutions are provided for every waste Transports KC 5914 5914 problem faced in the Jakarta-Bandung freight delivery process. Jakarta – SPP The table below is the result of measurements made by Jakarta researchers by taking 30 samples that have the same type of SPP Jakarta 10371 9421 delivery as the time used in seconds, based on the results of Transports SPP 17563 17563 observation of the observed parts have a very fast level of Jakarta – SPP completion speed. The table below shows the average results Bandung of the measurement of express shipment processing time SPP Bandung 4171 3937 between existing and proposed conditions after a trial of Transports SPP 84,5 84,5 repeating activity activities after observing the activities carried Bandung – DC out Asia Afrika The table 2 above shows the results of measuring delivery DC Asia Afrika 2370 2370 times from the Jakarta branch to the Asia-Africa distribution Transports DC 9323 9323 center. Solutions are provided for each waste item, and all root Asia Afrika – causes analyzed using the fishbone method are provided for Consignee improvement. This stage also provides suggestions for actions Amount 171.533,9 = 82.381 = 22,5 based on the implementation of Lean Service. This stage 47,6 hour hour revealed that the time required to complete an Express Package (PE) delivery was 82,381 seconds, or 22.5 hours, (Source: data processing results, 2025) compared to the existing time. Before the waste elimination, of the waste is identified, so that improvements can be made. the Jakarta-Bandung delivery process took 171,533.9 The root causes of waste that occur in the process of sending seconds, or 47.6 hours, a reduction of 24.76 hours. In the Express Packages (PE) from Jakarta to Bandung or vice versa Improve phase, solutions for the waste items analyzed in the are as follows: analysis phase for Jakarta-Bandung delivery will be presented. The solutions are presented in the table below (see Table 3). Activity A KC Jakarta/Bandung After identifying solutions to the waste that occurred in the 1. A.18 Items delivered late to SPP Jakarta delays in the Jakarta-Bandung shipment process, the Human: The sender provided an incomplete address, was researcher can provide suggestions for activities or processes preoccupied with thoughts and lacked focus for shipping goods from Jakarta to Bandung after eliminating Method: Disorganized work, too many packages, negligent waste. The activities suggested by the researcher are as follows driving (see Table 4). Activity B SPP Jakarta 2. B.3 Placing items in a temporary location Control phase improvment Human: Lack of focus and lack of responsiveness to the In this stage, the researcher has provided solutions from situation the waste that has been analyzed at the analysis stage and Method: Incorrect work sequence continued it for the improvement stage for the delivery of 3. B.15 Walking to the label printer goods from Jakarta to Bandung. At the time of writing this Machine: Incorrect layout of the printer journal, PT. Pos Indonesia has re-identified the process in 4. B.16 Waiting to print labels accordance with the applicable Standard Operational Human: Preoccupied with thoughts Procedure and started to implement it gradually starting from Machine: Insufficient number of printers, paper had to be the activities of part A (KC Jakarta/Bandung), the results of the pulled between each label print supervision and control plan show that there is a need for 5. B.18 Walking to the bag closure area continuous control from the management to maintain the Machine: Incorrect layout of the printer improvement results of the upgrade stage through continuous 6. B.22 Waiting for the scanning process in the distribution supervision and corrective action in case of errors. section Furthermore, this stage also includes the creation of a control Method: Unorganized work plan to ensure that the process remains stable in the long Activity C SPP Bandung term. This re-identification stage has been running for 1 month Human: Waiting for items to pile up, doing unimportant for all KCs in Jakarta and Bandung. Suggested steps for the things, being inefficient and lacking focus control process for PT. Pos Indonesia : 7. C.2 Placing items in the correct location Meanwhile 1. Develop a Control Plan: Devise procedures to monitor Human: Lack of focus process performance and take action if there are errors. Method: Incorrect work sequence 2. Implement Monitoring System: Record variability in real8. C.16 Walking to the label printer time with tools such as control charts. Machine: Incorrect layout of the printing area 3. Conduct Periodic Reviews: Find issues quickly and ensure 9. C.17 Waiting for labels to be printed that goals are achieved. Human: The clerk printed the wrong label 4. Document: Record all changes, results, and lessons Machine: Not enough printers, paper must be pulled learned for future team reference and training. between each label print To demonstrate the stability of the process, control support 10. C.19 Walking to the work table tools and response plans are often used. In addition, the Machine: Incorrect work area layout documentation includes changes to the standard operating 11. C.23 Waiting for the scanning process in the distribution procedures (SOPs).

Table 3. Solution for the Improve Phase Waste Solution A.18 Waiting for goods to be This activity can be minimized by delivery that must be on schedule and in the delivery of goods, sent to SPP Jakarta officers need to pay attention to the type of bag and prioritize the express package pocket. Officers also need to focus on work so that there are no mistakes that can cause delays in the delivery process. Officers also need to be agile in responding to issues of unclear addresses such as directly contacting the shipper so that the goods can be processed that day as well as lastly, in the transportation process, the driver needs to be equipped with many things about driving safety to avoid accidents. B.3 The officer places the Activities can be eliminated so that it can reduce the time after the goods are removed from the truck goods in the temporary can be stored directly in the trolley collection area. B.15 Walk to the label Activities can be reduced by placing the label print tool closer to the pocket-cover officer's desk. printer B.16 Waiting for label This activity can be eliminated by adding a label printing unit so that when officers do not need to printing wait in long queues. Or activities can replace the printing tool that fits better with the label so that the officer does not have to pull the label paper when printing it. B.18 Walk to the bag cover Activities can be reduced by placing the label print tool close to the bag cover area location B.22 Waiting for the scan This activity can be eliminated by the way the officer can immediately scan the bag once it reaches process in the distribution the distribution section. section C.2 Place goods in a Activities can be eliminated so that items can be removed from the truck directly put on the trolley temporary place C.16 Walk to the label Activities can be minimized by placing label printing tools closer to the officer's desk printer C.17 Waiting for label This activity can be eliminated by adding a label printing unit so that when the person prints the printing label, the officer does not have to wait in long queues. C.19 Walk to the work desk Activities can be minimized by placing label printing tools closer to the work desk. C.23 Waiting for the scan This activity can be eliminated with officers who are more dexterous in their work.. process in the distribution section Table 4. Elements of the Shipping Process Activities for Jakarta-Bandung Shipments Based on the Researcher's Suggestions Average Delivery Time No Activity Element Description (Second) KC Jakarta 1 Officers check goods 20.5 2 The officer asked about the package information. 29.6 3 The officer enters the shipping data 51.8 4 The officer prints the receipt 10.1 5 The officer attaches the receipt to the goods 10.9 6 The officer places the goods in a temporary collection area. 9.7 7 Waiting for the goods to be taken to the collecting place 6868 8 Goods are taken to the collecting place 37.3 9 The officer places the goods in the collecting area 8.4 10 Waiting for the goods to be bagged by officers 20996 11 Items are sorted according to package type 8.5 12 Goods are placed in temporary storage 33.5 13 The items are scanned by the officer and put into the bag. 8.8 14 The bag closure is performed on the computer system. 8.4 15 The bag is sealed and labeled 17.7 16 Waiting for all bags to be processed 3722 17 Loading bags onto trucks for delivery 1920 18 Goods sent to SPP Jakarta 5914 Amount 39683.9 1 Taking the bags from the truck 9 2 Scan in the distribution section 8.4 3 Add items to cart 12.5 4 Pulling the Trolley to the outgoing section 59.67 5 Scan in the outgoing section 9 6 Doing Unbagging 10.1 7 Carrying out the sorting process 8.3 8 Picking up items from the sorting area 12.8 9 Enter the shipping destination on the computer 5.6 10 Scan items 5.4 11 Putting things in the bag 8.4

Average Delivery Time No Activity Element Description (Second) 12 Performing a bag closure on the computer 8.3 13 Shifting the bag 13 14 Waiting for all bags to be processed 1324 15 Walk to the label printer 5.12 16 Waiting to print labels 15.4 17 Printing labels 14 18 Walk to the bag closure location 5,7 19 Labeling Bags 16.4 20 Put the bag into the trolley 13.1 21 Bring the trolley to the distribution section 48 22 Scan pocket 9.4 23 Waiting for the entire bagging process to complete 5023 24 Adding bags to cart 12.4 25 Carrying the trolley to the truck 37.1 26 Stacking bags into the truck 2733 27 Goods sent to SPP Bandung 17563 Amount 26.984 SPP Bandung 1 Take the bag and do the scanning process 16.8 2 Add items to cart 8.1 3 Pull the trolley to the incoming section 31.6 4 Scan in the incoming section 8.2 5 Doing Unbagging 10.1 6 Carrying out the sorting process 8.1 7 Taking items from the goods storage area after sorting 12.5 8 Putting items in the cart 5.7 9 Bringing items to the desk 35.8 10 Enter the shipping destination on the computer 5.6 11 Scan items 8.1 12 Putting things in the bag 8.5 13 Performing a bag closure on the computer 8.3 14 Open the bag 13.5 15 Walk to the label printer 4,7 16 Waiting to print labels 15,3 17 Printing labels 14 18 Walk to the desk 4.8 19 Labeling Bags 17 20 Put the bag into the trolley 12.5 21 Waiting for all items to be finished bagging 2708 22 Bring the trolley to the distribution section 35 23 Scan bags 10.1 24 Waiting for the goods to be picked up by the DC officer 935 25 Carrying bags to DC using a trolley 84.5 Amount 4021,8 1 Taking bags from the trolley 17.2 2 Scan bag label 10.3 3 Opening the seal 4.6 4 Unbagging goods 11.1 5 Sorting goods according to delivery area 1.320 6 Taking items from the sorting rack 83 7 Sort items according to delivery flow 673 8 Arrange items into bags 240 9 Walking carrying things to the motorbike 11.3 10 Arranging items on the motorbike 122.4 11 Delivering packages 9323 Amount 11.693,5 Total Number of Processes 82.381 = 22,5 hour (Source: processing results, 2025)

Conclusion

(VOC) and service features, such as procedural clarity and wait times, as the basis for improvement. Shipping companies must conduct regular evaluations to determine the standard time of The conclusions drawn from this study are as follows. The cargo delivery from Jakarta to Bandung. The results obtained strengthening of Lean and DMAIC service integration in this from this study showed an existing delivery process time of study improved internal efficiency and customer satisfaction, 47.6 hours, while the results of the repair process using Lean as the research placed more emphasis on customer voice

and DMAIC services obtained a process time of 22.5 hours; to the bag cover area. For activity B.22, this activity can be this improvement has a performance improvement value of eliminated by having the officer immediately scan the bag once 52.73%. it reaches the distribution section. The results of this research can be used as a solution for For activity C.2, this activity can be eliminated so that items improvement while still studying employee behavior, work can be removed from the truck and put directly onto the trolley. culture, and change management that contribute to For activity C.16, this activity can be minimized by placing label continuous improvement. The waste removal strategy carried printing tools closer to the officer's desk. For activity C.17, this out in this study is aimed at preventing delays in the cargo activity can be eliminated by adding a label printing unit so that delivery process between the Jakarta and Bandung routes. when printing the label, the officer does not have to wait in long The following solutions can be considered to eliminate waste queues. For activity C.19, this activity can be minimized by in the process of sending express packages between Jakarta placing label printing tools closer to the work desk. For activity and Bandung. C.23, this activity can be eliminated by having officers who are For activity A.18, this activity can be minimized by delivery more dexterous in their work. that must be on schedule, and in the delivery of goods, officers need to pay attention to the type of bag and prioritize the express package pocket. Officers also need to focus on

Author Contributions

their work so that there are no mistakes that can cause delays in the delivery process. Officers also need to be agile in Afferdhy Ariffien contributed to developing research ideas, responding to issues of unclear addresses, such as directly organizing the research team, formulating the research contacting the shipper so that the goods can be processed methodology, analyzing the research results, and preparing the that same day, and lastly, in the transportation process, the report. Nurlaela Kumala Dewi contributed to data processing, driver needs to be equipped with knowledge about driving report preparation, and journal publication. Anggi Widia safety to avoid accidents. Purnama was responsible for conducting measurements at KC For activity B.3, this activity can be eliminated so that it Jakarta and KC Bandung, as well as for data inventory. Aisyah can reduce the time after the goods are removed from the Vania Suci was assigned to take measurements at SPP truck, as they can be stored directly in the trolley. For activity Jakarta–Bandung. B.15, this activity can be reduced by placing the label printing tool closer to the pocket-cover officer's desk. For activity B.16, this activity can be eliminated by adding a label printing unit

Expression of Gratitude

so that officers do not need to wait in long queues, or the activity can be addressed by replacing the printing tool with This research program is fully supported by an internal one that fits the label better so that the officer does not have grant from the International University of Logistics and to pull the label paper when printing it. For activity B.18, this Business, this program greatly appreciates its trust and support activity can be reduced by placing the label printing tool close for research and for that the author would like to thank.

References

Arindiaty, A., & Bernik, M. (2017). Analisis Kualitas Jasa Dalam Meningkatkan https://doi.org/10.1016/j.tranpol.2023.02.020 Kepuasan Konsumen Di Baker Street Cafe Bandung. Jurnal Bisnis Komariah, I. (2022). Penerapan Lean Manufacturing untuk Mengidentifikasi Terapan, 1(01), 43–52. https://doi.org/10.24123/jbt.v1i01.300 Pemborosan (Waste) pada Produksi Wajan Menggunakan Value Stream

Aris, I., & Utama, A. (2016). The Effect of Service Quality Toward Customer Mapping (VSM) pada Perusahaan Primajaya Alumunium Industri di Loyalty Through Customer Satisfaction of Land Lines Shipping Services Ciamis. Jurnal Media Teknologi, 8(2), 109–118. (A Case Study of Satisfaction of Jne Hijrah Sagan Yogyakarta Area). https://doi.org/10.25157/jmt.v8i2.2668 Jurnal Manajemen Bisnis Indonesia (JMBI), 5(6), 660–669. Li, L., Zhang, Z., Li, X., Su, J., Jiang, Y., & Cao, J. (2024). Heliyon Mining the Bučko, M., Schindlerová, V., & Šajdlerová, I. (2023). OPTIMISATION OF THE sustainability of takeaway businesses in online food delivery service EXPEDITION PROCESS OF SHAPES IN THE ENGINEERING COMPANY. supply chain. Heliyon, 10(6), e27938. MM Science Journal, 2023-March, 6294–6303. https://doi.org/10.1016/j.heliyon.2024.e27938 https://doi.org/10.17973/MMSJ.2023_03_2022099 Mulyati, E., & Zahradika, A. (2022). Analisis Penyebab Dead Stock Sparepart

Cahaya, H. M. (2023). ANALISIS SISTEM PENGENDALIAN INTERNAL Kapal Menggunakan Metode DMAIC di PT. ASDP Indonesia Ferry PENGIRIMAN BARANG PADA EXSPRESS CABANG KOTA (Persero) pada Divisi Supply Chain Management. Jurnal Logistik Bisnis, GUNUNGSITOLI ). 12(1), 37–45.

Chen, M., Kharbeche, M., Haouari, M., & Guo, W. (2025). A Markov decision Muntasir, & Sofyan, F. (2022). Delivery Information System Web-Based Design At process model for enhancing resilience in food supply chains during Bandung Spp Posts. Journal of Applied Engineering and Technological natural disasters. Supply Chain Analytics, 11(June), 100136. Science, 3(2), 214–222. https://doi.org/10.37385/jaets.v3i2.791 https://doi.org/10.1016/j.sca.2025.100136 Purnomo, A. (2020). Perbaikan Proses Kerja Menggunakan Metode SIx Sigma

Daulay, M., Amri, A., & Syukriah, S. (2021). Analisis Waste pada Proses Pada Bagian Pemasaran Kantor Pos Bandung. Jurnal Logistik Bisnis, Pembongkaran Peti Kemas dengan Pendekatan Lean Service di PT 10(02), 46–51. https://doi.org/10.46369/logistik.v10i02.1123 Pelindo I Cabang Lhokseumawe. Industrial Engineering Journal, 10(2). Rajagukguk, W., Samosir, O. B., Rajagukguk, J., & Rajagukguk, H. E. (2024). https://doi.org/10.53912/iej.v10i2.681 Service quality and supply chain value on customer loyalty: The role of

Dewi, N. K. (2023). Sustainable Logistics Network Optimization for Reducing customer relationship management. Uncertain Supply Chain Distribution Costs Across Regional Manufacturing Supply Operations Management, 12(2), 955–964. Efficiently. 1(2), 8–13. https://doi.org/10.5267/j.uscm.2023.12.012

Dewi, N. K., Ariffien, A., Gustamola, W., & Seran, D. S. (2025). Analisis Faktor Rodriguez, P. A. C., Canon, A. F. G., & Orjuela-Castro, J. A. (2023). Methodologies Faktor Keterlambatan Pengiriman Barang Dan Implikasi Perbaikan for characterization, evaluation, and improvement of logistics in the food Berkelanjutan. IdeaLogist Journal, 01(02), 1–13. supply chain. Acta Logistica, 10(2), 175–190.

Dewi, N. K., Erliana, C. I., Wijaya, K., & Hehamahua, H. (2026). Resilient Supply https://doi.org/10.22306/al.v10i2.369 Chain Risk Prediction Using Graph-Based Learning for Regional Food Samekto, A. A., & Soejanto, S. (2014). Peningkatan Kinerja Perusahaan Ekspedisi Distribution Networks. 6(3), 197–206. Muatan Kapal Laut Melalui Diversifikasi Usaha. Jurnal Manajemen Harliwantip. (2014). ISSN : 1963-6590. (26). Transportasi & Logistik (JMTRANSLOG), 1(1), 1.

Huda, A., & Widiyanesti, S. (2018). Analisis Pengendalian Kualitas Proses https://doi.org/10.54324/j.mtl.v1i1.3 Pengelasan (Welding) dengan Pendekatan Six Sigma pada Proyek PT. Siswanto, B. N., Kumaladewi, N., & Prasetyo, I. D. (2023). Implementasi Model XYZ. Jurnal Wacana Ekonomi, 17(2), 66–78. Berlian Porter dalam Penyusunan Strategi untuk Meningkatkan Daya https://doi.org/10.52434/jwe.v17i2.295 Saing Perusahaan (Studi Kasus: Pt Pos Indonesia). Jurnal Manajemen

Isnan, S. (2013). ANALISIS PENGARUH KUALITAS PELAYANAN ONLINE Logistik Dan Transportasi, 9(1), 14. RESERVATION TICKET TERHADAP KEPUASAN PELANGGAN (Studi Sobaih, A. E. E., & AlSaif, A. (2023). Effects of Parcel Delivery Service on Customer Kasus pada PT Kereta Api Indonesia Daop 4 Semarang). Jurnal Studi Satisfaction in the Saudi Arabian Logistics Industry: Does the National Manajemen & Organisasi, 11, 143–152. Culture Make a Difference? In Logistics (Vol. 7, Number 4).

Kaplan, M., Hotle, S., & Heaslip, K. (2023). How has COVID-19 impacted https://doi.org/10.3390/logistics7040094 customer perceptions and demand for delivery services : An exploratory Srivastava, D., Chadha, U., Samantula, A., Prakash, P., Kaur, A., Code, M., analysis. Transport Policy, 134(February), 217–230. Chhablani, G., Kumbhar, S. S., Yemul, G., Vezhavendhan, R., & Yang, W.- C. (2026). Evaluating Lean Six Sigma Tools for Welding Engineering https://doi.org/10.1016/j.tra.2019.12.026 Applications: An Engineering Perspective. Journal of Advanced Wijaya, H. (2023). Analisa Penerapan Konsep Lean Service untuk Meningkatkan Manufacturing Systems, 25(5), 997–1034. Kepuasan Konsumen di PT Honda KJM (Cabang Ahmad Yani). Jurnal https://doi.org/10.1142/S021968672650040X Rekayasa Sistem Industri, 8(2), 39–42.

Taheri, N., Jahani, H., & Pishvaee, M. S. (2024). Modeling sustainable https://doi.org/10.33884/jrsi.v8i2.7241 bioethanol supply chain in Australia: A system dynamics approach. Wolter, J., & Hanne, T. (2024). Prediction of service time for home delivery Renewable Energy, 227(December 2023), 120481. services using machine learning. Soft Computing, 28(6), 5045–5056. https://doi.org/10.1016/j.renene.2024.120481 https://doi.org/10.1007/s00500-023-09220-7

Ummah, M. S. (2019). No 主観的健康感を中心とした在宅高齢者における 健 Zenezini, G., Cagliano, A. C., Mangano, G., & Rafele, C. (2024). Impacts of COVID- 康関連指標に関する共分散構造分析Title. In Sustainability 19 on Logistics Service Providers’ Operations: An Italian Empirical Study. (Switzerland) (Vol. 11, Number 1). Sustainability (Switzerland), 16(1).

Vij, A., Ryan, S., Sampson, S., & Harris, S. (2020). Consumer preferences for on- https://doi.org/10.3390/su16010208 demand transport in Australia. Transportation Research Part A: Policy and Practice, 132(October 2018), 823–839.