Continuous Improvement Melalui Kaizen dan PDCA: Analisis Kinerja Operasional PT Indo Acidatama TBK Periode 2021-2025

Muhammad Farhan Hawari; Ade Fortunamura; Fawwaz Habibullah Ibnu Ahmad; Risky Budianto

doi:10.61132/aeppg.v3i4.2643

Authors

Muhammad Farhan Hawari Universitas Negeri Surabaya
Ade Fortunamura Universitas Negeri Surabaya
Fawwaz Habibullah Ibnu Ahmad Universitas Negeri Surabaya
Risky Budianto Universitas Negeri Surabaya

DOI:

https://doi.org/10.61132/aeppg.v3i4.2643

Keywords:

Continuous improvement, Employee turnover, Kaizen, Manufacturing, PDCA

Abstract

This article analyzes the application of continuous improvement at PT Indo Acidatama Tbk during 2021–2025 through the Kaizen philosophy and the Plan, Do, Check, Act (PDCA) cycle. The study uses a descriptive-analytical approach based on secondary data obtained from the company’s annual and sustainability reports and organizes the analysis into five improvement areas: product and process quality, employee turnover, revenue and sales, innovation and ideas, and customer loyalty. The results show that continuous improvement is reflected in increasingly systematic quality control, certification and process assurance, employee development, production and sales management, waste utilization, and customer evaluation. Sales increased from Rp907.83 billion in 2021 to Rp1,256.36 billion in 2025, while profit fluctuated sharply, falling to Rp22.50 billion in 2024 before increasing to Rp77.35 billion in 2025. Employee turnover also declined from 12.03% in 2022 to 4.06% in 2025. The analysis indicates that PDCA provides a suitable structure for converting operational findings into planned actions, evaluation, standardization, and the next improvement cycle. The main implications are the need to strengthen raw-material cost control, employee regeneration and knowledge transfer, product diversification, and systematic customer feedback

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