Optimization of Big Digger Unit Productivity at Gunung Turak Pit by Minimizing Delays in Packmeal Distribution and Enhancing Packmeal Quality at PT AMM MHU Site during the May - August 2025 Period

Background: Background: The productivity of the Big Digger unit at the Gunung Turak Pit of PT AMM Site MHU experienced a significant decline in the period January–April 2025, as indicated by a cumulative revenue loss of Rp27,940,329,803.70. Root cause analysis showed that this loss was caused by delays in pack meal distribution that coincided with rest periods and low food quality, triggering dissatisfaction (morale) and operational delays (delivery). Several incidents occurred in the mining industry during direct pack meal distribution.

Objective: This study aims to demonstrate the effectiveness of logistics interventions (delay minimization) and pack meal quality improvements on increasing the productivity of the Big Digger unit and its impact on QCDSM (Quality, Cost, Delivery, Safety, Morale) aspects.

Methodology: This type of research is quantitative descriptive. This activity was carried out from May to August 2025 at PT. AMM Site MHU. This activity consists of several stages, namely conducting cause and effect analysis, determining the root cause, planning corrective actions, implementing improvements, evaluating results, standardizing, and determining the next steps. The sampling technique used was purposive sampling, namely on workers directly involved in the process of providing, transporting, and distributing packmeal, including big digger operators, the Production Team, the HCGA team, and the SHE Team. Data were collected through interviews, observation, and documentation.

Results: Logistics and quality interventions proved highly effective. In the After period, revenue losses were successfully eliminated, and the actual productivity of the Big Digger unit returned to target. This performance improvement was supported by improvements in the Delivery aspect (centralized distribution without disrupting production time) and increased operator morale. Furthermore, improvements to the logistics system eliminated direct contact between officers and units, structurally minimizing the risk of Unsafe Conditions (KTA) and Unsafe Acts (TTA), supporting the S.M.A.R.T (Safety Management and Attitude Reinforcement Techniques) principle.

Conclusion and Recommendation: Packmeal optimization is a fairly holistic management intervention and has successfully stabilized Cost aspects and improved QCDSM. It is recommended that this packmeal intervention model be standardized as a permanent Standard Operating Procedure (SOP) with quality and timeliness monitoring of catering under the direct control of the Production Department, HCGA, and SHE, to ensure sustainable productivity and safety.