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Penerapan Kaizen dan CRM dalam Meningkatkan Daya Saing UMKM Bulu Mata di Purbalingga

Introduction

penerapan kaizen dan crm dalam meningkatkan daya saing umkm bulu mata di purbalingga. Tingkatkan daya saing UMKM bulu mata Purbalingga dengan Kaizen (5S) & CRM. Program ini meningkatkan produktivitas, kualitas, serta kepuasan pelanggan melalui perbaikan operasional & hubungan.

Abstract

Eyelash SMEs in Purbalingga have great potential to grow, but still face challenges such as disorganized workplaces, low operational efficiency, and a lack of effective customer relationship management. This community engagement program aims to enhance the competitiveness of these SMEs through the application of Kaizen principles using the 5S method, as well as Customer Relationship Management (CRM) strategies. The implementation involved problem identification, training, execution, monitoring, and evaluation. The results show significant improvements in productivity, product quality, and customer satisfaction and loyalty. The application of Kaizen created a more efficient and organized work environment, while CRM strengthened customer relationships through a more personal and structured approach. This program demonstrates that the synergy between operational improvement and relational marketing strategies can be an effective solution to increase the competitiveness of SMEs in an increasingly competitive market.

Review

This paper, "Penerapan Kaizen dan CRM dalam Meningkatkan Daya Saing UMKM Bulu Mata di Purbalingga," presents a compelling community engagement initiative aimed at bolstering the competitiveness of eyelash SMEs in a specific regional context. The study addresses pertinent and common challenges faced by such enterprises, including workplace disorganization, operational inefficiencies, and suboptimal customer relationship management. Its primary strength lies in proposing a synergistic application of established methodologies – Kaizen principles (specifically 5S) and Customer Relationship Management strategies – to achieve tangible and holistic improvements. The focus on a specific regional industry adds a valuable localized perspective to broader discussions on SME development and competitiveness in dynamic markets. The methodology employed is described as a comprehensive community engagement program, involving a structured approach from problem identification and training through to execution, monitoring, and evaluation. The reported outcomes are robust, indicating significant improvements across key performance indicators such as productivity, product quality, customer satisfaction, and loyalty. Specifically, the abstract highlights how Kaizen's 5S method fostered a more efficient and organized operational environment, directly tackling workplace disorganization and low efficiency. Concurrently, the implementation of CRM strategies successfully cultivated stronger, more personalized, and structured customer relationships. The abstract effectively conveys the successful integration of these two distinct but complementary approaches, underscoring their combined power in enhancing business performance. While the abstract provides a strong overview of the program's success, future iterations or a full paper could benefit from greater detail on the specific metrics used to quantify "significant improvements" and the duration over which these impacts were sustained. Exploring the generalizability of these findings to other types of SMEs or different geographical contexts would also enrich the contribution. Nevertheless, this work offers a valuable practical model for enhancing SME competitiveness through integrated operational and relational strategies. It provides compelling evidence that a dual focus on internal process optimization and external customer engagement can be a powerful driver for growth and resilience in competitive markets, offering practical insights for practitioners and policymakers alike.

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