scholarly journals Application of lean manufacturing method and BLOCPLAN algorithm for productivity improvement of a laundry soap bar production

2018 ◽  
Vol 197 ◽  
pp. 14004 ◽  
Author(s):  
Ukurta Tarigan ◽  
Uni Pratama P Tarigan ◽  
Akbar Rizky Rifangi
Keyword(s):  
Production Process ◽  
Lean Manufacturing ◽  
Value Added ◽  
Value Stream Mapping ◽  
Minimal Distance ◽  
Laundry Soap ◽  
Productivity Improvement ◽  
Manufacturing Method ◽  
Value Stream ◽  
Cycle Efficiency

The problem experienced by the manufacturing company that produces soap bars is the waste in its production process. The research objective is to reduce waste in the production process flow in terms of distance of displacement of the material nor heap of material of the production process of laundry soap bars so it can increase the productivity. To solve the problem, implementation integration of lean manufacturing and BLOCPLAN algorithm is used. In the early stages, value-added activities and activities that are not value-added is identified through the depiction of value stream mapping, and value-added activities that are not reducible to the application of the principle of 5W and 1H. To get the total minimal distance to move materials, it is necessary to re-layout production facilities with BLOCPAN algorithm. Future state mapping is used to get an idea of the final result, in which all non-value added activities can be reduced, and the shorter lead time obtained in the production process. With the application of those two methods, process cycle efficiency is increased 33.62% resulting in increased productivity of the company amounted to 204 packs of soap bars each day.

Efficiency Enhancement in a Medium Scale Gearbox Manufacturing Company through Different Lean Tools - A Case Study

2018 ◽  
Vol 34 ◽  
pp. 128-138 ◽  
Author(s):  
V. Saravanan ◽  
S. Nallusamy ◽  
Abraham George
Keyword(s):  
Lean Manufacturing ◽  
Processing Time ◽  
Assembly Line ◽  
Value Added ◽  
Value Stream Mapping ◽  
Productivity Improvement ◽  
Medium Scale ◽  
Value Stream ◽  
Manufacturing Company

Productivity is an important parameter for all small and medium scale manufacturing industries. Lean manufacturing emerged as production strategy capable of increasing productivity by identifying and eliminating non value added activities. This article deals with productivity improvement in a pre-assembly line of gearbox manufacturing company with a case study using lean concepts like process flow chart, process Gantt chart and time study. This paper illustrates using a case study on how a value stream mapping has to be carried out in a planet carrier pre-assembly line. Value stream mapping and work standardization are the key tools used in lean manufacturing and lean transformation. It makes the process smoother, helps in reduction of lead time and ultimately increasing the productivity. From the observed results it was found that, the productivity has been increased from 7 pieces to 10 pieces in the first step assembly when the proposed VSM was implemented. The second step processing time was reduced by the execution of proposed value stream mapping with TAKT time of 126 minutes and 165 minutes of processing time for demand of 10 pieces were achieved and the overall processing time has been reduced by about 24%.

scholarly journals Penerapan Lean Manufacturing Untuk Mengidentifikasi Dan Menurunkan Waste (Studi Kasus CV Tanara Textile)

2019 ◽  
Vol 5 (1) ◽  
pp. 1-7
Author(s):  
Catur Kusbiantoro ◽  
Ellysa Nursanti
Keyword(s):  
Lean Manufacturing ◽  
Lead Time ◽  
Value Added ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Work In Process ◽  
Cycle Efficiency

CV. Tanara Textile merupakan salah satu perusahaan tekstil yang termasuk dalam kelompok industri penyempurnaan kain berupa kain kaos. Pada proses produksi di perusahaan masih ditemukan beberapa waste. Penelitian ini bertujuan untuk mengidentifikasi dan menurunkan waste yang terjadi pada proses produksi maka digunakan pendekatan lean manufacturing. Metode Value Stream Mapping (VSM) digunakan untuk pemetaan aliran produksi dan aliran informasi terhadap suatu produk pada tingkat produksi total, melakukan wawancara untuk pembobotan penyebab 7 waste yang sering terjadi pada proses produksi, VALSAT untuk menganalisa pemborosan dari hasil pembobotan yang selanjutnya melakukan detailed mapping tools, serta analisis FMEA untuk mengetahui penyebab kegagalan prosesyang terjadi di lini produksi lalu menghitung nilai RPN tertinggi. Selanjutnya melakukan usulan perbaikan untuk menurunkan waste unnecessary inventory serta menganalisis perbaikan secara berkelanjutan dengan PDCA. Waste terbesar ada pada Unncessary Inventory sebesar 28,571% faktor penyebabnya adalah penumpukan bahan baku, work in process (WIP), sparepart yang tidak terpakai dan penimbunan pada finished goods Sebelum perbaikan proses produksi 16 hari 9 jam dimana Value Added 6 hari 4 jam dan Lead Time 10 hari 4 jam, setelah perbaikan proses produksi menjadi 14 hari 5 jam dimana Value Added 6 hari 4 jam dan Lead Time 8 hari 1 jam, dengan demikian dapat meningkatkan process cycle efficiency sebesar 17,19% dan menghemat lead time sebesar 2,546% dengan penurunan waste sebesar 8,31%

Value Stream Evaluation and Simulation to Improve Material Flow and Productivity

2014 ◽  
Vol 612 ◽  
pp. 89-95 ◽  
Author(s):  
B. Vijaya Ramnath ◽  
Vishal Chandrasekhar ◽  
C. Elanchezhian ◽  
L. Bruce Selva Vinoth ◽  
K. Venkatraman
Keyword(s):  
Production Process ◽  
Material Flow ◽  
Lean Manufacturing ◽  
Current System ◽  
Value Added ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Production Processes ◽  
Future State ◽  
Increase In Productivity

The main objective of this paper is to improve the productivity of a carburetor production processes using lean manufacturing technique. The current system of the carburetor production process has been mapped using electronic Value Stream Mapping (eVSM) tool which is a lean manufacturing tool and the wastages in the current system are identified. Then future state was drawn by using eVSM tool which has an enhanced process ratio by decreasing maximum possible waste in the production process. The current and future state of the carburetor production has been created as model and simulated using Arena software. The simulation shows a significant decrease in Non-Value added time and production lead time, thereby indicating increase in productivity and better work flow in production processes.

scholarly journals Productivity improvement in the production line with lean manufacturing approach: case study PT. XYZ

2018 ◽  
Vol 154 ◽  
pp. 01093
Author(s):  
Halimatussa’ diah ◽  
Ali Parkhan ◽  
Muchamad Sugarindra
Keyword(s):  
Production Line ◽  
Lean Manufacturing ◽  
Textile Industry ◽  
Value Added ◽  
Value Stream Mapping ◽  
Competitive Strategies ◽  
Productivity Improvement ◽  
Value Stream ◽  
Current Production

The increaseing productivity is one of the competitive strategies that can be applied in a company in order to survive in an intense competitive presure. PT. XYZ is a textile industry manufacturing golf gloves and caddy bag. Every day, the company has a production target of 600 pieces per line. However, the desired target is not achieved that it will affect the delay in delivery of products to customers. In this research, a case study on implementing value stream mapping and Kaizen as the lean manufacturing concept is reported. The purpose of this study is to map the current production line, analyse and design the future value stream mapping by eliminating waste occured. It is obtained a lead time reduction as much as 440.4 seconds through eliminating 17 non-value added activities. Then, the output can be increased up to 21% which is equal to 502 pieces.

scholarly journals Implementation of Lean Manufacturing and Kaizen to Improve Productivity in The Production Floor

Jurnal IPTEK ◽  
2020 ◽  
Vol 4 (2) ◽  
Author(s):  
Linda Theresia ◽  
Gadih Ranti ◽  
Ray Kreshna
Keyword(s):  
Lean Manufacturing ◽  
Manufacturing Industry ◽  
Value Added ◽  
Assessment Model ◽  
Added Value ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Current Production ◽  
Engine Maintenance ◽  
Cycle Efficiency

Currently the industry is trying to improve its competitiveness. This makes the manufacturingindustry needs to adapt the Lean-Kaizen concept. Lean-Kaizen means eliminating waste through small improvements made on an ongoing basis. This research takes a case study at PT Inoac Poltechno Indonesia, which is engaged in foam production. The current production target is only 56% of the planned target. Besides that, there are found many defective products and activities that have no added value. Furthermore, a map of the current condition is made to find waste and know the kaizen that will be carried out. Furthermore, a future map was developed with work standardization and Value Stream Mapping to determine activities that have no added value. Calculation of Waste Assessment Model (WAM), shows the biggest waste is defect (26.73%), inventory (15.79%), and waiting (13.35%). This study found that by adding trolley, adding operators, making SOPs, scheduling engine maintenance would make non-value added (NVA) activities decrease from 29.95% to 20.5%. Process Cycle Efficiency increased from 22.31% to 28.25% (thus fulfilling international PCE requirements for the manufacturing industry). Keyword : Lean-Kaizen, productivity, waste

scholarly journals Analisis Penerapan Lean Manufacturing untuk Menghilangkan Pemborosan di Lini Produksi PT Adi Satria Abadi

2017 ◽  
Vol 4 (1) ◽  
pp. 47 ◽  
Author(s):  
Muhammad Shodiq Abdul Khannan ◽  
Haryono Haryono
Keyword(s):  
Production Process ◽  
Lean Manufacturing ◽  
Lead Time ◽  
Value Added ◽  
Assessment Model ◽  
Value Stream Mapping ◽  
Flow Process ◽  
Value Stream

Productivity achievement at PT Adi Satria Abadi (Golf Gloves Division) is not optimal because of<br />the waste. Value Stream Mapping as a Lean Manufacturing tool is used to map the production process<br />and identify and eliminate the waste. The advantage of VSM is its capability to give visual map of value<br />added flow process, necessary but non value added flow process, and non value added flow process. In this<br />study Waste Assessment Model (WAM) also have been implemented to identify the waste. The sequence of<br />three greatest waste are Defect/Reject 24,73%, Unneccessary Inventory 18,80%, and Unneccessary Motion<br />15,44%. This study can reduce production lead time 62,22 minutes and improve the production throughput<br />by 77 pcs.

scholarly journals Perbaikan Efisiensi Jalur Layanan Pasien Rumah Sakit dengan Menggunakan Pendekatan Lean Healthcare

2020 ◽  
Vol 3 (4) ◽  
pp. 509-521
Author(s):  
Wresni Anggraini ◽  
Anifah Naswan Ilhamda
Keyword(s):  
Value Added ◽  
Root Cause Analysis ◽  
Value Stream Mapping ◽  
Cause Analysis ◽  
Value Stream ◽  
Root Cause ◽  
Current State ◽  
Future State ◽  
Lean Healthcare ◽  
Cycle Efficiency

Standar pelayanan minimal rumah sakit tentang waktu tunggu untuk rawat jalan yang ditetapkan oleh Kemenkes Nomor. 129/Menkes/SK/II/2008 adalah tidak lebih dari 60 menit.  Masalah yang dihadapi oleh Poli Tulip Rumah Sakit X Pekanbaru adalah waktu menunggu pasien lebih dari 60 menit.  Tujuan dari penelitian ini adalah memberikan usulan perbaikan untuk mengurangi waktu tunggu pasien.. Metode yang digunakan pada penelitian ini adalah  lean healthcare menggunakan analisis Value Stream Mapping (VSM) untuk menentukan nilai Process Cycle Efficiency (PCE). Berdasarkan current state value stream mapping nilai PCE saat ini adalah 16,85%, ini berarti efisiensi lini pada Poli Tulip Rumah Sakit X Pekanbaru masih sangat rendah. Proses usulan perbaikan efisiensi lini dengan cara mengidentifikasi dan mengurangi non value added activity dan waste yang paling sering terjadi pada proses pelayanan pasien. Ditemukan waste yang berpengaruh menyebabkan waste delay adalah waste unnecessary movement dan lost oppurtunity to retain or win customers yaitu sebesar 22,11%. Untuk mencari akar penyebab waste dilakukan root cause analysis. Akar penyebab masalah dari waste yang terjadi di lini pelayanan pasien bersumber dari faktor individual pegawai dan manajerial Rumah Sakit. Simulasi future state value stream mapping dengan menggunakan ARENA dilakukan untuk menguji usulan perbaikan, didapatkan  nilai PCE harapan sebesar 36,18 %, yang berarti dengan usulan perbaikan yang diberikan telah meningkatkan efisiensi jalur layanan pasien di Poli Tulip sebesar 19,33%.

scholarly journals Productivity improvement in a client-based service company through value stream mapping and simulation

2021 ◽  
Author(s):  
Sam Ataei
Keyword(s):  
Manufacturing Industry ◽  
Service Industry ◽  
Simulation Analysis ◽  
Value Added ◽  
Simulation Models ◽  
Value Stream Mapping ◽  
Productivity Improvement ◽  
Lean Principles ◽  
Value Stream ◽  
Analysis Of Results

For many years, productivity improvement through value stream mapping and simulation has been studied in manufacturing industry where the flow of materials is visible and the work can be standardized. In recent years, the service industry has become a new arena for lean operations. Within the service industry, client-based companies have distinct challenges in streamlining their process, as it may not be feasible to standardize the needs of different clients. This thesis focuses on a case from a client-based company in the area of graphic communications and brand point management services. The thesis examines the application of lean principles towards a set of subjective processes and provides directions for improving productivity. Some lean methods utilized in the study include creating process flows, conducting operator interviews to back-up the process flow, collecting data such as processing time and creating a detailed values stream map of the retail packaging process in order to analyze any necessary areas of improvement. Value stream mapping has been used to identify the areas where the non-value-added tasks can be reduced, and simulation models have been used to imitate and predict the company's different scenarios in dealing with bottlenecks, different kinds of wastes, and to assess potential areas for improvements. The analysis of results indicates that it is necessary to have two different streams of the processes; one for a team-based job and another one for a non-team-based job. The proper touch points from each department have been found and value-added and non-value added times have been determined in order to create the current-state. Furthermore, future-states have been created with some recommendations kept in mind to validate the time savings. The results have been verified through a simulation analysis.

scholarly journals Penerapan Lean Manufacturing untuk Mengurangi Waste pada Produksi Absorbent

2018 ◽  
Vol 4 (1) ◽  
pp. 23 ◽  
Author(s):  
Agung Ravizar ◽  
Rosihin Rosihin
Keyword(s):  
Production Process ◽  
Lean Manufacturing ◽  
Quantitative Data ◽  
Lead Time ◽  
Historical Data ◽  
Mapping Method ◽  
Production Costs ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Process Speed

This study aims to reduce the waste that occurs on each workstation and has an impact on increasing productivity and reducing production costs caused by waste that occurs during production. The data used for this study is quantitative data obtained by direct observation to the relevant departments regarding the problem of identifying waste that occurs — data taken from observations as much as 30 times the collection of data and historical data used from January 2016 to June 2017. By using the value stream mapping method on lean manufacturing, it can be seen that there are five types of waste from the existing seven waste. The five wastes are unnecessary motion, waiting, reject, transportation and in-process processes. From the results of the value stream mapping carried out a reduction in waste on each workstation with a total reduction of waste that occurs at 66.97 tons / year or 18.6% on waste gel and 88.8 tons / year or 19.3% at waste powder and there was a reduction in the changeover process for 45 minutes or 12.16% of the total changeover time before the improvement. Also, there was also an increase in the production process speed of 2 minutes 47 seconds or 4.52% from the lead time of the previous production process, 61 minutes 34 seconds to 58 minutes 47 seconds.

scholarly journals Peningkatan Produksi Minyak Sereh Wangi Pada Penyulingan Minyak Sereh Wangi Di Desa Cimungkal-Sumedang

2017 ◽  
pp. 105
Author(s):  
Nugraha Nugraha
Keyword(s):  
Production Process ◽  
Lead Time ◽  
Value Added ◽  
Oil Refinery ◽  
Oil Refining ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Citronella Oil ◽  
Alternative Measures ◽  
The Village

Inability to fulfill the demand of consumers is becoming the major issues on citronella oil refinery in the village of Cimungkal Sumedang. This study was conducted to formulate alternative measures in order to increase the production of citronella oil distillates in the Cimungkal village. Mapping of the production process is done with Value Stream Mapping (VSM) as a first step to determine the processing time (lead time of production) and identify the waste that occurs, analyze the causes of the problems at the manufacturing level, and formulate remedial measures to increase the production of oil of citronella. The results show some activity in the production process of citronella oil which is a waste and should be minimized. By mapping, it can be seen that the lead time citronella oil refining initial amounted to 647 minutes or 10.78 hours. After repairs (Future State) improvements Total lead time to 274 minutes. Value-added activity increased by 38.93%, non-value added decreased by 3.63%, and necessary but non-value added fell by 35.3%. The study also resulted in the formulation of strategies that can be done to increase the production of oil of citronella. 

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