scholarly journals Analisis Penerapan Lean Production Process untuk Mengurangi Lead Time Process Perawatan Engine (Studi Kasus PT.GMF AEROASIA)

2016 ◽  
Vol 14 (2) ◽  
pp. 299 ◽  
Author(s):  
Wahyu Adrianto ◽  
Muhammad Kholil
Keyword(s):  
Lean Manufacturing ◽  
Lead Time ◽  
Value Added ◽  
Value Stream Mapping ◽  
Dominant Type ◽  
Value Stream ◽  
Root Cause ◽  
Gate System ◽  
People Development ◽  
Engine Maintenance

Engine maintenance strives to always improve its service excellence with tools such as gate system where the system is expected to realize the lead time for 60days. In the implementation of the gate system is still not able to meet the expected target. During maintenance or overhaul the engine is still encountered waste or waste that causes the target cannot be met. Lean Manufacturing is an approach that aims to minimize waste that occurs in the process flow.Understanding the conditions of the process described in Value Stream Mapping for further elaborate activities that have the value-added and non-value added.Through seven waste concept, then be weighted to determine the most dominant type of waste.From the data processing is obtained that through the Value Stream Mapping is known gate 1 and gate 3 is the point that there are many wastes. Weighting and ranking of seven existing waste in the process of the activity obtained results in the form of a waste critical sequence of seven existing waste. Highest weights on the type of waste waiting with a weight of 0.38. Results of Root Cause Analysis in mind that the root cause of waste waiting for that data is maintained, the lack of attention to people development, There are still bugs in the system and miscommunication.

scholarly journals Evaluasi Proses Produksi Country kettle Pada PT PLB Dengan Pendekatan Lean Maufacturing

2021 ◽  
Vol 5 (1) ◽  
pp. 68
Author(s):  
Lina Aulia
Keyword(s):  
Lean Manufacturing ◽  
Value Added ◽  
Value Stream Mapping ◽  
Standard Material ◽  
Value Stream ◽  
Root Cause ◽  
Spinning Process ◽  
Unskilled Workers ◽  
A Company ◽  
Made In

PT PLB (pseudonym) is a company that produces household appliances and kitchen utensils. The country kettle is one type of product made by PT PLB. The productivity of the country kettle production line decreased by 56%. This was due to defective products. The largest percentage of defects in-country kettle products occurred in the spinning process of 40.18%. This study aimed to identify the causes of defects in-country kettle products and how to overcome them by designing improvement proposals. Lean manufacturing principles were used to evaluate the problems that occur. There were three types of lean manufacturing tools used in this study: Value Stream Mapping (VSM) and 5Ways. VSM was used to describe and identify value-added activities, non-value-added activities but necessary, and non-value-added activities so that the production process becomes lean. The root cause analysis was performed using the 5 Whys method. Unskilled workers and non-standard material types between suppliers are the highest contributors to defects in the spinning process. Based on this, this research was focused on improvements made in the spinning process. Proposals for improvements to the causes of the problems found are standardization of work procedures, standardization of supplier specifications, and arrangement of semi-finished goods and/or supplies. Based on the company's results, the proposed standardization of work procedures and arrangement of semi-finished goods and/or supplies may be implemented in the company. Meanwhile, the proposal for selecting suppliers is not feasible due to company limitations

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%

Application of Lean Tool (Value Stream Mapping) in Minimisation of the Non-Value Added Waste (A Case Study of Tractor Industry)

2011 ◽  
Vol 110-116 ◽  
pp. 2062-2066 ◽  
Author(s):  
Paramdeep Singh ◽  
Harpuneet Singh
Keyword(s):  
Lean Manufacturing ◽  
Lead Time ◽  
Manufacturing System ◽  
Research Work ◽  
Value Added ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Work In Process ◽  
Before And After ◽  
Traditional Manufacturing

Lean manufacturing has been proved to be an effective management philosophy for improving businesses in a competitive market by eliminating non-value added waste and improving in process operations. Value stream mapping is an important tool used to identify the opportunities for various lean techniques. The present research mainly focuses on the description of a model that is developed to contrast the “before” and “after” scenarios in detail in order to obtain the various benefits such as reduced production lead time, lower work in process inventory [1] and proper utilisation of the workforce. The current manufacturing system has been compared with the proposed pull (Kanban) system which shows the benefits of the proposed lean manufacturing system over the existing traditional manufacturing system. The present research work has been carried out at typical tractor industry which shows 50.5% reduction in total lead time in the future state value mapping of the crank case and the number of operators involved in processing of crank case has also been reduced from 22 to 18.

scholarly journals Analisis Lean Manufacturing untuk Minimasi Waste pada Proses Door PU

2020 ◽  
Vol 6 (1) ◽  
pp. 65-74
Author(s):  
Ratna Novitasari ◽  
Irwan Iftadi
Keyword(s):  
Lean Manufacturing ◽  
Value Added ◽  
Root Cause Analysis ◽  
Value Stream Mapping ◽  
Cause Analysis ◽  
Value Stream ◽  
Root Cause

PT XYZ merupakan sebuah perusahaan manufaktur yang bergerak dalam penyedia alat-alat rumah tangga, salah satunya adalah kulkas. Pada proses produksi Door PU di divisi refrigerator terdapat permasalahan pencapaian output produksi yang lebih rendah dibandingkan dengan target produksi pada Door PU produk kulkas 1 pintu serta freezer. Penelitian ini membahas mengenai analisis lean manufacturing pada proses identifikasi dan minimasi waste yang ada pada proses Door PU di divisi refrigerator PT XYZ. Penelitian dilakukan dengan 4 tahapan. Tahap pertama adalah pembuatan Value Stream Mapping (VSM) untuk menunjukan keseluruhan proses produksi Door PU. Tahap kedua dilakukan identifikasi waste dan break down tahapan proses produksi dalam bentuk process activity mapping. Tahap ketiga adalah proses identifikasi akar permasalahan dari waste yang telah diketahui dengan menggunakan root cause analysis - 5 Why's. Berdasarkan penelitian yang dilakukan, didapatkan hasil waste berupa waiting dan defect, dengan nilai operasi value added sebesar 11,54%, non value added 7,69%, dan operasi necessary  non value added sebesar 76,43%. Rekomendasi perbaikan mampu mengurangi total aktivitas proses dari 26 menjadi 24 serta peningkatan nilai PCE menjadi 31,45%.

scholarly journals Case Study: Maintenance Proposal of Press Parts Production for Minimize Waste by Lean Manufacturing – Value Stream Mapping (VSM)

INSIST ◽  
2017 ◽  
Vol 2 (1) ◽  
pp. 6
Author(s):  
Dessy Agustina Sari ◽  
Sukanta Sukanta
Keyword(s):  
Lean Manufacturing ◽  
Lead Time ◽  
Value Added ◽  
Value Stream Mapping ◽  
Problem Solution ◽  
Value Stream ◽  
A Value ◽  
Material Transportation ◽  
Schedule Activity

Abstract—Higher competition in businesslike field demanded each company acted as a value creator with progressive fixing performance. One of effort in increasing productivity was reducing waste. Enterprise T have seven type of extravagance were over production, transportation, inventory, over processing, motion waiting and defect. Minimize waste have bond with production time which could increase efficiency on using electricity and decreased lead time. Production process in this company showed non-value added time such as excessively material transportation in picking area and so the workers too much waited for the next schedule activity. This condition caused higher product lead time. Lean manufacturing idea necessary was implemented with using tool Value Stream Mapping – VSM. This strategy would resumed for the company maintenance and the result showed that lacking as much 26,45% of lead time could be a problem solution. Reducing lead time could be higher if the company have applied and played continue improvement.Keywords—lead time, lean manufacturing, value stream mapping.

scholarly journals RANCANGAN USULAN PERBAIKAN UNTUK MEMINIMASI WAITING TIME PADA PROSES PRODUKSI RUBBER STEP ASPIRA BELAKANG DENGAN PENDEKATAN LEAN MANUFACTURING (STUDI KASUS: PT AGRONESIA DIVISI INDUSTRI TEKNIK KARET)

2016 ◽  
Vol 3 (02) ◽  
pp. 52
Author(s):  
Qolli Kusuma ◽  
Pratya Poeri Suryadhini ◽  
Mira Rahayu
Keyword(s):  
Waiting Time ◽  
Lean Manufacturing ◽  
Lead Time ◽  
Value Added ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Current State ◽  
Fishbone Diagram

PT Agronesia (Divisi Industri Teknik Karet) merupakan perusahaan manufaktur industri pengolahan yang memproduksi berbagai jenis produk karet teknik untuk keperluan industri, salah satunya adalah rubber step. Penelitian ini difokuskan pada rubber step Aspira Belakang yang memiliki gap ketidaktercapaian produksi tertinggi. Pada proses produksi rubber step Aspira Belakang ditemukan waktu menunggu yang mempengaruhi tingkat pencapaian target produksi. Tahap awal dalam penelitian ini adalah dengan mengumpulkan data primer yang diolah untuk menggambarkan value stream mapping (VSM) dan process activity mapping (PAM) current state sehingga diketahui lead time dari proses produksi rubber step Aspira Belakang sebesar 5915.07 detik dengan waktu aktivitas value added sebesar 1131.47 detik atau 19.13% dari lead time. Tahap berikutnya adalah mengidentifikasi penyebab akar masalah waiting time menggunakan peta pekerja-mesin, fishbone diagram dan 5 why. Tahap selanjutnya adalah melakukan analisis 5W1H untuk memaparkan detail masalah dan menentukan rancangan usulan perbaikan menggunakan metode lean manufacturing seperti Quick Changeover dan Display. Rancangan usulan perbaikan berupa perancangan alat potong, pembagian lot pengerjaan compound, pengadaan instruksi kerja, perancangan display, pembuatan batch/stock siap cetak, dan perancangan rak penyimpanan khusus sebagai upaya dalam meminimasi waiting time pada proses produksi rubber step Aspira Belakang. Berdasarkan rancangan usulan yang diberikan didapatkan lead time sebesar 3142.10 detik dengan waktu aktivitas value added sebesar 1131.47 detik atau 36.01% dari lead time.

scholarly journals Case Study: Maintenance Proposal of Press Parts Production for Minimize Waste by Lean Manufacturing – Value Stream Mapping (VSM)

INSIST ◽  
2017 ◽  
Vol 1 (1) ◽  
Author(s):  
Dessy Agustina Sari ◽  
Sukanta Sukanta
Keyword(s):  
Lean Manufacturing ◽  
Lead Time ◽  
Value Added ◽  
Value Stream Mapping ◽  
Problem Solution ◽  
Value Stream ◽  
A Value ◽  
Material Transportation ◽  
Schedule Activity

Abstract—Higher competition in businesslike field demanded each company acted as a value creator with progressive fixing performance. One of effort in increasing productivity was reducing waste. Enterprise T have seven type of extravagance were over production, transportation, inventory, over processing, motion waiting and defect. Minimize waste have bond with production time which could increase efficiency on using electricity and decreased lead time. Production process in this company showed non-value added time such as excessively material transportation in picking area and so the workers too much waited for the next schedule activity. This condition caused higher product lead time. Lean manufacturing idea necessary was implemented with using tool Value Stream Mapping – VSM. This strategy would resumed for the company maintenance and the result showed that lacking as much 26,45% of lead time could be a problem solution. Reducing lead time could be higher if the company have applied and played continue improvement.Keywords—lead time, lean manufacturing, value stream mapping.

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

Lean Manufacturing Implementation Through Value Stream Mapping: A Case Study

2014 ◽  
Vol 68 (3) ◽  
Author(s):  
Seyed Mojib Zahraee ◽  
Ahmad Hashemi ◽  
Ahmed Ali Abdi ◽  
Ataollah Shahpanah ◽  
Jafri Mohd Rohani
Keyword(s):  
Business Strategy ◽  
Production Line ◽  
Lean Manufacturing ◽  
Lead Time ◽  
Value Added ◽  
Secondary Data ◽  
Value Stream Mapping ◽  
Total Production ◽  
Value Stream ◽  
Value Stream Map

Lean Manufacturing (LM) is a business strategy that was developed in Japan. The main contribution of lean manufacturing is the identification and elimination of waste. Companies apply LM to sustain their competitiveness over their competitors by improving the manufacturing system’s productivity and quality enhancement of the product. The goal of this paper is to apply one of the most significant lean manufacturing techniques called Value Stream Mapping (VSM) to improve the production line of a company that produces several components for vehicle assembly line by decreasing the waste and non-value added activities.  First, the current value stream map of production line was developed using personal interviews, observations and secondary data of the company. Subsequently, the future value stream map was proposed based on the lean manufacturing principles to improve total production lead time and value added time. Based on the final result it can be concluded that VSM is a useful and applicable approach that can help managers conceptualize the different kind of wastes and defects. Final result showed that the production lead time and value added time improved up to nearly 80 % and 12 % respectively by eliminating the wastes based on lean principles and VMS method. 

scholarly journals Penerapan Lean Manufacturing Untuk Meminimasi Waste Waiting Time Pada Proses Produksi Spring Guide XXX Di CV. Gradient

2017 ◽  
Vol 4 (02) ◽  
pp. 170
Author(s):  
Kuntari Puspa Sari ◽  
Agus Alex Yanuar ◽  
Meldi Rendra
Keyword(s):  
Injection Molding ◽  
Waiting Time ◽  
Preventive Maintenance ◽  
Lean Manufacturing ◽  
Lead Time ◽  
Value Added ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Future State ◽  
Fishbone Diagram

CV. Gradient merupakan perusahaan manufaktur yang memproduksi plastik menggunakan mesin injection molding. Produk pada penelitian ini fokus pada produk spring guide dengan tipe XXX. Berdasarkan hasil observasi, wawancara dan kuesioner terdapat beberapa waste yang ditemukan dalam proses produksinya, salah satunya adalah waste yang menjadi fokus penelitian yaitu waste waiting time. Metode untuk meminimasi waste tersebut adalah dengan menggunakan konsep lean manufacturing. Penelitian dimulai dengan melakukan observasi dan wawancara untuk memperoleh data-data yang menunjang pemetaan proses produksi spring guide yang terjadi dengan menggunakan value stream mapping (VSM) dan process activity mapping (PAM) sehingga diketahui total waktu non-value added akibat waste waiting time adalah 7161.87 detik atau 57.8% dari lead time. Setelah itu, dilakukan analisis akar penyebab waste waiting time dengan menggunakan 5 whys dan fishbone diagram. Hasil dari analisis akar penyebab waste dapat digunakan untuk menentukan usulan rancangan yang akan dibuat berupa jadwal pemeliharaan mesin injection molding menggunakan preventive maintenance untuk mengurangi aktivitas non-value added. Pada kondisi yang akan datang, usulan rancangan dapat menghilangkan waktu menunggu dan waktu perbaikan yang menyebabkan waste waiting time. Berdasarkan future state total waktu non-value added dapat dikurangi menjadi 721.87 detik atau 12.12% dari lead time yang diperoleh dari penghilangan aktivitas menunggu dan aktivitas perbaikan.

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