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 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. 

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 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 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.

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 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.

scholarly journals Perancangan Lean Manufacturing dengan Menggunakan Waste Assessment Model (WAM) dan VALSAT untuk Meminimumkan Waste (Studi Kasus: PT. XYZ)

2018 ◽  
Vol 7 (1) ◽  
pp. 55
Author(s):  
Tamzil Satria
Keyword(s):  
Lean Manufacturing ◽  
Lead Time ◽  
Research Result ◽  
Value Added ◽  
Assessment Model ◽  
Production Time ◽  
Value Stream ◽  
Tea Production ◽  
Cycle Efficiency ◽  
Industrial Company

<p><em>As an industrial company, XYZ Ltd. engaged in beverages should pay attention to the detailed processes of each line of its production. This aims to minimize potential problems which may occur that can cause losses. This research aimed to minimize waste on the production floor by designing  lean manufacturing. Lean manufacturing is an approach that tries to eliminate waste that occurs in the value stream. The method used is Waste Assessment Model (WAM) that functions to identify waste in tea  production, and Value Stream Analysis Tools (VALSAT) which functions to select mappingtools used, based on WAM result. From the research result, it was found out  that the production time of original tea 450 ml took 20,255.4 seconds and the total lead time of product fulfillment for delivery to customers took 13.23 days. The average reject product was 0.65%, exceeding the company maximum standard. Based on the mapping, recommendation for improvement was  given to minimize waste, among others the elimination of Non Value Added (NVA) activity, the application of forecasting, and preventive maintenance activities. This research resulted in the waste identification, which  the biggest waste in this company was defect, decreasing the lead time of production time to become 14,767,4 second faster and Process Cycle Efficiency (PCE) which was increased from 39,12% to 53,66%.</em></p>

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.

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