PENINGKATAN EFISIENSI KERJA SERTA MEMINIMALISIR WASTE PADA DIVISI KAROSERI MENGGUNAKAN METODE LEAN MANUFACTURING (STUDI KASUS PT. SUMBER URIP SEJATI

PT. Sumber Urip Sejati adalah perusahaan yang bergerak dalam bidang perakitan karoseri trailer 40 feet 45 feet dan 60 feet , Kondisi yang terjadi saat ini adalah sering terjadi permasalahan yang diakibatkan karena proses perakitan terlalu lama yang tidak sesuai dengan komitmen awal dengan konsumen. Tahapan-tahapan yang diterapkan dalam penelitian ini adalah (1) penggambaran VSM current state dan future state (2) mengetahui value added dan non value added didalam proses perakitan (3) membuat skala prioritas terhadap 7 waste untuk meminimalisir pemborosan di proses perakitan trailer 40 feet. Berdasarkan hasil penelitian, didapatkan pemborosan yang paling sering terjadi adalah waiting (20,3%), motion (20,2%), Innappropriate processing (18,8%), dan inventory (18,1%). Mapping tools yang digunakan berdasarkan hasil konversi matrik adalah proses activity mapping (39,3%). Dari proses activity mapping dapat diketahui bahwa proporsi waktu inspection sebesar (6,76%). Setelah perbaikan didapatkan hasil proporsi inspeksi sebesar (4,94%). Untuk nilai value added ratio (VAR) sebelum perbaikan sebesar 88,52% setelah penerapan perbaikan nilai var menjadi (92,29%). Dalam arti perusahaan yang dulunya merakit trailer 40 feet selama 22 hari berkurang menjadi 18 hari sehingga waktu proses pengerjaan nya lebih cepat dari due date konsumen.

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Application of lean manufacturing in automotive manufacturing unit

International Journal of Lean Six Sigma ◽

10.1108/ijlss-06-2018-0060 ◽

2020 ◽

Vol 11 (1) ◽

pp. 171-210 ◽

Cited By ~ 1

Author(s):

Jagmeet Singh ◽

Harwinder Singh

Keyword(s):

Lean Manufacturing ◽

Manufacturing Industry ◽

Value Added ◽

Value Stream Mapping ◽

Automotive Manufacturing ◽

Content Type ◽

Work In Process ◽

Current State ◽

Future State ◽

Manufacturing Organization

Purpose This paper aims to apply lean manufacturing using value stream mapping (VSM) in the manufacturing organization (automotive suspension and fastening components section). To validate the VSM approach, simulation has been done. Design/methodology/approach VSM approach has been used to implement lean stages in the U-bolt section. Current state map was prepared and future state map has been implemented. Further, simulation has been done to compare current state and future state maps. Findings It has been found that there is 87.59% reduction in cycle time (C/T), 76.47% reduction in work-in-process (WIP) inventory, 95.41% reduction in production lead time, 66.08% increase in value added (VA) ratio, 95.78% reduction in non-value added (NVA) time, 57.14% reduction in the number of operators and 70.67% reduction in change over (C/O) time for the U-bolt section. Simulated and VSM of current and future state has observed error of 5 s. Research limitations/implications This study is based on automotive manufacturing industry situated in northern part of India. The outcome of this study is applicable only to the selected product of the manufacturing company. Originality/value This paper deals with case study part which reflects the true picture of implementation of Lean manufacturing (LM) tools in the organization.

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Improving Quality Control Process Through Value Stream Mapping

International Journal of Engineering & Technology ◽

10.14419/ijet.v7i2.29.13321 ◽

2018 ◽

Vol 7 (2.29) ◽

pp. 219

Author(s):

Zulfa Fitri Ikatrinasari ◽

Dan Kosasih

Keyword(s):

Quality Control ◽

Lead Time ◽

Value Added ◽

Maximum Efficiency ◽

Value Stream Mapping ◽

Process Time ◽

Value Stream ◽

Current State ◽

Future State ◽

Quality Control Process

PT. AEMI is one of the growing electronic component manufacturing company. By this time, Kaizen project has been run and managed to become a culture in PT AEMI. However, the project has not integrated, comprehensive and not yet has a long-term goals. Implementation of value stream mapping (VSM) in PT AEMI is expected to make Kaizen projects more focused and to produce increasing of the maximum efficiency. In addition, VSM Kaizen is believed to make the those programs more integrated, effective and comprehensive. This study aims to: (1) create a current state mapping in the Department of Quality Control PT. AEMI, (2) identify wastes in the Department of Quality Control PT.AEMI, (3) create a future state mapping at the Department of Quality Control PT. AEMI, (4) make a plan of improvement and analyzing the application. Stages of the study were as follows: (1) identification of work processes, (2) collect and analysis of work process time, (3) analysis of the current state mapping, (4) calculate of lead time and process time, (5) analysis of value added and non value-added activities, (6) analysis of wastes, (7) make a plan of future state mapping, (8) improvement design (improvement planning), (9) implementation of improvement, (10) analysis of the implementation of improvements. The results of this study are: 1) current state mapping at QC Department shows that the total lead time of 848 minutes where there is non-value added activity of 778 minutes. 2) identify waste on the handling process where the product movement from assembly to QC for 2 minutes, movement transactions from assembly to QC for 479 minutes and the waiting time at inspection area for 727 minutes. 3) future state mapping at QC Department shows that the total lead time of 516.5 minutes where there is non-value added activity of 446.5 minutes. 4) the improvement to do is to change the lay out where final inspection is moved from QC to manufacturing so as to result in reduce of non-value added activity by 46%.

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

INOBIS Jurnal Inovasi Bisnis dan Manajemen Indonesia ◽

10.31842/jurnalinobis.v3i4.155 ◽

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%.

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MEMINIMASI PEMBOROSAN DENGAN LEAN MANUFACTURING PADA PROSES PRODUKSI DI PT. IE

Prosiding SENAPENMAS ◽

10.24912/psenapenmas.v0i0.15217 ◽

2021 ◽

pp. 1451

Author(s):

Ahmad Ahmad ◽

Helena JK ◽

Andrean Yonathan

Keyword(s):

Waiting Time ◽

Cycle Time ◽

Lean Manufacturing ◽

Lead Time ◽

Fault Tree Analysis ◽

Value Stream Mapping ◽

Tree Analysis ◽

Value Stream ◽

Current State ◽

Future State

PT. IE is engaged in the business of making Lighting and Lampposts. Based on observations and interviews, there are still some wastes that arise in the flow of the production process, among which there are still many wastes of waiting time, transportation, movement and inventory. These wastes cause the product completion time to be longer and the resulting quality decreases. To eliminate or reduce waste, it is necessary to apply Lean Manufacturing. Lean Manufacturing is a systematic approach to eliminating waste and changing processes by identifying and reducing waste with continuous improvement and striving to create a production flow along the value stream by eliminating all forms of waste and increasing the added value of products to customers. From the Pareto diagram, it is found that transportation waste has the highest percentage of 26.21%, waiting time is 21.38%, motion waste is 19.31% and waste inventories are 15.17%. while the results of the Value Stream Mapping Current State Map mapping obtained a production lead time of 7,680 seconds and a total cycle time of 6,660 seconds and a PCE Current State Map value of 53.09%. Identify the root causes of waste using Fishbone diagrams, 5 Why Analysis, 5W+1H, Fault Tree Analysis and FMEA. After corrective actions have been taken, based on the Value Stream Mapping Future mapping there is a decrease in production lead time to 5,220 seconds and a decrease in total cycle time to 4,860 seconds and an increase in PCE Future State Map to 68.10% so that there is an increase of 15.01% which shows The company's production process has become more Lean.PT. IE bergerak dalam bisnis pembuatan Lighting dan Tiang Lampu. Berdasarkan observasi dan wawancara, masih terdapat beberapa pemborosan (waste) yang timbul di aliran proses produksi di antaranya masih banyak terjadi pemborosan-pemborosan waktu tunggu, transportasi, gerakan dan inventori. Pemborosan-pemborosan tersebut menyebabkan waktu penyelesaian produk menjadi lebih lama dan kualitas yang dihasilkan menurun. Untuk menghilangkan atau mengurangi pemborosan diperlukan adanya penerapan Lean Manufacturing.Lean Manufacturing merupakan pendekatan sistematik untuk mengeliminasi pemborosan dan mengubah proses dengan cara mengidentifikasi dan mengurangi pemborosan dengan perbaikan kontinu dan berupaya untuk menciptakan aliran produksi sepanjang value stream dengan menghilangkan segala bentuk pemborosan serta meningkatkan nilai tambah produk kepada pelanggan. Dari diagram Pareto ditemukan waste transportasi memiliki persentase paling tinggi sebesar 26,21%, waktu tunggu 21,38%, waste motion 19,31% dan waste inventories 15,17%. sedangkan hasil pemetaan Value Stream Mapping Current State Map diperoleh production lead time selama 7.680 detik dan total cycle time selama 6.660 detik serta nilai PCE Current State Map sebesar 53,09%. Identifikasi akar permasalahan pemborosan menggunakan diagram Fishbone, 5 Why Analysis, 5W+1H, Fault Tree Analysis dan FMEA. Setelah dilakukan tindakan–tindakan perbaikan, berdasarkan pemetaan Value Stream Mapping Future ada penurunan production lead time menjadi 5.220 detik dan penurunan total cycle time menjadi 4.860 detik serta ada peningkatan PCE Future State Map menjadi 68,10% sehingga ada peningkatan 15,01% yang menunjukan proses produksi perusahaan telah menjadi lebih Lean.

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Increasing Productivity by Reducing Manufacturing Lead Time through Value Stream Mapping

International Journal of Mechanical and Industrial Engineering ◽

10.47893/ijmie.2012.1044 ◽

2012 ◽

pp. 225-229

Author(s):

Renu Yadav ◽

Ashish Shastri ◽

Mithlesh Rathore

Keyword(s):

Lead Time ◽

Value Added ◽

Value Stream Mapping ◽

Mapping Technique ◽

Inventory Level ◽

Lead Times ◽

Business World ◽

Value Stream ◽

Current State ◽

Future State

To survive in today’s competitive business world, companies require small lead times, low costs and high customer service levels. As such, companies pay more effort to reduce their manufacturing lead times. Value stream mapping (VSM) technique has been used on a broad scale in big companies such as Toyota and Boeing. This paper considers the implementation of value stream mapping technique in manufacturing helical springs by railway spring manufacturing company. It focuses on product family, current state map improvements and the future state map. The aim is to identify waste in the form of non value added activities & processes and then removing them to improve the performance of the company. Current state map is prepared to describe the existing position and various problem areas.. Future state map is prepared to show the proposed improvement action plans. The achievements of value stream implementation are reduction in lead time, cycle time and inventory level. It was found that even a small company can make significant improvements by adopting VSM technology. It was concluded that if we adopt the VSM technique the company could reduce the manufacturing lead time from 36.86 days to 34.06 days.

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USULAN PENERAPAN LEAN MANUFACTURING UNTUK MENGIDENTIFIKASI DAN MENGURANGI WASTE (STUDI KASUS PADA PT.X)

JURNAL TEKNIK INDUSTRI ◽

10.25105/jti.v7i3.3139 ◽

2018 ◽

Vol 7 (3) ◽

Author(s):

Fenny Joyanti Amanda ◽

Carla Olyvia Doaly

Keyword(s):

Lean Manufacturing ◽

Lead Time ◽

Value Added ◽

Current State

PT. X adalah perusahaan yang bergerak di bidang produksi kapur barus, anti bau, dan serap air. Dalam pelaksanaannya, perusahaan perlu untuk terus meningkatkan kinerja produktivitas, kualitas, ketepatan waktu dalam pengiriman, serta berusaha menurunkan biaya. Untuk mencapai tujuan tersebut perusahaan perlu mengetahui aktivitas apa saja yang memberikan value added bagi produk, serta pemborosan apa saja yang sering terjadi dalam proses produksi. Oleh karena itu diperlukan suatu pendekatan lean manufacturing. Dengan strategi lean, perusahaan diharapkan mampu meningkatkan rasio value added produk serta mengurangi pemborosan. Pemahaman kondisi aktual perusahaan digambarkan dalam Current State Mapping. Pemborosan diidentifikasikan dengan delapan waste, kemudian dilakukan pembobotan secara detail dengan waste relationhip matrix (WRM) dan waste assessment quetionaire (WAQ). Setelah didapatkan hasil, dilakukan pemilihat tools dengan bantuan VALSAT dan dianalisa akar penyebab permasalahannya. Berdasarkan pengolahan data didapatkan 2 skor rata-rata tertinggi yaitu motion (21%), Defect (17.93%). Skor rata-rata pemborosan tersebut dikalikan dengan faktor pengali detail mapping, sehingga didapatkan detail mapping tools yang dominan adalah Process Activity Mapping (35.23%). Lead time dalam produksi kapur barus adalah 5127.36 menit, setelah usulan perbaikan dilaksanakan didapatkan lead time sebesar 1832.77 menit, dengan cara mengurangi waktu gerakan pada proses produksi dan pada defect dilakukan perbaikan SOP.

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WASTE ELIMINATION USING VALUE STREAM MAPPING AND VALSAT

Jurnal Ilmiah Teknik Industri ◽

10.24912/jitiuntar.v3i2.501 ◽

2017 ◽

Vol 3 (2) ◽

Author(s):

Dion Avellino Suyanto ◽

Sunday Noya

Keyword(s):

Lean Manufacturing ◽

Lead Time ◽

Value Stream Mapping ◽

Value Stream ◽

Current State ◽

Future State ◽

Analysis Tools ◽

Fierce Competition ◽

Cycle Efficiency ◽

Working Efficiency

Fierce competition encourages companies to make continuous improvements to achieve better working efficiency. One method to improve the working efficiency is using the concept of lean manufacturing. The efficiency of the existing work in PT. Rimba Kencana is still not good because there are many processes that are not uniform and because of that, production lead time is increased. By using value stream mapping and value stream analysis tools (VALSAT), the production processes in the company are mapped into the current state mapping and future state mapping. In the current state mapping, the total value of production lead time is 59.49 days and the value of process cycle efficiency (PCE) is 0.013%. After doing improvement on welding department, the total value of production lead time decreased to 48.22 days and the value of process cycle efficiency becomes 0.016%. Keywords: Efficiency, Value Stream Mapping, Value Stream Analysis Tools

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RANCANGAN PERBAIKAN PADA PROSES PRODUKSI RUBBER STEP ASPIRA BELAKANG MENGGUNAKAN 5-S SYSTEM DENGAN PENDEKATAN LEAN MANUFACTURING UNTUK MEMINIMASI WASTE MOTION (STUDI KASUS: DIVISI INDUSTRI TEKNIK KARET PT AGRONESIA)

Jurnal Rekayasa Sistem & Industri (JRSI) ◽

10.25124/jrsi.v3i03.19 ◽

2016 ◽

Vol 3 (03) ◽

pp. 26

Author(s):

Maya Anestasia ◽

Pratya Poeri ◽

Mira Rahayu

Keyword(s):

Lean Manufacturing ◽

Value Added ◽

Value Stream ◽

Current State ◽

Fishbone Diagram

PT Agronesia (Divisi Industri Teknik Karet) merupakan perusahaan yang bergerak di bidang manufaktur yang memproduksi beberapa jenis produk berbahan baku karet baik sintesis maupun alami, salah satu produk yang dihasilkan adalah produk rubber step aspira belakang. Pada proses produksi rubber step aspira belakang masih terdapat beberapa aktivitas yang tidak memberikan nilai tambah, salah satunya adalah adanya pergerakan yang tidak diperlukan atau dapat disebut waste motion. Dalam upaya meminimasi waste motion tersebut maka dilakukan pendekatan lean manufacturing. Langkah awal yang dilakukan adalah mengumpulkan data primer yang diolah dalam current state mapping melalui value stream activity dan process activity mapping untuk memetakan aliran proses yang terjadi dan diketahui bahwa waktu dari aktivitas non value added sebesar 394,21 detik. Tahap selanjutnya mencari penyebab terjadinya waste dengan menggunakan fishbone diagram dan mencari akar penyebab terjadinya waste dengan menggunakan 5 why. Berdasarkan analisis menggunakan tools tersebut, dilakukan tahap perancangan usulan perbaikan dengan menggunakan 5-S System sehingga dapat meminimasi waste motion dan mengurangi nilai serta presentase dari value added time.

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Design of Simulation Tools for Trainig Programs in Lean Manufacturing

Innovations in Engineering Education: Mechanical Engineering Education, Mechanical Engineering Technology Department Heads ◽

10.1115/imece2006-13587 ◽

2006 ◽

Author(s):

Alok Verma ◽

Jyotsna Devulapalli

Keyword(s):

Lean Manufacturing ◽

Physical Simulation ◽

Value Stream Mapping ◽

Pull System ◽

Simulation Tools ◽

Value Stream ◽

Current State ◽

Future State ◽

Simulation Based ◽

Learn By Doing

A physical simulation based activity in the form of a board game has been developed to explain the concepts of Value Stream Mapping (VSM) and analysis. The activity explains the basic concepts of Value Stream Mapping, drawing of the Current state map, development of Future state map, and implementation of the future state. Simulation activity is run in three phases and the results of implementing various lean tools are observed. Effects of various tools like the Supermarket, Kanban, and Pull system are observed in a learn-by-doing environment. This simulation activity can be used to compliment training programs in Lean manufacturing.

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Using System Engineering Approach to Implement Value Stream Mapping (VSM) Tool in Manufacturing Service Environment

Manufacturing Engineering and Materials Handling, Parts A and B ◽

10.1115/imece2005-80538 ◽

2005 ◽

Author(s):

Z. Y. Wang ◽

Rama S. Koripelli ◽

Sucharitha Aekula

Keyword(s):

Distribution System ◽

Lean Manufacturing ◽

Value Added ◽

System Engineering ◽

Primary Objective ◽

Value Stream Mapping ◽

Value Stream ◽

Engineering Approach ◽

Future State ◽

Starting Point

Value Stream Mapping (VSM) is the one of the techniques used in lean manufacturing; it is a method of visually mapping a product’s production path (including materials and information) from door-to-door. Value Stream Mapping can serve as a starting point to help managers, engineers, suppliers and customers recognize waste and identify its causes. Traditionally VSM tool is used in manufacturing environment. In this study it has been applied for the distribution system. This study is conducted on a distribution company delivering automotive parts to the customers in and around Las Vegas. The primary objective of this system engineering approach is to create the present and future state Value Stream Mapping for a small sampling of three different categories of parts based on average monthly usage from the time they arrive on the receiving dock to the time they are placed into the delivery vehicle. In this work the value added and non-value added activities in the distribution process are identified. The future state map has been suggested with a set of short-term and long-term recommendations.

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