scholarly journals Pengurangan Lead Time dengan Lean Manufacturing: Kajian Literatur

2021 ◽  
Vol 5 (1) ◽  
pp. 30-40
Author(s):  
Nurul Retno Nurwulan ◽  
Avinda Asyaro Taghsya ◽  
Erni Dwi Astuti ◽  
Rosa Amelia Fitri ◽  
Shafira Romadiana Khoirun Nisa
Keyword(s):  
Lean Manufacturing ◽  
Lead Time ◽  
Time Model ◽  
Takt Time

Perkembangan teknologi dan globalisasi meningkatkan persaingan pada industri manufaktur. Agar dapat bertahan dalam persaingan bisnis, perusahaan manufaktur harus memenuhi permintaan dan memuaskan pelanggan dengan meningkatkan produktivitas dan efisiensi. Produktivitas dan efisiensi dapat ditingkatkan dengan mengurangi lead time. Lean manufacturing telah terbukti dapat meningkatkan produktivitas dan efisiensi dengan mengurangi lead time dari proses produksi. Studi ini bertujuan untuk meluaskan pemahaman tentang bagaimana lean manufacturing dapat mengurangi lead time dan memahami tantangan yang mungkin muncul. Lead time dari proses produksi dapat dikurangi dengan menggunakan bantuan pendekatan diagram SIPOC, peta aliran proses, penghitungan takt time, model evaluasi pemborosan, dan kuesioner evaluasi pemborosan. Namun, penerapan lean manufacturing untuk mengurangi lead time akan menjadi tidak efektif apabila perusahaan tidak siap dalam hal pengelolaan manajemen sumber daya, manejemen manusia, dan standardisasi.

scholarly journals Penerapan Lean Manufacturing dengan Metode Takt Time dan FMEA untuk Mengidentifikasi Waste pada Proses Produksi Steril PT.XYZ

2020 ◽  
pp. 89
Author(s):  
Tatun Uswatun Hasanah ◽  
Tita Wulansari ◽  
Tryana Putra ◽  
Muchammad Fauzi
Keyword(s):  
Cycle Time ◽  
Lean Manufacturing ◽  
Lead Time ◽  
Processing Time ◽  
Fast Time ◽  
Market Demand ◽  
Takt Time ◽  
Drastic Increase ◽  
Fmea Method ◽  
Time Lead

PT XYZ is one of the companies engaged in the pharmaceutical sector in Indonesia, as a leading pharmaceutical company in Indonesia and trusted by many people, PT XYZ always strives to provide the best service in terms of meeting market demand (customer), delivered on time (lead time). The requests received always vary every month, a drastic increase in the number of demands will affect the processing time needed to fulfill the demand with the production processing time of a product. This problem can be overcome by analyzing the Takt Time and Cycle Time needed to fulfill requests for October 2020, where the number of requests for product A in October 2020 is 10,560 pcs. The results of the analysis of Fast Time and Cycle Time waste using the FMEA method. There are 3 types of waste, namely waste of waiting time, unnecessary supplies, and scheduling.

Investigating emergency room service quality using lean manufacturing

2015 ◽  
Vol 28 (5) ◽  
pp. 510-519 ◽  
Author(s):  
Abdelhakim Abdelhadi
Keyword(s):  
Service Quality ◽  
Relative Efficiency ◽  
Lean Manufacturing ◽  
Healthcare Facility ◽  
Patient Treatment ◽  
Content Type ◽  
Track Record ◽  
Takt Time ◽  
Evaluation Measure ◽  
Benchmark Evaluation

Purpose – The purpose of this paper is to investigate a lean manufacturing metric called Takt time as a benchmark evaluation measure to evaluate a public hospital’s service quality. Lean manufacturing is an established managerial philosophy with a proven track record in industry. A lean metric called Takt time is applied as a measure to compare the relative efficiency between two emergency departments (EDs) belonging to the same public hospital. Outcomes guide managers to improve patient services and increase hospital performances. Design/methodology/approach – The patient treatment lead time within the hospital’s two EDs (one department serves male and the other female patients) are the study’s focus. A lean metric called Takt time is used to find the service’s relative efficiency. Findings – Findings show that the lean manufacturing metric called Takt time can be used as an effective way to measure service efficiency by analyzing relative efficiency and identifies bottlenecks in different departments providing the same services. Originality/value – The paper presents a new procedure to compare relative efficiency between two EDs. It can be applied to any healthcare facility.

scholarly journals Algorithmisation methods for scheduling in high-performance assembly manufacturing

2018 ◽  
pp. 15-22
Author(s):  
E. A. Skornyakova ◽  
V. M. Vasyukov ◽  
V. S. Sulaberidze
Keyword(s):  
Production Planning ◽  
Lean Manufacturing ◽  
High Performance ◽  
Software Systems ◽  
Planning And Scheduling ◽  
Scheduling System ◽  
Lean Principles ◽  
Production Planning And Scheduling ◽  
Takt Time ◽  
Main Disadvantage

The authors analysed the most popular production planning and scheduling software systems. Their main disadvantage is that they lack lean manufacturing tools. There exists a demand for client-oriented systems based on lean principles. The paper describes a unique algorithm for computing the optimum takt time, which forms the basis of the scheduling system developed by the authors. We present methods of algorithmising the scheduling process and results of generating schedules using several algorithms

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

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.

The Study of MTO Online Manufacturers' Guaranteed Delivery Time Model with Order Batching

2014 ◽  
Vol 933 ◽  
pp. 824-829
Author(s):  
Qiang Gang Zhu ◽  
Lei Liu ◽  
Yun Sheng Wang
Keyword(s):  
Lead Time ◽  
Delivery Time ◽  
Lot Size ◽  
Setup Cost ◽  
Time Model ◽  
Holding Cost ◽  
Inventory Holding Cost ◽  
Inventory Holding ◽  
Cost Of Transportation ◽  
Marketing Approach

To MTO on-line manufacturers, one of the most popular time-based competitive strategies is to widely advertise a uniform delivery time guarantee to all the customers. While providing time guarantee can be an effective marketing approach, it is critical for firms to reduce lead time to keep the promise. Decreasing lot size in batching is one of the most important levers to compress lead time in operation. This research expands existing blanket delivery-time guarantee models by integrating operation approach and marketing approach. The online manufacturers guaranteed delivery time model with order batching is established. Some analytic results are provided, and numerical examples are conducted to provide further insight into the problem. The effects of batch processing setup cost, unit inventory holding cost and unit compression cost of transportation time are analyzed. The results indicate that when batch processing setup cost decrease, unit inventory holding cost or unit compression cost of transportation time increase, the online manufacturer should decrease the lot size and shorten the guaranteed delivery time. The customers time and price sensitivities have adverse influences on the manufacturers delivery time decision.

scholarly journals Monitoring processes through inventory and manufacturing lead time

2015 ◽  
Vol 115 (5) ◽  
pp. 951-970 ◽  
Author(s):  
Lluís Cuatrecasas-Arbós ◽  
Jordi Fortuny-Santos ◽  
Patxi Ruiz-de-Arbulo-López ◽  
Carla Vintró-Sanchez
Keyword(s):  
Lean Manufacturing ◽  
Lead Time ◽  
Process Management ◽  
Mutual Influence ◽  
Batch Processes ◽  
Batch Size ◽  
Operational Parameters ◽  
Content Type ◽  
Work In Process ◽  
Operational Variables

Purpose – Since lean manufacturing considers that “Inventory is evil”, the purpose of this paper is to find and quantify the relations between work-in-process inventory (WIP), manufacturing lead time (LT) and the operational variables they depend upon. Such relations provide guidelines and performance indicators in process management. Design/methodology/approach – The authors develop equations to analyse how, in discrete deterministic serial batch processes, WIP and LT depend on parameters like performance time (of each workstation) and batch size. The authors extend those relations to processes with different lots and the authors create a multiple-lot box score. Findings – In this paper, the relations among WIP, LT and the parameters they depend on are derived. Such relations show that when WIP increases, LT increases too, and vice versa, and the parameters they depend on. Finally, these relations provide a framework for WIP reduction and manufacturing LT reduction and agree with the empirical principles of lean manufacturing. Research limitations/implications – Quantitative results are only exact for discrete deterministic batch processes without any delays. Expected results might not be achieved in real manufacturing environments. However, qualitative results show the underlying relations amongst variables. Different expressions might be derived for other situations. Practical implications – Understanding the relations between manufacturing variables allows operations managers better design, implement and control manufacturing processes. The box score, implemented on a spreadsheet, allows testing the effect of changes in different operational parameters on the manufacturing LT, total machine wait time and total lot queue time. Originality/value – The paper presents a discussion about process performance based on the mutual influence between WIP and LT and other variables. The relation is quantified for the discrete deterministic case, complementing the models that exist in the literature. The box score allows mapping more complex processes.

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.

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