scholarly journals IMPLEMENTASI METODE LEAN THINKING UNTUK MENGURANGI NON VALUE ADDING ACTIVITY DAN MENINGKATKAN KINERJA PT. XK

2020 ◽  
Vol 4 (1) ◽  
pp. 254-261
Author(s):  
Taqwa Nur
Keyword(s):  
Waiting Time ◽  
Lean Thinking ◽  
Value Stream ◽  
Excess Motion

PT. XK merupakan perusahaan jasa transportasi yang menggunakan truk jenis trailer. Dalam operasional bisnisnya melibatkan beberapa pihak seperti pelanggan, depo kontainer, instantasi pemerintah, jasa transportasi, jasa pelabuhan dengan lokasi saling berjauhan. Operasi ini memerlukan komunikasi, interaksi dan koordinasi yang sangat tinggi sehingga order pelanggan bisa terpenuhi sesuai harapannya dan kinerja PT. XK tercapai. Kinerja yang diukur adalah jumlah komplain pengiriman terlambat, jumlah truk mengalami kerusakan saat beroperasi. Dari performa diperoleh rata-rata waktu pengerjaan 1 order membutuhkan waktu yang lama yaitu sekitar 1.182 menit. Perbaikan dilakukan dengan menerapkan Metode Lean Thinking untuk mengidentifikasi Non Value Adding Activity, Necessary but Non Value Adding Activity dan Value adding Activity. Tahapan dilakukan dengan melakukan kuisioner, brainstorming sehingga alat bantu yang digunakan adalah Value Stream Analysis dengan fokus utama perbaikan pada Process Activity Mapping. Pemborosan terbesar yaitu waiting time, unappropriate process, excess motion dan underutilized employee. Dari brainstorming ditemukan akar permasalahannya dan usulan perbaikannya. Hasil perbaikan diperoleh waktu pengerjaan 1 order mengalami penurunan sebesar 52,81% dengan waktu delaynya berkurang atau Non Value Adding Activity dari 609,28 menit menjadi 65,55 menit sehingga berdampak pada peningkatan kinerjanya yaitu komplain pengiriman terlambat mengalami penurunan dan kejadian truk yang rusak saat beroperasi menurun.

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.

scholarly journals Service Value Stream Management (SVSM): Developing Lean Thinking in the Service Industry

2011 ◽  
Vol 04 (04) ◽  
pp. 428-439 ◽  
Author(s):  
Andrea Bonaccorsi ◽  
Gionata Carmignani ◽  
Francesco Zammori
Keyword(s):  
Service Industry ◽  
Lean Thinking ◽  
Service Value ◽  
Value Stream ◽  
Stream Management

scholarly journals Lean Thinking to Foster the Transition from Traditional Logistics to the Physical Internet

2020 ◽  
Vol 12 (15) ◽  
pp. 6053
Author(s):  
Vanessa Rodríguez Cornejo ◽  
Ángel Cervera Paz ◽  
Luis López Molina ◽  
Víctor Pérez-Fernández
Keyword(s):  
Supply Chain ◽  
Waiting Times ◽  
Value Stream Mapping ◽  
Lean Thinking ◽  
Value Stream ◽  
A Value ◽  
Physical Internet ◽  
The Right ◽  
The Relationship ◽  
Value Stream Map

This paper studies the relationship between Lean paradigms and the Physical Internet (PI). Lean thinking is a philosophy that allows one to obtain the right amount of the right items in the right place at the right time; it seeks to minimize waste and is flexible to change. In fact, applying Lean not only helps to reduce costs, but it also adds value and improves results across the supply chain. By using a value stream map, we can map the process from the supply chain to the customer, while trying not to add value activities. Such activities include excessive production, overstorage, waiting times poorly adjusted to needs, defects and rejects that require reprocessing, and, finally, unnecessary transport and movements. Storage, waiting times, and unnecessary transport and movements are at the core of the PI. A value stream map can also help to identify empty transport and unnecessary CO2 emissions. This study analyzes value stream mapping as a tool that can enable the objectives of the different Alliance for Logistics Innovation through Collaboration (ALICE) roadmaps for logistics innovation to be achieved, and can also allow PI principles to be reached on the established dates.

LEAN INNOVATION–INTRODUCING VALUE SYSTEMS TO PRODUCT DEVELOPMENT

2011 ◽  
Vol 08 (01) ◽  
pp. 41-54 ◽  
Author(s):  
G. SCHUH ◽  
M. LENDERS ◽  
S. HIEBER
Keyword(s):  
Innovation Management ◽  
Innovation System ◽  
Value Systems ◽  
Core Element ◽  
Lean Thinking ◽  
Value System ◽  
Value Stream ◽  
Internal Customers ◽  
Innovation Project ◽  
Innovation And Development

The implementation of lean thinking in innovation management has not been executed systematically yet. For instance, high uncertainties of processes or limited possibilities for automation in research and development (R&D) indicate special requirements for the implementation of lean thinking. A competitive R&D requires a holistic rethinking for the implementation of lean thinking. The lean innovation system represents the systematic interpretation of lean thinking principles with reference to product or process innovation and development. One core element of lean innovation is the value system, which is the basis for the value stream design in innovation and development projects. The value system defines, structures and prioritizes "values" adaptively for one specific innovation project. The values are defined by all relevant stakeholders in the innovation and development process, like external and internal customers, considering an organization's strategy and culture. It represents the basis for a consequent value-oriented alignment of project and processes in R&D. This paper introduces lean innovation and the core findings of the recent survey "Lean innovation" of the Laboratory for Machine Tools and Production Engineering WZL at RWTH Aachen University. Subsequently, the paper focuses on the value system, describes its elements, and shows how to use and benefit from the value system toward a powerful lean innovation.

scholarly journals Introducing a strategic perspective in lean thinking applications through system dynamics modelling: the dynamic Value Stream Map

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guido Noto ◽  
Federico Cosenz
Keyword(s):  
System Dynamics ◽  
Management Practices ◽  
System Structure ◽  
Illustrative Case ◽  
Management Tools ◽  
Lean Thinking ◽  
Content Type ◽  
Value Stream ◽  
Strategic Perspective ◽  
Value Stream Map

PurposeLean Thinking is an operation management discipline which aims to identify, map and analyse the activities forming a process to detect “value waste” and outline the most effective flow of activities to execute in sequence. Process mapping is often developed in lean projects through the use of the Value Stream Map (VSM). Like many other management tools, the VSM adopts a static and non-systemic perspective in the representation of an organizational process. This may result in the implementation of Lean projects inconsistent with the overall organizational long-term strategy, thus leading to dysfunctional performance. In order to overcome this limit, the paper suggests combining VSM with System Dynamics (SD) modelling.Design/methodology/approachThe paper is based on a review of the literature on VSM. This review is matched with an analysis of SD modelling principles aimed at explaining the practical and theoretical contribution of this approach to operation and strategic management practices. An illustrative case study is then provided to explore the practical implications of the proposed approach.FindingsOur results show that SD modelling provides robust methodological support to VSM and Lean Thinking due to its inner characteristics, namely: simulation, systemic view, explicit link between system structure and behaviour and effective visual representation.Originality/valueThis research proposes a novel approach to design VSMs aimed at fostering a strategic perspective in Lean Thinking applications. Such an approach connects two fields of research and practice – i.e. VSM and SD modelling – which have traditionally been kept separated or, at least, partially combined for specific organizational sub-systems, thereby neglecting a broader strategic view of the entire process system.

scholarly journals A lean thinking and simulation-based approach for the improvement of routing operations

2016 ◽  
Vol 116 (5) ◽  
pp. 903-925 ◽  
Author(s):  
Bernardo Villarreal ◽  
Jose Arturo Garza-Reyes ◽  
Vikas Kumar
Keyword(s):  
Vehicle Routing ◽  
Value Stream Mapping ◽  
Lean Thinking ◽  
Vehicle Performance ◽  
Content Type ◽  
Value Stream ◽  
Novel Approach ◽  
Simulation Based ◽  
Operations Performance ◽  
Number Of Customers

Purpose – The improvement of routing operations performance has been of great concern for organisations. This has led to the development of alternative lean-based methods, however the literature research on the applications of lean thinking in the transportation sector is still considered rather limited. The purpose of this paper is to present a lean thinking and simulation-based approach to improve the efficiency of warehousing and routing operations. Design/methodology/approach – The paper reviews the existing literature in the area of lean transportation and then presents and applies a novel approach to improve the vehicle routing operations of a Mexican firm. The proposed approach suggests the classification of wastes into those relevant to transport operations, their identification through a transportation value stream mapping study, and the use of the transportation overall vehicle effectiveness (TOVE) index for the measure of the overall performance of the transport operations. Findings – The results obtained from the case study indicate that the proposed approach is an effective alternative for the improvement of vehicle routing operations as the number of routes decreased from 30 to 22 and the distance travelled by 32 per cent. Similarly, the average number of clients served by each route increased by 23 per cent as well as the TOVE index increased from 6.9 to 19.3 per cent. The TOVE component measures of vehicle performance and operating availability efficiencies also increased significantly while quality issues, in the form of number of customers not served per route, were reduced from six to zero. Originality/value – The improvement of routing operations performance has been traditionally addressed through operations research and mathematical modelling approaches. This paper presents an alternative and novel lean thinking and simulation-based approach to improve the efficiency of routing operations.

scholarly journals Lean thinking to improving access to cancer patients in a Public General Hospital

2015 ◽  
Vol 1 (1) ◽  
pp. 1-8
Author(s):  
Carlos Frederico Pinto ◽  
Stela Maris Coelho ◽  
Evelin Araujo Marotta ◽  
Sheila Vianna Reis ◽  
Robisom Damasceno Calado ◽  
...  
Keyword(s):  
Value Stream Mapping ◽  
Lean Thinking ◽  
Process Redesign ◽  
Cancer Centers ◽  
Value Stream ◽  
Unit Capacity ◽  
Case Study Report ◽  
Lean Methods ◽  
Unit Performance

Unbalanced treatment scheduling and overcrowding is a common problem for cancer centers in Brazil, with huge access restrictions due to system inefficiencies and poor assistance design. The purpose of this report is to show how lean thinking can be applied to healthcare by using lean methods and production leveling. The case study / report presented was adopted in order to describe the approach, techniques and findings of this project, as part of a lean initiative. Lean Value Stream Mapping tools and leveling tools improved unit performance by increasing unit capacity freeing treatment slots by leveling and decrease of waiting time for cancer treatment .The process redesign also eliminated unnecessary movement and overtime.

Lean, mean, fighting machine

2020 ◽  
Vol 37 (1) ◽  
pp. 33-34
Keyword(s):  
Competitive Advantage ◽  
Design Methodology ◽  
Reading Time ◽  
Lean Thinking ◽  
Content Type ◽  
Value Stream ◽  
Pertinent Information ◽  
Value Stream Map ◽  
Practical Implications ◽  
Help Model

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The principle of Lean Thinking can boost the competitive advantage of an organization through removing waste that doesn’t benefit the customer. The Dynamic Value Stream Map can help model this process in order to implement Lean Thinking more efficiently and effectively. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals Designing Risk Management: Applying Value Stream Mapping to Risk Management

2019 ◽  
Vol 1 (1) ◽  
pp. 2229-2238
Author(s):  
Pelle Willumsen ◽  
Josef Oehmen ◽  
Monica Rossi
Keyword(s):  
Risk Management ◽  
Product Development ◽  
New Product Development ◽  
Value Stream Mapping ◽  
Support Design ◽  
Lean Thinking ◽  
Future Design ◽  
Value Stream ◽  
Current State ◽  
Design Activities

AbstractRisk management (RM) in new product development (NPD) is often implemented as a standardized framework and ends up being carried out as a tick the box, non-value adding activity. To avoid this problem, RM needs to be tailored to the organization and NPD project. This paper identifies a gap in both understanding and facilitating tailoring, i.e. design of RM systems in NPD. To understand how to design RM systems, we must better understand how RM adds value to NPD activities. We applied Product Development Value Stream Mapping (PDVSM) to RM and conceptualized a Risk Value Stream Mapping (RVSM) framework to support design. Through a state-of-the-art literature review, we identified typical categories of value and waste in RM as well as approaches to model the RM in NPD. We developed and tested components of the RVSM framework based on PDVSM in three case companies. In this paper, results are presented regarding waste, value and potential ways to model the value stream in RM. The framework enables a diagnosis of the current state of RM in companies and supports future design activities pertaining to RM systems. This paper is positioned at the intersection of design, lean thinking and RM

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