scholarly journals MENURUNKAN LEAD TIME SERVICE BERKALA EKSTERNAL FORTUNER DENGAN MEMPERCEPAT PROSES PENGGANTIAN OLI MESIN DI PT XYZ

Technologic ◽  
2021 ◽  
Vol 12 (2) ◽  
Author(s):  
Setia Abikusna Abikusna
Keyword(s):  
Lead Time ◽  
Time Service ◽  
Fishbone Diagram ◽  
Cross Member ◽  
Lower Cover

PT. XYZ menyediakan layanan perbaikan kategori general repair bagi pelanggannya. Pada layanan ini, terdapat kendala yaitu lead time proses servis berkala eksternal (SBE) tidak mencapai target, khususnya pada proses penggantian oli mesin Fortuner. Proses ini dirasa masih kurang efektif karena teknisi kerap harus membersihkan cross member dan lower cover, serta lantai stall karena ada tetesan oli ketika proses penggantian oli dilakukan, hal ini yang menyebabkan waktu servis menjadi lebih lama. Dalam mencari solusi atas permasalahan yang terjadi, penulis menggunakan tools fishbone diagram untuk membuat improvement mempercepat penggantian oli mesin Fortuner dengan membuat service special tools (SST) berupa penampang oli mesin sehingga memudahkan teknisi melakukan penggantian oli mesin. Hasil dari improvement tersebut mempercepat lead time proses SBE dari 1 jam 2 menit 59 detik menjadi 54 menit 39 detik.

scholarly journals Analysis and Optimization of a Combined Make-to-Stock and Make-to-Order Multiproduct Manufacturing System

2009 ◽  
Vol 2009 ◽  
pp. 1-27 ◽  
Author(s):  
Khaled Hadj Youssef ◽  
Christian van Delft ◽  
Yves Dallery
Keyword(s):  
Lead Time ◽  
High Volume ◽  
Service Level ◽  
Time Service ◽  
Inventory Costs ◽  
Make To Order ◽  
End Products ◽  
Low Volume ◽  
Multiproduct Manufacturing ◽  
The Impact

We consider a single-stage multiproduct manufacturing facility producing several end-products for delivery to customers with a required customer lead-time. The end-products can be split in two classes: few products with high volume demands and a large number of products with low-volume demands. In order to reduce inventory costs, it seems efficient to produce the high-volume products according to an MTS policy and the low volume products according to an MTO policy. The purpose of this paper is to analyze and compare the impact of the scheduling policy on the overall inventory costs, under customer lead-time service level constraints. We consider two policies: the classical FIFO policy and a priority policy (PR) which gives priority to low volume products over high volume products. We show that for some range of parameters, the PR rule can significantly outperform the FIFO rule. In these ranges, the service level constraints are satisfied by the PR rule with much lower inventory costs.

scholarly journals Comparison of particular logistic models’ adoption in the Czech Republic

2016 ◽  
Vol 6 (1) ◽  
Author(s):  
Petra Vrbová ◽  
Václav Cempírek
Keyword(s):  
Supply Chain ◽  
Czech Republic ◽  
Lead Time ◽  
Logistic Model ◽  
Logistic Models ◽  
Service Level ◽  
Time Service ◽  
The Czech Republic ◽  
Total Cost ◽  
Challenging Tasks

Abstract Managing inventory is considered as one of the most challenging tasks facing supply chain managers and specialists. Decisions related to inventory locations along with level of inventory kept throughout the supply chain have a fundamental impact on the response time, service level, delivery lead-time and the total cost of the supply chain. The main objective of this paper is to identify and analyse the share of a particular logistic model adopted in the Czech Republic (Consignment stock, Buffer stock, Safety stock) and also compare their usage and adoption according to different industries. This paper also aims to specify possible reasons of particular logistic model preferences in comparison to the others. The analysis is based on quantitative survey held in the Czech Republic.

scholarly journals MENURUNKAN LEAD TIME SERVICE BERKALA KELIPATAN 40.000 KM DENGAN MENURUNKAN WAKTU PROSES PENGGANTIAN OLI TRANSMISI MANUAL DAN OLI DIFFERENTIAL MENGGUNAKAN SST DI AUTO 2000 ABC

Technologic ◽  
2021 ◽  
Vol 12 (1) ◽  
Author(s):  
Setia Abikusna ◽  
Teguh Triantoro
Keyword(s):  
Lead Time ◽  
Time Service ◽  
Special Service ◽  
Total Process

Lead time total process service berkala (SBE) kelipatan 40.000 km pada penggantian oli transmisi manual dan oli differential memerlukan waktu yang relatif lebih lama. Jenis service khususnya kendaraan penggerak belakang ini tercatat yang cukup banyak (hampir 45%) dari keseluruhan service di Auto 2000 cabang ABC pada periode waktu tertentu (rata-rata 3 bulanan). Masalah yang cukup menonjol pada proses penggantian oli transmisi manual dan oli differential tersebut ada pada alat yang digunakannya yang menyebabkan prosesnya kurang efisien, seperti lamanya pengisian oli ke dispenser oli karena harus diisi satu persatu, lamanya pengisian tekanan udara karena alat yang digunakan masih menggunakan tekanan udara untuk mendorong oli yang ada di tabung dispenser oli. Apabila tekanan udara yang diisi kurang, pengisian oli ke transmisi dan differential menjadi lama. Proses penggantian oli ini membutuhkan waktu 18 menit 3 detik. Dengan menggunakan fishbone tools untuk mengatasi masalah tersebut, penulis membuat improvement berupa special service tools (SST) yaitu berupa pompa oli tipe impeller dengan modifikasi penambahan valve, dengan sumber tegangan battery 12 V. Setelah adanya SST, proses menjadi lebih sederhana di mana teknisi tidak perlu lagi mengisi oli satu persatu dan tidak perlu mengisi tekanan udara. Proses penggantian oli transmisi manual dan oli differential menjadi lebih cepat yaitu 10 menit 44 detik atau meningkat 11%, sedangkan safetynya juga meningkat kurang lebih 13%.

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.

Controllable lead time, service level constraint, and transportation discounts in a continuous review inventory model

2016 ◽  
Vol 50 (4-5) ◽  
pp. 921-934 ◽  
Author(s):  
Dongmin Shin ◽  
Rekha Guchhait ◽  
Biswajit Sarkar ◽  
Mandeep Mittal
Keyword(s):  
Lead Time ◽  
Service Level ◽  
Inventory Model ◽  
Time Service ◽  
Continuous Review ◽  
Controllable Lead Time

scholarly journals Value Stream Mapping and Six Sigma Methods to Improve Service Quality at Automotive Services in indonesia

2021 ◽  
Vol 4 (2) ◽  
pp. 36
Author(s):  
Dimas Mukhlis Hidayat Fathurohman ◽  
◽  
Humiras Hadi Purba ◽  
Aris Trimarjoko ◽  
◽  
...  
Keyword(s):  
Customer Satisfaction ◽  
Service Quality ◽  
Lead Time ◽  
Service Industry ◽  
Control Method ◽  
Service Industries ◽  
Value Stream Mapping ◽  
Time Service ◽  
Value Stream ◽  
The Right

Automotive service industry currently holds an important role in helping to increase customer satisfaction. Various strategies are carried out to win the competition for increasing customer satisfaction. Quality service combined with the right instruments can be used to increase customer satisfaction and loyalty. Customer satisfaction is the key to success in the manufacturing and service industries. Service quality is an important attribute and it is a key factor in service industries. Improving lead time service in automotive Toyota dealer service industries is the focus of this research. Value Stream Mapping succeeded in identifying problems that were happening as an impact of waiting for services, washing processes, and length of service processes. The DMAIC (Define, Measure, Analyze, Improve and Control) method assisted by tools of quality successfully analyzed and gave recommended corrective actions to reduce the lead time of Express Maintenance Service from 120.06 minutes to 64.00 minutes or improved 53% per service cycle, and succeeded in increasing the capability of the service process from 1.96 sigma to 3.80 sigma. Quality of service can be improved to get customer satisfaction, increase company profitability, and increase the competitiveness of companies in maintaining the sustainability of the industry in the future.

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.

On the Future of the Financial Redistribution across Member States in the EU

2006 ◽  
Vol 56 (1) ◽  
pp. 1-43
Author(s):  
Sándor Richter
Keyword(s):  
Value Added ◽  
The Other ◽  
Current Debate ◽  
Member States ◽  
New Member States ◽  
Financial Position ◽  
Cross Member ◽  
Expenditure Structure ◽  
The Eu ◽  
Made In

The order and modalities of cross-member state redistribution as well as the net financial position of the member states are one of the most widely discussed aspects of European integration. The paper addresses selected issues in the current debate on the EU budget for the period 2007 to 2013 and introduces four scenarios. The first is identical to the European Commission's proposal; the second is based on reducing the budget to 1% of the EU's GNI, as proposed by the six net-payer countries, while maintaining the expenditure structure of the Commission's proposal. The next two scenarios represent radical reforms: one of them also features a '1% EU GNI'; however, the expenditures for providing 'EU-wide value-added' are left unchanged and it is envisaged that the requisite cuts will be made in the expenditures earmarked for cohesion. The other reform scenario is different from the former one in that the cohesion-related expenditures are left unchanged and the expenditures for providing 'EU-wide value-added' are reduced. After the comparison of the various scenarios, the allocation of transfers to the new member states in terms of the conditions prevailing in the different scenarios is analysed.

The ROLE OF CHINA-PAK ECONOMIC CORRIDOR (CPEC) IN LOGISTIC SYSTEM OF PAKISTAN’S AND CHINA’S

2019 ◽  
Vol 6 (1) ◽  
pp. 48-50
Author(s):  
Ikram Uddin
Keyword(s):  
Persian Gulf ◽  
Lead Time ◽  
Fiber Optic ◽  
Delivery Time ◽  
Fiber Optic Cable ◽  
Total Cost ◽  
Economic Complexity ◽  
Shipping Cost ◽  
The Impact

This study will explain the impact of China-Pak Economic Corridor (CPEC) on logistic system of China and Pakistan. This project is estimated investment of US $90 billion, CPEC project is consists of various sub-projects including energy, road, railway and fiber optic cable but major portion will be spent on energy. This project will start from Kashgar port of china to Gwadar port of Pakistan. Transportation is sub-function of logistic that consists of 44% total cost of logistic system and 20% total cost of production of manufacturing and mainly shipping cost and transit/delivery time are critical for logistic system. According to OEC (The Observing Economic Complexity) currently, china is importing crude oil which 13.4% from Persian Gulf. CPEC will china for lead time that will be reduced from 45 days to 10 days and distance from 2500km to 1300km. This new route will help to china for less transit/deliver time and shipping cost in terms of logistic of china. Pakistan’s transportation will also improve through road, railway and fiber optic cabal projects from Karachi-Peshawar it will have speed 160km per hour and with help of pipeline between Gwadar to Nawabshah gas will be transported from Iran. According to (www.cpec.inf.com) Pakistan logistic industry will grow by US $30.77 billion in the end of 2020.

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