Lean Manufacturing untuk Meminimalisasi Lead Time dan Waste agar Tercapainya Target Produksi pada PT. ABC
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| Issue | Vol 7 No 1 (2024): Talenta Conference Series: Energy and Engineering (EE) | |
| Section | Articles | |
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Copyright (c) 2024 Talenta Conference Series: Energy and Engineering (EE)  This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License. |
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| DOI: | https://doi.org/10.32734/ee.v7i1.2193 | |
| Keywords: | Lean Manufacturing Value Stream Mapping Root Causes Analysis | |
| Published | 2024-10-22 |
Abstract
PT. ABC, sebagai perusahaan terkemuka di Indonesia dalam industri pembuatan tissue berkualitas tinggi, memiliki unit terintegrasi, termasuk unit S. Unit S berkomitmen untuk menyederhanakan proses produksi demi menjaga ketepatan waktu dan mengurangi pemborosan. Namun, masih terdapat kegiatan yang tidak perlu, mengakibatkan penurunan efisiensi dan efektivitas produksi. Untuk mengatasi masalah ini, diperlukan pendekatan "lean manufacturing". Berdasarkan analisis process activity mapping, teridentifikasi 21 aktivitas dalam proses produksi, dengan 6 aktivitas operasional, 1 aktivitas transportasi, 2 aktivitas inspeksi, 11 aktivitas penyimpanan, dan 2 aktivitas penundaan. Dari sini, terdapat 8 aktivitas penambahan nilai (VA), 2 aktivitas non penambahan nilai (NVA), dan 11 aktivitas non penambahan nilai yang diperlukan (NNVA). Rekomendasi perbaikan termasuk pemeriksaan mesin secara teratur, manajemen perawatan mesin yang baik, peningkatan keterampilan operator, penerapan SOP untuk pengaturan mesin, dan peningkatan tata letak penyimpanan.
PT. ABC, as a leading company in Indonesia in the high quality tissue manufacturing industry, has integrated units, including unit S. Unit S is committed to simplifying the production process in order to maintain punctuality and reduce waste. However, there are still unnecessary activities, resulting in a decrease in production efficiency and effectiveness. To overcome this problem, a "lean manufacturing" approach is needed. Based on the process activity mapping analysis, 21 activities were identified in the production process, with 6 operational activities, 1 transportation activity, 2 inspection activities, 11 storage activities, and 2 delay activities. From here, there are 8 value added activities (VA), 2 non value added activities (NVA), and 11 required non value added activities (NNVA). Improvement recommendations include regular machine checks, good machine maintenance management, improving operator skills, implementing SOPs for machine setup, and improving storage layout.
