Penerapan Lean Manufacturing di Sebuah Perusahaan Keramik

Abstract

ABSTRAK Agar dapat bersaing di pasar global, perusahaan manufaktur harus secara terus menerus mengeliminasi waste yang terjadi dalam proses produksinya. Lean manufacturing merupakan salah satu pendekatan yang dapat digunakan untuk mengidentifikasi dan mengurangi waste di perusahaan. Dalam paper ini, pendekatan lean manufacturing digunakan untuk mengurangi waste di lantai produksi perusahaan manufaktur keramik. Adanya waste di lantai produksi menyebabkan keterlambatan dalam memenuhi permintaan pelanggan. Pendekatan value stream mapping (VSM) digunakan untuk menemukan permasalahan pada aliran produk dan informasi, sedangkan process activity mapping (PAM) digunakan untuk mengklasifikasikan aktivitas secara detail disetiap proses. Dari penerapan VSM dan PAM semua aktivitas di lantai produksi diklasifikasikan menjadi tiga kategori. Kategori pertama value-added activity dengan total waktu 186,1 menit, necessary non-value-added activities adalah 2.723,64 menit, dan non-value-added activity adalah 1.410,26 menit. Dari ketiga kategori kegiatan tersebut didapatkan rasio value-added activity sebesar 4,31%. Dengan menggunakan analisis Pareto diketahui, persentase non-value-added activity yang paling signifikan terjadi di proses drying, printing, dan firing. Metode Ishikawa digunakan untuk menemukan akar penyebab waktu non-value-added activity antara lain keterlambatan penggantian komponen, Kurangnya pelatihan operator, tidak adanya pemeriksaan berkala kurangnya kesadaran operator. Metode 5W1H menemukan usulan perbaikan yang sesuai dengan menambahkan tugas kepada operator proses glazing. Beban kerja operator dihitung ulang menggunakan metode full-time equivalent (FTE) untuk menentukan jumlah operator. Hasil penelitian menunjukkan bahwa waktu value-added activity meningkat 3,57% menjadi 192,27 menit, dan necessary non-value-added activitiy menurun 1,32% menjadi 2.759,70 menit. Namun, waktu non-value-added activity mengalami penurunan sebesar 3,03% menjadi 1.367,56 menit dengan rasio value-added activity sebesar 4,46%. ABSTRACT To compete in the global market, manufacturing companies must continuously eliminate waste in the production process. The lean manufacturing approach is one method that needs to be applied to identify and reduce waste in a factory. In this paper, a ceramic manufacturer used the lean manufacturing approach to eliminate waste on the production floor. The waste on the production floor causes late to fulfills customer demand. The value stream mapping approach is used to find the problem in product and information flow. The process activities mapping approach is used to classify activities in detail for each process. The total time of value-added activities is 186.1 minutes, necessary non-value-added activities are 2,723.64 minutes, and the non-value-added activities are 1,410.26 minutes. From the three activity categories, we can calculate the value-added ratio is 4.31%. By using Pareto analysis, the most significant percentage of non-value-added time occurs in the drying, printing, and firing process. Ishikawa's method found that the root causes of non-value-added time include delays in component replacement, lack of operator training, absence of periodic checks operator's lack of awareness. The 5W1H method found an appropriate improvement proposal by adding tasks to operators in the glazing process. Operators' workload is recalculated using the full-time equivalent method to determine the number of operators. The results show that the time of value-added activities increased by 3.57% to 192.27 minutes, and the necessary non-value-added activities decreased by 1.32% to 2,759.70 minutes. Still, the time of non-value-added activities decreased by 3.03% to 1,367.56 minutes with a value-added ratio of 4.46%.