Peningkatan Produktivitas dengan Reduksi Waste pada Aliran Produksi Knalpot Melalui Pendekatan Lean Manufacturing (Studi Kasus : PT. Sandy Globalindo - Bandung)

Reno Tislianto, Endang Prasetyaningsih, Chaznin R Muhammad

Abstract


Abstract. Exhaust is one of the products which have its own attractiveness for motorcycle riders. In this exhaust products KLX 150 trend, PT Sandy Globalindo (SND) company offers low prices exhaust with the same quality with other manufacturers. However, in its production to produce SNX KLX 150 Exhaust, company still faced some problems such as delay of raw materials from suppliers, sometimes raw materials are not available in suppliers and production processes are still irregular so that the product leadtime to arrive to the consumer getting very longer. The Company try to improve efforts in order to obtain better production activities and also increased company productivity. Efforts to improve the productivity of company adopt the Lean Manufacturing approach by reducing activities which is considered as a waste. Identification process of is carried out by mapping the current state using VSM Current State, followed by searching for linked activity which is considered as a waste using Waste Relationship Matrix (WRM) and classifying the activity using Process Activity Mapping (PAM). Design improvements for future conditions is using VSM Future State with Kaizen (5S) and Shortest Processing Time (SPT) schedule approach. Based on the research that has been done, the activity considered as waste is the distance of material movement, the length of raw material delivery from suppliers, workers experiencing idle, operators looking for work aids, operators doing other activities while working, welding change over was too long, welding result wasn’t neat, hasty in the work, the painting process was accumulated, waiting time for the unfinished part, and the accumulation of finished goods in the warehouse. Results from the design process improvement are  79% saving time, leadtime at Current State condition obtained by 7884,77 minutes and after the improvement leadtime on the condition of Future State obtained by 1772,86 minutes with Value Added Time of 144.22 minutes.

Keyword : Lean Manufacturing, Value Stream Mapping, Waste

Abstrak. Produk Knalpot merupakan salah satu produk dengan daya tarik tersendiri bagi para pengguna sepeda motor roda 2. Pada trend ini untuk produk knalpot KLX 150, perusahaan PT Sandy Globalindo (SND) menawarkan harga yang murah dengan kualitas yang sama dengan pabrikan lain. Namun dalam produksinya untuk memproduksi Knalpot SND Pentagon Kawasaki KLX 150  perusahaan masih menghadapi permasalahan seperti terjadinya keterlambatan bahan baku dari supplier, bahan baku terkadang tidak tersedia di supplier dan proses produksi yang masih tidak beraturan sehingga lead time produk untuk sampai ke konsumen pun sangatlah lama. Perusahaan berupaya melakukan upaya perbaikan agar dapat memperoleh kegiatan produksi yang lebih baik dan produktivitas perusahaan pun meningkat. Upaya meningkatkan produktivitas perusahaan penelitian mengadopsi pendekatan Lean  Manufacturing dengan mereduksi aktivitas-aktivitas yang dianggap sebagai waste. Proses identifikasi dilakukan pemetaan kondisi saat ini menggunakan VSM Current State, dilanjut dengan mencari keterkaitan aktivitas yang dianggap sebagai waste menggunakan Waste Relationship Matrix (WRM) dan mengklasifikasikan kegiatan tersebut menggunakan Process Activity Mapping (PAM) serta mencari akar penyebab permasalahan menggunakan Diagaram Fishbone. Perancangan perbaikan untuk kondisi yang akan datang menggunakan VSM Future State dengan menggunakan pendekatan Kaizen (5S) dan Penjadwalan Shortest Processing Time (SPT). Berdasarkan penelitian yang telah dilakukan, kegiatan yang dianggap sebagai waste adalah jauhnya jarak perpindahan material, lamanya pengiriman bahan baku dari supplier, pekerja mengalami idle, operator mencari alat bantu kerja, operator melakukan kegiatan lain selain bekerja, change over pengelasan terlalu lama, hasil pengelasan tidak rapih, tergesa-gesa dalam bekerja, proses pengecatan mengalami penumpukan, menunggu part yang belum selesai, dan penumpukan barang jadi di gudang. Upaya yang dihasilkan dari hasil proses perancangan perbaikan terjadi penghematan waktu sebesar 79%, lead time pada kondisi Current State diperoleh sebesar 7884,77 menit dan setelah perbaikan lead time pada kondisi Future State diperoleh sebesar 1772,86 menit dengan nilai Value Added Time sebesar 149,22 menit.

Kata Kunci : Lean Manufacturing, Value Stream Mapping, Waste


Keywords


Lean Manufacturing, Value Stream Mapping, Waste

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References


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