Penerapan Lean Manufacturing di Sebuah Perusahaan Keramik

Ryan Restu Reza; Amelia Santoso

doi:10.24014/jti.v8i2.19954

Penerapan Lean Manufacturing di Sebuah Perusahaan Keramik

Ryan Restu Reza, Amelia Santoso

Abstract

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%.

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DOI: http://dx.doi.org/10.24014/jti.v8i2.19954