Transformasi IKM Tempe Sanan dengan Lean Management dan Value Stream Mapping (VSM) untuk Efisiensi Proses Produksi
DOI:
https://doi.org/10.35194/jmtsi.v9i2.4824Keywords:
Lean Management, Value Stream Mapping, IKM, TempeAbstract
Penelitian ini membahas penerapan lean management pada Industri Kecil Menengah (IKM) Tempe Sanan di Malang untuk meningkatkan produktivitas dan efisiensi produksi. Lean management diterapkan menggunakan Value Stream Mapping (VSM) untuk memvisualisasikan dan mengidentifikasi pemborosan dalam proses produksi. Future state map dirancang untuk meminimalkan waktu siklus dan mengurangi aktivitas yang tidak memberikan nilai tambah. Dalam tahap implementasi, dilakukan sosialisasi dan uji coba skala kecil yang menunjukkan hasil positif dalam mengurangi pemborosan di tahapan produksi seperti pendinginan dan perebusan. Meski demikian, penerapan penuh VSM menghadapi kendala dalam bentuk keterbatasan sumber daya dan pemahaman dari pemilik IKM. Implementasi lean management ini juga mencakup penggunaan teknologi tepat guna, seperti panci berinsulasi dan sistem pendingin berbasis konveksi alami, yang dapat diterapkan secara sederhana namun efektif dalam meningkatkan efisiensi proses. Hasil penelitian menunjukkan bahwa lean management melalui alat VSM dapat menjadi pendekatan strategis untuk meningkatkan daya saing IKM, dengan pemantauan berkelanjutan melalui KPI seperti waktu siklus, tingkat inventori, dan tingkat keterlambatan. Monitoring ini diharapkan dapat membawa perbaikan yang berkelanjutan dalam proses produksi, yang berdampak positif pada profitabilitas dan pertumbuhan IKM Tempe Sanan.References
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[2] S. Sahoo and S. Yadav, “Lean implementation in small- and medium-sized enterprises: An empirical study of Indian manufacturing firms,” Benchmarking, vol. 25, no. 4, pp. 1121–1147, 2018, doi: 10.1108/BIJ-02-2017-0033.
[3] V. Chahala and M. S. Narwal, “An empirical review of lean manufacturing and their strategies,” Manag. Sci. Lett., vol. 7, no. 7, pp. 321–336, 2017, doi: 10.5267/j.msl.2017.4.004.
[4] S. M. Zahraee, A. Hashemi, A. A. Abdi, A. Shahpanah, and J. M. Rohani, “Lean manufacturing implementation through value stream mapping: A case study,” J. Teknol. (Sciences Eng., vol. 68, no. 3, pp. 119–124, 2014, doi: 10.11113/jt.v68.2957.
[5] S. Rizky Wicaksono, R. Setiawan, and Purnomo, “Lean Manufacturing Machine using Value Stream Mapping,” J. Phys. Conf. Ser., vol. 1175, no. 1, p. 012118, Mar. 2019, doi: 10.1088/1742-6596/1175/1/012118.
[6] M. A. Amin and M. A. Karim, “A time-based quantitative approach for selecting lean strategies for manufacturing organisations,” Int. J. Prod. Res., vol. 51, no. 4, pp. 1146–1167, 2013, doi: 10.1080/00207543.2012.693639.
[7] A. Droste, Lean thinking, banish waste and create wealth in your corporation, vol. 4, no. 1. Free Press, 2007. doi: 10.1080/14767330701233988.
[8] M. L. Stamm, “Value Stream Mapping ( Vsm ) in a Manufacture-To-Order Small and Medium Enterprise,” in 3rd World Conference on Production and Operations Management, Tokyo, Japan, 2008, pp. 1–15.
[9] R. A. Tambunan et al., “Penerapan Lean Manufacturing menggunakan Value Stream Mapping (VSM) untuk Identifikasi Waste & Performance Improvement Pada UKM ‘Shoes and Care,’” Ind. Eng. Online J., vol. 6, no. 4, pp. 1–6, 2017.
[10] V. M. Patil and S. G. Bhatwadekar, “Application of Value Stream Mapping for Lead Time Reduction and Inventory Control,” no. 1999, pp. 135–138, 2015.
[11] B. P. Tomar and A. N. Tiwari, “Value Stream Mapping as a Tool for Lean Manufacturing Implementation-A Review,” J. Emerg. Technol. Innov. Res., vol. 3, no. 3, pp. 32–39, 2016, doi: 10.1108/IJLSS-04-2012-0002.
[12] A. J. D. Forno, F. A. Pereira, F. A. Forcellini, and L. M. Kipper, “Value stream mapping: A study about the problems and challenges found in the literature from the past 15 years about application of Lean tools,” Int. J. Adv. Manuf. Technol., vol. 72, no. 5–8, pp. 779–790, 2014, doi: 10.1007/s00170-014-5712-z.
[13] J. Erikshammar, “Value Stream Mapping ( VSM ): @ JErikshammar Jarkko Erikshammar,” pp. 0–14, 2013.
[14] N. Vujica Herzog, A. Polajnar, and T. Kostanjevec, “Value stream mapping for effective Lean Manufacturing,” Ann. DAAAM Proc. Int. DAAAM Symp., vol. 8, no. 1, pp. 1515–1516, 2008.
[15] P. Hines and N. Rich, “The seven value stream mapping tools,” Int. J. Oper. Prod. Manag., vol. 17, no. 1, pp. 46–64, 1997, doi: 10.1108/01443579710157989.
[16] M. Rother and J. Shook, Learning to see. Brookline: Lean Enterprise Institute, 1999. doi: 10.1109/6.490058.
[17] A. Krijnen, The Toyota way: 14 management principles from the world’s greatest manufacturer, vol. 4, no. 1. McGraw-Hill, 2007. doi: 10.1080/14767330701234002.
[18] A. C. Alves, J. Dinis-Carvalho, and R. M. Sousa, “Lean production as promoter of thinkers to achieve companies’ agility,” Learn. Organ., vol. 19, no. 3, pp. 219–237, 2012, doi: 10.1108/09696471211219930.
[19] G. L. Tortorella, F. S. Fogliatto, M. Anzanello, G. A. Marodin, M. Garcia, and R. Reis Esteves, “Making the value flow: application of value stream mapping in a Brazilian public healthcare organisation,” Total Qual. Manag. Bus. Excell., pp. 1–15, 2016, doi: 10.1080/14783363.2016.1150778.
[20] B. W. Oppenheim, “Lean product development flow,” Syst. Eng., vol. 7, no. 4, p. no, 2004, doi: 10.1002/sys.20014.
[21] S. A. Irani and J. Zhou, “Value Stream Mapping of a Complete Product,” White Pap. Lean Manuf. Japan, no. 1, pp. 1–24, 2011, [Online]. Available: http://www.lean-manufacturing-japan.com/white_paper/value_stream_mapping_of_a_comp.html
[22] P. Kuhlang, S. Hempen, W. Sihn, and J. Deuse, “Systematic improvement of value streams - Fundamentals of value stream oriented process management,” Int. J. Product. Qual. Manag., vol. 12, no. 1, pp. 1–17, 2013, doi: 10.1504/IJPQM.2013.054860.
[23] B. Baby, N. Prasanth, and S. S. Jebadurai, “Implementation of lean principles to improve the operations of a sales warehouse in the manufacturing industry,” Int. J. Technol., vol. 9, no. 1, pp. 46–54, 2018, doi: 10.14716/ijtech.v9i1.1161.
[24] J. Bhamu, K. S. Sangwan, and K. Singh Sangwan, “Lean manufacturing: literature review and research issues,” Int. J. Oper. Prod. Manag., vol. 34, no. 7, pp. 876–940, 2014, doi: 10.1108/IJOPM-08-2012-0315.
[25] F. J. Krafick, “Triumph of the Lean Production System,” Sloan Manage. Rev., vol. 30, no. 1, pp. 41–52, 1988, [Online]. Available: https://edisciplinas.usp.br/pluginfile.php/5373958/mod_resource/content/4/krafcik_TEXTO_INTEGRAL.pdf
[26] S. M. Pol and S. S. K, “A study on decisive tool " value stream mapping " to excel the potentiality of manufacturing industries,” Int. J. Multidiscip. Res. Dev., vol. 2, no. 3, pp. 413–428, 2015.
[27] P. Gunaki, “Value Stream Mapping- Tool to Optimize the Process,” J. Mines, Met. Fuels, vol. 70, pp. 164–168, 2023, doi: 10.18311/jmmf/2022/31221.
[28] T. Melton, “The benefits of lean manufacturing: What lean thinking has to offer the process industries,” Chem. Eng. Res. Des., vol. 83, no. 6 A, pp. 662–673, 2005, doi: 10.1205/cherd.04351.
[29] Y. Monden, TOYOTA Production System: An Integrated Approach to Just-In-Time, Fourth Edition. Productivity Press, 2011. doi: 10.1201/b11731.
[30] P. Davim, “Sustainable Manufacturing,” in Sustainable Manufacturing, R. Stark, Ed. Life Cycle Engineering and Management, 2013, pp. 203–220. doi: 10.1002/9781118621653.
[31] R. R. Lummus, R. J. Vokurka, and B. Rodeghiero, “Improving quality through value stream mapping: A case study of a physician’s clinic,” Total Qual. Manag. Bus. Excell., vol. 17, no. 8, pp. 1063–1075, 2006, doi: 10.1080/14783360600748091.
[32] A. B. Lopes de Sousa Jabbour, N. O. Ndubisi, and B. M. Roman Pais Seles, “Sustainable development in Asian manufacturing SMEs: Progress and directions,” Int. J. Prod. Econ., vol. 225, no. July 2019, p. 107567, 2020, doi: 10.1016/j.ijpe.2019.107567.
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2025-09-30
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