Peningkatkan Produktivitas di Industri Otomotif Melalui Optimalisasi Sistem Produksi dengan Metode Lean Manufacturing
DOI:
https://doi.org/10.35194/jmtsi.v9i2.4943Keywords:
Kaizen, Lean, Manufacturing, Productivity, WasteAbstract
Every manufacturing industry is required to make continuous improvements, one of which is reducing waste in order to achieve efficiency and productivity in the production process. One of them is the assembly manufacturing industry in Indonesia. Based on initial observations, one of the manufacturing industries in the Cikarang Industrial Area has experienced failure to achieve production targets by the company, thus disrupting productivity. Currently, the achievement of 76% is still below the target of 80%. The purpose of this study is to improve the production process by reducing waste so that efficiency and productivity can be increased. A suitable and relevant method is to combine the Lean Manufacturing-based method with the Kaizen concept because it is believed to be able to increase productivity by using many improvement tools. This study uses two data collection techniques, namely observation and focus group discussion. The results of the study showed a reduction in the number of workers by 1 person and a reduction in process time from 184.6 seconds to 90.4 seconds or 51%. These results indicate that the implementation of lean manufacturing can increase the efficiency of the assembly process. Setiap industri manufaktur dituntut untuk melakukan perbaikan secara berkesinambungan salah satunya mengurangi pemborosan agar dicapainya efisiensi dan produktivitas dalam proses produksi. Salah satunya industri manufaktur perakitan yang ada di Indonesia. Berdasarkan observasi awal bahwa salah satu industri manufaktur yang ada di Kawasan Industri Cikarang telah mengalami ketidaktercapain target produksi oleh perusahaan sehingga mengganggu produktivitas. Saat ini, ketercapaian sebesar 76% masih di bawah target sebesar 80%. Tujuan penelitian ini adalah untuk memperbaiki proses produksi dengan mengurangi pemborosan sehingga efisiensi dan produktivitas dapat ditingkatkan. Metode yang cocok dan relevan adalah dengan menggabungkan metode Lean berbasis Manufaktur dengan konsep Kaizen karena diyakini dapat meningkatkan produktivitas dengan menggunakan banyak tool perbaikan. Penelitian ini menggunakan dua teknik pengumpulan data yaitu observasi dan focus group discussion. Hasil penelitian menunjukkan pengurangan jumlah tenaga kerja sebanyak 1 orang dan pengurangan waktu proses dari 184,6 detik menjadi 90,4 detik atau sebesar 51%. Hasil ini menunjukkan bahwa implementasi lean manufacturing dapat meningkatkan efisiensi proses perakitan.References
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[32] E. O. Wijaya, W. Atikno, I. Setiawan, R. Susanto, and H. Kurnia, “Analysis of BTA16 CNC Machine Performance Improvement with Total Productive Maintenance Approach,” IJIEM - Indones. J. Ind. Eng. Manag., vol. 3, no. 3, p. 200, 2022, doi: 10.22441/ijiem.v3i3.15770.
[2] M. L. Pattiapon, N. E. Maitimu, and I. Magdalena, “Penerapan Lean Manufacturing Guna Meminimasi Waste Pada Lantai Produksi (Studi Kasus: UD. Filkin),” Arika, vol. 14, no. 1, pp. 23–36, 2020, doi: 10.30598/arika.2020.14.1.23.
[3] M. I. Fajrianto, T. G. Amran, and N. Azmi, “Rancang Bangun Model Lean Productivity Dengan Pendekatan Objective Matrix - Value Stream Mapping - ECRS (Studi Kasus: PT. X),” J. Tek. Ind., vol. 5, no. 3, pp. 61–72, 2017, doi: 10.25105/jti.v5i3.1521.
[4] Y. U. Kasanah, P. P. Suryadhini, and M. Astuti, “Penerapan Lean Manufacturing Untuk Meminimasi Waste Delay Pada Workstation Curing di PT Bridgestone Tire Indonesia,” JATI UNIK J. Ilm. Tek. dan Manaj. Ind., vol. 2, no. 1, pp. 14–23, 2019, doi: 10.30737/jatiunik.v2i1.273.
[5] B. Suhardi, M. Hermas Putri K.S, and W. A. Jauhari, “Implementation of value stream mapping to reduce waste in a textile products industry,” Cogent Eng., vol. 7, no. 1, 2020, doi: 10.1080/23311916.2020.1842148.
[6] Z. Hasan and M. S. Hossain, “Improvement of Effectiveness by Applying PDCA Cycle or Kaizen: An Experimental Study on Engineering Students,” J. Sci. Res., vol. 10, no. 2, pp. 159–173, 2018, doi: 10.3329/jsr.v10i2.35638.
[7] S. Tampubolon and H. H. Purba, “Lean six sigma implementation, a systematic literature review,” Int. J. Prod. Manag. Eng., vol. 9, no. 2, pp. 125–139, 2021, doi: 10.4995/IJPME.2021.14561.
[8] J. Choomlucksana, M. Ongsaranakorn, and P. Suksabai, “Improving the Productivity of Sheet Metal Stamping Subassembly Area Using the Application of Lean Manufacturing Principles,” Procedia Manuf., vol. 2, no. February, pp. 102–107, 2015, doi: 10.1016/j.promfg.2015.07.090.
[9] M. S. Oliveira, H. D. A. Moreira, A. C. Alves, and L. P. Ferreira, “Using lean thinking principles to reduce wastes in reconfiguration of car radio final assembly lines,” Procedia Manuf., vol. 41, pp. 803–810, 2019, doi: 10.1016/j.promfg.2019.09.073.
[10] L. Setiawan and S. Hasibuan, “Improve Ramp-Up Performance on the Sewing Process in a Sports Shoe Factory Using 8-Disciplines and Lean Manufacturing,” Qual. Innov. Prosper., vol. 25, no. 2, pp. 19–36, 2021, doi: 10.12776/qip.v25i2.1516.
[11] R. Pena, L. P. Ferreira, F. J. G. Silva, J. C. Sá, N. O. Fernandes, and T. Pereira, “Lean manufacturing applied to a wiring production process,” Procedia Manuf., vol. 51, no. 2020, pp. 1387–1394, 2020, doi: 10.1016/j.promfg.2020.10.193.
[12] Y. J. Wang et al., “Optimization of disassembly line balancing using an improved multi-objective genetic algorithm,” Adv. Prod. Eng. Manag., vol. 16, no. 2, pp. 240–252, 2021, doi: 10.14743/APEM2021.2.397.
[13] M. Tekin, M. Arslandere, M. Etlio?lu, and E. Tekin, Proceedings of the International Symposium for Production Research 2018, no. January. Springer International Publishing, 2019. doi: 10.1007/978-3-319-92267-6.
[14] C. O. Chan and H. L. Tay, “Combining lean tools application in kaizen: a field study on the printing industry,” Int. J. Product. Perform. Manag., vol. 67, no. 1, pp. 45–65, 2018, doi: 10.1108/IJPPM-09-2016-0197.
[15] C. P. Carvalho, D. S. Carvalho, and M. B. Silva, “Value stream mapping as a lean manufacturing tool: A new account approach for cost saving in a textile company,” Int. J. Prod. Manag. Eng., vol. 7, no. 1, pp. 1–12, 2019, doi: 10.4995/ijpme.2019.8607.
[16] R. J. M. Mooy, M. Aydemir, and A. Glodde, “Increasing Productivity in Assembly Automation through the Utilization of Continuous Processes,” J. Ind. Intell. Inf., vol. 6, no. 2, pp. 38–44, 2018, doi: 10.18178/jiii.6.2.38-44.
[17] A. Kumar and R. Duhan, “Lean Manufacturing - Implementation of Concept to Reduce Defects in Small Scale Industries?: A Case Study,” vol. 3, no. 6, pp. 18–25, 2015.
[18] H. Kartika, “Penerapan Lean Kaizen untuk Meningkatkan Produktivitas Line Painting pada Bagian Produksi Automotive dengan Metode PDCA,” J. Sist. Tek. Ind., vol. 22, no. 1, pp. 22–32, 2020, doi: 10.32734/jsti.v22i1.3251.
[19] D. Restu Elyuda, W. Isnaini, and H. A. Khoiri, “Analisis Model Line Balancing dalam Peningkatan Efisiensi Jalur Lini Produksi Studi Kasus: PT XYZ,” Tek. Ind., vol. Vol 16, no. No 1, pp. 158–164, 2023, [Online]. Available: https://doi.org/10.31315/opsi.v16i1.7531
[20] J. Koh and M. L. Singgih, “Implementation Lean Manufacturing Method of Plywood Manufacture Company,” IPTEK J. Proc. Ser., vol. 0, no. 2, p. 25, 2021, doi: 10.12962/j23546026.y2020i2.9022.
[21] J. Chan, R. Jie, S. Kamaruddin, and I. A. Azid, “Implementing the Lean Six Sigma Framework in a Small Medium Enterprise ( SME ) – A Case Study in a Printing Company,” Proc. 2014 Int. Conf. Ind. Eng. Oper. Manag., no. 2012, pp. 387–396, 2014.
[22] J. Rodrigues, J. C. V. de Sá, L. P. Ferreira, F. J. G. Silva, and G. Santos, “Lean management ‘quick-wins’: Results of implementation. A case study,” Qual. Innov. Prosper., vol. 23, no. 3, pp. 3–21, 2019, doi: 10.12776/QIP.V23I3.1291.
[23] V. G. Cannas, M. Pero, R. Pozzi, and T. Rossi, “Complexity reduction and kaizen events to balance manual assembly lines: an application in the field,” Int. J. Prod. Res., vol. 56, no. 11, pp. 3914–3931, Jun. 2018, doi: 10.1080/00207543.2018.1427898.
[24] J. W. Creswell, Research Design Qualitative, Quantitative, and Mixed Methods Approaches. Los Angeles: SAGE Publication Inc, 2014. [Online]. Available: https://books.google.co.id/books?id=4uB76IC_pOQC&printsec=copyright&hl=id#v=onepage&q&f=false
[25] Sugiyono, Metode Penelitian Bisnis (Pendekatan Kuantitatif, Kualitatif, Kombinasi dam R&D). Bandung: Alfabeta, 2017.
[26] Sugiyono, Metode Penelitian Kuantitatif, Kualitatif, dan R&D, 1st ed. Bandung: CV Alfabeta, 2017.
[27] H. Kurnia, C. Jaqin, H. H. Purba, and I. Setiawan, “Implementation of Six Sigma in the DMAIC Approach for Quality Improvement in the Knitting Socks Industry,” Tekst. Ve Muhendis, vol. 28, no. 124, pp. 269–278, 2021, doi: 10.7216/1300759920212812403.
[28] T. Aprianto, A. Nuryono, I. Setiawan, H. Kurnia, and H. H. Purba, “Waste Analysis in the Speaker Box Assy Process to Reduce Lead Time in the Electronic Musical Instrument Industry,” Qual. Innov. Prosper., vol. 26, no. 3, pp. 53–65, 2022, doi: 10.12776/qip.v26i3.1744.
[29] Suratno and B. P. Ichtiarto, “Reduce Carbon Emissions of Logistic Transportation Using Eight Steps Approach in Indonesian Automotive Industry,” J. Eur. des Syst. Autom., vol. 54, no. 6, pp. 819–826, 2021, doi: 10.18280/jesa.540603.
[30] H. Darmawan, S. Hasibuan, and H. Hardi Purba, “Application of Kaizen Concept with 8 Steps PDCA to Reduce in Line Defect at Pasting Process: A Case Study in Automotive Battery,” Int. J. Adv. Sci. Res. Eng., vol. 4, no. 8, pp. 97–107, 2018, doi: 10.31695/ijasre.2018.32800.
[31] I. Setiawan, B. C. Perdana, and N. N. Aisa, “Optimisation of the Partial Runner Setup Process in Plastic Injection Moulds Using Eight Steps in the Motorcycle Industry,” Qual. Innov. Prosper., vol. 28, no. 1, pp. 223–240, 2024, doi: 10.12776/qip.v28i1.1980.
[32] E. O. Wijaya, W. Atikno, I. Setiawan, R. Susanto, and H. Kurnia, “Analysis of BTA16 CNC Machine Performance Improvement with Total Productive Maintenance Approach,” IJIEM - Indones. J. Ind. Eng. Manag., vol. 3, no. 3, p. 200, 2022, doi: 10.22441/ijiem.v3i3.15770.
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2025-09-30
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