<p>Original Equipment Manufacturers (OEM) merupakan model bisnis untuk menggunakan<br />pihak ketiga sebagai subkontraktor atau pemasok bagian-bagian tertentu dalam rangka integrasi<br />produk akhir. Pemasok OEM platform dibagi beberapa tingkatan. Pemasok tingkatan 1 (tier 1) adalah<br />pemasok yang terbesar, tier 1 memproduksi barang yang penting untuk perusahaan OEM. Perusahaan<br />OEM 1st tier tidak terlepas dari waste yang ada di perusahaan itu sendiri. Studi kasus dilakukan pada<br />perusahaan manufaktur OEM supplier tier 1 yang memproduksi brake untuk kendaraan roda 2 (two<br />wheels). Besarnya kuantitas permintaan dari produsen sepeda motor (OEM) dan varian modelnya,<br />serta masih terdapat loss genba (waste) di shop-floor, dan adanya cost reduction yearly dari<br />perusahaan OEM. Maka, perlu dibuat sebuah model atau sistem untuk meningkatkan kinerja<br />perusahaan. Model yang dibuat berdasarkan prinsip lean yang bertujuan untuk mengurangi atau<br />menghilangkan waste pada proses manufaktur dengan tools Objective Matrix (OMAX), Value Stream<br />Mapping (VSM), Eliminate-Combine-Rearrange-Simplify (ECRS) dimana goal akhir adalah<br />peningkatan kinerja (produktivitas) perusahaan. Part yang dipilih untuk improvement adalah line<br />machining master cylinder 5P0, dengan nilai produktivitas dasar OMAX adalah 300. Dilakukan<br />analisa dengan VSM sebagai visualisasi waste yang terdapat pada shop-floor saat ini. Diperoleh waste<br />yakni motion, over process dan waiting. Setelah dilakukan analisis waste yang ada, berikutnya adalah<br />melakukan perbaikan menggunakan pendekatan ECRS. Perbaikan dilakukan menggunakan<br />pendekatan ECRS. Hasil yang diperoleh gap waktu standar sebelum dan sesudah adalah 8.29 detik<br />(atau turun sebesar 17%). Perbaikan yang dilakukan adalah eliminate proses facing machining,<br />combine tool burrytori, rearrange penempatan material, simplify penempatan air minum di line.<br />ECRS menunjukkan hasil menaikkan nilai produktivitas di bulan berikutnya sebesar 432, 959, 334,<br />770, 921, 959. Hasil lainnya adalah 4 bulan setelah aktivitas, line machining untuk kebutuhan master<br />cylinder 5P0 yang sebelumnya menggunakan 6 line direduksi menjadi 5 line (reduksi 1 line). Dari<br />hasil pengujian T-test terdapat perbedaan yang signifikan antara nilai produktivitas dasar terhadap<br />nilai produktivitas setelah perbaikan.</p>

This research was intended to produce an order (job) scheduling model at Carton Packaging Industries (CPI) that is useful for giving information about the time delivery to customers. The proposed model is quite complicated because of the characteristic of Make to Order (MTO) varies production process greatly between each order. The job’s schedule for CPI is prepared for production process that consists of 5 stages where in each stage uses different type of machinery. Not all jobs can be processed by all machines at a given production stage. Every job flow through 5 stage in the same order, but not all stages have to visited by all jobs. Stages may be skipped for a particular job. This condition makes CPI is classified as Hybrid and flexible flowshop for machine eligibility (HFFME). HFFME is complicated and is difficult to calculate by using conventional heuristic model. This research used genetic algorithm for solving the complex problem of HFFME and the resulting model called the Genetic Algorithm for hybrid and flexible flowshop with machine eligibility (GA-HFFME). This model is developed to minimized makespan, the objective of scheduling. The experiment was conducted towards 11 orders and it was found that the GA-HFFME is effective to solve that problem.

Nowadays, carton boxes are very popularly used, mostly in food industries, pharmacy and other consumer products. Most carton box industries work base on customer order (Make-to-order company), because most of carton box order are prepared for particular customer. Carton box are not only used for containing and protecting the product, but also functioned to inform the product to the customers. Make-to-order company has a high level of uncertainty such as the type and design of the product, the step of production, production time, cost, equipments and machine. This could create further problems; the overdue of order and completing process, and the acceptability of the product. This research is intended to design an order processing model for the carton box industry to accelerate order receipt process and evaluate the feasibility of the order. This paper focused on two models, those are the order entry model and order evaluation model. In order entry model, product code is given, and calculation model for needed raw material is made by using mathematical formulation. In order evaluation model, expert system and decision tree are used for analyzing the process capability and selecting machinery as well as designing the steps of production.

Intisari—Dengan Persaingan yang cukup ketat dalam dunia industri beton pracetak saat ini tentunya membuat PT.ABC sebagai manufaktur beton pracetak dituntut untuk dapat menghasilkan produk yang memenuhi ekspetasi pelanggan baik dari segi waktu dan kualitas. Untuk mencapai hal tersebut perlu dilakukan analisis pemborosan dengan menggunakan pendekatan Lean supply chain sehingga akan meningkatkan efisiensi sistem manufaktur. Pendekatan ini dilakukan dengan menggambarkan aliran informasi perusahaan melalui tools Value Stream Mapping (VSM). Aktivitas Perusahaan akan di kelompokkan dalam value added, non value added, dan necessary non value added. Dari pemetaan VSM terlihat pemborosan banyak terjadi di aliran rantai pasok. Hal ini terlihat dari Terjadinya keterlambatan kedatangan material utama dari supplier mengakibatkan proses terhenti, Perubahan rencana produksi yang mendadak, Terganggunya penjadwalan produksi yang disebabkan oleh lead time yang panjang. Oleh karena itu, perlu dilakukan upaya yang efektif dan efisien untuk meminimasi pemborosan di aliran rantai pasok agar dapat memenuhi ekspetasi pelanggan. Penelitian ini berhasil merinci besar value added time adalah 2.025 menit, total necessary but non value added time adalah 335 menit sehingga total supply chain lead time adalah 2.360 menit.Abstract— With the strict competition in the precast concrete industry at this time, causing PT.ABC as a precast concrete manufacturing is required to be able to produce products that meet customer expectations both of time and quality. To achieve this, a waste analysis needs to be done using the Lean supply chain approach so that it will improve the efficiency of the manufacturing system. This approach is carried out by describing the flow of company information through Value Stream Mapping (VSM) tools. Company activities will be classification in value added, non value added, and necessary non value added. From the VSM mapping it is seen that a lot of waste occurs in the supply chain flow. This can be seen from the delay in the arrival of main material from the supplier resulting in the process stalled, a sudden change in production plans, disruption of production scheduling caused by a long lead time. Therefore, effective and efficient efforts are needed to minimize waste in the supply chain flow in order to meet customer expectations. This research succeeded in detailing the value added time is 2,025 minutes, the total necessary but non value added time is 335 minutes so that the total supply chain lead time is 2,360 minutes.

<p>This study aims to increase the production capacity of the server rack 08U Type Double ASeries<br />Wallmounted BRI on company X. Current production did not reached the expected target of<br />117 units / week because of the bottleneck workstation. The study began by identifying the bottleneck<br />workstation using the Theory of Constraints (TOC). The result of identification process showed two<br />bottleneck work stations, that are work station Punching and Ovencoating. The production capacity<br />was improved by performing the steps as follows: 1) Add 1 machine at punching station, 2) perform<br />job scheduling on parallel machines at punching station using Short Processing Time (SPT) criteria;<br />3) perform job sequencing on bending station using Weighted Shortest Processing Time (WSPT)<br />criteria; 4 ) adds overtime at ovencoating stations, and 5) implementing bottleneck scheduling method<br />to sequence all jobs. The Results of this study showed that makespan was reduced by 12.03% and<br />production capacity increased by 41.9% so that the production target of 117% can be achieved.</p>