Lean thinking, or lean production, which has long been introduced by Toyota, is a process improvement concept that is carried out by eliminating waste and focusing more on things that create values. Its emergence was inspired by the fact on the production floor, where only a small fraction of the total times and efforts contributed to creating added value to customers’ final product. Lots of prior studies have shown various benefits of implementing lean production, especially in manufacturing industries. However, many companies still find difficulties trying to implement a lean approach for the first time. Furthermore, they do not have a clear and concise picture of each component of the lean approach they want to apply. This company is based on case study which has many rejected products so that it makes higher production cost. Therefore, this study proposed an implementation of lean thinking to reduce the number of rejected products through A3 report. This result show the defects can be reduced and the standard operational procedure has been developed.

Indonesia’s electrical energy potential is very significant in supporting the manufacturing and service industries. The efforts of state power companies to manage their supply chain systems require a sustainable strategy to increase end-customer satisfaction in global competition. One strategy in achieving sustainable competence can be done through measuring and managing supply chain performance using the SCOR Method and Value Stream Mapping (VSM). The implementation of these two methods will be able to integrate every process and decision making in increasing productivity, especially in the company’s supply chain activities. Measurements result of the supply chain performance on XYZ Berau Company from 2019 to 2021 by implementing the SCOR 12.0 and the value stream mapping (VSM) method showed an increase, where the realization of supply chain performance in 2021 was 91.42 with a good category. However, there is still a gap in the KPI value of 8.58, where the highest Gap value is in KPI P-3 material fulfillment duration. For 2021, the Gap Value for KPI P-3 material fulfillment duration is 4.17 or 48.60% of the total existing gap. The application of the VSM method shows that for KPI P-3 material fulfillment duration, the value-added ratio current state is 63.57% with a value-added activity of 44.5 days, compared to the total process cycle time of 70 days. Research recommendations have brought improvement, resulting in the value-added ratio future state increased by 98.89%, with value-added activity for 44.5 days, from the total process cycle time of 45 days. So, the 45 days target for KPI P-3 material fulfillment duration can be achieved.

Among the world record occupational safety and health (K3) accidents, the death toll in a fire is ranked just below natural disasters such as the earthquake and tsunami. Almost every type of building and almost every country in the world has experienced a history of devastating fires, whether in hotels, nightclubs, hostels, agriculture, shops or fuel depots, included a house. The question we must ask ourselves is ‘why has this tragedy occurred repeatedly and what have we learned from disasters over the past 100 years to strengthen preventive measures globally? There are three basic requirements that a fire can occur and get bigger: The presence of fuel or flammable materials; The existence of a lighter source; and The presence of oxygen in the air to support combustion. The ability to manage and reduce the risks associated with these three elements will greatly reduce the likelihood of a serious fire. So, our obligation as academics to provide knowledge and counseling about the danger of fire to the community so that they understand the danger of fire and can-do prevention and control, in addition to increasing awareness of fire hazards to create a safe and comfortable atmosphere in our environment.