Improvement recommendation to eliminate waste on the production process of line laminating door component with value stream mapping and waste assessment model method

Yadrifil,; Pratama, Rizky Anugerah; Rus, Annisa Marlin Masbar

doi:10.1063/5.0004213

Cited by 3 publications

(4 citation statements)

References 3 publications

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“…Research on the lean manufacturing approach for waste elimination has been carried out by numerous scholars [9]- [18]. These studies show that, when implementing lean manufacturing, researchers employed several different tools: Value Stream Mapping (VSM) [16]; VSM and Value Stream Analysis Tools (VALSAT) [9], [11], [12], [15], [17], [18]; Waste Assessment Model (WAM) [10] which was developed by Rawabdeh [19]; and VSM, VALSAT, and WAM [13]- [15]. Other scholars utilized additional tools such as fishbone diagrams as a technique to identify the root cause of the dominant waste [11], [14], [15].…”

Section: Introductionmentioning

confidence: 99%

“…However, Carvalho et.al [21] affirmed that when VSM combines with other lean tools, there will be a significant impact on performance. Therefore, this study adopts various lean manufacturing tools, particularly VSM, WAM, VALSAT, and fishbone diagram as executed by [14], [15]. Utama et al [14] conducted research in a manufacturing industry that produces wind instruments.…”

Section: Introductionmentioning

confidence: 99%

“…Utama et al [14] conducted research in a manufacturing industry that produces wind instruments. Meanwhile, Yadrifil et al [15] carried out a study on the furniture industry producing wooden doors. While the above mentioned studies were carried out in the discrete process-typed industry, this research was carried out in the textile industry, which is a continuous processtyped industry.…”

Section: Introductionmentioning

confidence: 99%

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Lean Analysis Framework for Waste Management: A Case of Indonesian Textile Company

Prambudi

Giyanti

2021

J. Optimasi Sist. Ind.

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This study aims to propose a lean analysis framework for waste management and to test it into the field case. The proposed framework was applied in a weaving process of a textile company in Indonesia. The seven classical Lean wastes were identified using value stream mapping (VSM). The result was then analyzed using the waste assessment model within which waste relationship matrix (WRM) and waste assessment questionnaire (WAQ) according to the answers of the head of weaving division studied. The major source of wastes was then determined utilizing the value stream analysis tool (VALSAT). In order to thoroughly examine the root cause of such dominant wastes and to propose corrective plans to minimize the waste, a fishbone diagram was used. As the main result, this study provides a lean waste analysis framework with examples to orientate managers about wastes. Particularly in our specific case, the results demonstrate that the waiting and defect become the most significant wastes that need to be treated. These findings allow a company to organize its activities and select tools or practices to optimize its efforts to create proper corrective plans in eliminating waste. In our study, the plans include periodic maintenance of weaving machines, clear division of tasks on the distribution of weft yarns, and eliminating unnecessary activities. In addition, it is mandatory to ensure the quality of warp yarns delivered to the weaving process as well as to perform a periodic calibration of equipment on weaving machines. This study advances in the theoretical and practical field by showing a structured way to incorporate lean analysis that can be adopted for any organization.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Lean Analysis Framework for Waste Management: A Case of Indonesian Textile Company

Prambudi

Giyanti

2021

J. Optimasi Sist. Ind.

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“…Lean manufacturing adalah strategi pendekatan perusahaan untuk menghilangkan non-value-added activity sehingga dapat meningkatkan nilai suatu produk atau jasa [10]- [12]. Selain untuk mengurangi waste dalam proses, praktik dan prinsip lean manufacturing bertujuan untuk memuaskan pelanggan dan meningkatkan kinerja operasional [13].…”

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Penerapan Lean Manufacturing di Sebuah Perusahaan Keramik

Reza

Santoso

2022

JTI

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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 nonvalue-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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Lean waste prioritisation and reduction in the apparel industry: application of waste assessment model and value stream mapping

Bizuneh,

Omer

2024

Cogent Engineering

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Improvement recommendation to eliminate waste on the production process of line laminating door component with value stream mapping and waste assessment model method

Cited by 3 publications

References 3 publications

Lean Analysis Framework for Waste Management: A Case of Indonesian Textile Company

Lean Analysis Framework for Waste Management: A Case of Indonesian Textile Company

Penerapan Lean Manufacturing di Sebuah Perusahaan Keramik

Lean waste prioritisation and reduction in the apparel industry: application of waste assessment model and value stream mapping

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