Productivity Improvement of Small Scale Medium Enterprises (SMEs) on Food Products: Case at Yogyakarta Province, Indonesia

Kurniawati, Dewi; Yuliando, Henry

doi:10.1016/j.aaspro.2015.01.037

Cited by 29 publications

(24 citation statements)

References 14 publications

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“…The percentage reflects that SMEs have a significant role for national economic. However, Kurniawati [6] claimed that SMEs still have a majority problem on productivity and efficiency while production process especially. There are several factor influencing SME's productivity i.e.…”

Section: Introductionmentioning

confidence: 99%

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Current Condition and Rules of Lean Implementation Practice in Agro-SMEs

Rahmah

Pujianto

Ardiansah

2017

JIITA

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This research aims to identify current condition and rules of lean manufacturing (LM) implementation in Agro- Small and Medium Enterprises (SMEs). The current condition aspects are identification of waste, LM techniques and methods, the reason and barriers on LM implementation in SMEs. Exploring the behavior of SMEs on implementing LM which supporting to generate productivity and efficiency on production system are important to be identified. Initially, LM concept are implemented in manufacturing industry especially in automotive industry. Nowadays this concept has been implemented by other sector included Small and Medium-size Enterprise. However, it has still a few number of Agro-SMEs implementing LM concept. The data from Indonesia Statistic revealed that the proportion of SME- agro based are in the total of SME in Indonesia. It insinuated that Agro-SMEs has a significant potency for national economic if their productivity increase. LM providing chance to improve productivity and efficiency in. Many research had conducted to explore LM implementation in various sector. Unfortunately, Research on LM implementation in Agro-SMEs has still a few number. Research was conducted in 12 Agro-SMEs around Sumedang and Bandung. Selected SMEs referring to the use of horticulture and plantation commodity as a raw material. The data collected by field observation and deep interview to the owner, management-level, and employer. The data presented through description of qualitative and quantitative analysis. The result shows that the motion becomes a dominant waste in SMEs at 30%, while over production activity contributes waste at 22%, waiting aspect at 17%, inventory at 13 %, defect and transportation at 9%. Motion generates negative impact to work productivity and effectivity, for instance increase of time consume unimportant activity at work, WIP of product, cost for labor, and cost production. In terms of Method and techniques implemented in Agro-SME, Continuous improvement (Kaizen) and 5 S outnumbered to other methods and techniques at 50%. Other method and techniques such as Teamwork and 5Why had contributed at 41.6%, TQM and Work standardization at 33.33%, and Jidoka at 16.67% as well as Kanban system, Value Stream Mapping (VSM), and SMED 0%. In terms of the reason on implementing LM, Improving the quality of product becoming a larger proportion which affecting the LM implementation at 36%. In other hand, knowledge outnumbered to others aspect. It contributes 35% as the most barrier factor on LM implementation.

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Section: Introductionmentioning

confidence: 99%

“…There are several factor influencing SME's productivity i.e. : Productive resource (raw material, marketing and distribution, and technology), Human Resource (motivation, education/experience, partnership), and Business environment (bussiness regulation and restriction, financial support, Government policy, and business competition [6].…”

Section: Introductionmentioning

confidence: 99%

Current Condition and Rules of Lean Implementation Practice in Agro-SMEs

Rahmah

Pujianto

Ardiansah

2017

JIITA

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“…In addition, most SMEs in developing countries such as in Indonesia have low penetration to develop their business. Therefore, they need to increase the performance and to develop their business so that they will be ready to face globalization, such as Asean Economic Community (AEC) 2015 (Hamdani, 2012 in Kurniawati and Yuliando, 2015) [1].…”

Section: Introductionmentioning

confidence: 99%

“…Although there is a growing familiarity with the terms ASEAN and AEC, most SMEs still do not know what to expect and anticipate [2]. Factors such as education, government policy, business competition, and technology are supporting factors that enable SMEs to enhance their competitiveness [1].…”

Section: Introductionmentioning

confidence: 99%

Measuring Organizational Performance of Small Medium Enterprise (SME) Printing Industry (Bandung, Jogjakarta, and Bali) using SCOR level 1 Opportunity Gap

Irawan¹,

Hendayani²,

Tricahyono³

2016

Proceedings of the 3rd International Seminar and Conference on Learning Organization (Isclo-15)

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Every business, including SMEs should be ready in facing the globalization, such as Asean Economic Community (AEC) 2015. Most SMEs in developing countries such as in Indonesia still have low productivity, therefore they need to improve their performance. This study is focused on how to measure the organizational performance using Supply Chain Operation Reference (SCOR) Model Level 1 to define an opportunity gap in screen-printing business. Descriptive method was used to 67 respondents from three cities, Bandung, Yogyakarta, and Bali. The result shows that from three cities studied, Bali has the best performance since there is no performance gap found. This means that there is no lost opportunity, and they gain maximum profit. While the other two, gap performance is still found. To overcome the gap and improve the process, the Plan, Source, Make, Delivery, Return activities should be analyzed.

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“…For example, some scholars have used it to develop supplier selection models (e.g., [40][41][42][43][44]), whereas others applied it to transportation choice decision-making problems (e.g., [45]), selection models for developing new product concepts [46], sustainable energy technology alternatives [47], hotel management system problem selection [48], and oversight problems in food management and research [49] and to determine the key indicators of green supply chain for food products [50]. MCDM has been adopted to explore the development of new product by century-old enterprises [51], improve productivity in smallscale food enterprises [52], and study site selection problems in food distribution [53]. Baviera-Puig et al [54] used a similar approach to analyze corporate social responsibility in the food industry and how companies successfully achieved social communication and meet the demands of the stakeholders.…”

Section: Fuzzy Analytic Network Processmentioning

confidence: 99%

Fresh Snack Food Channel Evaluation Model for Integrating Customers’ Perception of Transaction Costs in Taiwan

Chen

2017

Journal of Food Quality

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The primary purpose of this study was to explore how food dealers develop methods that facilitate transaction efficiency and how they select the optimal food channels. This study establishes a model according to the impact of transaction cost factors on consumers' decision-making regarding purchase of fresh snack foods. Using fresh snack foods in Taiwan as an example, this study employed a fuzzy analytic network process to solve decision-making problems with multiple criteria by comparing the interaction between each transaction cost factor to obtain the factor weightings as well as the weightings of the transaction costs at each decision stage. This study found that food safety assurance and providing sufficient nutrition information were the most essential topics; thus, the optimal choice for snack food producers is to develop retail outlets. This study construction process proposed is innovative and operational, and the results may provide a reference for snack food dealers or microfood enterprises to assist them in developing their food channels.

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Productivity Improvement of Small Scale Medium Enterprises (SMEs) on Food Products: Case at Yogyakarta Province, Indonesia

Cited by 29 publications

References 14 publications

Current Condition and Rules of Lean Implementation Practice in Agro-SMEs

Current Condition and Rules of Lean Implementation Practice in Agro-SMEs

Measuring Organizational Performance of Small Medium Enterprise (SME) Printing Industry (Bandung, Jogjakarta, and Bali) using SCOR level 1 Opportunity Gap

Fresh Snack Food Channel Evaluation Model for Integrating Customers’ Perception of Transaction Costs in Taiwan

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