Pengembangan Kerangka Lean Office Antarperusahaan Dalam Satu Rantai Pasok

Priyambodo, Daffa (2026) Pengembangan Kerangka Lean Office Antarperusahaan Dalam Satu Rantai Pasok. Masters thesis, Institut Teknologi Sepuluh Nopember.

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Abstract

Proses pemenuhan pesanan dalam satu rantai pasok bergantung pada kelancaran pertukaran informasi dan dokumen antara customer, focal company, dan supplier. Keterlambatan konfirmasi, ketidaksesuaian spesifikasi, duplikasi input, persetujuan berulang, serta ketidakjelasan status dokumen dapat menimbulkan pemborosan administratif yang tidak hanya terjadi di dalam satu perusahaan, tetapi juga pada interface antarperusahaan. Lean Office konvensional umumnya digunakan untuk mengurangi pemborosan pada proses administratif internal. Namun, kerangka yang tersedia belum secara eksplisit menghubungkan aktivitas administratif lintas perusahaan, pemilik masalah pada setiap interface, dan indikator kinerja bersama dalam satu peta aliran nilai. Penelitian ini bertujuan mengembangkan kerangka Lean Office antarperusahaan dalam satu rantai pasok beserta Modified VSM for Lean Office yang mampu memvisualisasikan aliran informasi sejak penerimaan purchase order customer, pemrosesan internal focal company, koordinasi material dengan supplier, penjadwalan pengiriman, hingga penyelesaian administrasi penagihan. Ruang lingkup penelitian dibatasi pada direct supply chain yang terdiri atas customer langsung, PT Industri Kemasan Semen Gresik sebagai focal company, dan supplier langsung yang terlibat dalam order fulfillment. Kerangka dikembangkan melalui integrasi prosedur Lean Office Chen dan Cox, unsur involvement dan commitment dari Silva et al., serta representasi lintas perusahaan dari Supply Chain Value Stream Mapping. Pengembangan dilaksanakan melalui kajian literatur, perancangan tahapan dan elemen visual, validasi pakar, aplikasi studi kasus, serta evaluasi current state dan future state berbasis simulasi. Hasil pengembangan menghasilkan tujuh tahapan yang mencakup penentuan pihak, pendefinisian layanan dan batas aliran, pemetaan current state, identifikasi waste dan root cause, perancangan future state, penyusunan value stream plan, serta pelaksanaan dan monitoring kaizen. Modified VSM menambahkan swimlane perusahaan, blok informasi, interface antarperusahaan, indikator SLA, penanda koreksi dokumen, dan penetapan joint owner. Pada data simulasi studi kasus, total administrative lead time menurun dari 144 jam menjadi 51 jam atau 64,6%. Analisis Lean Office yang hanya mencakup proses internal mengidentifikasi potensi pengurangan 61 jam, sedangkan kerangka usulan mengidentifikasi tambahan pengurangan 32 jam pada interface antarperusahaan. Tambahan tersebut setara dengan 34,4% dari seluruh potensi pengurangan dan meningkatkan peluang perbaikan yang teridentifikasi sebesar 52,5% dibandingkan analisis internal saja. Temuan tersebut menunjukkan bahwa kerangka usulan memiliki cakupan diagnosis yang lebih luas, tetapi efektivitas aktual harus dikonfirmasi melalui pilot implementation menggunakan data sebelum dan sesudah penerapan. ========================================================================================================================================
Order fulfillment within a single supply chain depends on the timely and accurate exchange of information and documents among the customer, the focal company, and the supplier. Delayed confirmations, specification mismatches, duplicate data entry, repeated approvals, and unclear document status create administrative waste not only within individual firms but also at inter-company interfaces. Conventional Lean Office applications mainly address internal administrative processes and do not explicitly connect cross-company activities, interface ownership, and shared performance indicators in one value-stream representation. This study develops a Lean Office framework across companies within a single supply chain and a Modified VSM for Lean Office that visualizes information flow from the receipt of a customer purchase order, internal processing at the focal company, material coordination with suppliers, delivery scheduling, to invoicing administration. The scope is limited to a direct supply chain comprising direct customers, PT Industri Kemasan Semen Gresik as the focal company, and direct suppliers involved in order fulfillment. The framework integrates the Lean Office procedure proposed by Chen and Cox, the involvement and commitment elements emphasized by Silva et al., and the cross-company representation of Supply Chain Value Stream Mapping. The research stages include a literature review, framework and visual-element development, expert validation, case application, and a simulation-based comparison of current and future states. The resulting framework contains seven stages: stakeholder determination, service and boundary definition, current-state mapping, waste and root-cause identification, future-state design, value-stream planning, and kaizen implementation and monitoring. The Modified VSM adds company swimlanes, information blocks, inter-company interfaces, SLA indicators, document-correction markers, and joint ownership. In the simulated case data, administrative lead time decreases from 144 hours to 51 hours, or 64.6 percent. An internal-only Lean Office analysis identifies a potential reduction of 61 hours, whereas the proposed framework identifies an additional 32-hour reduction at inter-company interfaces. This additional opportunity accounts for 34.4 percent of the total reduction potential and expands the identified improvement opportunity by 52.5 percent compared with internal analysis alone. The results indicate wider diagnostic coverage; however, actual effectiveness must be confirmed through a pilot implementation using verified before-and-after data.

Item Type:	Thesis (Masters)
Uncontrolled Keywords:	Kerangka, Lean Office, aliran informasi, rantai pasok, Value Stream Mapping, framework, information flow, Lean Office, supply chain, Value Stream Mapping.
Subjects:	T Technology > TS Manufactures > TS155 Production control. Production planning. Production management T Technology > TS Manufactures > TS156 Quality Control. QFD. Taguchi methods (Quality control) T Technology > TS Manufactures > TS176 Manufacturing engineering. Process engineering (Including manufacturing planning, production planning) T Technology > TS Manufactures > TS183 Manufacturing processes. Lean manufacturing.
Depositing User:	Daffa Priyambodo
Date Deposited:	04 Aug 2026 00:58
Last Modified:	04 Aug 2026 00:58
URI:	http://repository.its.ac.id/id/eprint/142472

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