Simulasi Value Stream Untuk Perbaikan Pada Proses Produksi Pelumas (Studi Kasus LOBP PT. PERTAMINA UPMS V)

Priskandana, Rika Ajeng (2010) Simulasi Value Stream Untuk Perbaikan Pada Proses Produksi Pelumas (Studi Kasus LOBP PT. PERTAMINA UPMS V). Masters thesis, Institut Teknologi Sepuluh Nopember.

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Abstract

Efektivitas dan efisiensi merupakan hal yang sangat penting dan memengaruhi kondisi perusahaan. Baik buruknya performansi dan pencapaian target oleh perusahaan dapat dilihat dari tingkat efektivitas dan efisiensi sistem perusahaan. Upaya efisiensi dapat dilakukan dengan cara meminimasi aktivitas non-value added yang disebut dengan pemborosan (waste), yang dapat mengganggu aktivitas fisik maupun aliran informasi sehingga berdampak pada tingginya biaya operasional dan tidak tepatnya waktu pemenuhan permintaan konsumen. Lean merupakan suatu usaha oleh seluruh elemen perusahaan untuk bersama-sama mengeliminasi waste. Dengan minimasi waste ini diharapkan performansi perusahaan akan meningkat. Terdapat sembilan waste dalam proses produksi yang didefinisikan dengan istilah EDOWNTIME, yaitu Environmental Health and Safety, Defect, Overproduction, Waiting, Not Utilizing Employees' Knowledge, Skills and Abilities, Transportation, Inventories, Motion, dan Excess Processing. Value stream dapat mendeskripsikan kegiatan-kegiatan seperti product design, flow of product, dan flow of information yang mendukung kegiatan-kegiatan tersebut. Value Stream Mapping atau sering disebut juga Big Picture Mapping merupakan alat yang digunakan untuk menggambarkan sistem secara keseluruhan dan value stream yang ada di dalamnya. Alat ini menggambarkan aliran material dan informasi dari suatu value stream. Simulasi yang dilakukan pada penelitian ini meliputi pemodelan kondisi saat ini, Process Activity Mapping, serta simulasi untuk mengetahui kinerja, WIP, waktu, dan produktivitas. Simulasi kedua memodelkan kondisi setelah perbaikan melalui Future State Mapping dan mensimulasikan kondisi setelah perbaikan. Pada akhir penelitian diketahui bahwa total waktu yang dibutuhkan untuk keseluruhan proses adalah sebesar 4.900 detik untuk aktivitas non-value added dan sebesar 687 detik untuk aktivitas value added. Selain itu, terjadi peningkatan utilitas operator forklift setelah dilakukan pengurangan jumlah forklift sebesar 0,31216. Dengan perubahan jadwal ini, utilitas operator forklift dapat ditingkatkan dan output produk bertambah dari 145 karton menjadi 155 karton.
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Effectiveness and efficiency are very important factors that affect a company's performance. The company's performance and achievement of targets can be assessed based on the level of effectiveness and efficiency of its systems. Efficiency can be improved by minimizing non-value-added activities, commonly referred to as waste, which can disrupt physical activities and information flow, resulting in high operational costs and delays in fulfilling customer demand. Lean is an effort by all elements of a company to work together to eliminate waste. By minimizing waste, it is expected that the company's performance will improve. There are nine types of waste in the production process, defined by the term EDOWNTIME: Environmental Health and Safety, Defect, Overproduction, Waiting, Not Utilizing Employees' Knowledge, Skills and Abilities, Transportation, Inventories, Motion, and Excess Processing. A value stream can describe activities such as product design, product flow, and information flow that support these activities. Value Stream Mapping, also known as Big Picture Mapping, is a tool used to describe the system as a whole and the value stream within it. This tool illustrates the flow of materials and information within a value stream. The simulations conducted in this study include modeling the current condition, conducting Process Activity Mapping, and simulating the system to determine performance, WIP, time, and productivity. The second simulation models the condition after improvement using Future State Mapping and simulates the improved condition. At the end of the research, it was found that the total time required for the entire process was 4,900 seconds for non-value-added activities and 687 seconds for value-added activities. In addition, the utility of forklift operators increased after reducing the number of forklifts by 0.31216. With this schedule change, the utilization of forklift operators could be improved and product output increased from 145 cartons to 155 cartons.

Item Type:	Thesis (Masters)
Uncontrolled Keywords:	big picture mapping, lean production, value stream mapping, waste
Subjects:	T Technology > TS Manufactures > TS183 Manufacturing processes. Lean manufacturing.
Divisions:	Faculty of Business and Management Technology > Management Technology > 61101-(S2) Master Thesis
Depositing User:	magang .
Date Deposited:	16 Sep 2026 08:49
Last Modified:	16 Sep 2026 08:49
URI:	http://repository.its.ac.id/id/eprint/144587

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