Sri, Wahyuni (2016) Peningkatan Performansi Melalui Implementasi Lean & Technology Assessment. Undergraduate thesis, Institut Teknologi Sepuluh Nopember.
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Abstract
Industri manufaktur saat ini dihadapkan pada tantang global yang meliputi
efektifitas biaya, lead time dan kualitas. Lean sebagai filosofi perbaikan
berkelanjutan dipercaya sebagai metode yang efektif dalam menjawab tantangan
tersebut. PT. Barata Indonesia (Persero), dengan salah satu pabriknya yaitu pabrik
Foundry, merupakan salah satu industri manufaktur Indonesia yang dihadapkan
pada tantangan tersebut. Sejak tahun 2010, perusahaan telah mengimplementasikan
lean, dengan tool yang digunakan adalah 5R dan Gemba, serta telah ada penelitian
oleh akademisi. Namun, kurangnya komitmen perusahaan dan tidak adanya sistem
pengukuran pada implementasi lean menyebabkan masih adanya pemborosan
(waste) pada sistem produksi. Pemborosan yang terjadi meliputi waiting dan defect.
Pemborosan waiting terjadi karena tingginya persentase downtime, yaitu sebesar
3.2% dari maksimal downtime 5%. Sedangkan pemborosan defect yang terjadi
berupa scrap yang menimbulkan tingginya biaya produksi. Selain itu, tidak adanya
data sharing menyebabkan sering terjadinya keterlambatan pengiriman (material
maupun produk). Berdasarkan hasil lean assessment dengan metode fuzzy logic dan
lean assessment tool, diketahui bahwa dimensi lean yang kritis adalah waktu dan
sumber daya manusia dengan nilai leanness masing-masing sebesar 48.9486 dan
44.507-45.510 (skala 1-100). Sedangkan hasil technology assessment dengan
technometric menunjukkan komponen infoware merupakan komponen kritis
dengan nilai TCC sebesar 0.817. Analisis terhadap penyebab permasalahan
dilakukan dengan menggunakan root cause analysis. Kemudian dilakukan
penyusunan usulan perbaikan pada level operasional dan level strategis yang
dibobotkan dengan menggunakan analytical hierarchy process. Perbaikan pada
level operasional mampu meningkatkan OEE antara 5.913%-7.908%, nilai leanness
dari 68.981 menjadi 70.910-71.817, nilai TCC dari 0.589 menjadi 0.598-0.605, dan
penghematan biaya per bulan antara Rp 16,537,570.98 s/d Rp 22,140,074.49.
Sedangkan perbaikan pada level strategis mampu meningkatkan OEE antara
6.841%-7.203%, nilai leanness dari 68.981 menjadi 71-245-73.115, nilai TCC dari
0.589 menjadi 0.611-0.617, dan penghematan biaya per bulan antara Rp
29,090,634.78 hingga Rp 42,874,130.16.
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Manufacturing Industry is currently faced with global challenge that
include cost effectiveness, lead time, and quality. Lean as continuous improvement
philosophy is considered as an effective method to answer the challenge. PT. Barata
Indonesia (Persero), with one of its plants which is Foundry Plant, is one of
Indonesia’s manufacturing industry faced with those challenge. Since 2010, the
company has implemented lean, by using 5R and Gemba as the tools and therea are
some researchs by researchers. However, lack of company’s commitment and lack
of lean implementation measurement causing the existence of waste in its
production system. The waste includes waiting and defect. Waiting waste occurs
due to high percentage of downtime, which is 3.2% of maximum 5% downtime.
While defect waste occurs in the form of scrap which lead to high production costs.
In addition, company also does not have data sharing which caused frequent
shipments delay (material and product). Based on lean assessment done by using
fuzzy logic and lean assessment tool, it is known that critical lean dimensions are
time and human resource to the leanness value respectively 48.9486 and 44.507-
45.510 (scale of 1-100). While the result of technology assessment using
technometric shows infoware component has the lowest coefficient contribution,
0.817. Analysis on the root cause is using root cause analysis. Followed by
improvements proposal on operational and strategic level that are weighted using
analytical hierarchy process. Improvements on the operational level can improve
OEE between 5.913%-7.908%, leanness score from 68.981 become 70.910-71.817,
TCC score from 0.589 become 0.598-0.605 and monthly cost savings between Rp
16,537,570.98 to Rp 22,140,074.49. While strategic level improvements can
improve OEE between 6.841%-7.203%, leanness score from 68.981 become
71.245-73.115, TCC score from 0.589 become 0.611-0.617and monthly cost
savings between Rp 29,090,634.78 to Rp 42,874,130.16.
| Item Type: | Thesis (Undergraduate) |
|---|---|
| Additional Information: | RSI 303.483 Sri p |
| Uncontrolled Keywords: | Lean Assessment; Technology Assessment; Fuzzy Logic; Technometric; Root Cause Analysis (RCA); Analytical Hierarchy Process (AHP) |
| Subjects: | Q Science > QA Mathematics > QA248_Fuzzy Sets |
| Divisions: | Faculty of Industrial Technology > Industrial Engineering > 26201-(S1) Undergraduate Thesis |
| Depositing User: | Anis Wulandari |
| Date Deposited: | 16 Jun 2017 02:18 |
| Last Modified: | 27 Dec 2018 07:46 |
| URI: | http://repository.its.ac.id/id/eprint/41708 |
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