Peningkatan Performansi Melalui Implementasi Lean & Technology Assessment

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. ====================================================================================== 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 > (S1) Undergraduate Theses
Depositing User: Mrs 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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