Siregar 2018 IOP Conf. Ser. Mater. Sci. Eng. 308 012005
Siregar 2018 IOP Conf. Ser. Mater. Sci. Eng. 308 012005
Siregar 2018 IOP Conf. Ser. Mater. Sci. Eng. 308 012005
Abstract. This object research is one of manufacturing companies that produce oil palm
machinery parts. In the production process there is delay in the completion of the Main shaft
order. Delays in the completion of the order indicate the low productivity of the company in
terms of resource utilization. This study aimed to obtain a draft improvement of production
processes that can improve productivity by identifying and eliminating activities that do not
add value (non-value added activity). One approach that can be used to reduce and eliminate
non-value added activity is Lean Manufacturing. This study focuses on the identification of
non-value added activity with value stream mapping analysis tools, while the elimination of
non-value added activity is done with tools 5 whys and implementation of pull demand
system. Based on the research known that non-value added activity on the production process
of the main shaft is 9,509.51 minutes of total lead time 10,804.59 minutes. This shows the
level of efficiency (Process Cycle Efficiency) in the production process of the main shaft is
still very low by 11.89%. Estimation results of improvement showed a decrease in total lead
time became 4,355.08 minutes and greater process cycle efficiency that is equal to 29.73%,
which indicates that the process was nearing the concept of lean production.
1. Introduction
This research was conducted on a palm oil processing machine spare parts manufacturing company in
North Sumatra. The products produced are Main Shaft, Cone, Intermediate Gear, Protect Nut, Pulley,
Flexible Couple, Press Cage, Screw Press and Digester. The production system used is make to order
where the product will be made if the order has been received from the consumer with the order rules
that have arrived first, will be served first (First Come First Serve).
The company experienced problems in carrying out its production. The Company has delayed the
settlement of orders that are not in accordance with the agreement when the order is received. Delay in
order completion occurs repeatedly with quite large number of delays. Company data shows that the
largest number of delays occurred in Main Shaft products with a delay in August of 24 units,
September at 12 units and in October 40 units. Delays in product completion will have a chain effect
on subsequent product settlements and will inhibit production flow.
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Published under licence by IOP Publishing Ltd 1
10th International Conference Numerical Analysis in Engineering IOP Publishing
IOP Conf. Series: Materials Science and Engineering 308 (2018) 012005 doi:10.1088/1757-899X/308/1/012005
1234567890‘’“”
Delays in product completion indicate the low productivity of the company in terms of resource
utilization. Efforts to increase productivity can be done by increasing the efficiency of resource use. A
job will be said to be resolved efficiently if its completion time is shortest [1]. One way to reduce lead
time according to Wilson [2] is to eliminate unnecessary activities in the production process. Thus,
improvements by reducing and eliminating non value added activity in the production process can
improve efficiency. For that the company must know the activities that provide added value (value
added activity) and activities that do not provide added value (non-value added activity). One
approach that can be used to reduce and eliminate non-value added activity is Lean Manufacturing.
Lean manufacturing is a set of techniques that when combined and run well will reduce and then
eliminate waste. Previous research has found that the elimination of non-value added activity by the
Lean Manufacturing approach can decrease the production time from 6900 seconds and the time after
recommendation of improvement turns to 4645 seconds. This means that the production required
process time is reduced 32.68% (2255 seconds) before [3]. Another study also found that Lead Time
in paper production amounted to 162 minutes, after the proposed improvement was achieved Lead
Time reduction of 72 minutes. So Lead Time obtained for 90 minutes, by reducing the waiting time on
arrival of raw material until the production floor process [4]. The research got the same result that is
decreasing Lead Time through waste elimination. Elimination of waste is intended for all activities
undertaken on the floor of production is an activity that provides added value (value added activity),
resulting in increased productivity and competitiveness through increasing the effectiveness of
production processes and the efficiency of the use of resources (resources).
2. Research Method
Based on the method used, this research includes action research because this research aims to get a
model of company production process design that can increase productivity. Judging from the level of
explanation, this research includes descriptive research, because this research describes the systematic,
factual and accurate about the facts and the properties of a particular object [5]. The object of this
research is the activity done in the main shaft production process itself.
The research instrument used in this research is a Seiko brand digital stopwatch in data collection
which used is to measure the time of Main Shaft production process. Present state maps are used in
data processing whose function is to visualize the real state of the production process and determine
the classification of value added activity and non-value added activity.
Stages in the implementation of research that is:
1. Analysis of delay in order completion.
2. Analysis of non-value added activity with value stream mapping analysis tools and
classification of activity. Calculation of Process Cycle Efficiency is done based on value added
time and total lead time resulted from activity classification which become indicator in lean
manufacturing approach.
3. Elimination of non-value added activity with the 5 Whys tool and application of pull demand
system.
4. Preparation of Future State Value Stream Mapping and estimation of improvement results.
5. Conclusion.
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10th International Conference Numerical Analysis in Engineering IOP Publishing
IOP Conf. Series: Materials Science and Engineering 308 (2018) 012005 doi:10.1088/1757-899X/308/1/012005
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September 12 3
October 40 5
August 16 7
Cone September 16 5
October 50 2
August 16 3
Cone Guide September 16 3
October 20 2
August 8 2
Hidrolik September 12 7
October 24 4
August 16 4
Intermediate
September 12 4
gear
October 31 3
Company data show that the largest number of delays occurred in Main Shaft products with a delay in
August of 24 units, September at 12 units and in October 40 units.
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10th International Conference Numerical Analysis in Engineering IOP Publishing
IOP Conf. Series: Materials Science and Engineering 308 (2018) 012005 doi:10.1088/1757-899X/308/1/012005
1234567890‘’“”
Measurement
and cutting Welding Lathing Casting
The classification indicates that Value added activity based on consumer point of view is 1,295,08
minutes. While non-value added activity amounted to 9,509,51 minutes. Non value added activity that
occurs is very significant and is a waste that needs to be reduced and eliminated.
4
10th International Conference Numerical Analysis in Engineering IOP Publishing
IOP Conf. Series: Materials Science and Engineering 308 (2018) 012005 doi:10.1088/1757-899X/308/1/012005
1234567890‘’“”
based on consumer point of view of 1.295.08 minutes. While non-value added time of 9,509,51
minutes. The calculation of process cycle efficiency is as follows:
(1)
= 11.98%
Where:
Total Lead Time = Sum of the value added time with the non-value added time.
Having known the root of the problem that causes the high value of non-value added time, then further
will be prepared for improvement efforts to reduce non value added time based on the root cause of
waste. Alternative improvements that can be made to minimize and eliminate non value added activity
in the form of waiting time can be seen in table 3.
Recall Kanban is a kanban card containing the information, quantity, and type of product to be
taken from the previous process. The withdrawal kanban is designed uniformly for the whole process
of main shaft production, withdrawal kanban can be seen in figure 2.
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10th International Conference Numerical Analysis in Engineering IOP Publishing
IOP Conf. Series: Materials Science and Engineering 308 (2018) 012005 doi:10.1088/1757-899X/308/1/012005
1234567890‘’“”
Previous Process
Part Code
Part Name
Machine Type
Next Process
Recall Kanban is a kanban card containing the information, quantity, and type of product to be taken
from the previous process. The withdrawal kanban is designed uniformly for the whole process of
main shaft production, withdrawal kanban can be seen in figure 2.
Kanban production orders are kanban cards containing information, quantities, and types of
products to be made in the previous process. Production order orders are made in the same format to
be used throughout the production process of making the shaft. The format of the kanban card
production design commands that will be used in the production process of making the main shaft can
be seen in figure 3.
Process
Part Code
Part Name
Machine Type
Amount
Application of pull demand system with Kanban tools there are some rules that must be understood
and followed by all operators.
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10th International Conference Numerical Analysis in Engineering IOP Publishing
IOP Conf. Series: Materials Science and Engineering 308 (2018) 012005 doi:10.1088/1757-899X/308/1/012005
1234567890‘’“”
Future state map improvement results showed a decrease in total lead time to 4,355,08 minutes. Total
lead time has a direct effect on the process cycle efficiency, to see how much improvement of process
cycle efficiency after estimation is done as follows:
(2)
= 29.73%
The process cycle efficiency after estimation has a higher value compared to process cycle efficiency
before the improvement of 29.73%. Process cycle efficiency of main shaft production process
increased by 17.84% from 11.89%. Improved process cycle efficiency shows significant savings on
employees' working hours. Lead time main shaft production process of 10,804.59 minutes down to
4,355,08 minutes.
4. Conclusion
Based on the theoretical basis, the results of research and analysis have been done then it can be
concluded that there are very significant non-value added activity at present state map there are six
activities with total time of 9,509.51 minutes of total lead time of 10804.59 minutes. Through
estimation of improvement results obtained Total lead time in the future state map of 4.355.08
minutes. Value stream mapping showed a decrease in total lead time of 6,449.51 minutes. The saving
of working hours will directly increase the production capacity of the main shaft without having to
increase the input used in the production process resulting in increased productivity.
References
[1] Sritomo W 2000 Ergonomic: study of moving and time I [in Indonesia: Studi Gerak dan Waktu
I] (Surabaya: Guna Widya)
[2] Lonnie W 2010 How to Implement Lean Manufacturing (USA: McGraw-Hill Company)
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10th International Conference Numerical Analysis in Engineering IOP Publishing
IOP Conf. Series: Materials Science and Engineering 308 (2018) 012005 doi:10.1088/1757-899X/308/1/012005
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[3] Devis Z 2011 Penerapan Lean Manufacturing guna Meminimasi Waste pada Lantai Produksi di
PT Kharisma Esa Ardi Surabaya [implement lean manufacturing for reducing waste on the
production floor] (Surabaya: UPN “VETERAN”)
[4] Zaenal F, Laksono S M 2011 Implementasi Lean Manufacturing untuk Peningkatan
Produktivitas Nasional seminar proceeding Teknologi Manajemen XIII (Surabaya: ITS)
[5] Sukaria S 2012 Research Method [in Indonesia: Metode Penelitian] (Medan: USU Press)