LEAN MANUFACTURING

Andi Sudiarso @DTMI, UGM

Purposes of Lean Manufacturing

 Reducing production lead times → increase output quantity

 Reducing production costs → increase profitability
 Maintaining product quality
Roles of Lean Manufacturing
 Reduce defects and unnecessary physical wastage, including excess use of
raw material inputs, preventable defects, costs associated with reprocessing
defective items
 Reduce manufacturing lead times and production cycle times by reducing
waiting times between processing stages
 Minimize inventory levels at all stages of production, particularly works-in-
progress between production stages
 Improve labor productivity, both by reducing the idle time of workers and
ensuring that when workers are working, they are using their effort as
productively as possible (including not doing unnecessary tasks or
unnecessary motions)
 Use equipment and manufacturing space more efficiently by eliminating
bottlenecks and maximizing the rate of production though existing
equipment, while minimizing machine downtime
 Flexibility by having the ability to produce a more flexible range of products
with minimum changeover costs and changeover time
Definition of Lean Manufacturing (LM)

 LM is an approach that aims to get rid of all the wastes that

bring a burden to the system.
 LM is a comprehensive set of techniques which when combined
allows you to reduce and eliminate the wastes. This will make
the company leaner, more flexible, and more responsive by
reducing waste.
 LM is the systematic approach to identifying and eliminating
waste through continuous improvement by flowing the product
or service at the pull of your customer in pursuit of perfection.
 Value and Waste
 In Lean Manufacturing, the value of a product and / or service is defined solely based
on product and/or service with definite specifications, for which the customer is ready
to pay for, and that meets the customer’s requirements in a given period of time, with
a definite price.
Types of Activities in a Value Stream
 Value-added (VA) activities are activities which transform the materials into the exact
product that the customer requires.
 Necessary non value-added (NNVA) activities are activities that don’t add value from
the perspective of the customer but are necessary to produce the product unless the
existing supply or production process is radically changed.
 Non value-added (NVA) activities are activities which aren’t required for transforming
the materials into the product that the customer wants. Anything which is non-value-
added may be defined as waste. Anything that adds unnecessary time, effort or cost is
considered non value-added. Another way of looking at waste is that it is any material
or activity for which the customer is not willing to pay.
Proportion of VA, NVA, NNVA

Research at the Lean Enterprise Research Centre (LERC) in the United Kingdom indicated
that for a typical manufacturing company the ratio of activities could be broken down as
follows:
• Value-added activity = 5%
• Non value-added activity = 60%
• Necessary non value-added activity = 35%
Total activities = 100%
Main Types of Wastes #1 (Muda)

 Over-production – Over-production is unnecessarily producing more than

demanded or producing it too early before it is needed. This increases the risk of
obsolescence, increases the risk of producing the wrong thing and increases the
possibility of having to sell those items at a discount or discard them as scrap.
However, there are some cases when an extra supply of semi-finished or finished
products are intentionally maintained, even by lean manufacturers.
 Defects – In addition to physical defects which directly add to the costs of goods sold,
this may include errors in paperwork, provision of incorrect information about the
product, late delivery, production to incorrect specifications, use of too much raw
materials or generation of unnecessary scrap.
 Inventory – Inventory waste means having unnecessarily high levels of raw materials,
works-in-progress and finished products. Extra inventory leads to higher inventory
financing costs, higher storage costs and higher defect rates.
Main Types of Wastes #2 (Muda)

 Transportation - Transportation includes any movement of materials that does not

add any value to the product, such as moving materials between workstations. The
idea is that transportation of materials between production stages should aim for the
ideal that the output of one process is immediately used as the input for the next
process. Transportation between processing stages results in prolonging production
cycle times, the inefficient use of labor and space and can also be a source of minor
production stoppages.
 Waiting – Waiting is idle time for workers or machines due to bottlenecks or
inefficient production flow on the factory floor. Waiting also includes small delays
between processing of units. Waiting results in a significant cost insofar as it increases
labor costs and depreciation costs per unit of output.
 Motion – Motion includes any unnecessary physical motions or walking by workers
which diverts them from actual processing work. For example, this might include
walking around the factory floor to look for a tool, or even unnecessary or difficult
physical movements, due to poorly designed ergonomics, which slow down the
workers.
Main Types of Wastes #3 (Muda)

 Over-processing – Over-processing is unintentionally doing more processing work

than the customer requires in terms of product quality or features – such as polishing
or applying finishing on some areas of a product that won’t be seen by the customer.

What is the waste?

“Waste is anything other than the minimum amount of equipment, materials, parts,
space, and workers’ time which are absolutely essential to add value to the product.”
Other Types of Wastes #1 (Mura & Muri)

What is MURA?
It means difference, a thing which occurs irregularly in process. In KAIZEN we eliminate
Mura.
It includes:
• Irregular occurring events.
• Things occurring at some fixed place.
• Things happening with some fixed humans.
• When one side is true and another one is wrong.
Other Types of Wastes #2 (Mura & Muri)

What is MURI?
It means stress, tension and difficulties in a process. In KAIZEN we eliminate or reduce
Muri.
It includes:
• Bending while working in a process.
• Require more energy while working.
• Picking more weight while working.
• Repeating things.
Other Types of Wastes #3 (Mura & Muri)

Additional Wastes within Manufacturing

1. Wasted power and energy.
2. Wasted human potential.
3. Environmental pollution.
4. Inappropriate design.
5. Departmental culture.
6. Inappropriate information.
Talk Time #1

Takt is German word for a pace or beat, often linked to conductor’s baton. Takt time is a
reference number that is used to help match the rate of production to the rate of sales.
This can be formulated as below:

Takt time can be defined as the rate at which customers need products i.e. the products
should be produced at least equal to takt time to meet the customer demand.
Talk Time #2
Cycle Time (CT)

 Process Cycle Time (PCT) is the total time to complete an activity or process.
 PCT consists of VA (Customer Value Add Time), NVA (Non Value Add Time), NNVA
(Business Value Add Time).
Value Stream Map (VSM) #1

 Value stream mapping is a set of methods to visually display the flow of materials and
information through the production process.
 The objective of value stream mapping is to identify value-added activities and non
value-added activities. Value stream maps should reflect what actually happens
rather than what is supposed to happen so that opportunities for improvement can
be identified.
Value Stream Map (VSM) #2
LM Approach
LM Implementation

Here, the methods for implementing LM:

1. OPC (Operation Process Chart)
2. Current VSM (Value Stream Mapping)
3. PAM (Process Activity Mapping)
4. Identification of waste
5. Pareto Diagram
6. Fishbone Diagram
7. Future VSM (Value Stream Mapping)
8. Recommendation
References

ILO, 2017, Lean Manufacturing Techniques for Textile Industry.

Industrial and SME Case Study.
Case Study

Identifikasi Waste Pada Proses Produksi Batik Cap Menggunakan

Pendekatan Lean Manufacturing
(Studi Kasus: Omah Batik Sekar Turi)

by Ganis S.T. (TI/2018)

Latar Belakang

Batik telah diakui oleh UNESCO sebagai warisan budaya Indonesia pada Tahun 2009
Latar Belakang

Pada tahun 2012, Kabupaten Sleman menjadikan motif parijotho salak menjadi motif
batik khas daerahnya
Latar Belakang

Proses produksi kain batik cap memiliki proses yang bersifat tradisional
Rumusan Masalah

Apa saja waste pada lini produksi batik cap?

Apa sajakah penyebab terjadinya waste pada lini produksi batik cap?

Usulan perbaikan apa yang dilakukan untuk mengurangi waste pada lini produksi ?
BAB V: HASIL DAN PEMBAHASAN

Hasil Observasi Proses Produksi Kain Batik Cap

Urutan proses produksi kain batik cap

BAB V: HASIL DAN PEMBAHASAN

Hasil Dokumentasi Proses Produksi Batik Cap

Pemotongan kain Pengecapan 1 Pengecapan 2 Pengecapan 3

Pewarnaan final Penyikatan kain Penjemuran 1 Pewarnaan dasar

Penjemuran 3 Packing
Penjemuran 2 Ngelorod
BAB V: HASIL DAN PEMBAHASAN

Operation Process Chart Pada Proses Produksi Batik Cap

Pemotongan kain Pengecapan 1

BAB V: HASIL DAN PEMBAHASAN

Operation Process Chart Pada Proses Produksi Batik Cap

Pengecapan 2 Pengecapan 3
BAB V: HASIL DAN PEMBAHASAN

Operation Process Chart Pada Proses Produksi Batik Cap

Pewarnaan Dasar Penyikatan Kain

BAB V: HASIL DAN PEMBAHASAN

Operation Process Chart Pada Proses Produksi Batik Cap

Penjemuran 1 Pewarnaan final

BAB V: HASIL DAN PEMBAHASAN
Operation Process Chart Pada Proses Produksi Batik Cap

Penjemuran 2 Ngelorod
BAB V: HASIL DAN PEMBAHASAN
Operation Process Chart Pada Proses Produksi Batik Cap

Penjemuran 3 Packing
BAB V: HASIL DAN PEMBAHASAN

Current State Value Stream Mapping

BAB V: HASIL DAN PEMBAHASAN

Process Activity Mapping

Mengklasifikasikan aktivitas pada proses produksi menjadi VA,NNVA, dan NVA

VA : Operasi
NNVA : Transportasi dan Inspeksi
NVA : Delay/waiting dan inventory

Terdapat aktivitas Non-Value Added sebesar 17% dan aktivitas Necessary Non-Value
Added sebesar 42%, sehingga aktivitas tersebut dilakukan analisis lebih lanjut
BAB V: HASIL DAN PEMBAHASAN
Identifikasi Waste Pada Proses Produksi
BAB V: HASIL DAN PEMBAHASAN
Menentukan Prioritas Waste Menggunakan Pareto Diagram

Pareto Diagram Prioritas Waste NVA

Didapatkan prioritas waste NVA yang mempengaruhi 80%

proses produksi batik cap yaitu waste waiting.
BAB V: HASIL DAN PEMBAHASAN
Menentukan Prioritas Waste Menggunakan Pareto Diagram

Pareto Diagram Prioritas Waste NNVA

Didapatkan prioritas waste NNVA yang mempengaruhi 80%

proses produksi batik cap yaitu waste motion dan over processing
BAB V: HASIL DAN PEMBAHASAN
Waste NVA Pada Proses Produksi

Waiting

Pekerja tidak melakukan aktivitas yang memberikan nilai tambah pada produk
BAB V: HASIL DAN PEMBAHASAN
Waste NNVA Pada Proses Produksi

Motion

Terdapat aktivitas dengan gerakan-gerakan berlebih yang tidak memiliki

nilai tambah bagi produk namun masih diperlukan

Pengecapan 1 Pengecapan 3 Pengecapan 3

Membersihkan sisa malam di Salah meletakan alas Mencari dan membersihkan sisa malam
tangan dan meja pengecapan pembatas kain yang menggumpal pada alat cap
BAB V: HASIL DAN PEMBAHASAN
Waste NNVA Pada Proses Produksi

Overprocessing

Terdapat aktivitas proses berlebih yang masih dibutuhkan namun tidak

memberikan nilai tambah bagi produk tersebut namun perlu dilakukan

Pengecapan 1 Pengecapan 2 Pewarnaan Final

Melakukan pengecapan ulang Mencampurkan kembali larutan pewarna
Pengecekan hasil pengecapan 1
pada kain karena tidak mencukupi jumlah kain
BAB V: HASIL DAN PEMBAHASAN

Identifikasi Penyebab Waste NVA Waiting

1. Faktor Manusia
Karyawan tidak melakukan aktivitas yang
memberikan nilai tambah pada produk
karena penggunaan SDM yang tidak
merata, sehingga workload pekerja tidak
setara

2. Faktor Lingkungan
Tempat produksi panas karena sirkulasi
udara yang kurang baik, hal tersebut
karena tidak adanya alat yang mampu
menjaga sirkulasi udara
BAB V: HASIL DAN PEMBAHASAN
Identifikasi Penyebab Waste NNVA Motion

1. Faktor manusia
Karyawan seringkali membersihkan sisa
malam di meja pengecapan dan di tangan, hal
tersebut dikarenakan karyawan mengecap
keluar dari kain yang disebabkan keterbatasan
pada tingkat ketelitian karyawan

2. Faktor Lingkungan
Tempat produksi yang panas dikarenakan
sirkulasi udara yang kurang baik, hal tersebut
disebabkan tidak adanya alat untuk menjaga
sirkulasi udara. Selain itu, karyawan
menjatuhkan barang di sekitar tempat kerja
karena area kerja yang sempit.

3. Faktor Peralatan
Karyawan membersihkan alat cap karena hasil
pengecapan yang tidak optimal, hal tersebut
disebabkan terdapatnya malam yang
menggumpal pada alat cap
BAB V: HASIL DAN PEMBAHASAN
Identifikasi Penyebab Waste NNVA Over Processing 1. Faktor Manusia
Pada pengecapan 1, karyawan mengulang proses
pengecapan karena terdapat bagian kain yang
belum tertutupi malam. Hal tersebut disebabkan
karena adanya keterbatasan tingkat ketelitian
karyawan. Selain itu, pada pengecapan 2,
karyawan mengecek hasil pengecapan 1 untuk
memastikan tidak ada bagian yang belum
tertutupi malam

2. Faktor Material
Melakukan pencampuran warna Kembali
karena larutan pewarna kurang dari jumlah
kain. Hal tersebut dikarenakan takaran
pewarna tidak sesuai dengan jumlah kain.

3. Faktor Peralatan
Karyawan mengulang proses pengecapan
karena terdapat bagian kain yang belum
tertutupi malam. Hal tersebut dikarenakan hasil
pengecapan kurang optimal karena alat cap
tidak sesuai dengan standar.
BAB V: HASIL DAN PEMBAHASAN
Evaluasi Perbaikan

Perbaikan waktu saat ini dan setelah evaluasi

15
menit
BAB V: HASIL DAN PEMBAHASAN
Evaluasi Perbaikan
Eliminasi Aktivitas
BAB V: HASIL DAN PEMBAHASAN
Evaluasi Perbaikan

Future State Value Stream Mapping

BAB V: HASIL DAN PEMBAHASAN

Usulan Perbaikan
BAB V: HASIL DAN PEMBAHASAN

Usulan Perbaikan

Mengalokasikan pekerja yang memiliki tugas tidak Melakukan pemesanan alat cap “nyeret” yang
setiap hari ke proses yang memiliki tugas cukup terbuat dari logam sesuai dengan standar
banyak

Menambahkan pembatas vertikal pada

Menambah Exhaust fan dan kipas angin di area produksi sisi samping meja pengecapan
BAB VI : KESIMPULAN DAN SARAN

Kesimpulan

Waste Pada Proses Produksi Batik cap yaitu : Waiting (NVA) selama 490 detik, Motion (NNVA) selama 321
detik, dan Overprocessing (NNVA) selama 148 detik.

Penyebab terjadinya waste yaitu workload pekerja yang tidak setara, sirkulasi udara di area produksi kurang baik,
keterbatasan tingkat ketelitian pekerja, dan terdapat alat cap yang tidak sesuai standar

Alternatif solusi yang diberikan untuk pemborosan pada proses produksi yaitu: mengalokasikan pekerja yang
tidak memiliki tugas setiap hari ke proses yang memiliki tugas cukup banyak, menambahkan exhaust fan dan
kipas angin pada area produksi, menambahkan pembatas vertikal pada sisi samping meja pengecapan, dan
pembelian alat cap “nyeret” yang terbuat dari logam yang sesuai dengan standar
TERIMA KASIH