GLOBAL SUMMIT ON SUSTAINABLE INNOVATION, AND GREEN TECHNOLOGIES (GS-SIGRET)

PROCEEDINGS, Vol.1, 2025, pp. 177-192

Lean Manufacturing as a Sustainable Approach to Minimize Waste in Traditional Food

Production

Submitted 25 September 2024, Revised 15 December 2024, Accepted 31 December 2024

Lely Herlina1*, Evi Febianti 2, Annisa Sakhira 3, M. Adha Ilhami4, Yusraini Muharni 5, Bobby Kurniawan 6,
Ade Irman SM7, Kulsum8, Anting Wulandari 9

Industrial Engineering Program, Engineering Faculty,

1,2,3,4,5,6,7,8

Universitas Sultan Ageng Tirtayasa, Cilegon, Indonesia

Corresponding Email: *lely@[Link]

Abstract

MZA. Food Cake Factory produces traditional cakes like peanut cookies, bakpia, and kremes. During the
production process, some activities fall into the categories of non-value added (NVA) and necessary but non-
value added (NNVA), leading to waste. The objectives of this study are to select research products using the
Simple Additive Weighting (SAW) method, calculate the total time for value-added (VA), non-value added
(NVA), and necessary but non-value added (NNVA) activities using Process Activity Mapping (PAM),
identify waste in the research products using Value Stream Mapping (VSM), and propose improvements to
reduce waste. Based on the Simple Additive Weighting (SAW) calculations, bakpia and kremes were selected
as the research products. For bakpia, there are 37 NNVA activities, while kremes has 4 NVA activities and 19
NNVA activities. According to the priority quadrant scale, the proposed improvements for bakpia include: 1)
providing storage space for raw materials on the production floor to prevent operators from repeatedly going
back to the storeroom, and 2) having operators store the bakpia moulds at the moulding station to minimize
the time spent searching for moulds. For kremes, the suggested improvements are: 1) having operators check
the frying temperature, and 2) providing a designated area for peeled sweet potatoes.

Keywords: waste, value-added, simple additive weighting, value stream mapping, process activity mapping

INTRODUCTION
[Link] is a traditional cake factory specializing in producing kue kacang, bakpia,
and kremes, which are popular souvenirs for travellers. This demand has led to an increase in
production, which, if not managed efficiently, can result in increased waste (Rahmanasari et
al., 2021). Waste negatively impacts productivity and profitability, causes customer
dissatisfaction, and can even pose risks to human safety (Sutrisno et al., 2018).
Initial observations at [Link] revealed several non-value-adding activities in the
production process that contribute to waste. For instance, operators often have to move
between stations to retrieve raw materials, as they are not readily available at the point of use.
Another example is the time-consuming process of manually printing cakes one by one using
a single mould.
Traditionally, seven types of waste are recognized: overproduction, delays,
transportation, excessive processing, excess inventory, unnecessary movement, and defective
products. However, according to Sutrisno et al., (2018), new categories of waste have
emerged, such as underutilized human creativity, environmental waste, behavioural waste,
demand flow failure, excess demand flow, outdated information, information distortion, lack
of stakeholder involvement, and digital waste.
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To address the waste at [Link] food and increased product value, a lean
manufacturing approach is proposed. Lean manufacturing has been widely used to eliminate
inefficiencies and boost productivity across various industries, including food processing
(Gebeyehu et al., 2022; Jimenez et al., 2019; Palange & Dhatrak, 2021; Putri & Dona, 2019).
Several studies in the food industry that utilize lean manufacturing include those
conducted by Dora et al., (2012, 2014), Hartini et al., (2023), Putri & Dona (2019), Rose et al.,
(2019), Widiwati et al., (2024), Yaseen et al., (2021). All these studies use value stream
mapping (VSM) to visualize activities in the production process. VSM is a method for
identifying waste in manufacturing processes (Schoeman et al., 2021; Wang et al., 2022). This
study also employs VSM to describe and identify waste occurring during the production
process. However, in this study, VSM was applied to the product with the most waste,
selected through the Simple Additive Weighting (SAW) method. Additionally, improvement
proposals were developed using the Eisenhower Matrix, which prioritizes tasks based on their
importance and urgency—an approach not explored in previous studies. This research aims to
eliminate waste using lean manufacturing, supported by the SAW method for product
selection, Process Activity Mapping (PAM) for activity analysis, VSM for waste visualization,
and the Eisenhower Matrix for proposing improvements.
METHOD
This research has several objectives as described in the introduction. Several methods
were used to achieve the goals. The mixture of methods used is expected to reach robust
research results (Pinto & Patanakul, 2015). The steps taken in this study are:
1. Determining the research product that produces the most waste using the simple additive
weighting (SAW) method. The sequence of work using SAW follows the research of
Sutrisno et al., (2023), namely as follows:
1) Determining the criteria.
2) Giving a weight value to each criterion.
3) Perform normalization. The normalization process aims to convert the alternative
suitability rating into a value range between 0 and 1 based on the criteria’s
characteristics. The formula for normalizing the matrix is provided in the following
equations:
���
�� � �� ������� ��������
��� ��� (1)
��� =
��� ���
�� � �� ���� ��������
���

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PROCEEDINGS, Vol.1, 2025, pp. 177-192

Where,
rij = normalized performance rating value
Xij = attribute value owned by each criterion
Max Xij = the greatest value of each criterion
Min Xij = the smallest value of each criterion

4) Calculation of final grades and ranking. The equation for the preference value as follow:
�
(2)
�� = ��. ���
�=1

Where:
Vi = final value or alternative preference ranking
wj = attribute weight value
rij = normalized performance rating value

2. Classifying activities using process activity mapping (PAM) and composing a current state
value stream mapping.
3. Identify waste, determining improvements from the highest waste using the Eisenhower
Matrix and creating a future state value stream mapping.
The Eisenhower method categorizes and organizes tasks based on the level of urgency and
importance of a task and divides them into four priority levels, as follows (Ngandam
Mfondoum et al., 2019):
- Tasks that are both "Important" and "Urgent" should be prioritized and completed
immediately, as they represent critical issues requiring immediate attention.
- Tasks that are "Important" but "Not Urgent" typically relate to long-term goals.
Although significant, they lack an immediate deadline and should be planned for
completion at a later time.
- "Not Important" but "Urgent" tasks can be delegated to others, as they are less critical
compared to the previous categories.
- Tasks that are neither "Important" nor "Urgent" are often distractions and should be
avoided or discarded, as they tend to waste time.

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RESULTS AND DISCUSSION

The results of this study are based on the steps that have been explained in the method
section, namely as follows:
1. Determination of research products
The process of selecting research products begins by identifying the criteria for product
selection. According to Hermanto & Izzah, (2019), the criteria used in this study include
quality, popularity, durability, raw materials, and production time. The weights assigned to
each criterion are shown in Table 1.
Table 1. Weight Value of Each Criteria
Raw Production
Criteria Quality Popularity Durability
materials time
Weight 0.3 0.2 0.2 0.2 0.1

Next, normalize each product for each criterion according to equation (1). The
suitability attribute values ​ ​ of each product are shown in Table 2, and the normalization
matrix is presented in Table 3.
Table 2. Product-Criteria Match Attribute Values
Criteria
No Product Raw Production
Quality Popularity Durability
materials time
1 Kue kacang 80 80 4 100 kg 80
2 Bakpia 90 100 1 112 kg 100
3 Kremes 100 70 2 250 kg 70
Divider 100 100 4 100 70

Based on equation (1), there are two attribute categories: benefit and cost. The criteria
of quality, popularity, and durability are included in the benefit category, so the divisor in this
category is the maximum value. The cost category includes raw materials and production time,
and the divisor is the minimum value.
Table 3. Normalization Matrix
Criteria
No Product Raw Production
Quality Popularity Durability
materials time
1 Kue kacang 0.8 0.8 1 1 0.875
2 Bakpia 0.9 1 0.25 0.893 0.7
3 Kremes 1 0.7 0.5 0.4 1

Example of normalization calculation:

����� �� �ℎ� ����������� �� �ℎ� ������� �� ��� ������ 80
- Quality of kue kacang = ������� �������
= 100 = 0.8

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After the data is normalized, the products are ranked using equation (2). The ranking
results indicate that the highest score corresponds to the product with the least waste, while
the lowest score reflects a product with higher waste levels. The detailed ranking results are
presented in Table 4.
Tabel 4. Product Ranking
No Product Value Rank
1 Kue kacang 0.8911 1
2 Bakpia 0.7399 2
3 Kremes 0.7235 3

Based on equation (2), the value for kue kacang is obtained based on the multiplication
of the weight value and the normalized criteria value on the peanut cake/kue kacang. The
example calculation is as follows:
Value on kue kacang = (0.3 x 0.8) + (0.2 x 0.8) + (0.2 x 1) + (0.2 * 0.91) + (0.1 x 0.875)
= 0.8911

According to Table 4, kue kacang has the highest score, indicating minimal waste.
Therefore, Bakpia and Kremes were selected as the research products for further waste
analysis.
2. Process activity mapping (PAM)
Process activity mapping (PAM) is one of the tools found in the value stream mapping
analysis tools (VALSAT). Process activity mapping is used to identify activities, into value
adding activities, non-value adding activities and necessary but non-value adding activities
(Gebeyehu et al., 2022):
- Value-Adding Activity (VA): These activities enhance the value of a product or service
from the customer’s perspective, making it more appealing and something they are
willing to pay for.
- Non-Value Adding Activity (NVA): These activities offer no value and are considered
pure waste. Customers are not willing to pay for them, and they can be easily eliminated
or minimized.
- Necessary Non-Value Adding Activity (NNVA): While these activities do not add value,
they are essential for the current process. Although customers will not pay for them,
they remain necessary unless the supply process undergoes significant changes.
Reducing this type of waste is more difficult in the short term.

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The activities on bakpia and kremes are tabulated in Table 5.

Table 5. Process Activity Mapping for Bakpia and Kremes
Bakpia Kremes
Activities Total Time Total Time
Percentage Percentage
activity (second) activity (second)
VA 30 25,573.4 36.531% 10 1,733.8 71.450%
NVA 0 0 0 4 66.8 2.753%
NNVA 37 44,432.2 63.469% 19 626 25.797%

Table 5 presents the number of activities and the total time allocated for each activity in
the production of Bakpia and Kremes. The largest portion of activities falls under the category
of unnecessary but non-value-adding tasks, accounting for 63.469% in Bakpia and 25.797%
in Kremes. These activities will be targeted for elimination in both product processes.
The next step involves developing a value stream map. Value stream mapping connects
various relationships within a system to establish an optimal working environment. It
illustrates the flow of materials and information between manufacturers, suppliers, and
distributors, facilitating the coordination of product delivery to customers (Kumar et al.,
2022). Figure 1 is the current value stream mapping for Bakpia, while Figure 2 is the current
value stream mapping for Kremes.

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Figure 1. Current Value Stream Mapping of Bakpia

Figure 2. Current Value Stream Mapping of Kremes

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Figure 2 and Figure 3, in succession, show the current value stream mapping (VSM) for
Bakpia and Kremes. In each current VSM, there is information about the available time, cycle
time, number of operators at the workstation and process repetition (batch) at each
workstation. Bakpia has eight workstations, while Kremes has five workstations. The total
processing time for Bakpia is 70,005.6 sec, and at the same time, for Kremes is 2,426.6
seconds.
3. Identify waste, determine improvements from the highest waste using the Eisenhower
Matrix and create future VSM.
Waste refers to unimportant actions that produce unneeded results (Kumar et al., 2022).
Lean manufacturing aims to remove waste that reduces industrial productivity and
performance (Schoeman et al., 2021). A summary of waste identification for Bakpia and
Kremes can be seen in Table 6 and Table 7.
Table 6. Waste Identification for Bakpia
Type of Waste Definition What is the waste Source of waste Why does it occur Improvement
suggestion
Uneven fire The operator
checks the
machine’s fire
before placing the
bakpia inside
Incomplete or
No temperature Provide an oven
Defect inappropriate Burnt bakpia Roasting machine
measurement on thermometer
product
the roasting
machine
No spesific time Create a schedule
for baking and set an alarm for
baking time
Take sugar from Operator stores the
the warehouse to sugar that has been
Take sugar Warehouse
the mixing station used at the mixing
station
Take flour, salt, oil Operator can store
Take flour, salt, and water from the the goods so as not
Unnecessary Warehouse
oil and water warehouse to the to take them back
movement of raw
Transportation mixing station to the warehouse
materials and semi-
finished goods Take bakpia mould The operator can
from the warehouse store the bakpia
through the mould at the
Take bakpia
Warehouse stamping station stamping station
mould
for immediate use,
avoiding trips to
the warehouse
Soaking beans Soaking station Ancient soaking of Operators can use
beans for up to 11 hot water when
hours soaking so that the
soaking time can
be faster than
before
Waiting for raw Boiling beans Boiling station The process of Using softer beans
Delay materials, bean boiling is
products, or people lengthy
Stamping bakpia Stamping station Operators stamp A new mould
each bakpia design is needed to
individually, stamp multiple
resulting in bakpia
prolonged simultaneously
stamping times. reducing time.

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Table 7. Waste Identification for Kremes

Type of Waste Definition What is the Source of waste Why does it Improvement
waste occur suggestion
Defect Products that are Chewy crips Frying station Uneven fire The operator
not crispy from the frying checks the frying
place fire so that it is
even
Motion An operator's Peeling sweet peeling station The operator The operator uses a
movements potatoes peels sweet peeling tool to
during the potatoes with a minimize the waste
production knife, causing of sweet potato
process that do a significant pieces
not have added amount of
value sweet potato to
be wasted
Tidying up peeling station Scattered The operator
sweet potato sweet potato determines a
skin skin specific area for
removing sweet
potato skins so that
the peeling process
can be carried out
directly at that
location.
Preparing the Slicing station Snapshot tool Carrying out
tool that does not routine
have a specific maintenance of the
maintenance shredder machine
schedule
Searching for Slicing station Peeled sweet The operator can
sweet potatoes potatoes are provide a
in the pile often mixed designated area for
with grated peeled sweet
sweet potatoes, potatoes to prevent
making it the need for
difficult to searching through a
locate them pile of grated sweet
potatoes.
Tidying up the Slicing station grated sweet By providing an
grated sweet potatoes are elevated storage
potato results often scattered area for the grated
and become sweet potatoes, the
stuck in the operator can ensure
slicing the grated pieces
machine are properly
collected and do
not become stuck
during the slicing
process.
Collecting Stamp station glasses used The operator can
glasses for printing are organize the
often discarded glasses neatly after
haphazardly, use, eliminating the
resulting in need for time-
time wasted consuming
collecting collection of
them scattered glasses.
Transportation Operator Retrieving sugar Warehouse Retrieving The operator can
movement from syrup sugar syrup store the sugar
station to from the syrup at the frying
warehouse warehouse and station for
delivering it to immediate use,
the frying allowing it to be
station. added directly
during the frying
process without the
need to return to
the warehouse.
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Table 6 and Table 7 outline the types of waste occurring in the production processes of
Bakpia and Kremes. The types of waste identified in Bakpia are defects, transportation, and
delays. Kremes has three types of waste: defects, motion, and transportation. This waste
identification serves as a guide for proposing improvements based on the levels of
"importance" and "urgency" as determined by the Eisenhower Matrix. The priority quadrant
scale using the Eisenhower Matrix for Bakpia is illustrated in Figure 3, and for Kremes in
Figure 4.

Figure 3. Eisenhower Matrix for Bakpia

Based on the priority quadrant scale using the Eisenhower Matrix for Bakpia, the
proposed improvements in the important and urgent quadrant address two key types of waste:
1. Retrieving flour, salt, oil, and water from the warehouse – The recommended
improvement is for operators to store these ingredients on a tiered rack at the mixing
station, eliminating the need to repeatedly fetch them from the warehouse.

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2. Retrieving bakpia moulds from the warehouse – Operators can store the moulds at the
stamping station, placing them on the table used for stamping to ensure immediate
availability.
In the important but not urgent quadrant, the identified waste is in stamping bakpia one
by one. The proposed solution is to design a new mould that can stamp multiple bakpia at
once, improving efficiency.

Figure 4. Eisenhower Matrix for Kremes

Based on the priority quadrant scale using the Eisenhower Matrix for Kremes, the
proposed improvements in the important and urgent quadrant address two main types of waste:
1. Tough Kremes – The suggested improvement is for the operator to check the frying
temperature to ensure the sweet potatoes cook evenly when added to the fryer.
2. Searching for peeled sweet potatoes in a pile – The improvement involves providing a
dedicated space for peeled sweet potatoes, located near the grated sweet potatoes, to
minimize unnecessary movement and eliminate the need to search through piles.

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In the important but not urgent quadrant, the waste identified is scattered sweet potato
skins on the floor. The proposed solution is for the operator to designate a special container
for the skins, allowing them to peel directly into it.
The next step is to create a future state value stream mapping from the proposed
improvements that have been given to Bakpia and Kremes. Figure 5 and Figure 6.
Based on the future state value stream mapping for Bakpia (Figure 5), the total
production time is reduced from 70,005.6 seconds in the current state to 69,846.4 seconds.
Specifically, transportation time for retrieving raw materials at the mixing dough decreases
from 188.4 seconds to 42.6 seconds, a reduction of 145.8 seconds. Additionally, the time
required to retrieve the Bakpia mould at the stamping station is reduced by 13.4 seconds, from
21.2 seconds to 7.8 seconds. These reductions are achieved by eliminating unnecessary
activities at the mixing and stamping stations.
Whilst Kremes (Figure 6), there is a reduction in total processing time, from 2,172.8
seconds in the current state to 2,160 seconds. The time spent searching for sweet potatoes at
the shredding station decreases by 44.2 seconds, from 297.2 seconds to 253 seconds, due to
the elimination of the search activity.
Table 8 is a summary comparing the current and future state value stream mappings for
Bakpia and Kremes.
Table 8. Summary comparing the current and future state value stream mappings for Bakpia
and Kremes.
Time
Information Activity Percentage
(detik)
Bakpia
Current state value stream mapping 70,005.6 67
1.05%
Future state value stream mapping 69,846.4 64
Kremes
Current state value stream mapping 2,426.6 33
1.22%
Future state value stream mapping 2,160 27

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Figure 5. Future Value Stream Mapping of Bakpia

Figure 6. Future Value Stream Mapping of Kremes

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CONCLUSION
Based on the data analysis and discussion, the following conclusions were drawn:
1. Using the Simple Additive Weighting (SAW) method, two products had the lowest final
scores: Bakpia's score of 0.7399 and Kremes's score of 0.7235.
2. The total time for value-added (VA) activities in Bakpia production was 25,573.4 seconds,
while necessary but non-value-added (NNVA) activities took 70,005.6 seconds. For
Kremes, VA activities took 1,733.8 seconds, non-value-added (NVA) activities 66.8
seconds, and NNVA activities 626 seconds.
3. Waste identification revealed three types of waste in Bakpia production: defect,
transportation, and delay. In Kremes production, the three identified wastes were defect,
motion, and transportation.
4. Based on the waste identified, improvement proposals were made using a priority quadrant
scale. For Bakpia, two key improvements in the important and urgent quadrant were
suggested: (1) Operators should store raw materials, such as flour and oil, on a stacking
rack at the kneading station to eliminate trips to the warehouse, and (2) Bakpia moulds
should be stored at the printing station for immediate use, reducing the need to retrieve
them from the warehouse. For Kremes, two important and urgent improvements were
recommended: (1) Operators should check the frying temperature to ensure sweet potatoes
cook evenly, and (2) A designated area for peeled sweet potatoes should be provided to
avoid searching through piles of grated sweet potatoes.
SUGGESTIONS
Future research can combine potential hazard risks with lean manufacturing and
redesign facilities with lean manufacturing in the food processing industry
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