MATEC Web of Conferences 154, 01093 (2018)
https://doi.org/10.1051/matecconf/201815401093
ICET4SD 2017
Productivity improvement in the production line with lean
manufacturing approach: case study PT. XYZ
Halimatussa’diah*, Ali Parkhan, and Muchamad Sugarindra
Industrial Department, Universitas Islam Indonesia, Jl. Kaliurang, Km 14.5, Yogyakarta, Indonesia
Abstract. The increaseing productivity is one of the competitive strategies that can be applied in a company
in order to survive in an intense competitive presure. PT. XYZ is a textile industry manufacturing golf gloves
and caddy bag. Every day, the company has a production target of 600 pieces per line. However, the desired
target is not achieved that it will affect the delay in delivery of products to customers. In this research, a case
study on implementing value stream mapping and Kaizen as the lean manufacturing concept is reported. The
purpose of this study is to map the current production line, analyse and design the future value stream mapping
by eliminating waste occured. It is obtained a lead time reduction as much as 440.4 seconds through
eliminating 17 non-value added activities. Then, the output can be increased up to 21% which is equal to 502
pieces.
1 Introduction activities, non-value added activities, nnecessary but non-
value added (NNVA) activityies, and to propose an
PT.XYZ is a textile company that manufactures golf improvement of each identified major waste using VSM
glove as primary production. In conducting the production tools .
process, the company has a production target of 600 pcs
each line with a total production target of 2400 pcs.
However, the desired targets are often not able to be 2 Literature Review
achieved which affects the delay in delivery of products
to customers. Based on the observation, some causes 2.1 Lean Manufacturing
identified are work stations cutting, sewing, and
preparation before sewing (PSP) as a core process in the Lean manufacturing is every activityy described in a
production of golf gloves. The root causes of waste timeline begun with customer demand pushing towards
consist of these following wait time situations: (1) waste producer, which aims to reduce lead-time by eliminating
of production lead-time due to delaying of raw materials waste or removing activities that contribute no value to
from suppliers; (2) waste of defect product due to the product produced from the arrival of raw materials
inaccuracy or incorrect execution by operator so the from suppliers to the customers’ final product through
defect products have to be reworked; and (3) waste of continuous improvement method [6]
iinappropriate processing and unnecessary motion caused
by indiscipline and lack of skilled operators. 2.2 Waste
To enhance productivity, the company should be able
to improve the production process by eliminating all non- Waste is any activity that consumes time, resources and
value added activities int their plants using the application space but do not contribute to satisfying the needs of cos
of lean manufacturing [1]. Value stream mapping is a set [7]. There are 7 types of wastes occured in the
of methods to map activity in the application of lean manufacturing process [8]:
manufacturing production [2]. It has also been applied to 1. Overproduction
analyse the flow of production as well as eliminating or Overproduction, where production exceeds customer
minimizing non-value adding activities [3]. While lean demand, is considered the most harmful waste as it
concepts with value stream mapping approach is proved itself creates additional waste including excess
to be effectively implemented on the production floor [4]. inventory and transportation.
On the other hand, lean manufacturing can be used as a 2. Defect
good strategy of process improvements and an alternative Defects are products or services that are out of
to increase the production output without a big amount of specification. They need extra effort to fix and lead
investment [5]. directlyto increased costs and lost time, either through
In order to overcome the waste occured in process repairs or having start over.
above, this study aims to determine the value-added
*
Corresponding author: halimatussadiah13522198@gmail.com
© The Authors, published by EDP Sciences. This is an open access article distributed under the terms of the Creative Commons Attribution
License 4.0 (http://creativecommons.org/licenses/by/4.0/).
MATEC Web of Conferences 154, 01093 (2018) https://doi.org/10.1051/matecconf/201815401093
ICET4SD 2017
3. Unnecessary Inventory for the repair and improvement of a company [10]. To
Inventory, such as raw materials, work-in-progress or develop CSM, we conduct a direct observation and
goods which are sitting idle, is considered waste as it interviews with the head of production who understand
has not yet contributed value to the end customer. the most of PT.XYZ production. There are several golf
4. Inappropriate processing gloves with the similar processes. Yet, they have different
Innappropriate processing or excess process is any level of complexity in the form of variations and fantasies
activity that is not needed to produce a functioning so Lucky 39 is chosen as the object of this study. The data
product or service and can occur due to unnecessarily of operator and available time in producing golf gloves
drawn-out processes. can be seen in Table 1.
5. Excessive transportation
Transportation occurs whenever products are Table 1. Data of operator and available time
transported from one location to another. This can
Available
increase the risk of damages, additional waiting time Proses Operator
Time
and costs.
6. Waiting Cutting 12 25200
Waiting occures whenever items are not in transport
or being processed. For example, employees wait for PSP 60 25200
materials, equipment waits for maintenance, or work
in process waits for the employee to return.
Sewing 82 25200
7. Unnecessary Motion
Unnecessary motion can occur due to insufficient
layouts or searching for mislaid items. It can also Current state value mapping of golf gloves based on
increase the risk of damage to equipment or cause the data proceeded showed in Figure 1.
employee injuries.
2.3 Value Stream Mapping (VSM)
Value Stream Mapping (VSM) is a tool used to map the
value stream and identify any waste that add value and do
not add value [2]. VSM is used to increase the cycle time
by showing how the actual operating process in every
activity with time details. VSM can be used to analyse the
process and performance improvement by identifying and
reducing the time utilization on non-value-added
activities [9]. Fig 1. Current state mapping section sanding model A
3 Methodology 4.2 Waste Identification
The method used is the approach of lean manufacturing There are 5 wastes identified in the process of cutting,
and value stream mapping. Primary data is obtained by PSP, and sewing:
employing interviews, documentation using video 1. Defects: Throughout 2016, there were 369 pcs wrong
recorder, and a stopwatch to create the Current State cut product in the cutting process and 2228 pcs of
Value Mapping. For creating the Current State Value defective products in the sewing process.
Mapping, data needed are the production process of the 2. Unnecessary inventory: excess materials stored for
research object, the cycle time, the number of available reuse.
time, and waste identification using 7 types of waste. 3. Inappropriate processing: It is caused by human error,
While the secondary data is referred to the company the less scrupulous operators to inspect the products
production data. The next step is developing a Future and raw materials as well as the presence of broken
State of Value Mapping using the current state value map machines when the production processes proceed that
which the major wastes have been reduced. disrupt the operators’ works.
4. Waiting: delayed delivery of raw materials from
suppliers, operators are not discipline, and production
4 Data Analysis
capacity is not appropriate.
5. Unnecessary motion: The undisciple operators who do
4.1 Current State Value Mapping a lot of activities outside of their main job such as a lot
of chat among operators, take a drink frequently, and
The Current state map (CSM) charts the present flow of go to the bathroom for some time.
information and material as product goes through the
manufactuing process. This is vital both to understand the
need for change and to understand where opportunities
lie. CSM is a condition that is used to identify the waste
2
MATEC Web of Conferences 154, 01093 (2018) https://doi.org/10.1051/matecconf/201815401093
ICET4SD 2017
4.3 Future State Value Mapping can be reached. These improvements are gained by
removing non-value added activities including waste. In
The future state value mapping or Future State Map the cutting process, the discharged non-added value
(FSM) is a chart that suggests how to create a lean flow. activities are: (1) calculating the amount of the pattern.
It is a picture that will be used in the future and has been Since the inspection section has already done it, so the
fixed from the current state value mapping [10]. The FSM operator does not need to perform this activity again. (2)
is used to help make decisions which create future process Sharpening blade can be removed by purchasing a new
improvements. The picture of the future state mapping is blade. (3) Searching stationeries can be eliminated by
as follows: applying the principles of 5S so the operator may spend
less time. (4) Recording quantities can be eliminated
using kanban or it will be recorded by administrative staff
or section leader, not the operator. In the PSP process,
there are several non-added activities consisted of sewing
machine preparation, ribbon rolls separation, thread
repairing, checking, repairing fantasy omo face, and
ribbon rolls separation. They are part of Inappropriate
processing and Uunnecessary motion. The sewing
machine repairing can be removed by a regular
maintenance. Whereas in the sewing process, the non-
added value are checking, separating winding thread, and
place the ribbon. These are Inappropriate processing and
Fig 2. Current state mapping section sanding model A Uunnecessary motion. The activities of seeking machi
size, taking or separating folding omo, and placing or
separating can be removed by applying 5s. Labeling every
5 Result and Discussion machi size and providing information on any work in
process (WIP) will guide the operator to look for or
According to the current state value mapping in Figure 1, separate WIP. Some of the proposed improvements of the
it is known that lead time in producing a golf gloves is as identified wastes are clearly explained in Table 3.
much as 2048.21 seconds. The output produced by the
company is 1902 pcs, which is lack of 498 pcs production Table 3. The proposed improvements of identified wastes
(20.73%) of the company’s target. The future state value
Proposed
in Figure 2 showed the lead time of 1607.81 seconds. The Causes Impacts
improvement
decreasing lead time of 440.4 seconds is due to the
Less scrupulously Defect - The leader must
reduction of non-value added activities. To achieve the operator Inappropriate conduct a strict
target of 2400 pcs in the cutting process, the number of processing supervision
operators required is 10 people, 57 operators in PSP, and Waiting whenever the
87 operators in the sewing process. Therefore, in order to operator loose
overcome these problems, 2 operators of the cutting focus particularly
process and 3 operators of the PSP will be moved to the after break time
sewing process. With this operator, transferring, sewing and work is almost
training is highly required for new/backup operators. Here over
is a comparison between the current state and future state - The leader must
conduct a regular
value mapping. and random
Table 2. The comparison between CSM and FSM checking
Less focus Defect - Adding break time
operator Waiting - Design a particular
Comparison Current state Future state Improvements Inappropriate chair for pressing
processing activity in cutting
Lead time 2048,21 (s) 1607,81 (s) 440,4 (s) process
Undiscipline Waiting - Motivate and
Non value operator Inappropriate encourage them,
925,76 (s) 440,41 (s) 485,25 (s) processing and evaluate the
added
Unnecessary working
Output 1902,41 pcs 2403,94 pcs 501,53 pcs motion performance before
production process
started
Persentase 79,27 % 100,16 % 20,89 %
- The leader must
strictly warn the
The comparison in Figure 2 indicates a 440.4 seconds undiscipline
lead time reduction in the critical areas of defects, operator
- Provide a reward
unnecessary inventory, inappropriate processing,
and punishment for
waiting, and unnecessary motion. The productivity discipline and
increased 502 pcs or is up t0 21% so the company’s target
3
MATEC Web of Conferences 154, 01093 (2018) https://doi.org/10.1051/matecconf/201815401093
ICET4SD 2017
Proposed 6.2 Recommendation
Causes Impacts
improvement
Future research should look at simulation of the proposed
undiscipline
operator improvements combining with the cost consideration,
downtime machine, and other factors to eliminate waste
Lack of skilled Waiting - Conduct a that would contribute positively to the bottom line.
operator Inappropriate continous training
processing for every operator.
Unnecessary It will be useful to References
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1. The current state mapping value shows 28 value added
activities, 55 non-value added activities, and 7 10. Tilak, Minakshi, Aken, E. V., McDonald, T., &
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activities have been reduced.
2. It is obtained a 1607.8 seconds lead time using the
future state value mapping. By reducing the non-value
added activities, the FSM has indicated a decreasing
lead time of 440.4 seconds. Thus, it will increase the
output of 502 pcs as well as the increasing productivity
can be achieved from 79.27% to more than 100%.
3. The major root causes of identified wastes are less
scrupulously operator, less focus operator,
undiscipline operator, lack of skilled operator, the
broken machine, delay delivery of raw materials, and
uncomfortable/unclean working environment.
