SIMULASI DENGAN PENDEKATAN METODE GREEN LEAN MANUFACTURING GUNA MENGEVALUASI PEMBOROSAN WAKTU PADA PT. ANS DENGAN SISTEM DINAMIS
Bilah Samping Artikel
Read Counter : 0
Download : 0
Isi Artikel Utama
Abstrak
This manufacturing company operates in the automotive industry with a Make to Order (MTO) production system, producing motorcycle engine components. Observations revealed production inefficiencies due to waste in the form of waiting time and excessive motion, leading to increased operational time and costs. This study aims to identify sources of waste, analyze root causes, and propose improvements using the Green Lean Manufacturing approach, which emphasizes both production efficiency and environmental considerations. The methods applied include Value Stream Mapping (VSM), Fishbone Diagram, 5 Why’s analysis, and system dynamics simulation. Based on the Current VSM analysis, the lead time was 268.21 minutes with a Process Cycle Efficiency (PCE) of 77.32%. Proposed improvements include relocating materials closer to machines, preparing tools before production, and adding workplace facilities. The Future VSM showed a lead time reduction of 17.92 minutes and a PCE increase of 1.17%. From the three simulated scenarios, ANOVA test results indicated that Scenario 3 was the most effective in reducing motion waste, while Scenario 2 best reduced waiting time. Both scenarios demonstrated the effectiveness of continuous lean implementation over a five-year period.
Rincian Artikel
Bagian
Artikel ini berlisensiCreative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
Referensi
[1] J.P. Womack and D.T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation, New York, NY: Free Press., 2003.
[2] F.A. Abdulmalek and J. Rajgopal, “Analyzing the benefits of lean manufacturing and value stream mapping via simulation: A process sector case study,” International Journal of Production Economics, vol. 107, no. 1, pp. 223-236, 2007.
[3] EPA (United States Environmental Protection Agency), Lean Manufacturing and the Environment: Research on Advanced Manufacturing Systems and the Environment and Recommendations for Leveraging Better Environmental Performance, 2003.
[4] C.M. Dües, K.H. Tan, and M. Lim, “Green as the new Lean: how to use Lean practices as a catalyst to greening your supply chain,” Journal of Cleaner Production, vol. 40, pp. 93–100, 2013.
[5] J.D. Sterman, Business Dynamics: Systems Thinking and Modeling for a Complex World, Boston: Irwin/McGraw-Hill, 2000.
[6] A.R. Rahmani and M. Saman, “Implementation of Green Lean Manufacturing in Improving Production Efficiency,” International Journal of Production Research, vol. 56, no. 5, pp. 1675–1689, 2019.
[7] M.M. Gupta and R. Jain, “Dynamic System Modeling for Waste Reduction in Manufacturing using CLD and SFD,” Systems Research and Behavioral Science, vol. 36, no. 2, pp. 210–222, 2020.
[8] J. Banks, J.S. Carson II, B.L. Nelson, and D.M. Nicol, Discrete-Event System Simulation, 5th ed. Upper Saddle River, NJ: Prentice Hall, 2010.
[9] J. Heizer and B. Render, Operations Management, 11th ed. New Jersey: Pearson Education, 2014.
[10] S.S. Shapiro and M.B. Wilk, “An Analysis of Variance Test for Normality (Complete Samples),” Biometrika, vol. 52, no. 3/4, pp. 591–611, 1965.
[11] L.J. Cronbach, “Coefficient Alpha and the Internal Structure of Tests,” Psychometrika, vol. 16, no. 3, pp. 297–334, 1951.
[12] R.M. Barnes, Motion and Time Study: Design and Measurement of Work, 7th ed. New York: John Wiley & Sons, 1980.
[13] M. Rother and J. Shook, Learning to See: Value Stream Mapping to Add Value and Eliminate MUDA, Cambridge, MA: Lean Enterprise Institute, 2003.