ANALYSIS of LEAN MANUFACTURE In the
PRODUCTION Carded THREAD-32 (Cd-32) with the
APPROACH DMAIC in UNIT SPINNING 1 PT ARGO
PANTES.TBK
Anggel Meytree Claudia P1
Faculty of Engineering technique, industry, University of mercubuana
Jalan Meruya Selatan, a vineyard Jeruk, West Jakarta, 11650
Jakarta
Email : Angel.meythree@yahoo.com
ABSTRACT
PT Argo Pantes Tbk. is one of the companies Manufacture in Indonesia are engaged in
textile industry, to type of thread Carded 32 happened extravagance that have been
identified successfully by using value stream mapping project with the approach to the
point DMAIC DMAIC. Any, with a current state, is performed through Civil Measure with
measuring percentage non-value added, and takt time, Analyze by using analysis Fishbone
and kaizen blitz, receiving complain with future state mapping, Control to control the
process of production that has been fixed. That have been identified successfully waste is
wasting analysis current stream. mapping leadtime production was 19.46 percentage day,
with non-value added to 97 percent and in future state mapping by applying the attraction
supermarket and use the merger process causes the material can be organised and
drastically reduced waste preparation, with experienced leadtime production of 0.41
percentage day, and non-value added up to 44 percent.
Key words : Lean Manufacture, the Value Stream Mapping, DMAIC.
ABSTRACT
PT Argo Pantes Tbk. is one of the manufacturing company in Indonesia which is engaged in
the textile Industries, for this type of yarn carded 32 to avoid waste were identified by using
value stream mapping with DMAIC approach. At this stage of DMAIC, Any by making
current state, is performed through Civil Measure by measuring the percentage of non-value
added, and takt time, Analyze using the Fishbone analysis and kaizen blitz, receiving
complain the future state mapping, the Control to control the production process has been
improved. Waste that has been identified is a waste edged higher. stream mapping analysis
of current production lead time is 19.46 days, with a percentage of non-value added
amounted to 97 percent and in future state mapping by implementing the use supermarket
pull systems and the inc. process causes the material flow can't lead time at 0:41 the day,
and the percentage of non-value added to 44 percent.
Keyword : Lean Manufacture, the Value Stream Mapping, DMAIC.
INTRODUCTION
PT Argo Pantes Tbk. is one of the manufacturers in Indonesia are engaged in textile
industry. This Company mengahsilkan various kinds of thread and cloth. To type of thread
Carded-32 (Cd-32) is a kind of spider thread, which is very many of his request, but if seen
from the efficiency especially in time for the process, Inventory which occurred in every
process. Companies are still have to work hard to improve their production process system
that they should apply. For that lean was present as the concept defining waste, through
the Human Resources who have at this stage DMAIC so it can be more detailed stage any
(DMAIC) will be done value stream mapping to know waste that happened. Continued with
is performed through civil measure to calculate Takt time, and percentage non value added
that happened on our production processes, and analyze with the aim to get formula to
solve. In the final receiving complain to carry out the repair that has been analyzed, and
Control to evaluate companies for the better and make sure that there is an increase of the
process.
Formulation of problems:
a. How
many Production
leadtime thread
making
Cd-32 in Current
state
mapping and Future State Mapping?
b. How many percentage Non-Value Added on our production processes Cd-32 in Current
State Mapping and Future State Mapping?
c. What purpose the most dominant in the process of production Cd-32?
d. What is on to reduce waste that took place on the floor production Cd-32 in Argo
Pantes Tbk.?
The aim of the Research:
a. Know production leadtime thread making Cd-32 in Current State Mapping And Future
State Mapping?
b. Know Percentage Non-Value Added the process of making thread The Cd-32
in Current State Mapping And Future State Mapping
c. Know wasting (Waste) dominant in the process of production thread The Cd-32
d. Providing on to the company to improve reduce Waste and activities high-value-added
products (Non-Value Added Activity).
Boundary problem :
a. This research done on the floor Argo Pantes production at Pt Tbk, in part, and product
unit Spinning1 thread The Cd-32
b. Data that is required in this research is focused on time production process, and activity
production, which is used to identify extravagance, was not included in calculating the
cost.
c. Lean manufacturing researched Waste is the most dominant.
d. This research is focused on a Non-Value Added.
RESEARCH METHOD
Research methodology describes steps that will be run in this research. Research
methodology was made to execution process or it can be structured with good and can
achieve the goal that was established before. Objects or PT Argo Pantes Tbk producing
textiles from thread to the Treasury Department the cloth. Unit Spinning-1 produce thread
Carded 32 (Cd-32), Carded 30 (Cd-30), Carded 40 (CD-40), and Tanzania 32 (TZC-32)
that became a discussion in this research is Carded 32 (Cd-32) because the product's
peminatan consumers that stable among other types of products that are Several stages. to
do research :
1. Identifying problems yan happened at, with the reference from several studies library,
and adjusted by observation dilapanan
2. To Make formulation of problems
3. To Make the aim of the research
4. Assessment secondary data from a number of data request production in february 2015,
conversi chis, hours of work, number of flow of information machine, etc. And primary
data in the form time machine each time the transition process, material, time set up
machine, the number of inventories, the distance railway station.
5. After penumpulan data, and our data to be with the approach DMAIC, the data
consists of 5 stages, with levels any time we prepare cycle, WIP every process, and
make current stream mapping, stage is performed through Civil Measure menukur
time takt time, and measured non-value added in the current stream mappin, stage
Analysis to analyze fishbones, and make kaizen Blitz, stage receiving complain make
future Stream Mapping, The Control improved are constantly and document standard
practice.
6. Buyback results and analysis, after our data to be the result of temua- temua that is in
processing data so we must analysis
7. After we finished analyzing results so,we can give conclusion and suggestion.
RESULTS and DISCUSSION
Define Phase
1. Choose Family Product
To choose family products diperlukan analysis of production.
Table 1. Analysis of production
Picture 1. Pareto diagram
It follows Pareto diagram CD-32 have volume 59.7 percent of the total production.
Table 2.Analysis of The route Production
He has chosen family CD-32, CD-30 and CD-40, because it has a production, and half of
the total production, and has a production line for the same is selected product CD-32
to be investigated further.
2. Time cycle (Cycle Time)
Average Time process machine
Table 3. average time process thread engine Carded-32
No
1
2
3
4
5
6
7
8
9
10
Blowing
5.56
5.45
5.55
5.43
5.46
5.58
5.45
5.55
5.56
5.51
Carding
101.09
100.41
101.2
100.5
100.34
101.25
101.1
101.25
100.25
100.45
Drawing
12.55
12.58
12.55
12.57
12.58
12.55
12.56
12.58
12.57
12.55
RATA-RATA
5.51
100.78
12.56
Proses
Ritter
Roving Ring Spinning
6.54
138.50
246.47
6.25
139.07
246.45
6.56
138.25
247.05
6.11
139.2
247.04
6.15
138.35
246.35
6.18
138.57
246.49
6.52
138.56
247.03
6.14
139.2
246.56
6.15
139
246.42
6.35
138.56
247.06
6.30
138.73
246.69
Winding
122.13
121.55
122.25
121.56
121.54
122.04
121.11
121.35
121.15
122.15
Packing
3.02
3.15
2.58
3.06
2.57
3.15
3.01
2.57
2.59
3.03
121.68
2.87
Table 4. The Number of of production of the thread machine in Cd-32
Table 5. Convert units to chis
From the observation result taken we can count time process engine blowing-packing
𝑊𝑎𝑘𝑡𝑢 𝑃𝑟𝑜𝑑𝑢𝑘𝑠𝑖
with equation:
𝑂𝑢𝑡𝑝𝑢𝑡 𝑦𝑎𝑛𝑔 𝑑𝑖ℎ𝑎𝑠𝑖𝑙𝑘𝑎𝑛
a. Blowing
Time process 5.51Menit= 331 seconds
An 1 doffing= 16 chis, the number of engine 6
𝑊𝑎𝑘𝑡𝑢 𝑝𝑟𝑜𝑠𝑒𝑠
331
20,68
Ct :
=
= 20,68 =
= 3,4𝑠
𝑜𝑢𝑡𝑝𝑢𝑡 𝑝𝑟𝑜𝑑𝑢𝑘𝑠𝑖
16
6
b. Carding
Time process 100.78 minutes =6047detik
Output = 8 chis, the number of engine 72
𝑊𝑎𝑘𝑡𝑢 𝑝𝑟𝑜𝑠𝑒𝑠
6047
755,85
Ct :
=
= 755,85 =
= 10,49𝑠
𝑜𝑢𝑡𝑝𝑢𝑡 𝑝𝑟𝑜𝑑𝑢𝑘𝑠𝑖
8
72
c. Drawing
Time process 12.56 minutes= 753.84 seconds
Output = 2 Cen = 16 Chis, the number of engine 4
𝑊𝑎𝑘𝑡𝑢 𝑝𝑟𝑜𝑠𝑒𝑠
753,84
47,115
Ct :
=
= 47,115 =
= 11,77𝑠
𝑜𝑢𝑡𝑝𝑢𝑡 𝑝𝑟𝑜𝑑𝑢𝑘𝑠𝑖
16
4
d. Ritter
Time process = 6.30 minutes = 377.7 seconds
Output= 1 Cen= 8 chis, the number of engine 3
𝑊𝑎𝑘𝑡𝑢 𝑝𝑟𝑜𝑠𝑒𝑠
377,7
47,21
Ct :
=
= 47,21 =
= 15,73𝑠
𝑜𝑢𝑡𝑝𝑢𝑡 𝑝𝑟𝑜𝑑𝑢𝑘𝑠𝑖
8
3
c. Roving
Time process= 138.73 minutes=8323.56 seconds
Output production 96 Roving= 576 Chis, the number of engine 5
𝑊𝑎𝑘𝑡𝑢 𝑝𝑟𝑜𝑠𝑒𝑠
8323,56
14,45
Ct :
=
= 14,45 =
= 2,9 𝑠
𝑜𝑢𝑡𝑝𝑢𝑡 𝑝𝑟𝑜𝑑𝑢𝑘𝑠𝑖
576
5
f. Ring Spinning
Time process = 246.69 minutes=14801.52 seconds
Output production= 432 cone= 54 chis, the number of engine 60
𝑊𝑎𝑘𝑡𝑢 𝑝𝑟𝑜𝑠𝑒𝑠
14801,52
274,10
Ct :
=
= 274,10 =
= 4,5 𝑠
𝑜𝑢𝑡𝑝𝑢𝑡 𝑝𝑟𝑜𝑑𝑢𝑘𝑠𝑖
54
60
g. Winding
Time process 121.68 minutes=7300.98 seconds
Output production= 60 chis, the number of engine 9
𝑊𝑎𝑘𝑡𝑢 𝑝𝑟𝑜𝑠𝑒𝑠
7300,98
121,68
Ct :
=
= 121,68 =
= 13,52 𝑠
𝑜𝑢𝑡𝑝𝑢𝑡 𝑝𝑟𝑜𝑑𝑢𝑘𝑠𝑖
60
9
h. Packing
Time process 2.87 minutes= 172.38 deti
Output produced= 24 chis, the number of engine 1
𝑊𝑎𝑘𝑡𝑢 𝑝𝑟𝑜𝑠𝑒𝑠
172,38
7,18
Ct :
=
= 7,18 =
= 7,18 𝑠
𝑜𝑢𝑡𝑝𝑢𝑡 𝑝𝑟𝑜𝑑𝑢𝑘𝑠𝑖
24
1
In Brief Cycle time in the making thread in ring sipinning can be seen in the table below:
Table 6. Cycle Time per process in the making thread the CD-32
3. Current State Mapping
Table 7. Inventory Every process and distance between The process
No
1
2
3
4
5
6
7
8
9
Proses
Gudang bahan baku ke blowing
blowing ke carding
carding ke drawing
drawing ke ritter
ritter ke roving
roving ke ring spinning
ring spinning ke winding
winding ke packing
packing ke gudang barang jadi
jumlah
8114715
21
65
83
31
96
3120
2400
1900
Satuan
kg
dopping
cen
cen
cen
roving
cone
chis
dus (1 dus, isi 24 chis)
Konv ke chis
42935
336
520
664
248
576
390
2400
45600
Jarak
121 M
75 M
45 M
41 M
13 M
10 M
55 M
25 M
150 M
PPIC
Monthly
Schedule
MARKETING
Suplier
CUSTOUMER
134592/month
4809 unit/hari
24 hour/day
STORAGE
i
42935
6
C/T = 3,4
C/O = 0
i
336
Set Up = 15 M
8,92 Day
RITTER
i
1
i
520
C/T = 11,77
C/O = 0
Set Up = 15 M
664
6
C/T = 10.49
C/O = 0
Set Up = 15 M
0,06 Day
5,51 Min
DRAWING
CARDING
BLOWING
Picture 2.Current state mapping
12,56 Min
i
248
4
C/T = 2,9
C/O = 0
Set Up = 15 M
6,30 Min
i
30
i
576
C/T = 4,5
C/O = 0
Set Up = 15 M
390
0,12 Day
0,05 Day
0,13 Day
0,10 Day
100,78 Min
1
C/T = 15,73
C/O = 0
Set Up = 15 M
138,73 Min
WINDING
R. SPINNING
ROVING
5
C/T = 13,52
C/O = 0
Set Up = 15 M
246,69 Min
i
2
i
2400
C/T = 7,18
C/O = 0
Set Up = 15 M
45600
0,5 day
0,08 Day
121,68 Min
SHIPPING
PACK
9,5 Day Production Time : 19,46
2,87 Min
Process time : 635,12 min
Measure Phase
1. The count Takt Time
Time avalaible = 1215 minutes = 72900 seconds, demand bpd by 4809 chis.
𝑇𝑎𝑘𝑡 𝑇𝑖𝑚𝑒 (𝑇𝑇) =
𝐴𝑣𝑎𝑖𝑙𝑎𝑏𝑙𝑒 𝑤𝑜𝑟𝑘 𝑡𝑖𝑚𝑒 𝑝𝑒𝑟 𝑑𝑎𝑦
72900
=
= 15, 15 𝐷𝑒𝑡𝑖𝑘
𝐶𝑢𝑠𝑡𝑜𝑚𝑒𝑟 𝑑𝑒𝑚𝑎𝑛𝑑 𝑝𝑒𝑟 𝑑𝑎𝑦
4809
2. The count Non-Value Added
Time Process= 635.12 minutes. Production time 19.46 19.46 day, so day x 1215
= 23643.9
𝑇𝑜𝑡𝑎𝑙 𝑁𝑉𝐴
NVA =
x 100%
𝑇𝑜𝑡𝑎𝑙 𝑇𝑖𝑚𝑒
NVA =
23643.9
(23643.9+635,12)
x 100percent
= 97%
Analysis Phase
1. Fishbone Analysis
From the results obtained in the final define and is performed through civil measure, so
we can analyze these things that cause lead time production became long resulting in
non-value added up to 97%
Lingkungan
Suasana kerja
kurang produktif
Material
Layout pabrik yang
kurang rapi
beberapa proses yang
memiliki jarak yang
jauh antar stasiun
Proses yang terlalu
banyak
Manusia
Banyaknya material yang
menumpuk pada tiap
proses, terutama pada
bagian gudang bahan baku
dan packing
Kurang diterapkannya
standar proses
Tidak Adanya standar
produksi
Metode
Kurang Tanggapnya Operator dalam bekerja
Jumlah Operator dalam beberapa proses kurang
Kurangnya Pengetahuan operator tentang mesin
Waktu Leadtime
Produksi yang
Panjang
Mesin yang sudah tua
Mesin tidak stabil
Kurangnya Maintenance Mesin
Kecepatan mesin di setting tidak full
Mesin
Picture 3. Fishbone Analysis
After diruncingkan there are 3 dominant factor that causes long lead time production:
a. The accumulated business material maximum in every process especially in the
warehouse raw materials and packing
b. There is no production standard
c. The process is too much.
2. Making Kaizen Blitz
Using the methods Kaizen Blitz is expected to focus on what it must be improved so
that it is hoped that the application value stream mapping on the floor factory is to
remove the process is not value added products.
Picture 4. Kaizen Blitz On Current State Mapping
Improve Phase
An alternative to overcome the problem can be seen from the kaizen blitz in Picture
4 while The application improvements can be seen in Future State Mapping
Project. But on improvements that will be done to change Current State Mapping
to Future State Mapping are:
1. The merger Safety
To do the work this process must have the level characteristic work uniform, and
the output that period, so calculated that high production carding machine,
drawing, and ritter in fox so 1 process this was done by making process high
production carding machine, drawing ritter to 1 line for that required cooperation
between line spot high production carding machine, drawing and riter. The
merger safety would also be made in the Winding machine grant and packing,
and because this is the merging process to one, then we can take time Cycle Time
was the highest.
2. Continus Flow
The application Continus problem will be done to reduce the level preparation, in
roving because time Cycle Time, not much different with ring spinning and
therefore for creating this process will be done mainstream Continus Flow.
3. Use Supermarket
Supermarket in the proposal this improvement function as safety stock which
consists of 5 supermarket :
a. The first Supermarket are among the raw material, and blowing, this is done
distance warehouse materials to blowing that far enough, and not as
uncontrolled inventories in the area blowing.
b. Supermarket was in an area between blowing and CDR, because the interval
cycle time was very different, and the distance is far enough.
c. Supermarket and the third among CDR and Roving, this was because time
cycle time, far different.
d. Supermarket and the fourth between ring spinning and Winding machine
grant-pack.
e. The latest among Winding machine grant-pack and warehouse work so.
Shipping materials from the warehouse to blowing was changed to 4 hours
per day, or 0.16 to 0.03 CDR blowing to day, CDR to roving to 0.03 days, ring
spinning to Winding machine grant 0.03 days, and packing to the warehouse
work so 0.16 day, this was done in order to control production because continus
problem is not possible to be applied, so the application is hoped to be able to
supermarket WIP between process.
PPIC
Monthly
Schedule
SUPLIER
MARKETING
STORAGE
CUSTOUMER
134592/month
4809 unit/hari
24 hour/day
Carding+
Drawing+ Ritter
Blowing
Winding+Pack
C/T = 4,5
C/T =3.4
C/T = 15,73
C/T =2,9
C/O = 0
C/O = 0
C/O = 0
C/O = 0
Set Up : 15 M in
Set Up : 15 M in
Set Up : 15 M in
Set Up : 15 M in
0,16 Day
0,03 Day
5,51 M
0,03 Day
119,64 M
FIFO
C/T = 13,52
C/O = 0
Set Up : 15 M in
0,03 Day
0
138,73 M
SHIPPING
Ring Spinning
Roving
246,69 M
Picture 5 . On improvement in the making thread the cd-32 in future state mapping
0,16 Day
124,55 M
Production Time : 0.41 Day
Process Time : 635,12 Min
The count percentage Non-Value Added in Future State Mapping Project.
From Future State Mapping Project, it is known that, time Process Time is 635.12 minutes,
and time production fell to 0.41 Days, and because in the day he needs to change to minute,
according to the time Avalaible bpd by the 1215 minutes. The calculations for :
Total NVA : 0.41 x 1215 day = 498.15 .
Total Time: 498.15 + 635.12 = 1133.27
NVA =
𝑇𝑜𝑡𝑎𝑙 𝑁𝑉𝐴
𝑇𝑜𝑡𝑎𝑙 𝑇𝑖𝑚𝑒
x 100% =
498,15
1133.27
𝑥 100 % = 44%
Control Phase
Among the resolute that need to be implemented in the final control are:
1.
2.
3.
4.
Documenting these practices standards
Re-training team & strengthening motivation through reward & recognition
Using continually
Learning results Communication & The increase through Visual Board
Analysis Takt Time to Cycle Time
1. Current State Mapping
Time Cycle Time
Table 8. Time cycle time in current state mapping
Picture 6. Comparison cycle time and takt time on current
2. Future State Mapping
Time Cycle Time
Table 9: Cycle Time in Future State Mapping
Picture 7. Comparison cycle time and takt time in future
Analysis Inventory Every process (WIP)
The Current State of production of the thread Mapping in Cd-32 we can see that wip in
every process in number are varied and average industry is still too many when viewed
from the perspective lean manufacturing. Debt rescheduling that is not good is seen when
we see a daily production, when there are so many wip available process was still is
scheduled to start, this thing could be caused by wip is not generally known by planners
production.
Picture 8. The Number of wip in every process in current state mapping
Analysis of comparative total Production Lead Time
Based on the amount of time production lead time, so we could see the existence reduction
production lead time of 19.46 day to day 0.41, this was because among workstation with
each other there is no WIP .Production lead time is a total of every inventory that is in the
bloodstream value stream mapping in producing thread the CD-32.
Picture 9. Comparison production lead time
Analysis of Non-Value Added and Value added
Table 10. The presentation value added and non-value added
Picture 10. Comparison nva and va in current and future mapping
CONCLUSION
a. Production lead time reduced from 19.46 day to day or go down as much as 0.41 19.05
days.
b. Percentage time Non-Value Added that was high in Current State Mapping project that
is 97 percent reduced to 44 percent in Future State Mapping
c. Waste Dominant of production of the thread which took place in CD-32 is Over edged
higher.
d. On the production process thread the CD-32 is wearing supermarkets in the process
that have cycle time, far different, and was some distance, this was done to controlling
production so, inventory every process can be avoided because they were in control by
wearing the supermarket.
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