| dc.description.abstract | CV. XYZ is a polybag manufacturing company. The company has a production
capacity of 40 tons per month. It faces challenges due to defects exceeding the
company's quality standards (4%) and waiting time at one of the production
stations. The defects consist of hard polybag plastic rolls that cannot be processed
further and polybag scraps that need reworking. The waiting time issue involves
the accumulation of polybag rolls at the cutting station. The research aims to
identify and propose improvements for non-value-added activities on the production
floor of CV. XYZ. The methods used in this research are Value Stream Mapping
(VSM) and Failure Mode and Effect Analysis (FMEA). Based on observations using
value stream mapping, CV. XYZ has 37 activities with a manufacturing lead time of
7.794,71 seconds, consisting of 7.340,94 seconds of value-added activities, 106,00
seconds of necessary non-value-added activities, and 347,77 seconds of non-valueadded
activities with a 94,18% process cycle efficiency . Improvements were made
to necessary non-value-added activities by changing the work method in elements
9 and 21 from taking one roll at a time to taking 20 rolls at once in a sack and by
eliminating non-value-added activity from element 14. The proposed improvements
were training and creating Standard Operating Procedures (SOPs) to enable
operators to promptly address failures in the blow molding machine and
establishing regular maintenance schedules for the cutting machine in the cutting
station. After the improvements, CV. XYZ has 36 activities with a reduced
manufacturing lead time from 7.794,71 seconds to 7.430,61 seconds, consisting of
7.340,94 seconds of value-added activities, 96,87 seconds of necessary non-valueadded
activities, and 0 seconds of non-value-added activities with a 98,58% process
cycle efficiency. The process cycle efficiency increased from 94,18% to 98,58% | en_US |
