DEVELOPMENT OF LEAN ASSESSMENT MODEL IN AEROSPACE INDUSTRY. CASE STUDY: PT. DIRGANTARA INDONESIA

• Main Author: Ridlo Akbar, Muhammad
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/48799
• Institution: Institut Teknologi Bandung

PT. Dirgantara Indonesia (PTDI) is a State-Owned Enterprise (SOE) in the segment of aerospace industry. In accordance with its vision to lead the medium & light turboprop aircraft market and to become a reference for aerospace companies in the Asia Pacific region by optimizing commercial and industrial competencies. In achieving these vision, it is necessary to increase the capacity and efficiency of the production process, one of the steps taken is to apply Lean manufacturing, hereinafter referred to as lean. To build lean strategies in PTDI that have a variety of production systems ranging from job shops and batch shops in the Detail Part Manufacturing (DM) area, job shops and flow shops in the Component & Assembly (CA) area, and flow shops in the Final Assembly Area (FD) area, a lean assessment method is needed that is able to assess the implementation of lean practice in multi-plant. This research conducts the development of lean asessment tools in the aerospace industry context, focused on lean practices implementation on manufacturing area, and eliminating lean enabler. Base model for the lean practices were developed from nine determinants model of Karlsson & Åhlström (1996) and 22 manufacturing practices of Shah & Ward (2003). Identification and elimination of lean enabler was performed based on Oehmen (2012). After validated against PTDI’s production system, a total of 7 variables resulted as instrument of assessment. Indicators of assessment are valid and reliable in evaluating the implementation of lean in the aerospace industry. The developed model has been proven capable to identify lean implementation level of PTDI, which has plants with various production system characteristics. By observing degree of adaptation (DoA) of each lean practice against degree of leanness (DoL), it was identified two lean practices with DoA level below DoL level.