BUSINESS PROCESS IMPROVEMENT OF NEW PRODUCT DEVELOPMENT PROCESS AT SOFTGOODS ENGINEERING AREA PT. GLOBAL TOY INDONESIA USING VALUE STREAM MAPPING

• Main Author: Dinar Rudiani, Almira
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/53360
• Institution: Institut Teknologi Bandung

Global Toy, Inc is one of the biggest toy manufacturing companies in the world originated from the United States. Global Toy Inc produces many global brands such as ‘B’ doll that since 2019 was centralized its production under PT. Global Toy Indonesia at Cikarang, Indonesia. PT. Global Toy Indonesia started its operation in Indonesia since 1992. Beside the ‘B’ doll, PT. Global Toy Indonesia also produced another Global Toy, Inc global brand such as ‘AG’, ‘MH’, ‘EAH’, and many more. The sales of ‘B’ doll has increased since ‘You Can Be Anything’ campaign launched. The sales increment is directly proportional with the increased of production volume and the number of product development’s project. Since the ‘B’ doll has its own unique characteristic, the product is also sold without the doll, the product that is sold is for the outfit only os it’s usually called fashion pack. The increase of fashion pack product has become a challenge for product development team at PT. Global Toy Indonesia, especially for softgoods engineering team who responsible to develop the new outfit product for ‘B’ doll. Several issues come along with the increment number of products developed such as inaccuracy of product cost calculation, improper raw material selection, and reduction of development capacity due to product development long lead time. Researcher uses value stream mapping as one of lean tools to improve the business process of new product development at softgoods engineering area. Researcher also uses interview to identify the activities and problems that happen at each activity during new product development process. The result of activity list is then drawn using current state map. From the interview, it is known that there are two main process in product development at softgoods engineering area which total lead time for both processes are 42 weeks, started from design until the product is ready to be produced in mass number. After current condition described by using current state map, researcher uses Focus Group Discussion (FGD) to identify waste that happen along the product development process. With FGD, researcher also analyzing the root causes of the problems that are identified before. Researcher performs root cause analysis during FGD using root cause tree diagram. With using root cause tree diagram, several root causes are identified. These root causes are mainly coming from human capability. Several solutions being proposed to eliminate the root causes. The solutions proposed are: 1) Establish several kaizen events; 2) Develop concurrent engineering model to involve manufacturing engineering during earlier stage of product development; 3) Build raw material and pattern standardization; 4) Develop web-based Knowledge Management System (KMS). By using concurrent engineering model and standardization, new product development lead time can be reduced from 42 weeks to 31 weeks, or it is improved by 28%.