DEVELOPMENT OF LEAN LINE TRANSFORMATION TO REDUCE GAS TURBINE PART REPAIR LEAD TIME (A CASE OF PT. XYZ)

• Main Author: Mahmudi, Wakid
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/71904
• Institution: Institut Teknologi Bandung

As the gas turbine market business will grow significantly by 6.2% from 2022 to 2030 globally and will grow 4.9% per annum from 2021 until 2030 in Indonesia with new gas turbine power plant new install base will grow until 5.7 GW in 2030. Thus, PT XYZ as a Gas Turbine repair centre of excellence shall improve the productivity to support local and global market. On the top of that, the global political situation is quite dynamic and involving tension between US and China, since PT XYZ is under US company, the global direction is to move some of the volume from China repair shop to Indonesia repair shop by 13K by utilizing the existing facilities PT XYZ experienced high repair lead time due to the waste of the repair process, the existing repair processes are still in batch instead of single piece flow, the repair stations are scattered in the shop and required manpower travelling back and forth from one place to another in a significant distance, the operator workloads are unbalance and lead into bottle neck and long wating in the process The lean principles to be applied to tackle the issues that is to identify the root cause of the issue and to define the sequence of the improvement step. The lean tools to identify the root causes of the issue are value stream mapping, drill down trees, spaghetti chart and fishbone, hence the tools to define the sequence of improvement process are Takt time identification, Yamazumi levelling, 7 Ways Layout, layout development, moonshining the process and run the new repair line with a single piece flow process The result of the improvement is the repair process runs in a single piece flow instead of batch, the load of operator is also balanced, the layout is optimized, and the repair waste reduced as well, such as waiting, inventory and traveling. On the top of that the lead time was reduced by 35% per set with repair hours saving by 15K yearly or USD 0.3M. Hence, PT XYZ are confident to accept the global challenge including additional volume 13K from China.