USULAN PERBAIKAN PROSES PEMENUHAN SALES ORDER OLEH DEPARTEMEN ENGINEERING PT X MENGGUNAKAN PRODUCT DEVELOPMENT VALUE STREAM MAPPING

• Main Author: Huda Pratama, Aditya
• Format: Final Project
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/77523
• Institution: Institut Teknologi Bandung

PT X is a job shop-based sheet metal fabrication company. In 2022, PT X's monthly on-time delivery targets were not met, prompting management to evaluate the order fulfillment process in each department. Historical data shows that the average overtime hours for the Engineering staff are relatively high compared to the established rules. This indicates that there may be non-value-added activities carried out by the Engineering Department in the order fulfillment process. This study proposes the use of a lean approach based on Product Development Value Stream Mapping (PD-VSM) to streamline the order fulfillment process by the Engineering Department, which shares similarities with product development and production control processes. PD-VSM is combined with Multi-Moment Analysis (MMA) to enhance the value-added aspects of the studied process. MMA is used to complement the limitations of using PD-VSM in a job shop environment. The research stages include process identification and mapping, current value stream mapping, and future value stream mapping. Based on the identification of waste in the current state value stream map, there are 12 priority waste modes in the order fulfillment process by the Engineering Department related to five bottleneck tasks. Eight improvement proposals are designed to address the root causes of each priority waste mode. The impact of implementing these improvement proposals on process time, failure risk, and process changes is analyzed and visualized in the future state value stream. Estimated results indicate that the implementation of these improvement proposals can reduce the working time of the Engineering staff by 167 minutes per day, equivalent to labor cost savings of Rp661,252 per day, a decrease in failure-related costs by Rp1,034,780 per day, as well as the elimination of one task, the adjustment of four tasks, and the addition of one task in the order fulfillment process by the Engineering Department.