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Abstrak :
[Industri konstruksi mempunyai karakteristik lingkungan dengan gejolak yang tinggi, berubah dengan cepat, proses yang tidak kontinyu dan sangat kompleks. Hal tersebut menyebabkan ketidakefisienan dan timbulnya waste dalam pelaksanaan konstruksi. Waste yang terjadi pada pekerjaan konstruksi tidak hanya berupa waste material di lapangan, tetapi juga akibat aktivitas konstruksi seperti overproduction, waktu tunggu, handling, processing, inventory, perpindahan pekerja dan sebagainya. Belajar dari industri manufaktur, salah satu inovasi untuk menjawab tantangan tersebut adalah penerapan Lean Production (produksi ramping), yang dalam bidang konstruksi disebut Lean Construction. Tujuan penelitian ini adalah untuk mendapatkan indikator kinerja lean constuction dengan pendekatan 6 elemen/kriteria lean construction yang spesifik, terukur, memiliki bobot indikator pengukuran kinerja yang jelas di proyek infrastruktur dan bangunan gedung. Objek penelitian dalam perancangan indikator kinerja dilakukan di sebuah perusahaan konstruksi nasional. Kuesioner disebar ke proyek-proyek untuk mendapatkan indikator lean construction. Hasil penelitian mengidentifikasi ada 31 indikator kinerja lean construction pada proyek infrastruktur dan bangunan gedung. Pembobotan indikator dilakukan menggunakan Analytical Hierarchy Process (AHP) dengan bantuan software expert choice. Untuk menentukan faktor keberhasilan penerapan Lean Construction yang paling berpengaruh, maka dilakukan pemeringkatan menggunakan Technique for Order Preference by Similarity to Ideal Solution (TOPSIS). Hasil penelitian ini menunjukkan bahwa faktor organisasi kunci: keterlibatan karyawan, dukungan pimpinan puncak, pelatihan, dan keterkaitan kinerja dengan penghargaan mempunyai pengaruh yang hampir sama terhadap penerapan lean construction di proyek infrastruktur dan bangunan gedung;The construction industry is a highly volatile industry characterized with frequent changes and complex and non-continuous processes. These factors often lead to inefficiency and waste in the construction process. The waste in construction work is not only limited to material waste, but also includes waste in construction activities such as over production, delay, handling, processing, inventory, and worker movements. Learning from the manufacturing industry, one of the innovations to tackle the problem is to apply the concept of Lean Production, which in the construction sector is adapted to Lean Construction. The goal of this research is to obtain performance indicators of Lean Construction. The approach is to utilize six specific elements/criteria of Lean Construction which can be measured with clear performance indicator measurement in infrastructure and building projects. The research was conducted in a national construction company. Questionnaires were distributed to a number of projects to collect the Lean Construction performance indicators. The result identifies 31 Lean Construction performance indicators in infrastructure and building projects. The performance indicators are weighted based on Analytical Hierarchy Process (AHP) with the help of the expert choice software. To determine the most important performance indicators in Lean Construction application, the performance indicator is ranked using a method called Technique for Order Preference by Similarity to Ideal Solution (TOPSIS). The resul shows that the key organization factors: employee participation, top management support, training, and performance based rewards have an almost equal impact to the application of Lean Construction in infrastructure and building projects;The construction industry is a highly volatile industry characterized with frequent changes and complex and non-continuous processes. These factors often lead to inefficiency and waste in the construction process. The waste in construction work is not only limited to material waste, but also includes waste in construction activities such as over production, delay, handling, processing, inventory, and worker movements. Learning from the manufacturing industry, one of the innovations to tackle the problem is to apply the concept of Lean Production, which in the construction sector is adapted to Lean Construction. The goal of this research is to obtain performance indicators of Lean Construction. The approach is to utilize six specific elements/criteria of Lean Construction which can be measured with clear performance indicator measurement in infrastructure and building projects. The research was conducted in a national construction company. Questionnaires were distributed to a number of projects to collect the Lean Construction performance indicators. The result identifies 31 Lean Construction performance indicators in infrastructure and building projects. The performance indicators are weighted based on Analytical Hierarchy Process (AHP) with the help of the expert choice software. To determine the most important performance indicators in Lean Construction application, the performance indicator is ranked using a method called Technique for Order Preference by Similarity to Ideal Solution (TOPSIS). The resul shows that the key organization factors: employee participation, top management support, training, and performance based rewards have an almost equal impact to the application of Lean Construction in infrastructure and building projects, The construction industry is a highly volatile industry characterized with frequent changes and complex and non-continuous processes. These factors often lead to inefficiency and waste in the construction process. The waste in construction work is not only limited to material waste, but also includes waste in construction activities such as over production, delay, handling, processing, inventory, and worker movements. Learning from the manufacturing industry, one of the innovations to tackle the problem is to apply the concept of Lean Production, which in the construction sector is adapted to Lean Construction. The goal of this research is to obtain performance indicators of Lean Construction. The approach is to utilize six specific elements/criteria of Lean Construction which can be measured with clear performance indicator measurement in infrastructure and building projects. The research was conducted in a national construction company. Questionnaires were distributed to a number of projects to collect the Lean Construction performance indicators. The result identifies 31 Lean Construction performance indicators in infrastructure and building projects. The performance indicators are weighted based on Analytical Hierarchy Process (AHP) with the help of the expert choice software. To determine the most important performance indicators in Lean Construction application, the performance indicator is ranked using a method called Technique for Order Preference by Similarity to Ideal Solution (TOPSIS). The resul shows that the key organization factors: employee participation, top management support, training, and performance based rewards have an almost equal impact to the application of Lean Construction in infrastructure and building projects]

Abstrak :
Tingginya waste dan rendahnya value-addedpada industri konstruksi yang telah terjadi selama ini memberikan indikasi bahwa dibutuhkan solusi baruyang tepat untuk menjawab permasalahan tersebut. Seiring dengan terjadinya peningkatan waktu dalam penyelesaian proyek yang terjadi pada PT XYZ dan mengakibatkan kegagalan proyek dalam mencapai target yang telah ditentukan, maka diperlukan adanya tindakan penyelesaian permasalahan yang efektif. Penelitian dilakukan untuk mengidentifikasi dan menganalisis faktor-faktor dominan penyebab pemborosan waktu pada rangkaian proses Engineering-Procurement-Construction (EPC) di PT XYZ. Identifikasi faktor-faktor dilakukan melalui studi literatur terkait konsep lean construction dan struktur Lean Project Delivery System (LPDS) yang dilanjutkan dengan analisis statistik (dengan alat bantu Software SPSS 22), analisis deskriptif, pemetaan matriks, dan Analytical Hierarchy Process (AHP) menggunakan software Super Decisionsuntuk menentukan pembobotan kriteria. Pengelolaan faktor-faktor dominan diperoleh melalui wawancara dengan narasumber untuk mengetahui penyebab utama, tindakan perbaikan dan tindakan pencegahan untuk setiap faktor dominan sesuai dengan urutan prioritas. Penelitian ini menghasilkan urutan prioritas 5 faktor dominan yang muncul di setiap fase LPDS, dan dilengkapi dengan tindakan-tindakan pengelolaannya, baik dalam hal komunikasi internal, kontrol kualitas, standar prosedur, proses survei di lapangan, maupun komunikasi dan keterbukaan informasi dengan pihak pemilik proyek. ......High waste and low value-added in the construction industry gives an indication that the new solutions are required to address these issues. Along with the increase of time to complete the projects in the PT XYZ that lead to failure in achieving the set targets, it is necessary to haveeffective solution of the issue. This study is conducted to identify and analyze the dominant factors that cause waste of time on a series of processes of Engineering-Procurement-Construction (EPC) in PT XYZ. Identification of factors is done through the study of literature related to the concept of lean construction and structure of Lean System Delivery Project (LPDS), followed by statistical analysis (SPSS 22 software), descriptive analysis, matrix mapping, and the Analytical Hierarchy Process (AHP) using the Super Decisions software to determine weighting of criteria. The solutions to manage dominant factors is obtained through interviews to find out the main cause, corrective action and preventive action for each of the dominant factors in order of priority. This research resulted in the order of priorityof the 5 dominant factor that appears in every phase of LPDS, complete with management actions, both in terms of internal communication, quality control, standard of procedures, the process of the survey in the field, as well as communication and disclosure of information by the project owner.

Abstrak :
Skripsi ini membahas tentang jumlah limbah beton dan besi yang dihasilkan pada tahap pabrikasi di Plant Precast serta meneliti proses-proses yang menjadi penyebab timbulnya limbah tersebut. Skripsi ini juga membahas implementasi konsep Lean Construction dalam proyek konstruksi jembatan dan pengaruh yang dapat diberikan konsep ini dalam minimisasi limbah konstruksi. Penelitian ini adalah penelitian kualitatif dengan metode studi kasus dan juga melalui wawancara tidak terstruktur untuk mencari semua informasi yang sesuai dengan pendekatan yang digunakan dalam penelitian ini yaitu Last Planner System. Hasil penelitian ini membuktikan bahwa lean construction memberikan pengaruh terhadap pengurangan penghasilan limbah. ......This thesis discusses the amount of concrete and steel waste that are produced at the manufacturing stage in Precast Plant as well as examine the processes that cause the generation of waste. This thesis also discusses the implementation of Lean Construction concept in bridge construction projects and the influence of this concept in for waste minimization in construction processes. The study was a qualitative research using study case method and also through unstructured interviews to seek information according to the approach used in this research that Last Planner System. This result of this research proving lean construction contribution for reducing waste.

Abstrak :
Ditemukan fenomena pembengkakan (cost overrun) pada PT. XYZ yang disebabkan oleh pemborosan (Waste). Sehingga tujuan dari penelitian ini adalah Mengevaluasi Work breakdown structure (WBS) yang menyebabkan Waste (pemborosan) sehingga menyebabkan pembengkakan biaya proyek, serta mengevaluasi metode yang cocok yang dapat diterapkan serta dampaknya dengan konsep / prinsip Lean Construction. Hasil yang diperoleh menunjukkan penerapan lean construction dapat menurunkan deviasi progress sebesar 4,27%; memperbaiki kinerja biaya sebesar 18,15%; serta memperbaiki durasi selama 134 hari. Dapat disimpulkan bahwa hipotesa awal diterima, yaitu penggunaan kombinasi Lean Construction tools dapat memperbaiki kinerja biaya proyek pada proses berulang pada proyek gedung bertingkat tinggi. ......The phenomenon of cost overrun was found at PT. XYZ caused by waste. So the purpose of this research is to evaluate the work breakdown structure (WBS) that causes waste, causing project cost overruns, as well as evaluating suitable methods that can be applied and the impact on the concept/principle of Lean Construction. The results obtained show that the application of lean construction can reduce the deviation of progress by 4.27%; improve cost performance by 18,15%; and improved duration by 134 days. It can be concluded that the initial hypothesis is accepted, namely the use of a combination of Lean Construction tools can improve project cost performance in iterative processes in high-rise building projects.

Abstrak :
Keberhasilan melaksanakan proyek konstruksi tepat pada waktunya adalah salah satu tujuan terpenting. Keterlambatan merupakan sesuatu yg tidak dikehendaki, karena akan sangat merugikan kedua belah pihak. Beberapa proyek yang kompleks terdapat banyak faktor ketidakpastian sering menimbulkan limbah (waste) yang menyebabkan proyek terlambat. Salah satu metode untuk menanganinya adalah konsep lean construction. Studi di proyek Pekanbaru Dumai Seksi 2A pada underpass 28+150 terdapat 15 dari 58 kegiatan yang memyebabkan keterlambatan 30 hari, dimana jika menghilangkan kegiatan tersebut masih terlambat 15 hari. Salah satu upaya memperpendek durasi adalah crashing program dengan penambahan tenaga kerja sebanyak 115 orang selama 47,5 hari pada pekerjaan bekisting dan pembesian. Tools lean lainnya yang dapat dilakukan adalah standardization, last planner system, coordination, get quality right at first time, just-in-time, prefabricated dan five S. Dengan crashing program, waktu pekerjaan menjadi 145,5 hari kalender dimana lebih cepat 4,5 hari dari schedule rencana. Biaya mengalami kenaikan sebesar Rp 625.941.000,-, namun disisi lain terdapat efisiensi waktu selama 4,5 hari sebesar Rp 62.907.368 sehingga berpengaruh terhadap HPP dari 82,166% menjadi 86,311% dan laba mengalami penurunan dari 17,878% menjadi 13,689%. Dampak lainnya adalah tidak kena sanki 1/1000 dan terhindar blacklist dari Owner. ......The success of implementing a construction project in the end is one of the most important goals. Delay is something that is not desirable, because it will be very detrimental to both parties. Some projects are one of the most important factors that cause waste to emerge. One method to handle it is the lean construction concept. The study in the Pekanbaru Dumai Section 2A project on the 28 + 150 underpass was 15 of the 58 activities which caused a delay of 30 days, whereas if the activity was eliminated it was still 15 days late. One effort to shorten the duration is a strike program with a workforce of 115 people for 47.5 days on formwork and pembesian work. Other lean tools that can be done are standardization, the last planning system, coordination, getting the right quality at the first time, on time, prefabricated material, and five S. With the program breaking down, working time becomes 145.5 calendar days, 4 faster, 5 days from the scheduled schedule. Increasing costs increased by Rp. 625,941,000, - but on the other hand, the time efficiency of 4.5 days amounting to Rp. 62,907,368 increased against HPP from 82,166% to 86,311% and profits increased from 17,888% to 13,689%. Other impacts are not subject to 1/1000 sanctions and avoid being blacklisted by the Owner.