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Abstrak :
Pertumbuhan ekonomi di Indonesia mengalami penurunan pada tahun 2020. Industri konstruksi memainkan peran penting dalam pembangunan ekonomi nasional. Saat ini konstruksi menjadi fokus Pemerintah terutama pada pembangunan infrastruktur karena daya saing infrastruktur Indonesia masih tertinggal dibandingkan negara lain. Pandemi yang berlangsung sepanjang tahun 2020 tersebut berdampak signifikan terhadap sektor konstruksi yang merupakan kontributor terbesar terhadap perekonomian nasional, tidak terkecuali PT Bukaka Teknik Utama Tbk. Masalah yang sering terjadi pada proyek konstruksi adalah ketidakefisienan dan pemborosan dalam pelaksanaannya. PT Bukaka Teknik Utama Tbk mengalami penurunan revenue dan laba kotor, segmen usaha yang paling berkontribusi terhadap penurunan ini adalah konstruksi jembatan. Oleh karena itu, penelitian ini bertujuan untuk mengidentifikasi pemborosan serta mencari akar masalah sering terjadi pada jalannya proyek konstruksi jembatan menggunakan penerapan lean dan metode Waste Assessment Model (WAM). Kemudian dilakukan pencarian akar masalah menggunakan fishbone diagram dan analisis FMEA. Hasil dari penelitian ini adalah waste defect merupakan pemborosan paling besar, yang kemudian diikuti oleh waste transportationdan waste inventory. ...... Economic growth in Indonesia has decreased in 2020. The construction industry an important role in the development of the national economy. Currently, construction is the focus of the Government, especially in infrastructure development because Indonesia's infrastructure competitiveness is still lagging behind other countries. The pandemic that lasted throughout 2020 had a significant impact on the construction sector, which is the largest contributor to the national economy, including PT Bukaka Teknik Utama Tbk. The problem that often occurs in construction projects is inefficiency and waste in its implementation. PT Bukaka Teknik Utama Tbk experienced a decrease in revenue and gross profit, the business segment that contributed the most of this decline was bridge construction. Therefore, this study aims to identify waste and find the root causes of the problem that often occurs in the course of bridge construction projects using the application of lean and the Waste Assessment Model (WAM) method. Then search for the root cause of the problem using fishbone diagram and FMEA analysis. The result of this research is that defect waste is the biggest waste, which is then followed by transportation waste and inventory waste.

Abstrak :
ABSTRAK Penelitian ini bertujuan untuk memperoleh suatu rancangan sistem kinerja lean services pada perusahaan jasa migas dengan mengintegrasikan Balanced Scorecard yang diadaptasi dan AHP serta memperoleh kriteria dan sub-kriteria indikator kinerja yang paling berpengaruh pada lean services perusahaan jasa migas. Keenam kriteria balanced scorecard yang diadaptasi tersebut adalah customer, financial, processes, people, supplier dan future. Hasil penelitian menunjukkan dua indikator kriteria kinerja yang paling berpengaruh dalam pengukuran kinerja lean services pada perusahaan jasa migas adalah kriteria customer dan financial sehingga perlu diprioritaskan dalam evaluasi kinerja pelaksanaan lean services di lapangan. Sub-kriteria indikator kinerja customer terdiri dari service quality, on time delivery, customer satisfaction index, Return rate of tools from location, number of customers complaints. Sub-kriteria indikator kinerja financial terdiri dari profits/employee, cost saving in lean project, ROI (Return on Investment) dan project cost in lean project.

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ABSTRACT The purpose of this study is to obtain a design of lean services performance by integrating adapted Balanced Scorecard and AHP and also to obtain criteria and sub-criteria of lean services performance indicator in oilfield service industry. The six criteria of adapted balanced scorecard are customer, financial, processes, people, supplier and future. The results showed two indicators of the performance criteria of the most influential in the lean services performance measurement within oilfield service industry are customer and financial criteria that need to be prioritized in the performance evaluation of lean services implementation in the field. Sub-indicator criteria consisted of customer service quality, on time delivery, customer satisfaction index, return rate of tools from location, number of customers complaints. Sub-indicators of financial criteria consisted of profits / employee, cost saving in lean project, ROI (Return on Investment) and project cost in lean project.

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 :
ABSTRAK Waktu tunggu yang lama di rawat jalan akan menghambat pelayanan, dan akan berdampak pada antrian yang menumpuk, serta mengakibatkan pelayanan menjadi tidak efisien. Penelitian dengan metode kualitatif ini mengobservasi waktu yang digunakan oleh pasien selama berada di Rumah Sakit dan bertujuan untuk meningkatkan efisiensi pelayanan rawat jalan di Rumah Sakit Sumber Waras Ciwaringin dengan metode lean. Hasil penelitian menunjukkan, 90% waktu pelayanan merupakan kegiatan non value added dan hanya 10% yang merupakan kegiatan value added. Usulan perbaikan dengan metode lean, yang dilakukan secara simulatif, menghasilkan perbaikan pada proses pelayanan rawat jalan dengan menurunkan kegiatan non value added menjadi 70,59% dan meningkatkan kegiatan value added menjadi 29, 41%.

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ABSTRACT Long waiting times in the outpatient care would hamper the service, have an impact on queues and will end up with an inefficient service. This qualitative research, using the lean method, observed the time spent by the outpatients while in hospital with the aim to improve the efficiency of outpatient services at the Sumber Waras Hospital Ciwaringin with lean method. The results showed that 90% of the service time is non-value added activities and only 10% is counted as value added activities. Simulation is applied and has lead to improvement in the process of outpatient services by decreasing the non value added activities to 70,59% and increasing the value added activities to 29,41%.

Abstrak :
Penelitian ini berfokus pada penerapan budaya kerja yang belum dilaksanakan secara konsisten dan maksimal sehingga perlu adanya analisis kepatuhan budaya kerja di Rumah Sakit ‘Aisyiyah Bojonegoro dengan pendekatan 5S lean management. Penelitian ini bertujuan untuk dijadikan acuan Rumah Sakit Aisyiyah Bojonegoro dalam penerapan budaya kerja dengan lean management dalam rangka melayani masyarakat seefektif mungkin. Penelitian ini merupakan penelitian mix method yang memadukan antara penelitian kualitatif dan kuantitatif. Hasil temuan dalam penelitian ini meliputi: Kondisi budaya kerja di Rumah Sakit Aisyiyah Bojonegoro saat ini telah melaksanakan 5S yang meliputi sort, store, shine, standardize, dan sustain. Namun dalam penerapannya masih belum maksimal sehingga perlu dilakukan penguatan. Faktor penghambat budaya kerja di Rumah Sakit Aisyiyah Bojonegoro meliputi kurangnya kesadaran karyawan, belum adanya standardize work dan SOP budaya kerja, dan kurangnya edukasi karyawan. Faktor pendukung budaya kerja di Rumah Sakit Aisyiyah Bojonegoro meliputi fasilitas dan memiliki team khusus budaya kerja. Dalam implementasi Sort masih sangat rendah dengan angka kepatuhan yang hanya 35%. Sedangkan untuk variabel Store 50.4% patuh, 49.6% tidak patuh. Untuk variabel Shine dan standardize lebih banyak yang tidak patuh. Pada variabel sustain hampir semua responden tidak patuh. Variabel yang berpengaruh/ berhubungan dengan kepatuhan budaya kerja adalah Fasilitas, SDM dan SOP dimana yang paling berpengaruh adalah variabel fasilitas dengan p value < 0.0001 (OR = 7.3). ......This research focuses on the implementation of a work culture that has not been implemented consistently and optimally, so it is necessary to analyze of work culture compliance at 'Aisyiyah Bojonegoro Hospital with the 5S lean management approach. This study aims to be used as a reference for Aisyiyah Bojonegoro Hospital in implementing a work culture with lean management in order to serve the community as effectively as possible. This research is a mixed-methods study that combines qualitative and quantitative research. The findings in this study include: The current working culture conditions at Aisyiyah Bojonegoro Hospital have implemented 5S which includes sort, store, shine, standardize, and sustain. But in its implementation it is still not optimal so it needs to be strengthened. Factors inhibiting work culture at Aisyiyah Bojonegoro Hospital include lack of employee awareness, lack of standardized work and work culture SOPs, and lack of employee education. Factors supporting work culture at Aisyiyah Bojonegoro Hospital include facilities and having a special work culture team. The implementation of Sort is still very low with a compliance rate of only 35%. Whereas for the Store variable 50.4% complied, 49.6% did not comply. For Shine and standardize variables, there are more that don't comply. In the sustain variable, almost all respondents did not comply. The variables that influence/relate to work culture compliance are facilities, HR and SOP where the most influential variable is the facility variable with a p value <0.0001 (OR = 7.3).

Abstrak :
Sektor manufaktur mesin farmasi merupakan sektor yang sedang mengalami pertumbuhan yang cukup pesat. Efek pandemi covid-19 mendorong pemerintah untuk memasukkan sektor manufaktur mesin farmasi ke sektor prioritas untuk mengantisipasi kejadian serupa di masa yang akan datang. Pertumbuhan sektor mesin farmasi sendiri dapat dilihat dari peningkatan jumlah perusahaan-perusahaan manufaktur mesin farmasi baru di Indonesia setelah terjadinya pandemi covid-19 untuk menekan angka impor mesin-mesin farmasi jika terjadi pandemi serupa. Namun, karena banyak manfuktur mesin farmasi baru yang masih merintis dan berkembang, masih banyak terjadinya pemborosan dalam kegiatan produksi manufaktur tersebut, salah satunya pada PT Wiratama Lusindo. Agar manufaktur mesin farmasi baru tersebut dapat bersaing dengan manfuaktur mesin farmasi global, maka segala pemborosan yang terjadi harus dihilangkan. Pada penelitian ini, diterapkan konsep lean manufacturing menggunakan metode value stream mapping untuk membantu menggambarkan proses produksi secara menyeluruh dan mengidentifikasi pemborosan yang terjadi. Hasil penelitian menunjukkan lead time proses produksi berkurang dari 14,2 hari menjadi 2952 detik, total processing time proses produksi berkurang dari 5031 detik menjadi 2645 detik, serta Waktu non-value added berkurang dari 5787 detik menjadi 2930 detik, dan waktu neccessary non-value added berkurang dari 9,1 detik menjadi 2,5 detik. ......The pharmaceutical machinery manufacturing sector is experiencing rapid growth. The pandemic prompted the government to prioritize the pharmaceutical machinery manufacturing sector to anticipate similar pandemic in the future. The growth of the pharmaceutical machinery sector can be observed from the increase in the number of new pharmaceutical machinery manufacturing companies in Indonesia after the COVID-19 pandemic, aimed at reducing the import of pharmaceutical machines in the event of a similar pandemic. However, since many new pharmaceutical machinery manufacturers are still in their early stages and developing, there are still many instances of waste in their production activities, one of which is at PT Wiratama Lusindo. To enable these new pharmaceutical machinery manufacturers to compete with global pharmaceutical machinery manufacturers, all waste must be eliminated. In this study, the concept of lean manufacturing was applied using the value stream mapping method to help illustrate the overall production process and identify waste. The results of the study showed that the lead time of the production process was reduced from 14.2 days to only 2952 seconds, the total processing time of the production process was reduced from 5031 seconds to only 2645 seconds, the non-value added time was reduced from 5787 seconds to 2930 seconds, and the necessary non-value added time was reduced from 9.1 seconds to 2.5 seconds.

Abstrak :
RSUI adalah Rumah Sakit Pendidikan Tinggi Negeri (RS-PTN) pertama di Indonesia. RSUI memiliki target untuk meningkatkan okupansi pelayanan rawat jalan dari 700 pasien menjadi 1000 pasien. Namun, RSUI belum bisa mencapai target tersebut karena masih ada proses yang belum optimal, yang tercermin dalam indikator nasional mutu yang menunjukkan waktu tunggu rawat jalan masih belum memenuhi standar. Salah satu faktor utama ketidakcapaian ini adalah proses registrasi, di mana pasien Badan Penyelenggara Jaminan Sosial (BPJS) menyumbang 75% dari masalah ini. Oleh karena itu, proses registrasi harus diperbaiki. Penelitian ini menggunakan konsep lean management dan metode value stream mapping (VSM) untuk mengidentifikasi, mengurangi, dan menghilangkan pemborosan dalam proses registrasi. Penerapan VSM menghasilkan beberapa usulan perbaikan, seperti penggunaan visual display, digitalisasi proses pendaftaran melalui mesin APM (Anjungan Pendaftaran Mandiri), penerapan lean 5S, serta perancangan SOP waktu pendaftaran. Hasil penelitian ini menunjukkan bahwa ada penurunan waktu layanan sebesar 40,8% dan penurunan lead time sebesar 58,8% dalam proses pendaftaran rawat jalan BPJS. ......RSUI is the first State Higher Education Hospital (RS-PTN) in Indonesia. RSUI has a target to increase outpatient service occupancy from 700 patients to 1000 patients. However, RSUI has not been able to achieve this target because there are still processes that are not optimal, which is reflected in the national quality indicators which show that outpatient waiting times still do not meet standards. One of the main factors in this failure is the registration process, where Badan Penyelenggara Jaminan Sosial (BPJS) patients account for 75% of this problem. Therefore, the registration process must be improved. This research uses the concept of lean management and the value stream mapping (VSM) method to identify, reduce and eliminate waste in the registration process. The implementation of VSM resulted in several improvement plans, such as the use of visual displays, digitalization of the registration process through the APM (Mandiri Registration Platform) machine, implementation of lean 5S, as well as designing SOPs during registration. The results of this study show that there is a decrease in service time of 40.8% and a decrease in lead time of 58.8% in the BPJS outpatient registration process.

Abstrak :
Lean adalah konsep perbaikan berkelanjutan yang berfokus pada pengurangan pemborosan dan peningkatan nilai tambah pada produk atau jasa bagi pelanggan. Salah satu pendekatan dalam konsep lean adalah value stream mapping (VSM) yang bertujuan untuk memetakan aliran material dan informasi dalam suatu proses pada bisnis sehingga dapat mengidentifikasi dan mengurangi pemborosan untuk menciptakan proses yang lebih efisien. Seiring berkembangnya industri konstruksi di Indonesia, PT Kawasan Berikat Nusantara (Persero) sebagai salah satu perusahaan yang bergerak dalam produksi beton harus mempersiapkan diri agar dapat bersaing dengan perusahaan lain. Oleh karena itu, konsep lean dan metode VSM digunakan pada penelitian dan menghasilkan rekomendasi perbaikan seperti pengaturan ulang tata letak bahan baku di stock yard, penambahan helper, dan penerapan toleransi timbangan bahan baku tertimbang. Berdasarkan kalkulasi, setelah diberikan usulan rekomendasi perbaikan pada proses produksi, waktu aktivitas necessary non-value added (NNVA) mengalami penurunan dari 257,93 detik menjadi 158,82 detik dan waktu aktivitas non-value added (NVA) tereliminasi dari 11,9 detik menjadi 0 detik. Selain itu, proses produksi juga mengalami penurunan process time dari 374,81 detik dalam satu siklus menjadi 263,81 detik atau turun sebesar 29,62%. ......Lean is a continuous improvement concept that focuses on reducing waste and increasing added value in customers’ products or services. One approach in the lean concept is value stream mapping (VSM) which aims to map the flow of materials and information in a business process to identify and reduce waste to create a more efficient process. Along with the development of the construction industry in Indonesia, PT Kawasan Berikat Nusantara (Persero) as one of the companies engaged in concrete production must prepare itself to compete with other companies. Therefore, the lean concept and VSM method were used in the research and resulted in improvement recommendations such as rearranging the layout of raw materials in the stock yard, adding helpers, and implementing tolerance for weighted raw material scales. Based on calculations, after the proposed improvement recommendations were given to the production process, the necessary non-value added (NNVA) activity time decreased from 257.93 seconds to 158.82 seconds and the non-value added (NVA) activity time eliminated from 11.9 seconds to 0 seconds. In addition, the production process also experienced a decrease in process time from 374.81 seconds in one cycle to 263.81 seconds or a reduction of 29.62%.

Abstrak :
ABSTRAK
Permasalahan utama yang mengawali penelitian ini adalah tingginya jumlah inventori bahan baku pada gudang bahan baku perusahaan yang menyebabkan inefisiensi waktu produksi pada production line TCRB, Ltd. Dari permasalahan ini, kemudian dilakukan pendekatan lean production dan pemetaan dengan value stream mapping (VSM) untuk mengevaluasi sistem awal dan merancang sistem baru. Hasil penelitian kepada current VSM menunjukan terdapat beberapa akar permasalahan yang menyebabkan terjadinya inventory pada gudang bahan baku serta beberapa permasalahan lain. Temuan ini kemudian ditindaklanjuti dengan penyusunan improvement untuk memecahkan setiap masalah yang ada secara spesifik yang hasilnya dapat dilihat pada proposed VSM.

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ABSTRACT
The main problem that initiated this study is the high amount of raw material inventory in the warehouse that caused an inefficiency of production time in production line of TCRB, Ltd. From this main problem, the writer tried to make a lean production approach and map the whole system by using value stream mapping (VSM) to evaluate the current system and to design a new system. The evaluation to the current VSM resulted that there are some root causes of the problem that caused the inventory in the warehouse and also some other problems. Based on this finding, we generate some improvements to solve the problem, and the result can be seen on the proposed VSM.

Abstrak :
ABSTRAK
Sistem Produksi yang ramping merupakan salah satu cara untuk mengurangi biaya produksi dan meningkatkan keuntungan. Proses produksi yang ramping dapat diwujudkan dengan mengurangi berbagai macam pemborosan yang terjadi pada lini produksi seperti transportasi yang tidak perlu, inventori, kelebihan produksi, waktu tunggu, dan cacat pada produk. Oleh karena itu, penelitian ini akan memetakan sebuah aliran proses produksi, sehingga pemborosan – pemborosan tersebut dapat terlihat dan dihilangkan. Dengan melakukan simulasi dengan software Plant Simulation, maka perilaku (baik statis, maupun dinamis) dalam proses produksi dapat terlihat. Hasil dari penelitian ini akan memunculkan sebuah usulan berupa usulan peta proses produksi masa depan yang mengacu pada lean production system.

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ABSTRACT
Lean production system is a way to decrease production cost and increase profit. Lean production system can be achieved by reducing any wastes which happened in a production line, such as unnecessary transportation, inventory, overproduction, wating time, and product defects. Therefore, this research will mapping a production process flow, so those wastes can be seen and eliminated. By doing a simulation with Plant Simulation software, then the behavior (either static or dynamic) of the production process can be seen. The result of this research will bring up suggestions in the form of future state map that refer to lean production system