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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 :
Lean must be viewed as a comprehensive, integral system consisting of four interdependent elements: leadership, culture, team, and practices and tools. Each of these necessary components affects the effectiveness of the other components. This book examines these four elements utilizing a systematic, hierarchical orientation and explains their relevance for guiding internal Lean initiatives. This book serves as a core lean reference book. It offers a strategic framework beginning with the indentification and establishment of goals, followed with strategy development, and lastly tactical choices. This model framework is cognizant of a firm's relative internal strengths and weaknesses as well as external opportunities and threats. Each of the four integral Lean system elements is explored in depth. The model framework offers a path to develop Lean leaders with practical, actionable guidelines. The model framework is suited for applications in all industries. Throughout the book, the historical evolution of the current body of Lean knowledge is also examined as well as Lean's complementary initiative, Total Quality Management. A perspective that views Lean as a customer-driven philosophy for organization-wide continuous or ongoing improvement and waste elimination is maintained throughout the book. The book concludes with an exploration of Sustainability, the current Lean frontier as well as a discussion of Lean's future, the exchange of accurate and timely information among supply chain trading partners. This offering is different from other Lean books in three fundamental ways. First, it offers and develops a comprehensive lean model based on a sound framework. Second, it examines a historical timeline of significant lean contributions. Third, it extends Lean by offering a glimpse into its future.

Abstrak :
Maintenance Repair Overhaul (MRO) tergolong unik karena melakukan fungsi orientasi produksi untuk menjaga kehandalan sesuai dengan desain awal sekaligus memenuhi fungsi orientasi layanan dalam bentuk jasa pemeliharaan kepada pelanggan. Dengan perkembangan penerbangan yang semakin maju, hal itu juga mempengaruhi strategi manajemen MRO untuk dapat bersaing di dunia global. Manajemen ramping telah dikenal sebagai salah satu strategi bisnis yang paling dapat diandalkan dalam MRO karena manajemen ramping memberikan keuntungan signifikan dalam rantai pasokan untuk mencapai daya saing. Tinjauan penelitian membuktikan bahwa penelitian yang lebih mendalam dan analisis yang tepat diperlukan untuk memahami konteks penerapan manajemen ramping dalam rantai pasok MRO. Model SCOR (Supply Chain Operations Reference) digunakan sebagai media untuk merancang struktur pengukuran kinerja untuk mengetahui kriteria yang mepengaruhi implementasi manajemen ramping di rantai pasokan MRO dengan mempertimbangkan integrasi aspek orientasi produksi dan kegiatan yang berorientasi layanan. Selain itu, SCOR juga digunakan untuk mengetahui hubungan antara kriteria sehingga dapat dibangun kerangka kerja manajemen ramping yang ideal dalam bentuk strategi manajemen yang diharapkan dapat mendukung fungsi organisasi MRO dalam menghadapi daya saing global.

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Maintenance Repair Overhaul (MRO) is unique because it performs a production orientation function to maintain reliability in accordance with the initial design while fulfilling the service orientation function in the form of maintenance services to customers. With the development of increasingly advanced aviation, it also affects the MRO management strategy to be able to compete in the global world. Lean management has been recognized as one of the most reliable business strategies in MRO because lean management provides a significant advantage in the supply chain to achieve competitiveness. The research review proves that more in-depth research and precise analysis are needed to understand the context of applying lean management in the MRO supply chain. The SCOR (Supply Chain Operations Reference) model is used as a medium for designing performance measurement structures to find out the criteria that affect the implementation of lean management in the MRO supply chain by considering the integration of aspects of production orientation and service-oriented activities. In addition, SCOR is also used to determine the relationship between criteria so that an ideal lean management framework can be built in the form of management strategies that are expected to support the functioning of MRO organizations in facing global competitiveness.

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 :
Skripsi ini membahas mengenai penerapan value stream mapping pada salah satu perusahaan otomotif yaitu PT Mercedes-Benz Indonesia. Fokus bahasan dari penelitian ini adalah proses perbaikan production flow, pengurangan cycle time dan takt time, bagaimana perbaikan proses produksi melalui value stream mapping, serta pengidentifikasian pemborosan. Tujuan dari penelitian adalah untuk menganalisa apakah value stream mapping dapat meningkatkan lini produk pada PT Mercedes-Benz Indonesia. Penelitian ini menggunakan metode triangulasi yang menggabungkan metode kuantitatif dan metode kualitatif. Hasil utama dari penelitian yaitu : 1 penerapan value stream mapping dapat memperbaiki production flow dan proses produksi dengan melihat antara current state map dan future state map ; 2 berdasarkan hasil future state map menunjukkan bahwa dengan mengimplementasikan value stream mapping, nilai lead time produksi berkurang dari 977 menit menjadi 846 menit dengan presentase sebesar 13.40. Nilai takt time berkurang dari 42 menit menjadi 38 menit dengan presentase 9.52 ; 3 Identifikasi pemborosan yang terjadi yaitu waiting, unnecessary movement dan defects.

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This paper discussed about implementation of value stream mapping in automotive company at PT Mercedes Benz Indonesia. Focus of this research are to know the improvement process of production flow, cycle time and takt time reduction, improvement of production process through value stream mapping, also identification of waste. The goal of this paper is to analyse that value stream mapping can improve production line at PT Mercedes Benz Indonesia. This research used triangulation as methodology that combines both qualitative and quantitative approaches. The main findings from this research are 1 the implementation of value stream mapping can improve the production flow and production process that showed between current state map and future state map 2 Based from future state map, final results showed that by implementing value stream mapping, production lead time decreased from 977 minutes to 846 minutes with 13.40 percentage point decreased. Takt time decreased from 42 minutes to 38 minutes with 9.52 percentage point decreased, 3 Identification of waste type are waiting, unnecessary movement, and defects.

Abstrak :
Setup dalam proses produksi adalah hal yang sifatnya harus, banyak point penting yang harus dilakukan dalam proses setup, karena proses produksi yang baik dan hasil produksi yang baik sangat ditentukan oleh proses setup yang baik dan benar. Akan tetapi ada efek negatif dari setup, yaitu timbulnya kerugian baik dari segi waktu maupun dari segi scrap produk. Hal tersebut dikarenakan waktu setup yang lama. Demikian juga dalam proses produksi magnet wire, proses setup termasuk salah satu penyumbang kerugian. Penelitian ini akan meneliti bagaimana cara menurunkan waktu setup sehingga kerugian akibat setup bisa diminimalkan. Metode yang digunakan adalah Single Minute Exchange of Die dan hasilnya adalah berkurangnya waktu setup dan berkurangnya scrap karena waktu setup yang berkurang. ......Setup in the production process is of its nature must be, many important points that must be done in the setup process, because the production process and production results largely determined by the setup process. However, there are negative effects of the setup, namely the emergence of losses both in terms of time and in terms of product scrap. That is because a long setup time. Likewise in the magnet wire production process, the setup process is one contributor to losses. This research will examine how to reduce setup times so that losses can be minimized due to the setup, method used is Single Minute Exchange of dies , there are two outcomes of reduced setup time and scrap because of the setup process time is also reduced.

Abstrak :
Value Stream Mapping adalah salah satu alat lean yang digunakan untuk peningkatan berkelanjutan di seluruh operasi bisnis, umumnya diterapkan dalam lingkungan manufaktur. Studi ini berfokus pada penerapan VSM pada operasi logistik inbound WSBK Mandalika untuk menemukan strategi efisiensi. Waste kritis yang ditemukan adalah Overprocessing, Transport, dan Waiting dengan bobot masing-masing 18,91%, 16,92%, dan 14,68% dari 7 waste yang teridentifikasi. Sebuah future state map kemudian dikembangkan untuk menghilangkan pemborosan yang diidentifikasi menggunakan metode process activity mapping dan menunjukkan keefektivan VSM pada objek studi. Dibandingkan dengan peta keadaan saat ini, masa depan yang diusulkan menghasilkan penurunan total lead time sebesar 52,42%, rasio aktivitas non-nilai tambah turun sebesar 24%, dan rasio aktivitas nilai tambah meningkat sebesar 15%. Setelah pemetaan, strategi peningkatan diusulkan yaitu penggabungan sortasi dan distribusi ke pemuatan truk, penambahan petugas Quality, Health, Safety, and Environment (QHSE) dalam bandara, optimalisasi istirahat karyawan dan rotasi shift, dan prosedur operasi standar baru untuk penugasan truk. Studi masa depan dapat berfokus pada aliran keluar dan analisis kelayakan finansial dari strategi efisiensi yang diusulkan dari operasi untuk menciptakan penyelesaian tambahan dari penelitian. ......Value Stream Mapping is one of the Lean Tools used for continuous improvement across a business operation, commonly applied in a manufacturing setting. This study focuses on the application of VSM on the WSBK in Mandalika Inbound Logistics Operation to find efficiency strategies for the flow. The critical wastes found in were Overprocessing, Transport, and Waiting, each weighing 18.91%, 16.92%, and 14.68% from the 7 wastes identified. A future state map was then developed to eliminate the wastes identified using the process activity mapping method and the efficacy of VSM on the study object was presented. In comparison to the current state map, the proposed future resulted with a decrease of total lead time by 52.42%, non-value-added activity ratio decrease by 24%, and value-added activity ratio increase by 15%. Subsequent to the map, improvement strategies proposed including merge sorting and distribution to truck loading, additional QHSE officers in airport acquisition, employee break and shift rotation optimization, and new standard operating procedure for truck assignment. Future studies may focus on the outbound flow and a financial feasibility analysis of the proposed efficiency strategies of the operation to create supplementary completion of the research.

Abstrak :
Setiap harinya, Apotek Kimia Farma 0628 Sukahati dapat melayani kurang lebih 70 hingga 80 pasien BPJS Kesehatan dan sekitar 20 hingga 30 pasien non- BPJS Kesehatan. Melihat banyaknya jumlah resep pasien BPJS Kesehatan yang diterima, menjadikan kecepatan dan ketepatan pelayanan BPJS Kesehatan penting untuk diperhatikan dan dimaksimalkan. Penerapan Lean Management Practice (LMP) di pelayanan kefarmasian dengan cara meminimalisir waste yang ada di apotek dapat meningkatkan efisiensi di setiap tahapan praktik pelayanan kefarmasian. Penyususnan tugas khusus ini bertujuan untuk mengevaluasi penerapan LMP yang berfokus pada proses minimalisasi waste atau hal-hal yang tidak memberikan nilai tambah guna meningkatkan efisiensi sistem pelayanan BPJS Kesehatan di Apotek Kimia Farma 0628 Sukahati. Penerapan LMP dilakukan dengan beberapa proses, yaitu diawali dengan menentukan nilai umum dalam proses pelayanan, mengidentifikasi aliran nilai, pembuatan aliran nilai, implementasi pull based system, dan evaluasi berbagai usaha perbaikan yang telah dilakukan. Pada tahap identifikasi aliran nilai, diketahui bahwa terdapat 5 jenis waste, yaitu defects, unnecessary inventory, excessive transportation, waiting, dan unnecessary motion. Selain itu, berdasarkan hasil observasi, terdapat beberapa jenis tantangan yang ditemukan pada Apotek Kimia Farma 0628 Sukahati, diantaranya adalah hanya terdapat satu loket pengambilan nomor antrean BPJS Kesehatan, ketidakjelasan tulisan pada resep dan data pasien, ketersediaan obat yang terbatas, dll. Oleh karena itu, LMP penting diterapkan di Apotek Kimia Farma 0628 Sukahati, khususnya pada bagian pelayanan BPJS Kesehatan, karena dengan adanya LMP dapat memungkinkan tercapainya sistem pelayanan BPJS Kesehatan yang lebih efektif dan efisien, terutama dalam hal kecepatan dan ketepatan pelayanan (efisiensi waktu dan tenaga/effort dari SDM). ......Every day, Kimia Farma 0628 Pharmacy, Sukahati serves approximately 70 to 80 patients with BPJS Kesehatan and around 20 to 30 patients without BPJS Kesehatan coverage. Considering the high number of prescriptions received from BPJS Kesehatan patients, the speed and accuracy of BPJS Kesehatan services are crucial and need to be maximized. The implementation of Lean Management Practice (LMP) in pharmaceutical services by minimizing waste within the pharmacy, can enhance efficiency at every stage of pharmaceutical service practice. The purpose of this special task report is to evaluate the implementation of LMP, which focuses on the process of minimizing waste activities, to improve the efficiency of the BPJS Kesehatan service system at Kimia Farma 0628 Pharmacy, Sukahati. The application of LMP involves several processes, beginning with defining the value, identifying value streams, creating value flow, implementing a pull-based system, and strive for perfection continuously. In the value stream identification phase, there are 5 types of waste, which are defects, unnecessary inventory, excessive transportation, waiting, and unnecessary motion. Additionally, based on observations, several challenges have been identified at Kimia Farma 0628 Pharmacy, Sukahati, including having only one counter for BPJS Kesehatan queue numbers, unclear handwriting on prescriptions and patient data, limited availability of medication, etc. Therefore, the application of LMP is vital at Kimia Farma 0628 Pharmacy, Sukahati, particularly around BPJS Kesehatan services. The implementation of LMP can lead to a more effective and efficient BPJS Kesehatan service system, especially in terms of speed and accuracy of service.

Abstrak :
This book goes beyond searching for Muda by Gemba walk; the aim is to industrialize the office environment in view of the new digitalization challenge by applying the same principles of Lean industry. Whereas the basic process theory remains valid, the Lean tools have to be adapted and transposed to the office characteristics where not machines but employees are at the center of the transactions. Here, a new, already successfully applied, integrated, industry-derived, and systematic approach is presented. It will not only boost office effectiveness and productivity as well as shortening lead-time of office routines far beyond simple Muda elimination, but it will also prepare the processes in view of the upcoming digitalization era.