Spare parts are one of the important pillars in the after-sales service of automotive business.
Customers will satisfied and comfortable if the availability of spare parts is guaranteed.
Spare Part Center is one of function to support unit sales and as well as profit-oriented,
so the accuracy and speed of spare part acceptance by the customer is an important key
to winning the competition. Order Picking is one of the supply chain processes that play
a role in warehouse operations to meet customer needs. Order Picking is the most expensive
activity in warehousing and can reach 55% of the total cost of warehousing operations, so it
is considered a top priority in increasing productivity, even reaching 65% of total warehouse
operating costs. The purpose of this research is to increase productivity in the process
of picking order through reduction of processing time. Increased productivity is done by
improving the working method of the picking process. From the result the comparing, the
method by zone requires less total picking time (193.712 seconds) than by routing (249.559
seconds) decreased 55.85 second time, in other words, an increase of 22.38%. With the Visual
Stream Mapping (VSM) in this research can reduce to travel time, it means that the total
distance traveled is small than the current method. The impact from VSM approach will
eliminate time for preparation of 1.960 seconds, and take empty trolley of 200 seconds. In
this case some of traveling non-value
This study demonstrates application of Lean techniques to improve working process in
a sewing machine factory, focusing on the raw material picking process. The value stream
mapping and flow process chart techniques were utilized to identify the value added activities,
non-value activities and necessary but non-value added activities in the current
process. The ECRS (Eliminate, Combine, Rearrange and Simplify) in waste reduction was
subsequently applied to improve the working process by (i) adjusting the raw material picking
procedures and pre-packing raw material as per demand, (ii) adding symbols onto the
containers to reduce time spent in picking material based on visual control principle, and
(iii) developing and zoning storage area, identifying level location for each row and also
applying algorithms generated from a solver program and linear programming to appropriately
define the location of raw material storage. Improvement in the raw material picking
process was realized, cutting down six out of 11 procedures in material picking or by 55%,
reducing material picking time from 24 to 4 min or by 83%. The distance to handle material
in the warehouse can be shortened by 120 m per time or 2,400 m per day, equal to 86%
reduction. Lean techniques
The relatively limited application of lean in the food process industries has been attributed to
the unique characteristics of the food sector i.e. short shelf-life, heterogeneous raw materials,
and seasonality. Moreover, barriers such as large and inflexible machinery, long setup time,
and resource complexity, has limited the implementation and impact of lean practices in
process industries in general. Contrary to the expectations in the literature, we bring in this
paper a successful experience of lean implementation in a company of the food-processing
sector. By focusing on two lean tools (VSM and SMED), the company reduced changeover
time by 34%, and increased the production capacity of the main production line by 11%.
This improvement enabled the company to avoid the use of temporary workers by extending
the worktime of its workforce during peak months. Moreover, the reduction of setup time
avoided the use of large lot size in production, which, in turn, reduced the total cycle time
of production and the incidence of quality problems.
The implementation of milk-run in Indonesia has been started since 2005. As a developing
country, there is a challenge to operate milk-run smoothly especially in urban area due to
severe traffic congestion and unfavourable road condition in some areas. This research aimed
to analyze the practice of milk-run operation in one of the biggest Japanese automotive
companies in Indonesia. Transportation Value Stream Mapping (TVSM) is applied in order
to perform just-in-time delivery in the supply chain before operating milk-run. It is discussed
that this company still need to continue in improving milk-run operation. The operation
system needs control and integration from manufacturer, supplier and logistics partner.
The advantage of milk-run operation is cost reduction and also support green logistics in
decreasing emission of carbondioxide (CO2) by reducing the number of trucks used.
The aim of this paper is to identify lean management instruments used to implement strategic
objectives related to the creation and retention of value in the area of value networks while
redefining the business model of service enterprises on the example of hotels. In relation
to the objective, a survey was conducted using the questionnaire method with the use
of Computer Assisted Web Interview technique, using a self-developed questionnaire. The
survey was carried out between February and May 2020 among 421 representatives of hotel
service companies operating in the three, four and five-star standard. In order to verify
the assumptions between the surveyed features, statistical inferences were used using the
Statistica programme. The research results may provide inspiration for the implementation
of lean management concept in the area of redefining business models conducive to value
creation. The issues presented in the paper are an attempt to fill the gap indicating practical
experience related to the use of lean management instruments in the hotel services sector
and their effectiveness in the process of redefining business models and value creation.