1. The document summarizes a research paper that analyzed the plastic injection molding production process at PT X to identify waste and propose improvements to reduce lead time. 2. Using value stream mapping and a waste checklist, the analysis found that waiting waste was the dominant issue, accounting for 37.5% of the 5,130 second production lead time. 3. The paper proposed improvements like using rope-tied bags and a card pull system to eliminate waste during material transfer. This reduced the lead time to 3,259 seconds and waiting waste to 5.27% of the total time.

1. REVIEW PAPER “USULAN
PERBAIKAN UNTUK
MENGURANGI LEAD TIME PADA
PLASTIC INJECTION
MENGGUNAKAN METODE
LEAN SIX SIGMA DI PT X”
Fildza Rossianti,M. Iqbal, and Andri Suryabrata. Industrial Engineering Study Program, Faculty
of Industrial Engineering, Telkom University
DEDY RAMADHAN
102417066
BAGAS ADHI
NUGROHO
102417077

2. Backgrouund
 PT X is a manufacturing company that
manufactures plastic parts for automobiles
and other plastic products. The plastic
injection molding production line is the
one that makes more profit than other
production lines. When the profit margin
of each production line of the wiring line
is 20.8%, machining is 3.47%, and plastic
injection molding is 76.45%. The average
monthly requirement for plastic injection
molding itself is 441,102 units. However,
high demand cannot be covered by the
production line, and there is also a high
rejection rate.

3. formulation
of the
problem
 What is the dominant waste in every activity of
the current plastic injection production
process?
 What is the proposal to eliminate dominant
waste in the plastic injection production
process in order to reduce lead time?

4. research
purposes
 Finding the dominant waste in every activity in
the plastic injection production process.
 Develop proposals for improvements to the
plastic injection production process to eliminate
dominant waste in order to reduce process lead
time.

5. Batasan
Penelitian
 The process flow analyzed in this study is only
the production process flow for the FB 7084
part product.
 Not paying attention to the cost factor.

6. Method Value stream mapping (VSM) is a way to describe the
flow of material and information. VSM is a process
mapping that details material flow, information flow,
operation lead time parameters, yield, availability,
delivery frequency, number of workers, batch size,
total inventory, setup time, process time, and overall
process efficiency.
Steps to create a VMS:
 Define a product or product family
 current state map
 future country map
 Designing a repair plan

7. Conceptual
Model
 The research will begin with data
collection of current production
floor situation such as sequence
production process, production
process time, and production
targets. This data serves as input
for VMS creation

8. Conceptual
Model
 After the dominant waste is identified, then an
analysis and tracing of the causes of the dominant
waste is carried out using value stream analysis
and 5 whys.
 From the results of the next analysis, suggestions
for improvement are made to eliminate waste so
that the process lead time can be reduced by
utilizing the tools available in Lean Six Sigma.
 From the improvements made, it is expected that
the level of waste that occurs can be suppressed
and the process lead time can be reduced so that a
proposed design for improving the production
system in the injection division will be obtained.

9. data processing
method
 Standar Time Calculation
(Perhitungan Waktu Baku)
The data obtained using the
stopwatch method (metode jam
henti) is then tested for
normality and data integrity
tests. In addition, standard time
(Wb) is calculated to determine
a reasonable amount of time for
an operator to work successfully
to complete the work
performed on the best working
system today.

10. data processing
method
 Current State Value Stream Mapping (VSM)
Current State VSM is used as a tool for mapping the current
value flow on the plastic injection production floor at PT X.
Based on the figure, it is known that the lead time of the FB
7084 production process is 5.130.45 seconds and the value
added time is 3,071.65 seconds.
 Waste Identification
The process of identifying waste during the process flow is
carried out using a waste checklist tool. The identification results
show that the dominant waste that occurs is the waiting waste.
Some of the waiting problems that occur, namely:
1. WIP material build-up in the mixing area
2. Material build-up around the heating area
3. The accumulation of FB 7084 products in the finishing area

11. Analysis Repair Design
 The identification of the cause is based on 5 why
analysis method. After the cause of the problem is
identified, the process of creating suggestions for
improvement is carried out. Then, the resolved
improvement options are selected and suggested
as improvement suggestions. The method of
selecting improvement suggestions is the scoring
method. When applying scoring methods, there
are some important factors that can be used as an
evaluation factor in determining the best proposal.

12. Analysis
The following are several alternative improvements that were selected
to be submitted after going through the scoring method:
• The design for improving the temporary sealing process uses sacks equipped with ropes
and cord stoppers so that the temporary sealing process can run faster and the buildup of
WIP material in the mixing area can be eliminated. Cord Stopper used as a bag sealing
tool.
• Design of a pull system with a card tool in the area mixing goes to heating so it doesn't
happen buildup of material in the heating area. Tools that used in the application of this
system is a tool production card
• Improved design of batch measurement process by count scale. Using the count scale as
a tool can speed up the process for operators to complete the process of measuring
batches of products, reducing the buildup of FB7084 products waiting for batch
measurements in the finishing area.

13. Analysis
Future State VSM
 The results of the
implementation of the
proposed improvements are
then mapped in Figure 11.
Based on the VSM future state
that has been made, it is known
that the lead time of the
production process for the FB
7084 product which was
originally 5,130.45 seconds was
reduced to 3,259.44 seconds.

14. Analysis
Comparative Analysis of Current State and Future State
 Based on Table 2, it can be seen that the lead time in the future state
was reduced by about 1,871.01 seconds from the original 5.130.45
seconds to 3,259.44. This is influenced by the existence of a dominant
waste elimination and minimization process after the implementation
of the proposed improvement so that there is a reduction in delay
time from the previous 1.916.47 seconds to 171.8 seconds and non-
value added activities from the previous 140.7 seconds to 14.36
seconds.
 Based on Table 4, delayed activity and NVA operations were reduced
(future state) after the proposed improvements were implemented.
This can be interpreted as a future state production process that runs
more smoothly and with faster process lead times after the
proposed improvements have been implemented. As a result of this
improvement, the problem of PT. X failing to meet production targets
can be solved because the faster the lead-time process, the higher the
company's capacity.

15. Conclusion &
Suggestion
Conclusion
 1. From the results of the study using VSM and Waste Checklist,
the dominant waste in the production process is Waste Waiting
with a priority value of 9 with a delay of 37.5% with a total
processing time of 5130 seconds.
 2. In the implementation of the proposed method, it can reduce
the lead time of the production process by 3259 seconds, with a
percentage of delay of 5.27%, transportation of 0.05%,
Operation Value Added 94.24% and Non Value Added 0.44%
Suggestion
 1. The company should use the proposed method or look for a
new method to be applied in the company in order to reduce
lead time and delay in the production line
 2. The company conducts a trial if you want to try the proposed
method before implementing it in the production process so
that it runs more efficiently.

16. Thank You for
watching this
presentation