Proposed Improvement Of Non-Value Added Activity In The Polybag Production Process Using Value Stream Mapping And FMEA

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Introduction

In today's competitive market, companies are constantly seeking ways to improve their production processes and increase efficiency. One of the key areas of focus is the reduction of non-value added activities, which can lead to increased costs, reduced productivity, and lower product quality. In this article, we will discuss a proposed improvement of non-value added activity in the polybag production process using Value Stream Mapping (VSM) and Failure Mode and Effect Analysis (FMEA).

Background

CV. XYZ is a company engaged in the production of polybags with a capacity of 40 tons per month. However, this company faces serious challenges due to product defects that exceed the established quality standards, which are 4%, and too long waiting time at one of the production stations. The defects that occur include a hard and non-processed polybag plastic roll and polybag waste that requires a recovery process. In addition, the problem of waiting time occurs due to a buildup of polybag rolls at the cutting station.

Methodology

This study aims to identify and provide proposed improvements for non-value added activities on the production floor of CV. XYZ. The methods used in this study are Value Stream Mapping (VSM) and Failure Mode and Effect Analysis (FMEA). From observations using VSM, identified that CV. XYZ has 37 activities with the production process time of 7,794.71 seconds. Of these, 7,340.94 seconds are added value activities, 106.00 seconds are non-value added activities needed, and 347.77 seconds are non-value added activities that are not needed, with the efficiency of the process cycle reaching 94.18%.

Proposed Improvement

The proposed improvement made focuses on reducing the necessary non-value added activities. Changes in work methods in elements 9 and 21 are done by changing the rolls from one by one to 20 rolls at once in one sack. In addition, non-value added activities identified in element 14 are eliminated. To support this improvement, training and preparation of Standard Operating Procedures (SOP) is proposed so that the operator can handle damage to the blow molding machine faster, as well as setting routine maintenance schedules for cutting machines at cutting stations.

Implementation and Results

After implementing the improvement, CV. XYZ managed to reduce the number of activities to 36, with reduced production time from 7,794.71 seconds to 7,430.61 seconds. Details of this new production time consist of 7,340.94 seconds for added value activities, 96.87 seconds for non-value added activities needed, and there is no non-value added activity that is not needed, so that the efficiency of the process cycle increases significantly from 94.18% to 98.58%.

Conclusion

Improvements made show a positive impact on the efficiency of the production process and product quality in CV. XYZ. By using the VSM and FMEA methods, companies can better understand production flow and identify areas that require improvement. The steps taken not only reduce the waiting time and the number of activities that are not of value, but also increase employee competence through clear training and SOPs. This is a good example for other companies in the same industry to apply systematic analysis to achieve better efficiency and quality.

Recommendations

Based on the findings of this study, the following recommendations are made:

  • Companies should use VSM and FMEA methods to identify areas of improvement in their production processes.
  • Training and preparation of SOPs should be provided to employees to increase their competence and reduce errors.
  • Routine maintenance schedules should be set for cutting machines to reduce downtime and increase efficiency.
  • Companies should focus on reducing non-value added activities to increase efficiency and product quality.

Limitations

This study has several limitations, including:

  • The study was conducted in a single company, and the results may not be generalizable to other companies.
  • The study only focused on the polybag production process and did not consider other areas of the company.
  • The study did not consider the cost implications of the proposed improvements.

Future Research Directions

Future research should focus on:

  • Conducting a similar study in other companies to validate the findings of this study.
  • Considering other areas of the company, such as supply chain management and customer service.
  • Conducting a cost-benefit analysis of the proposed improvements to determine their feasibility.

Conclusion

In conclusion, this study demonstrates the effectiveness of using VSM and FMEA methods to identify areas of improvement in the polybag production process. The proposed improvements made show a positive impact on the efficiency of the production process and product quality in CV. XYZ. By applying systematic analysis, companies can achieve better efficiency and quality, and this study provides a good example for other companies in the same industry to follow.

Q1: What is Value Stream Mapping (VSM) and how is it used in the proposed improvement?

A1: Value Stream Mapping (VSM) is a method used to visualize the flow of materials and information in a production process. It is used to identify areas of waste and inefficiency in the process and to develop strategies for improvement. In the proposed improvement, VSM is used to identify non-value added activities in the polybag production process and to develop a plan for reducing or eliminating them.

Q2: What is Failure Mode and Effect Analysis (FMEA) and how is it used in the proposed improvement?

A2: Failure Mode and Effect Analysis (FMEA) is a method used to identify potential failures in a production process and to evaluate the potential impact of those failures. It is used to identify areas of risk and to develop strategies for mitigating that risk. In the proposed improvement, FMEA is used to identify potential failures in the polybag production process and to develop a plan for mitigating those risks.

Q3: What are non-value added activities and how do they impact the production process?

A3: Non-value added activities are activities that do not add value to the product or service being produced. They can include activities such as waiting, transportation, and inspection. Non-value added activities can impact the production process by increasing costs, reducing productivity, and decreasing product quality.

Q4: How do the proposed improvements reduce non-value added activities in the polybag production process?

A4: The proposed improvements reduce non-value added activities in the polybag production process by changing work methods, eliminating unnecessary activities, and providing training and preparation of Standard Operating Procedures (SOPs) to employees. This reduces the time spent on non-value added activities and increases the efficiency of the production process.

Q5: What are the benefits of implementing the proposed improvements in the polybag production process?

A5: The benefits of implementing the proposed improvements in the polybag production process include increased efficiency, reduced costs, and improved product quality. By reducing non-value added activities, companies can increase productivity, reduce waste, and improve customer satisfaction.

Q6: How can companies apply the proposed improvements to their own production processes?

A6: Companies can apply the proposed improvements to their own production processes by using VSM and FMEA to identify areas of waste and inefficiency. They can then develop strategies for reducing or eliminating those activities and implementing changes to improve the efficiency of their production process.

Q7: What are the limitations of the proposed improvements and how can they be addressed?

A7: The limitations of the proposed improvements include the potential for increased costs and the need for employee training and preparation. These limitations can be addressed by conducting a cost-benefit analysis and developing a plan for implementing the proposed improvements in a way that minimizes costs and maximizes benefits.

Q8: What are the future research directions for the proposed improvements?

A8: Future research directions for the proposed improvements include conducting a similar study in other companies to validate the findings of this study, considering other areas of the company, and conducting a cost-benefit analysis of the proposed improvements.

Q9: How can companies measure the success of the proposed improvements?

A9: Companies can measure the success of the proposed improvements by tracking key performance indicators (KPIs) such as productivity, quality, and customer satisfaction. They can also conduct regular audits and assessments to ensure that the proposed improvements are being implemented effectively.

Q10: What are the implications of the proposed improvements for companies in the same industry?

A10: The implications of the proposed improvements for companies in the same industry are that they can apply systematic analysis to achieve better efficiency and quality. By using VSM and FMEA, companies can identify areas of waste and inefficiency and develop strategies for reducing or eliminating those activities. This can lead to increased productivity, reduced costs, and improved customer satisfaction.