Non-value Added Research Articles

The Implementation of Green Manufacturing at IKM. Tani Lestari

IKM Tani Lestari, a wood processing small and medium-sized enterprise (SME), generates approximately 400 kg of sawdust waste daily. This accumulation, if left unmanaged, can lead to significant environmental pollution. To address this issue, the Green Manufacturing method was applied to analyze and reduce waste, thereby increasing the added value of the products. The research involved direct observation and interviews, revealing that the implementation of Green Manufacturing effectively reduced waste and enhanced the value of the processed products by 50%. The study employed Value Stream Mapping (VSM) to identify and improve waste management processes. Initially, sawdust waste was sold directly every 15 days, generating a maximum income of Rp. 1,200,000. Through the application of Green Manufacturing principles, the waste processing time was reduced to 3 days before being sold, thereby increasing the product's market value and reducing environmental impact. This method not only streamlined waste management but also resulted in a significant reduction in non-value-added (NVA) activities from 15 days to 5 minutes. The improved process highlighted by Future Stream Mapping (FSM) demonstrated a 50% increase in value- added (VA) activities, from 6 minutes to 9 minutes. This enhancement in operational efficiency directly contributed to the welfare of the employees, as the increased profits from the sale of processed waste could be reinvested into improving their working conditions and overall well-being. The findings underscore the potential of Green Manufacturing to transform waste management practices in the wood processing industry, leading to both economic and environmental benefits.

Improving processing efficiency through workflow process reengineering, simulation and value stream mapping: a case study of business process reengineering

PurposeBusiness Process Reengineering (BPR) eliminates non-value-added (NVA) and essential non-value-added (ENVA) waste through radical process redesign to improve organizational operations. Comprehensive research integrating BPR tools is needed to understand their benefits for manufacturing firms. This research presents an integrated BPR-simulation framework tailored to the manufacturing sector to maximize process improvements and operational excellence.Design/methodology/approachThe BPR design methodology adopts a systematic, multi-stage approach. The first phase involves identifying a specific improvement process aligned with BPR's core objectives. This phase analyses and redesigns workflows to optimize task sequences, roles, and stakeholder interactions while eliminating redundancies and inefficiencies via Workflow Process Reengineering. Visual process mapping tools, including VSM and simulation, pinpoint areas of waste, delay, and potential enhancement. The second phase follows the workflow analysis and aims to improve efficiency and effectiveness by redefining roles, rearranging tasks, and integrating automation and technology solutions. The redesigned process undergoes evaluation against key performance indicators to ensure measurable improvements are achieved. The final phase validates the proposed changes through simulation models, assesses the impact on key performance metrics, and establishes the necessary infrastructure for successful implementation. The proposed model is empirically validated through a case study of a leading apparel company in Vietnam, confirming its effectiveness.FindingsThe findings reveal that NVA activities are being eliminated, and ENVA activities in key departments are significantly reduced. This yielded a substantial improvement, reducing 25 out of 186 combined ENVA and NVA operations in the sewing facility, involving a decrease of 15 ENVA operations and the removal of 10 NVA operations. Consequently, this led to an 8.5% reduction in the proportion of ENVA operations, accompanied by a complete 100% elimination of NVA activities.Research limitations/implicationsThe single case study limits generalizability; thus, expanded implementation across diverse manufacturing sub-sectors is required to establish validity and broader applicability of the integrated framework.Originality/valueThe experimental results highlight the proposed model's effectiveness in optimizing resource utilization and its practical implementation potential. This structured BPR methodology enables organizations to validate, evaluate, and establish proposed process changes to enhance operational performance and productivity.

Improving efficiency in green tea production time using lean manufacturing approach with value stream mapping: A case study at PT Candi Loka [Perbaikan efisiensi waktu produksi teh hijau menggunakan pendekatan produksi ramping dengan value stream mapping: Studi kasus di PT Candi Loka

Green tea production activities at PT Candi Loka indicated a time-consuming, which caused process efficiency to be less than optimal. Process efficiency improvements must be made to increase company competitiveness and consumer satisfaction. This research aimed to analyze the efficiency of green tea production time at PT Candi Loka by identifying the processing time required in each production activity, including the time consumption and formulating recommendations for improvement using a lean manufacturing approach using the VSM (Value Stream Mapping) method. There were 30 activities in 6 processes consisting of receiving raw materials, withering, rolling, drying, and packaging. Identification of value streams using the PAM (Process Activity Mapping) tool produced 9 Value added (VA) activities, 19 Necessary but Non-Value Added (NNVA) activities, and 2 Non-Value Added (NVA) activities in the form of delays in the withering and drying processes. In the current state map analysis, the production lead time value was 315.286 seconds. Recommended improvements to eliminate delays in the withering process were to set up the rotary panner machine earlier and increase the number of supervisors, while to eliminate delays in the drying process were to implement a piece rate system. Increasing efficiency was also carried out by improving NNVA activities by adding weighbridge facilities and using a conveyor system. The future state map proposed by implementing recommended improvements resulted in an increase in production time efficiency to 222.356 seconds and an increase in the process cycle efficiency value from 58.95% to 84.85%.

Optimizing the production process of biscuit industry as an approach to strengthening the local agricultural sector which reduce vulnerability of the global food crisis case study: analysis of waste in coconut biscuit industry with the DMAIC method

Abstract The local biscuit industry as a potential partner in the agricultural sector continues to grow rapidly. The development of local industries, including the coconut biscuit industry, must be continuouslyoptimized as an approach to empowering local agricultural sector that indirectly play a role in reduce vulnerability of the global food crisis. This makes the industry continue to try to find and adopt efficient and effective ways to increase product value and expand market share, one of the ways is the application of lean manufacturing. In this article, a case study is used in the coconut biscuit industry using the DMAIC analysis method and several tools such as VALSAT, fishbone diagrams and FMEA. Based on the analysis conducted, it is known that in the coconut industry there are several wastes such as unnecessary motion, defects and rework, and waiting with non-value added (NVA) activities for 784s. Therefore, further analysis is carried out regarding the proposed improvements that might be implemented. Some of the suggestions for improvement that can be given are the preparation of a buffer tank that is integrated with aload cell and transfer using a piping system, determine standardization of temperature and treatment of ovens as well as stipulation of work instructions and briefings during the initial process of the production line, analysis and evaluation of capacity, line layout, and lifetime on sugar water silo pumps and adjustments size and maintenance of dough tubs so as to reduce waste and NVA in the production process area.

Reducing non-value added (NVA) activities through lean tools for the precast industry

Lean management is a strategic approach that is used in construction industry, specifically aims at minimizing and ultimately eliminating non-value-adding activities, commonly referred to as waste, within construction projects. However, an increase in non-value added (NVA) activities within the precast industry has the potential to diminish both productivity and efficiency. The aim of this paper is to investigate the use of lean tools for minimizing NVA activities in the construction industry. A comprehensive literature review, the study identified Unnecessary Inventory (UI), Waiting Time (WT), Overproduction (OP), and Unnecessary Movement (UM) as major NVA activities that affect the precast industry. A structured questionnaire was designed and conducted among precast industry professionals and lean experts to collect data. The data was then analyze using partial least square test–structural equation modelling, including reliability and validity tests, to ensure data quality. Results indicated that the precast industry professionals widely utilized Just-in-time (JIT), Continuous Improvement (CI), and Total Quality Management (TQM) as lean tools to reduce NVA activities. A conceptual path model was developed to assess the impact of Lean tools on NVA activities. The results of the analysis reveal a strong positive relationship between Lean tools and NVA activities, with a β value of 0.654. The findings of this study can be used for improving the productivity of construction projects by focusing on how to minimize NVA activities using lean tools in precast industry.

THE APPLICATION OF LEAN SUPPLY CHAIN IN THE PROCESS OF LOADING AND UNLOADING FISH IN UKM CAMAR LAUT SOUTH JAKARTA

Lean supply chain is an approach used by various parties that are interconnected to achieve targets in the supply chain, useful to continuously increase customer satisfaction and to reduce processes that have no added value. Problems that occur in the process of loading and unloading fish in UKM Camar Laut South Jakarta are still a lot of waste, including the uncertainty of product delivery time, the number of excess transportation activities and the existence of defects in the product. These problems can be solved using a lean supply chain approach with Waste Assessment Model tools. The purpose is to identify the highest type of waste, determine the value added (VA); non value added (NVA); necessary non value added (NNVA) by using VALSAT tools selected and provide improvement suggestions. The highest type of waste that occurs is a defect of 20,278%. Based on the selected VALSAT tools namely process activity mapping tools, VA is 63.888%; NVA is 25,606%; NNVA is 10.512%. Proposed improvements in the process of loading and unloading fish are unnecessary process removals, warehouse integration, improvements to UKM management. Based on the creation of future state value stream mapping, there was an increase in the percentage value of value added by 8.078%, a decrease in the percentage of non value added value of 9.222% and an increase in the percentage of the value of necessary non value added of 1.143%.

Lean Construction Practice on Toll Road Project Improvement: A Case Study in Developing Country

Construction is a crucial industry that drives a nation's economic growth, yet it often faces inherent challenges related to productivity and waste generation. Lean Construction (LC) has emerged as a promising approach to address these challenges. However, despite its success in various construction projects, some gaps in the practical adoption of LC hinder its widespread practitioner uptake. Therefore, to close the gap, the objective of this study is threefold: identify waste factors of construction activities, determine suitable lean tools for project performance improvement, and assess the impacts of the implementation of lean tools on project completion time and costs. A toll road project in Indonesia was investigated as the case study. A combined research method was employed by administering a questionnaire survey to pertinent project participants, conducting in-depth interviews, and analyzing relevant documents to achieve these objectives. This study discovered 15 non-value-added (NVA) activities that can be eliminated to enhance overall project performance. Most of these activities can be accommodated using coordination and collaboration, while some require a more comprehensive approach, including standardization, the Five S, crash programs, and overlapping techniques. Implementing lean tools resulted in a 19.17% reduction in project completion time, although it contributed to a 5.33% decrease in organizational profit compared to traditional approaches. The findings of this study hold the potential to benefit those facing similar issues, not only in emerging countries but also in developed economies grappling with similar contexts. Doi: 10.28991/CEJ-2023-09-12-016 Full Text: PDF

Optimizing Manufacturing Cycles to Improve Production: Application in the Traditional Shipyard Industry

This article explores the important role of traditional shipyards in the global maritime industry, covering aspects of construction, repair, and maintenance. With the advent of faster manufacturing techniques, traditional shipyards face important challenges, such as planning errors, coordination problems, delivery delays, and underutilization of technology, which results in high costs, reduced productivity, and prolonged projects. The application of Manufacturing Cycle Efficiency (MCE) emerged as an important solution to significantly increase production efficiency. MCE empowers shipyards to deal effectively with waste, bottlenecks, and disruptions, thereby increasing performance, competitiveness, and profitability. Using a comprehensive approach that uses both qualitative and quantitative methods, including field surveys, and in-depth interviews in the traditional shipyard industry, this research identifies Nonvalue-Added (NVA) processes, conducts process mapping, and calculates MCE. The findings reported in this article underscore the significant wastage in the production process, indicating an urgent need for improvement, given the current average MCE value of 67.08%, indicating considerable room for improvement. This article provides innovative perspectives on optimizing the traditional shipyard industry through production cycle efficiencies while offering actionable recommendations. Key focus areas include integrating management systems, adopting advanced technologies, and implementing sustainable strategies to improve MCE, especially by reducing nonvalue-added time wastage, such as inspection and storage. By implementing strategies that optimize production, minimize waste, and overcome the challenges of global competition, this research contributes to improving MCE. In conclusion, this study is an invaluable guide for industry stakeholders, enabling them to enhance their competitiveness and adapt effectively to a dynamic business environment.

Development of Variable-Line Balancing Chart by Risk Assessment Using Monte Carlo Simulation

Line Balancing Chart is one of the most used lean tools for determining cycle time (CT) and lead time (LT) in the production line processes flow, from raw material input until finished product output. However, for traditional Line Balancing Chart, only the average (mean) CT and LT are considered which causing inconsistent performance of the actual production line throughput rate (productivity). In this study, Variable-Line Balancing Chart (V-LBC) is introduced by considering the dynamic CT and LT in a form of (Minimum, Most Likely (mean), Maximum) for each process involved in the production line. The risk assessment for Value-added (VAA) and non-value added (NVAA) events in the flow are also considered for this V-LBC. A Monte Carlo simulation by using @Risk software is utilized to simulate each process CT distribution capability. As a result, each process in the V-LBC could be represented in horizontal and vertical time variables that involve a variable CT (VAA and NVAA) and risk assessment using Risk Assessment-Failure Mode and Effect Analysis (RA-FMEA) approach. The actual root cause led to the process variation also could be identified more accurately from the V-LBC. Hence the correct action could be taken in order to reduce the variation which indirectly increase the production line productivity.

Optimizing Lean Manufacturing Efficiency with Novel Line Balancing in the Automotive Exhaust Manufacturing Sector

This study examined the application of Lean manufacturing tools and a novel approach called line balance loss analysis in optimizing production processes at a Malaysian automotive exhaust manufacturing company. The primary objective was to align production rates with customer demand. Data collection involved two key aspects: gathering production process data for catalytic converters, front pipes, and muffler subassemblies, and acquiring technical data on Lean tools, including the innovative line balance loss analysis method, from one muffler production line. The integration of Lean tools with the new line balance loss analysis approach was found to be crucial. The multi-process/multi-machine line balancing approach went beyond eliminating Non Value Added (NVA) activities and focused on determining manpower requirements and task allocation among operators. The integration of the new line balance loss analysis method improved task distribution across workstations, enhancing overall process efficiency. The study's analysis of Lean tool applications and the innovative line balance loss analysis provided insights into the cellular manufacturing system of the production line. These findings offered valuable information for management decision-making and process improvement, ultimately leading to increased productivity and cost savings for the company.

A-182 The journey From Conceptualizing, Designing, and Implementing Our Integrated Smart Core Lab at Kokilaben Dhirubhai Ambani Hospital (KDAH) & Medical Research Institute, Mumbai, India

Abstract Background KDAH established in 2009, is a 550 bedded tertiary care, multispecialty hospital in Mumbai, India. Annually the hospital manages about 300 000 patients, the clinical lab delivers >1 750 000 results with Compound Annual Growth Rate of 18 %. In the last 14 years, the clinical lab has expanded; increasing the test services, adding equipment, recruiting staff, and requesting for more space. There is increasing pressure to improve speed of service to impact early patient outcomes keeping an awareness on cost, non-availability of space for expansion. There is also demand to bring in new clinical tests and increase outreach beyond the hospital. In October 2018, the laboratory and hospital management decided to apply principles of Lean and design thinking to laboratory processes. The Smart Core Laboratory conceptualized was an outcome of this work and is focused on delivering results in the most efficient way, in terms of quality, cost, and speed. Methods The team of experts from various lab disciplines and lean consultants, started evaluating the end-to-end process from sample received at the central station to results review, reporting and sample disposal 1. Process Map: The process steps are classified and evaluated by the core team as value added (VA) and non-value added (NVA) & business-value added or necessary waste. Process Maps charts were generated for the following sample flow. a. Central Sample Receipt to Section. Verification, Registration & Distribution Process.b.In Lab preanalytical, analytical, post analytical processes: Clinical Chemistry, Immunoassay, Infectious Serology. (Serum, Plasma Fluoride / Heparin)Hematology (EDTA Whole Blood)Hemostasis (Citrate Plasma) 1. Value Stream Map A detailed Value Stream Map of all the actions for the above processes was generated to determine VA and NVA process steps 3. Spaghetti Mapping: Motion Study Observation and analysis of the Spaghetti mapping diagrams exposed inefficient layouts and identified areas with a lot of unnecessary movement. This helped to decide optimization of the flow and re-organization of the entire lab section Results & Discussion Based on the analysis of the data generated from the lean tools and identifying process waste and non-value added steps the following immediate improvements were implemented a. Combining steps extra-processing at centrifugation at each lab sectionb.Decreasing sample vacutainers by reducing number of sample drawsc.Eliminating Overproduction by removing extra barcode printing and registersd.Using Staff Creatively: Reorganize IQC, Calibration and maintenance to off peak hourse.Space Optimization. Conclusion This consolidation approach has enabled us to free up at least 341 sq ft prime lab space (≈14 % reduction), decrease staff motion & sample transportation. Approximately 50% simplification in overall processes is achieved. It also allowed reduction in additional patient sample draws by at least 40 %. The team could use this lean analysis to conceptualize and design a multidisciplinary Automation solution that would consolidate 5 sections namely Clinical Chemistry, Immunoassay, Infectious Serology, Hematology and Hemostasis in the Smart Core Laboratory.

Using Lean Six Sigma in a Private Hospital Setting to Reduce Trauma Orthopedic Patient Waiting Times and Associated Administrative and Consultant Caseload.

In Ireland, the extent of outpatient orthopedic waiting lists results in long waiting times for patients, delays in processing referrals, and variation in the consultant caseload. At the study site, the Define, Measure, Analyze, Improve, and Control (DMAIC) Lean Six Sigma framework was applied to evaluate sources of Non-Value-Added (NVA) activity in the process of registering and triaging patients referred to the trauma orthopedic service from the Emergency Department. A pre- (October-December 2021)/post- (April-August 2022) intervention design was employed, utilizing Gemba, Process Mapping, and the TIMWOODS tool. Embracing a person-centered approach, stakeholder Voice of Customer feedback was sought at each stage of the improvement process. Following data collection and analysis, a co-designed pilot intervention (March 2022) was implemented, consisting of a new triage template, dedicated trauma clinic slots, a consultant triage roster, and a new option to refer directly to physiotherapy services. This resulted in the total wait time of patients for review being reduced by 34%, a 51% reduction in the process steps required for registering, and an increase in orthopedic consultant clinic capacity of 22%. The reduction in NVA activities in the process and the increase in management options for triaging consultants have delivered a more efficient trauma and orthopedic pathway.

Cocoa Supply Chain Management: A Case Study of Cocoa Farmer Community Enterprise in Nan Province of Thailand

The cocoa supply chain is new to Thailand as it has been planted recently. Cocoa planting in some areas of the country, North and East regions. It has a small number of farmers, but they are major cocoa producers for cocoa manufacturing in the country. The cocoa supply chain in Thailand includes farmers, collectors, community enterprises, manufacturing, and exporters. The farmers are upstream in the cocoa supply chain. They have less negotiation power in the chain, causing limited distribution channels. The farmer sells cocoa beans through collectors or maybe intermediaries. Selling prices depend on cocoa pricing in the world market. Therefore, they need help increasing selling prices. However, another way to improve their revenue from cocoa planting is the increasing efficiency of their operations. This paper aims to study the waste in the cocoa supply chain. The area of study is Nan province in Thailand. The farmers of community enterprises in the Nan province of North Thailand, collectors, and manufacturers were selected as the sample frame. Farmers' data was collected through the questionnaire, and 66 community enterprise members were selected with purposive sampling. One collector and one manufacturer were interviewed through semi-structured interviews. Finally, a value stream mapping tool was used to analyze the manufacturing process. The value stream mapping analysis results found as follows. The value added activity (VA) count for 42.42% of all activities, taking 89.70% of all time in one cocoa's value chain cycle. However, as a result, it found that the number of necessary but non-value added (NNVA) for 48.48% and using time was 3.12% of the total time. non-value-added (NVA) activities in 9.09% of all activities. Therefore, dropping out of NVA activities and reducing the time of NNVA activities will increase the cycle speed of cocoa's supply chain. Keywords: Value stream mapping, Cocoa Supply Chain, Lean.

Analisis Proses Operasional Air Freight Pada Perusahaan Freight Forwarder Menggunakan Value Stream Mapping

This study aims to provide an overview of the concept of Value Stream Mapping and its significance in process improvement. It highlights the key steps involved in creating a VSM and emphasizes its role in identifying and addressing various types of waste, such as waiting time, unnecessary movement, and rework. By mapping the current state of a process, organizations gain insights into its inefficiencies and areas for improvement. Furthermore, the importance of developing a future state Value Stream Map that outlines the desired state of the process after implementing improvements. It emphasizes the need for continuous monitoring and evaluation to ensure sustained progress and ongoing optimization. Overall, Value Stream Mapping offers organizations a systematic approach to analyze, optimize, and enhance their processes. By visualizing the value flow and identifying opportunities for improvement, businesses can achieve higher levels of efficiency, reduced costs, improved quality, and ultimately deliver greater value to their customers. The calculation and analysis explained that the total processing time was 105.8 minutes and the total lead time was 47 minutes resulting in a non-value added (NVA) of 34 minutes. If the converted into a process percentage form, it is 32% of the total time spent on operational air freight.

Penerapan Lean Manajemen Pada Pelayanan Rawat Jalan Pasien BPJS Rumah Sakit

Outpatient services are an important part of health services provided by hospitals. However, some BPJS hospitals experience obstacles in providing efficient and quality outpatient services, such as long queues, long waiting times, and lack of a good management system. the application of Lean Management to the outpatient services of BPJS patients in hospitals can help hospitals improve operational performance, so as to increase public trust in BPJS Health. This study aims to analyze the application of Lean Management to the outpatient services of BPJS patients in hospitals. This research uses a literature study method or Systematic Literature Review using the Google Scholar search engine and journal databases, such as Researchgate. The results showed that most outpatient service activities for BPJS patients still have patient waiting times below the established service standards. In analyzing the flow that patients go through, each activity is identified into two groups, namely Value Added (VA) as an activity that is considered necessary and profitable and Non Value Added (NVA) as an activity that is considered unnecessary. Based on the percentage of waste in the form of the largest waiting time can be described, namely, 35.1% in the registration process, 30.2% in the poly examination process, and 20.7% in the process of receiving drugs in the pharmaceutical installation

Intelligent assembly operations monitoring with the ability to detect non-value-added activities as out-of-distribution (OOD) instances

Recognition and localization of actions in manufacturing assembly operations improves productivity and product quality by identifying bottlenecks and assembly errors. In our previous work, we developed an approach that can recognize and localize the assembly standard operating procedures (SOP) steps in real-time using vision cameras. In this work, we augment the previous study with the ability to detect objects corresponding to the step being performed. Additionally, identifying non-value-added (NVA) activities in an assembly operation is challenging, hence, in this study, we propose an approach to detecting NVA activities by considering the out-of-distribution for deep learning models.

An Implementation of Lean Approach to Achieve Working Time Efficiency in Precast Factory

Question: Can the 5S lean approach using Seiri (Sorting), Seiton (Arranging), Seiso (Cleaning), Seiketsu (Standardizing), and Shitsuke (Sustaining) improve the workflow to achieve efficiency in the working time needed to produce Corrugated Concrete Sheet Pile (CCSP)? Purpose: The aim of this study is to offer modification of work processes by implementing a lean approach using 5S to eliminate waste and improve working time. Research Method: Data were collected by practitioner interview and in-depth observation to obtain a completed understanding work process of the precast production cycle. Then, Bizagi Modeler 2.0 was used to determine the mapping of the production cycle and the total time duration. Process Activity Mapping is used to determine the problems contained in the cycle, especially activities that are NVA. Then, a modification of work processes used a lean approach with 5S concept to eliminate non-value added (NVA) activities and achieve working time efficiency. Findings: Based on the research results, it was found that there were two problems in the CCSP concrete production cycle. The first was the strand cutting activity, delayed since it was performed with a lack of workers. The second was the delivery ready mix was categorized as a delay activity that needs to be eliminated. Both of these problems were addressed with 5S. Seiri is applied by doing a standard operating procedure completed with the number of workers for each work item. At the same time, Seiton concepts are conducted by moving the batching plant. The improvement has resulted in: a decreased execution time of strand cutting from 129.23 minutes down to 64.8 minutes (50%), an elimination of delivery ready-mix as a delay activity (NVA activity) which can save 15.13 minutes of production time, and a shortened working time of concrete bucket loading from 10 minutes to 5 minutes (50%). All the working time savings are obtained in the production cycle. Before the improvement it took 33 days to complete 25 production cycle of CCSP. After the improvements the 25 CCSP production cycle took 31.5 days (4.5% efficiency). Limitations: This study mainly focused on a 5S lean approach with Bizagi Modeler software and Process Activity Mapping method at a precast factory producing CCSP. Implications: This research will provide guidance for applying the 5S lean approach relative to time efficiency in a construction company and can also inspire further research to develop alternative lean approaches. Value for Practitioners: This paper presents the impact of applying the 5S lean approach to minimize wastage in the production cycle in order to achieve time efficiency, with an emphasis on construction supply factories wishing to adopt lean. Keywords: 5S, Bizagi Modeler, Lean Approach, Process Activity mapping, Time Efficiency Paper type: Case Study

Integrating Lean Implementation and Relayout Design for Efficiency Improvement

Eliminating non-value-added (NVA) activities is a comprehensive solution to achieve efficiency in manufacturing industry production processes. Inefficiency arises whether the production facility and equipment are recent or timeworn. Division. Soybean Production PT. YZ seeks to evaluate the inefficiencies in the relatively new soybean production and packaging plan. The incompatibility of the layout of the production floor facilities was identified as the leading cause of the inability of the Soybean Production Division to meet consumer demands. This study aims to make the production floor layout based on material handling costs, provide good layout alternatives, minimize lead times, and increase cycle efficiency in production processes. The research method integrates Systematic Layout Planning (SLP) and the Lean Manufacturing approach. Value Stream Map (VSM) as a study result distinguishing waste, namely motion and waiting for the material transfer process, which leads to non-value added activity. The best alternative layout proposal was obtained, namely the second Alternative, with the results of minimizing material handling costs by 26% and time-wasting by 19%. VSM and Relayout design provide significant improvement in eliminating losses as well as efficiency improvement.

The Introduction of Robotics to an Outpatient Dispensing and Medication Management Process in Saudi Arabia: Retrospective Review of a Pharmacy-led Multidisciplinary Six Sigma Performance Improvement Project.

BackgroundOutpatient pharmacy management aims for improved patient safety, improved quality of service, and cost reduction. The Six Sigma method improves quality by eliminating variability, with the goal of a nearly error-free process. Automation of pharmacy tasks potentially offers greater efficiency and safety.ObjectiveThe goal was to measure the impact that integration of automation made to service, safety and efficiency, staff reallocation and reorientation, and workflow in the outpatient pharmacy department. The Six Sigma problem definition to be resolved was as follows: The current system of outpatient dispensing denies quality to patients in terms of waiting time and contact time with pharmacy professionals, incorporates risks to the patient in terms of mislabeling of medications and the incomplete dispensing of prescriptions, and is potentially wasteful in terms of time and resources.MethodsWe described the process of introducing automation to a large outpatient pharmacy department in a university hospital. The Six Sigma approach was used as it focuses on continuous improvement and also produces a road map that integrates tracking and monitoring into its process. A review of activity in the outpatient department focused on non-value-added (NVA) pharmacist tasks, improving the patient experience and patient safety. Metrics to measure the impact of change were established, and a process map analysis with turnaround times (TATs) for each stage of service was created. Discrete events were selected for correction, improvement, or mitigation. From the review, the team selected key outcome metrics, including storage, picking and delivery dispensing rates, patient and prescription load per day, average packs and lines per prescription, and lines held. Our goal was total automation of stock management. We deployed 2 robotic dispensing units to feed 9 dispensing desks. The automated units were integrated with hospital information technology (HIT) that supports appointments, medication records, and prescriptions.ResultsPostautomation, the total patient time in the department, including the time interacting with the pharmacist for medication education and counseling, dropped from 17.093 to 11.812 digital minutes, with an appreciable increase in patient-pharmacist time. The percentage of incomplete prescriptions dispensed versus orders decreased from 3.0% to 1.83%. The dispensing error rate dropped from 1.00% to 0.24%. Assessed via a “basket” of medications, wastage cost was reduced by 83.9%. During implementation, it was found that NVA tasks that were replaced by automated processes were responsible for an extensive loss of pharmacist time. The productivity ratio postautomation was 1.26.ConclusionsThe Six Sigma methodology allowed for rapid transformation of the medication management process. The risk priority numbers (RPNs) for the “wrong patient-wrong medication error” reduced by a ratio of 5.25:1 and for “patient leaves unit with inadequate counseling” postautomation by 2.5:1. Automation allowed for ring-fencing of patient-pharmacist time. This time needs to be structured for optimal effectiveness.

Business Process Improvement Using Bpi Method in the Implementation of Communication Network Device to Support Online Bank Branch Office and ATMs

Business Process Improvement or BPI is a systematic framework built to assist organizations in making significant progress in the implementation of their business processes. BPI provides a system that will assist in the streamlining of business processes, by guaranteeing that internal and external customers of the organization will get better output than before, the purpose of this research is to provide business process improvement solutions with the BPI methodology in the implementation of the network device to support online ATM dan branch office. PT bank ABC is one of the biggest state-owned banks in Indonesia, which was established on December 16, 1895, in Purwokerto, Central Java. Currently has more than 20,000 office locations throughout Indonesia, where all these offices are online using Fiber Optic, MPLS, and VSAT technology, currently the business flow of the implementation process has not been optimal and is monitored manually with a long bureaucracy. An analysis of the activities in each business process is carried out where each of these activities has different characteristics, where we find 7 activities have value as real value-added (RVA) 6 activities that have value as business value-added (BVA), and 20 activities that have value as non-value added (NVA). Using streamlining tools provided by BPI we can streamline the existing business processes where from the results of streaming on the old business process we get 20 activities that have value as NVA can be streamlined using the Bureaucracy Elimination tool and 13 activities that have value as BVA and RVA can be streamed using the Upgrading tool. The results of the analysis are obtained by comparing the current business process and what is proposed from this research. After process improvement, The results of the simulation using bizagi software show that the processing time required to run the process is shorter in the recommended business process compared to the existing business process, where the average time required before is 10 Days 3 Hours 38 Minutes 45 Seconds with 33 activities involved and after we streamline it with Bureaucracy Elimination tool and Upgrading tool, we found the new average time is 3 Days 2 Hours 42 Mins 30 seconds and the new business process only have 14 activities. Based on the evaluation and simulation results that we have done Further research can use the evaluation results as a reference in the preparation of analysis and development of software applications and further research can develop an analysis that uses cost details that are not available in this research.