Rancang Bangun Model Implementasi Lean Manufacturing Yang Berkesinambungan Pada Industri Kayu Di Indonesia

Abstract

Wood industry in Indonesia was prime-sector which has a significant contribution to trade account, gross domestic product, and employment creation in 1980-2005 (BPS 2006). However, recently the global economy still has not shown a real improvement, the global economy growth data in 2017 is projected 3.6%. Refer to quarterly III/2017 report which published by Bappenas show that sector of manufacturing industry still growth in average of 4.7% in 2017, however there are three industries sub-sector manufacturing which has negative growth, including the wood industry which is -1.14%. These issues required the wood industry to improve their capabilities in order to compete and sustain in this current global competition. The ability of business organization depend on quality of human resource, which become key competitive factor, and supported by excellent manufacturing system, which one of them is LM (lean manufacturing). LM apply appropriate operation management, continuous improvement and innovation by involving all employees in order to eliminate operation waste, so that able to increase the company productivity and efficiency to survive on global competition (Liker 2004, Kinsey 2009). The purposes of this study are to identify factors that affects of achieving success and barriers for continuation of lean manufacturing (LM) implementation of woodworking industry in Indonesia, design on conceptual model for continuation of LM implementation, and design on model operational strategy for continuation of LM implementation. This research used SSM (soft system methodology) which introduced by Checkland (1981) with seven steps of processes. The SSM approach is the right method to be used in this research because the real world problem (wood processing) are complex, dynamic, and unstructured. Hence this problem can be only explored through system learning with modelling the typology of human activity systems. The model in SSM is an intellectual tool to understand and study the real world problematic situation. SSM method allows the intervention of researcher and expert with the iterative procedure in order to trigger creative ideas of improvement (Checkland and Poulter 2009, Hardjosoekerto 2012, Machfud 2017). The problematic situation that faced by wood industry in Indonesia are the gap between the consumer that expect high quality product, safe, low price with high service, and the company owners also expect to gain profit and business continuity, therefore it is required the excellent manufacturing implementation. But referring to situational analysis result based on surveys and interviews on eight wooden door and component manufacturer in Java island to assess achieving success level of implement basic and advance lean techniques, evidently 25% or two companies are success in implementing continuous LM, however 75% or eight other companies are failed in implementing continuous LM. These things that caused the gap between consumers expectation and company owners, with wooden door and component manufacturer company performance in Java, Indonesia. This research has formulated RP (rich picture), PQR analysis (what, how, why), RD (root definition) about continuous LM implementation, and has been tested with CATWOE (customer, actor, transformation, worldview, owner, environment) analysis tools to generate the conceptual PAM (Purposeful Activities Model), that figure the human activity steps in order to successfully implement continuous LM. The first step, started by activity in order to get top and middle management commitment that become the key success of success and continuous implementation of LM. The right communication strategy to all employee is through lean kaizen weekly meeting, utilize the communication media in form of visual board in whole area of the factory, banner, lean magazine, social media. Then understand the philosophy and lean concept where lean is a long-term continuous improvement activity, and encourage the creation of lean culture (safety, quality, respect others and kaizen/continuous improvement) as an effort to guarantee the continuous implementation of LM. Activity to implement LM continuously must be evaluated by criterias of productivity improvement, quality, DIFOT (delivery in full and on time), reduce lead-time and cost to achieve company profit goal. Continuous LM implementation PAM conceptual model, has been compared with real world situation by lean expert, practitioners, and academics validation. The AHP (analytical hierarchy process) result conclude that the owners, top and middle level management as a primary actor that influence, the top and middle management commitment also become primary factor that influence in continuous LM implementation. The synthesis result also conclude that top priority strategy to implement continuous LM are: (1) giving training to whole employee to follow the basic training of lean, concept and philosophy of lean, lean culture, and basic lean technic which are gemba, 5S (housekeeping), VSM (value stream mapping), 7 waste elimination, 5 Why problem solving, and TPM (total productive maintenance), and (2) implementation of lean basic technic gradually as a strong foundation so that the LM implementation can run continuously. In this research also determined five main strategic assumption as prerequisites for model implementation by using SAST method (strategic assumption surfacing and testing). Based on SAST result, evidently the five strategic assumption is classified into II quadrant as an expected action plan, which means it has high level of certainty and importance. Based on the summary from SSM (soft system methodology) process, AHP (analytical hierarchy process), and SAST (strategic assumption surfacing and testing), deep interview with expert, practitioners, and academics and CST (creative system thinking) process, resulted design on a strategic model of continuous implementation of lean manufacturing, and action plan that must be done.