Pengendalian Work-in-Process Berbasis Pull system dengan Pendekatan Just-in-Time di PT X

Abstract

PT X merupakan perusahaan manufaktur peralatan bedah mata yang menghadapi permasalahan tingginya persediaan Work-in-Process (WIP) pada material MxL akibat penerapan push system yang memicu waste berupa inventory. Selain itu, dalam monitoring dan evaluasi WIP masih terdapat waste of waiting akibat adanya aktivitas Business Non-Value-Added (BNVA). Penelitian ini mengaplikasikan metode Root Cause Analysis (RCA) melalui pendekatan 5 Whys, perancangan pull system berbasis kanban dengan pendekatan Just-in-Time, serta otomatisasi aliran informasi dengan Visual Basic for Applications (VBA) ke database dan tools Business Intelligence (BI), yaitu Metabase. Hasil evaluasi komparatif membuktikan bahwa simulasi kanban dengan ukuran lot 4.000 unit per box mampu menurunkan akumulasi WIP dan stock value (IDR) secara signifikan dengan persentase penurunan berkisar antara 56% hingga 79%. Selain itu, replenishment time per box material juga berhasil diakselerasi sebesar 50%, yakni dari 0,23 hari menjadi 0,13 hari. Pada aspek aliran informasi daily report Production yang terintegrasi VBA dan dasbor metabase sukses menghilangkan Business Non-Value Added (BNVA) dari tiga menjadi satu dengan mereduksi waktu siklus pelaporan menjadi real-time setelah penginputan.

PT X is a manufacturer of ophthalmic surgical equipment that faces excessive Work-in-Process (WIP) inventory of MxL material due to the implementation of a push Production system, resulting in inventory waste. In addition, the monitoring and evaluation of WIP are affected by waiting waste caused by Business Non-Value-Added (BNVA) activities. This study applies Root Cause Analysis (RCA) using the 5 Whys approach, designs a kanban-based pull system following the Just-in-Time (JIT) philosophy, and develops an automated information flow system using Visual Basic for Applications (VBA), a database, and the Business Intelligence (BI) platform Metabase. The comparative evaluation results demonstrate that the proposed kanban simulation with a lot size of 4.000 units per box significantly reduces WIP accumulation and inventory value, with reductions ranging from 56% to 79%. Furthermore, the replenishment time per material box is reduced by 50%, from 0,23 days to 0,13 days. From an information flow perspective, the integration of daily Production reporting with VBA and a Metabase dashboard reduces Business Non-Value-Added (BNVA) activities from three to one with enables real-time reporting immediately after data entry.