ANALISIS WASTE PADA PROSES PRODUKSI BATIK TULIS TEKNO CUSTOM MELALUI PENDEKATAN LEAN MANUFACTURING UNTUK PENINGKATAN PROCESS CYCLE EFFICIENCY (STUDI KASUS: BATIK XYZ)

Nafa Elifah Khairunnisa, NIM.: 22106060061 (2026) ANALISIS WASTE PADA PROSES PRODUKSI BATIK TULIS TEKNO CUSTOM MELALUI PENDEKATAN LEAN MANUFACTURING UNTUK PENINGKATAN PROCESS CYCLE EFFICIENCY (STUDI KASUS: BATIK XYZ). Skripsi thesis, UIN SUNAN KALIJAGA YOGYAKARTA.

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	Text (ANALISIS WASTE PADA PROSES PRODUKSI BATIK TULIS TEKNO CUSTOM MELALUI PENDEKATAN LEAN MANUFACTURING UNTUK PENINGKATAN PROCESS CYCLE EFFICIENCY (STUDI KASUS: BATIK XYZ)) 22106060061_BAB-II_sampai_SEBELUM-BAB-TERAKHIR.pdf - Published Version Restricted to Registered users only Download (28MB) | Request a copy

Abstract

Batik XYZ is a techno-custom batik manufacturing company that integrates machine-based klowong processes with manual isen-isen processes, which potentially leads to imbalance in production flow. This condition triggers various types of waste, including excessive waiting time, accumulation of WIP, and rework activities caused by defects, all which directly impact the low efficiency of the production process. This study aims to identify and analyze waste, as well as to propose improvement recommendations to enhance the PCE in the production of Klowong Renjana batik motifs. The approach used in this study is lean manufacturing, employing methods such as VSM, WAM, VALSAT, PAM, and root cause analysis using the 5 whys method. The results indicate that dominant wastes are defects (22.06%), unnecessary motion (16.69%), overproduction (16.15%), waiting (15.01%), and unnecessary inventory (14.41%). The imbalance in capacity between the klowong and isen-isen processes leads to a significant accumulation of waiting time, with delays accounting for 85.62% of the total production time. The VALSAT analysis identifies PAM as the most appropriate tool, indicating a high dominance of NVA activities at 85.78%. The proposed improvements focus on controlling the production flow through the implementation of pull systems, continuous flow, standardized work, 5S, and built-in quality. The implementation results in the future state VSM show a reduction in lead time from 83,760 seconds to 24,161.831 seconds, along with an increase in PCE from 9.82% to 32.2%, indicating a more efficient production flow that aligns more closely with lean principles.

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