Oleh: Retnari Dian M,ST., M.

Si
KAIZEN
Definisi
Perbaikan / penyempurnaan terus
menerus (continues improvement),
dengan melibatkan semua anggota
dalam hirarkhi organisasi
POIN-POIN PENTING DALAM
PENERAPAN KAIZEN
minimasi 3M =Muda (kegiatan non added
value), Mura (inkonsistensi), dan Muri (beban
berlebih), dengan tujuanuntuk mengurangi
kelelahan, meningkatkan mutu,
mempersingkat waktu dan efisiensi biaya
Gerakan 5S= seiri, seiton, seiso, seiketsu dan
shitsuke ( membereskan tempat kerja,
mnyimpan dengan teratur, memelihara
kebersihan tempat kerja, kebersihan pribadi,
disiplin terhadap prosedur kerja)
Konsep PDCA
JIT
Theme :
PARTS SUPPLY
IMPROVEMENT
CONTOH PENERAPAN KAIZEN
1. Realize excellent operation (Customer Satisfaction)

2. Optimize Network Capacity

3. Increase Customer Retention

4. Leverage Business

5. Strengthen support to strategic model
We focus in No. 1 Logistics Parts Operation Improvement
STRATEGY TO ACHIEVE BEST OWNERSHIP
EXPERIENCE
Introduction Ultimate Goal
Standardization
See Countermeasure
Through
Monitor both
result & process
Check Current Vs Ideal Condition
(Genba : Sub-Depot & Pilot Workshops)
Through Genchi Genbutsu Activity
Gain commitment of Among Kaizen Member &
Top Management Direction
Detail data analysis & find out the reason
by Genchi Genbutsu
- Establish countermeasure
- Build consensus
- Making Action Plan
Persistence, Speedy action, Team sharing
Monitor-evaluate Action Plan
Standardize
Success Practice
SHARE
To others
Introduction
Kaizen Step
Breakdown
the Problem
Clarify Problem
Target Setting
Root Cause
Analysis
Countermeasure
Development
The Kaizen
1. Clarify the Problem
CUSTOMER
Sub-Depot KPI Sem 1, 06 Target
Service Rate 95.0% 96.5 %
Departure Accuracy No Record X
Arrival Accuracy No Record X
Lead Time (City) 1.5 days X
Stock Days 20.0 days 14.3 days
We identified several parts logistic problems in both sub-depot
and workshop
- Low Supply Ability
- Inaccurate Delivery
- Long Lead Time
- Low Supply Ability
- Inaccurate Appointment
Workshop KPI (*) Sem 1, 06 Target
Fill Rate 92.0% 95.0 %
Service Rate 95.0% 96.5%
Stock Days 14.1 days X
(*) Data of 3 workshop
WORKSHOP
SUB-DEPOT
Sampling on 3 Workshops
Fill Rate Target
95 %
Fill Rate Actual
92 %
New Challenge
Gap (Problem)
3 %
Kaizen is Required to
eliminate this gap
(Problem)
The Kaizen 1. Clarify the Problem
stock item
(30%)
non- stock item
(70%)
No Stock when customer coming
Zero Fill Rate
Parts Arrival is not On Time
Unmatched with customer booking
Zero Fill Rate
Problem to tackle 2
Problem to tackle 1
The Kaizen 2. Breakdown the Problem
We selected two problems to be tackled, as follow:
Gap (Problem)
3 %
The Kaizen 3. Target Setting
CUSTOMER
KPI Sem 1, 06 Target
Departure Accuracy No Record 95.0 %
Lead Time 1.5 days 0.5 day
Arrival Accuracy No Record 90.0%
KPI Sem 1, 06 Target
Service Rate 95.0% 96.5%
Stock Days 14.1 days 5.0 days
KPI Sem 1, 06 Target
Service Rate 95.0% 96.5%
KPI Sem 1, 06 Target
Fill Rate 92.0% 95.0%
Improve Parts Arrival Accuracy
Improve Stocking Parts
SUB-DEPOT KAIZEN WORKSHOP KAIZEN
Key Success
Factor
IMPROVE FILL RATE : 3.0%
(92.0% 95.0%)
The Kaizen 3. Target Setting
Gain commitment among kaizen member and Top Management
support through kaizen direction to achieve target
Top Management give Direction
All kaizen member and Top management make a
Commitment to do sub-depot & workshop kaizen
we summarized the root cause :
Problem to tackle 2
Problem to tackle 1
Root Cause 2
Root Cause 1
The Kaizen
4. Root Cause Analysis
No Stock when customer coming
Zero Fill Rate
Parts Arrival is not On Time
Unmatched with customer booking
Zero Fill Rate
Unclear guideline to run Inventory
Management in Workshop
There are no structural process (shikumi)
in sub-depot through out storage, issuing
& delivery
The Kaizen 5. Countermeasure Development
Unclear guideline to run Inventory Management
in Workshop
There are no structural process (shikumi)
in sub-depot through out storage, issuing
& delivery
Root Cause 2 Root Cause 1
Kaizen Area
= main kaizen area
Sub-depot and 3 pilot workshops (Pemuda, Kaligawe, Majapahit)
Inventory &
Receiving
Storage
Issuing
Delivery
DEPOT
Receiving
Storage &
Inventory
Issuing to
-
WORKSHOP
Sub-Depot Kaizen Area Workshop Kaizen Area
Fill Rate
95.0%
The Kaizen
5. Countermeasure Development
Sub-Depot Kaizen Improve Parts Arrival Accuracy to Workshop
Storage Issuing & Delivery
1. Re-arrange Storage Based
on 7 Storage Technique
[GLOBAL STANDARD]
Stop Point : 3 Stop Point : 2 Stop Point : 1
Inventory & Receiving
1. Develop Ordering System
and Accurate Inventory
Operation

2. Establish Quick Parts
Receiving and B/O Priority
Operation
1. Establish Staggered
Delivery Operation to Gain
- Accurate ETD/ETA to W/S
- Shorter Delivery Lead Time
-
Inventory &
Receiving Storage Issuing Delivery
SUB- DEPOT
Receiving
Storage &
Inventory
Issuing to
W/S yard
Sub-Depot Kaizen Area Workshop Kaizen Area
Fill Rate
95.0%
WORKSHOP
The Kaizen 5. Countermeasure Development
Inventory Storage Issuing
Stop Point: 5 Pemuda Workshop
Workshop Kaizen Improving Stocking Parts
1. Set up SOP for Inventory
Policy Implementation

2. Set up Scrap Rule and
Do Dead Stock Auction
1. Storage Re-arrangement
To Gain Slimmer Space
Usage
1. Inform ETA to Customer
According to Sub-Depot
Information

2. Received Parts Booking
Follow up
(Dead Stock Prevention)
Inventory &
Receiving Storage Issuing Delivery
SUB- DEPOT
Receiving
Storage &
Inventory
Issuing to
W/S yard
Sub-Depot Kaizen Area Workshop Kaizen Area
Fill Rate
95.0%
WORKSHOP
The Kaizen
6. See Countermeasure Through
We are working under the spirit of persistence, Speedy in Action
and Team Sharing
The Kaizen
7. Monitor Both Result & Process
CUSTOMER
KPI Sem
1,06
Target Sem 2, 06 Sem
1,07
Eval
Service
Rate
Improve Parts Arrival Accuracy
Improve Stocking Parts
Summary KPI Results
KPI
Sem
1,06
Target Sem 2, 06
Sem
1,07
Eval
Dept. Acc. -
L/T (*)
Arr. Acc. -
KPI Sem 1,06 Target Sem 2, 06
Sem
1,07
Eval
Fill Rate
KPI
Sem
1,06
Target Sem 2, 06
Sem
1,07
Eval
Service
Rate
Stock Days
14.1 5 12.6 6.3
SUB-DEPOT KAIZEN WORKSHOP KAIZEN
Key Success Factor
FILL RATE IMPROVED : 3.2%
(92.0% 95.2%)
95.0% 96.5% 95.0% 97.1%
95.0% 87.0% 97.6%
90.0% 73.0% 90.7%
1.5 days
0.5 day 0.5 day 0.5 day
92.0% 95.0% 92.0% 95.2%
95.0% 96.5% 95.0% 97.4%
The Kaizen
7. Monitor Both Result & Process
Others Impact
1. Inventory Investment Reduction ( x 1000,000) 2. Cost Reduction ( x 1000,000)
COST REDUCTION:
Rp 7.48 million/month
Kaizen Benefit
Kaizen Cost
Stock Reduction in Sub-Depot & Workshop
Inventory Investment
Reduction
Rp 776.9 million
+
1st
Sem,'06
1st
Sem,'07
Increase
Delivery Cost/Month
[Semarang City]
4.58 5.03 0.45
Delivery Cost
Cost
Total
Kaizen Cost/Month
Lifetime 3 years
= 36 months
Control Board,
Equipment, etc
Remark
0.76
Kaizen Cost
27.50
24.10
3.40
1. Sub-Depot
2. Workshop
Storage Re-layout,
Equipment, etc
1st
Sem,'06
1st
Sem,'07
Reduction
1. Stock Interest
[Interest rate : 1%/month]
2. Manhour Reduction
[Overtime cost/month]
41.94 33.25 8.69 Total Benefit/Month
0.92
Kaizen Benefit
39.14 31.37 7.77
2.80 1.88
1st
Sem,'06
1st
Sem,'07
Stock
Reduction
3,913.6 3,136.7 776.9
Stock Reduction Area
3,400.2 2,806.2
Total
1. Sub-Depot
2. Workshop
594.0
513.4 330.5 182.9
2006 2007
2008
July
Depot Kaizen *Depot Enhancement
*Pilot W/S kaizen
Self Reliance Kaizen :
W/S Kaizen Expansion
1. SOP making & revision
2. Share to all related parties & expansion
The Kaizen 8. Standardization
Share to Other Sub-Depot
Sub-Depot Kaizen Seminar for Parts Manager & Sub-Depot Head
(Nov 30th Dec 1
st
, 2006)
We are here now
S
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EMPTY
R/PALLET
FORKLIFT
PARKING
REST ROOM
FULL
R/PALLET
TEMPORARY
ADM
RECEIVING
EMPTY SPACE
BINNING
PRIORITY
E
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P
I/C
&
W
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S
S
/O
BIGPARTS &
CHEMICAL
TEMPORARY
EMPTY SPACE
CLAIMROOM REDUCE SPACE
SCRAP AREA
MANAGERROOM
SMALL PARTS
Gate 1 Gate 3
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PACKINGBODY
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MATERIAL
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READY CARGO( OUT SEMARANG)
READY CARGO( OUT SEMARANG)
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ADM
SHIPPING
OASIS
TGMO GLASSES
MEDIUM PARTS
F E
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CARPET
BODY PARTS
Storage
Issuing
Gate 2
Wet Tissue
You are Here
GO TO PEMUDA W/S
take a Picture
Main Gate
Take Picture
of all participants
Genba Observation
Genba Route in Sub-Depot
Put your
bag here !
STORAGE AREA
SUB-DEPOT LAYOUT
1
Supply Operation &
Issuing Operation
Improvement
3
4
Inventory Control &
Receiving Improvement
Safety
Improvement
2
Storage
Improvement
START