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This study aims to identify and minimize waste in the process of procuring Food & Beverage raw materials at Hotel PXY Jasa Bali using the Lean Inventory Management approach. Observations over one month showed that the total procurement cost reached 47% of the total revenue, exceeding the ideal limit of 35%. One of the main causes is the inefficient and lack of synchronization between divisions in the Rhapsody platform, which causes waste in the form of defects, delays, over-processing, and transportation. This study uses the Value Stream Mapping (VSM) method to map actual conditions and Process Activity Mapping (PAM) to identify the type of activity based on the waste category. In addition, root cause analysis is carried out using the Root Cause Analysis (RCA) approach. The mapping results showed that out of the total lead time of 598.44 minutes, only 278.49 minutes or 46.54% were value-added activities. This finding indicates that the procurement process is not yet efficient and needs optimization. Several recommendations were given to minimize waste, such as clearer division of tasks, improved communication with vendors, and the procurement of supporting facilities to reduce physical movement between divisions. The implementation of this lean service is expected to be able to increase the efficiency of the logistics process and reduce the company's overall operational costs.

Improving service quality is a primary priority in hospital management. Service quality can be improved by reducing the percentage of non-value added activities through the Lean Hospital approach. This study aims to identify activities and analyze the root causes of critical waste in the drug distribution and utilization processes at the Outpatient Pharmacy Installation of Karanganyar Regency Hospital. This study is a non-experimental research with a qualitative descriptive design. Critical waste was obtained through the distribution of a waste weighting questionnaire assessed by all personnel involved in the drug distribution and utilization processes. The results show that the Value Stream Mapping calculation for the drug distribution process obtained a lead time of 147.41 minutes and a VAR value of 36%, while in the drug utilization process, compounded prescription service obtained a lead time of 128.53 minutes and a VAR of 24%, and non-compounded prescription service obtained a lead time of 75.8 minutes and a VAR of 26%. The critical waste questionnaire calculation using the Borda method in the drug distribution process showed overproduction 60%, inventory 53.33%, and waiting 43.33%, while in the drug utilization process, waiting 43.75%, overproduction 42.85%, and defect 39.70%. The 5S method, a Lean method, was used to eliminate waste in the service process at the Outpatient Pharmacy Installation of Karanganyar Regency Hospital.

This study aims to analyze and improve the quality control of packaging printing production at PT XYZ by applying the Lean Six Sigma methodology. Lean Six Sigma combines waste reduction principles with statistical quality control to achieve operational excellence. The research identifies major production challenges, including high defect rates, overproduction, and ineffective inventory management, all of which contribute to increased costs and reduced efficiency. The DMAIC framework—Define, Measure, Analyze, Improve, and Control—was employed to systematically address these issues. During the Define and Measure phases, types of waste were identified and defect rates were calculated using Defects Per Million Opportunities (DPMO). In the Analyze phase, root causes were examined using a Fishbone (Ishikawa) diagram, highlighting factors related to manpower, materials, machines, and methods. The analysis revealed a sigma level of 3.2, indicating a moderate level of process quality and substantial room for improvement. To address the identified issues, several improvement strategies were proposed. These include implementing a Just-In-Time (JIT) system to reduce inventory waste, adopting the First-In-First-Out (FIFO) inventory method for better material rotation, and conducting targeted technical training for operators to minimize human error. In the Control phase, the study suggests process standardization, routine inspections, and continuous monitoring as key practices to ensure that improvements are sustained over time. The findings and recommendations from this study are expected to contribute to better quality control, reduced operational waste, and enhanced productivity in the packaging printing process. Ultimately, this approach aims to strengthen PT XYZ’s competitiveness in the printing industry by fostering a culture of continuous improvement and quality excellence.

Increasing business competition requires companies to consistently improve quality and operational efficiency. This study aims to identify and reduce non-value added activities in the procurement process at Distributor X, a company engaged in the distribution of instant cooking spices. Common issues include expired goods (49.05%), damaged packaging (18.78%), and product mismatches (32.17%). The Lean Six Sigma approach with the DMAIC (Define, Measure, Analyze, Improve, Control) method is used to address these problems. Measurement results show an average DPMO value of 10,076.58 and a sigma level of 3.82, which are still far below the Six Sigma quality standard. Improvement proposals include the implementation of barcode/RFID systems, FIFO inventory management, higher-quality packaging materials, and the use of unique product codes. In the Control phase, monitoring is carried out through an ERP system and the establishment of structured SOPs to support distribution oversight. This approach demonstrates potential in reducing defect rates and improving the overall quality of the procurement process.

In response to increasing competition in the manufacturing sector, PT X—a copper busbar manufacturing company—implemented Lean Manufacturing supported by Value Stream Mapping (VSM) to improve production efficiency and reduce supply chain costs. This study utilizes VSM, Value Stream Analysis Tools (VALSAT), and Root Cause Analysis (5 Whys) to identify sources of waste and formulate improvement strategies. The analysis identified three dominant wastes: waiting time, product defects, and excess inventory. These were mainly caused by the lack of standardized material procedures, inadequate supporting equipment, and poor integration between the incoming inspection process and the Enterprise Resource Planning (ERP) system. To address these issues, the study proposes installing silica rolls, providing air wipers and flatness tools, developing standardized work instructions, and integrating Internet of Things (IoT) technology with the ERP system for real-time monitoring. As a result of implementing these solutions, PT X successfully reduced its defect rate from 6.23% to 1.32%, decreased lead time, and achieved notable savings in supply chain costs. The findings demonstrate that integrating Lean Manufacturing principles with VSM can effectively eliminate non-value-added activities, streamline production processes, and enhance overall competitiveness. This study reinforces the strategic value of Lean tools in continuous improvement initiatives within the manufacturing industry.

Lean Inventory Management is a systematic approach that focuses on reducing waste in the inventory management process to improve operational efficiency and reduce costs. This study aims to analyze the impact of Lean Inventory Management implementation on reducing inventory costs in manufacturing companies. This research uses a case study method in a manufacturing company that has implemented Lean Inventory Management. Data were collected through in-depth interviews, direct observation, and analysis of company documents. The analysis techniques used include descriptive and comparative analysis to measure changes in inventory costs before and after implementation. The results showed that the implementation of Lean Inventory Management succeeded in significantly reducing inventory costs. Some of the strategies implemented include the implementation of Just-In-Time (JIT), reduction of buffer inventory levels, improved coordination with suppliers, and the use of information technology for real-time inventory monitoring. In addition, the company also noted improved operational efficiency and customer satisfaction as a positive impact of implementing Lean Inventory Management. This study concludes that Lean Inventory Management is an effective approach to reduce inventory costs in manufacturing companies. Proper implementation of lean strategies can result in significant cost savings

In this era, technology is developing very rapidly in various sectors ranging from industry, health, education, retail, and various other sectors. The development of technology is linear with human needs that must be met quickly, easily, and practically. A sector that can fulfill human needs is the trade sector. Currently, the trade sector is one of the sectors that is highly developed along with the trend of online shopping. Although online shopping is currently very popular, it does not mean that offline shopping is necessarily abandoned. Conventional payment systems usually require customers to queue at the cashier to make payments after choosing grocery items. Therefore, there is a need for technological innovation that can overcome this. The solution to overcome these problems is by planning to create a Smart Shopping Scanner machine by considering lean project management. Based on the results of the research that has been done, the application of the Lean Project Management method to the Smart Shopping Scanner project planning at PT ABC has resulted in significant improvements. Reduction of project completion time by 33.33%, reduction of component inventory value by 40%, and improvement of team communication by 66.67% show the effectiveness of this method in overcoming waste and increasing efficiency.

CV Dafista Mulia is a drinking water producer company located in Lamongan Regency. The problem that is often faced by companies is the amount of waste that occurs in the process of producing bottled drinking water. The most critical percentage of waste in the bottled water production process (AMDK) is waste overproduction with a weighting percentage of 25.4%; waste defet with a weighting percentage of 16.2%; waste inventory with a weighting percentage of 14.9%; waste unnecessary motion with a weighting percentage of 14.1%; waste transportation with a weighting percentage of 11.7%; waste waiting with a weighting percentage of 9%; and waste excess processing with a weighting percentage of 8.7%. The initial activity time before the repair was 466 minutes (7 Hours 46 Minutes) and after the repair was reduced to 416 minutes (6 Hours 51 Minutes). Based on the Failure Mode and Effect Analysis (FMEA), it is known that the root cause of the problem with the highest waste is Overproduction, namely production planning that is not quite right with a Risk Priority Number (RPN) score of 396. Recommendations for improvements that can be proposed are to carry out production planning using data - historical data that exists and is adjusted to balance the purchasing of raw materials with orders from consumers so that the results of the Overproduction can become a safety stock so that the Overproduction can function in the next consumer order.

AUTO2000 Basuki Rahmat is one of the branches dealer Toyota, which is located in the city of Surabaya, is engaged in services such as sales, maintenance, repair and supply of Toyota spare parts whose management is fully handled by the Astra Group. The company always strives to provide fast and accurate service, but customers spend quite a long time waiting because the car service process is relatively long. The long service time is caused by an unorganized operational system that causes waste (waste). Based on these problems, it is necessary to analyze Basuki Rahmat's car service services at AUTO2000 using the concept lean service by using the method value stream mapping, fishbone, and 5 whys. The research results obtained weight waste motion or transportation of 0.1481; waiting or delay of 0.1325; incorrect inventory of 0.1273; lack of customer’s focus of 0.1195; defect of 0.1065; duplication of 0.0935; overproduction of 0.0779; unclear communication of 0.0675; underutilized employees of 0.0675; And variation of 0.0597. Research recommendations that can be proposed to reduce waste including repairs layout, adding monitors on the service floor for matters of sending and receiving information, increasing the number of mechanics, making plans booking with different hours, making and applying the system tracking of the presence of the tool. Therefore, lead time the initial service service process of 170 minutes becomes lead time 128 minutes.