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XYZ is a manufacturing company engaged in steel pipe production. In the production process of non-American Petroleum Institute (API) steel pipes, the company still experiences various types of waste, resulting in an inefficient production process. The identified wastes include defects, waiting, transportation, and non-value-added activities, which contribute to increased production time and reduced productivity. This study aims to analyze the major wastes occurring in the non-API steel pipe production process and propose improvements using the Lean Manufacturing approach. The methods employed in this study include Value Stream Mapping (VSM), Value Stream Analysis Tools (VALSAT), Process Activity Mapping (PAM), and Failure Mode and Effect Analysis (FMEA). Data were collected through direct observation, interviews, and documentation of the production process. The results indicate that the dominant wastes affecting the production process are defects, waiting, and transportation. PAM analysis shows that non-value-added activities remain relatively high, leading to production time inefficiencies. Based on the FMEA results, the main causes of waste are machine conditions, work methods, and operator skills. Proposed improvements include periodic machine maintenance, production quality control, work method improvement, and the optimization of material flow.

Prolonged outpatient waiting time remains a major challenge in public hospitals and reflects inefficiencies in service process management. Internal medicine clinics are characterised by high service complexity and patient volume, making them particularly vulnerable to process waste that contributes to extended waiting times. Objective: This study aimed to develop an outpatient service flow model based on the Lean Hospital approach to reduce waiting time in the internal medicine clinic of RSUD Balaraja. Methods: A qualitative case study design was employed. Data were collected through direct observation of outpatient service processes, document review, and Focus Group Discussions (FGD) with relevant stakeholders. Process analysis was conducted using Value Stream Mapping (VSM) to identify value-added and non–value-added activities, while Fishbone Diagram analysis was applied to explore the root causes of process inefficiencies. All findings were integrated to develop a future-state outpatient service flow model. Results: The findings indicate that prolonged outpatient waiting time is primarily influenced by inefficient service flow design, repetitive administrative processes, and weak coordination among service units. The proposed service flow model demonstrates a more streamlined, integrated, and patient-centred process, with potential reductions in waiting time through systematic waste elimination and process improvement. Conclusion: The Lean Hospital approach provides an effective framework for developing outpatient service flow models in public hospitals. The proposed model offers a practical basis for improving outpatient service efficiency in complex clinical settings such as internal medicine clinics.

Prescription waiting time is a key indicator of pharmacy service quality that directly influences patient satisfaction and hospital efficiency. Data from the Outpatient Pharmacy Installation of Pelabuhan Jakarta Hospital show average waiting times of 30.49 minutes for non-compounded medications and 35.93 minutes for compounded medications. Although these figures are still within national standards, they have not met the hospital’s internal targets, indicating inefficiencies that require systematic improvement.This study aimed to analyze prescription waiting times and identify waste in outpatient pharmacy services using Lean Hospital and Continuous Improvement approaches. A qualitative analytical method with a case study design was applied. Data collection involved participatory observation, in-depth interviews with key informants (head of pharmacy, pharmacists, and technicians), and document review. Analysis utilized Lean tools such as Value Stream Mapping (VSM), identification of Value Added (VA) and Non-Value Added (NVA) activities, bottleneck analysis, fishbone diagram, and Failure Mode and Effects Analysis (FMEA).The findings revealed that service processes were dominated by non-value-added activities, especially during prescription receipt, verification, packaging, and dispensing. Major wastes included waiting, motion, and overprocessing. Contributing factors were uneven staff distribution, suboptimal e-prescribing systems, incomplete prescriptions, and lack of standardized procedures. The proposed future state VSM demonstrated potential improvements in reducing waiting time and enhancing service efficiency.

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.

The production process of graphite glass at ABC faces challenges in the form of waste that has an impact on low operational efficiency. Waste in production activities can affect the quality, cost, and timeliness of product completion. This study aims to identify the most dominant types of waste and provide relevant improvement recommendations to improve production efficiency. The method used is Value Stream Mapping (VSM), a visual approach that maps the flow of the production process from raw materials to final products. The research stage is carried out through direct observation on the production floor, time study, interviews with employees, and documentation of production activities. The results of the analysis show that the most dominant form of waste is overprocessing, which is a repetitive activity that does not add value to the product. This causes longer production cycle times and reduces the effectiveness of resource use. To overcome this, this study provides several recommendations, including: combining production processes that have similar functions, redesigning workflows to make them more concise, and eliminating activities that do not provide added value. The implementation of this improvement has proven to be effective by increasing the Process Cycle Efficiency (PCE) value from 45% to 67%. The increase in PCE reflects that the production process has become more efficient, the workflow is smoother, and the rate of waste has decreased significantly. In addition, the results of this study also confirm that the application of the VSM method can be a strategic solution in identifying sources of inefficiency, designing continuous improvements, and increasing the competitiveness of companies. Thus, the company is expected to continue to evaluate, control, innovate, and improve technology so that efficiency achievements can be maintained, expanded, and improved consistently and sustainably in the future.

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.

The Business Model Canvas (BMC) is a crucial tool for mapping out strategic components of a business. This paper examines the application of BMC in the creative package business within the digital creative industry. The study aims to understand how value propositions, customer segmentation, revenue streams, and other elements interact to drive innovation and competitiveness. Using qualitative methods, including literature reviews and case studies, the research identifies key insights for optimizing BMC elements to improve business performance in this sector. The findings highlight the importance of continuous adaptation to market trends and leveraging digital platforms for marketing and distribution.

UMKM Roti Bakar Azhari adalah UMKM yang bergerak pada bidang industri makanan dalam pembuatan roti tawar yang terletak di Rejowinangun, Kota Gede, Yogyakarta. Permasalahan kurang efektif dan efisien dalam proses produksi masih terjadi pada UMKM Roti Bakar Azhari. Terdapat 56 aktivitas produksi pada UMKM Roti Bakar Azhari, Ada beberapa aktivitas yang dapat berfungsi sebagai penyebab utama pemborosan, seperti, transportasi, motion dan delay. Oleh karena itu, penelitian dilakukan untuk mengurangi pemborosan. Value Stream Mapping dan Process Activity Mapping. Metode tersebut dapat memetakan aliran proses produksi yang nantinya menghasilkan current value stream mapping dan process activity mapping untuk mengkategorikan jenis aktivitas produksi, kemudian telah dilakukan upaya untuk mengurangi pemborosan yang menghasilkan future value stream mapping. Mengurangi jumlah waktu yang dihabiskan untuk aktivitas adalah perbaikan yang dilakukan A1,A2,A7,A11,A15,B2,C1,C6 dan D1 untuk aktivitas yang dilakukan penyesuaian aktivitas C12 dan C15, adapun aktivitas yang dihilangkan yaitu aktivitas A3 dengan total waktu yang sebelumnya 7819,6006 detik menjadi 7511,121 detik.

UMKM Roti Bakar Azhari adalah UMKM yang bergerak pada bidang industri makanan dalam pembuatan roti tawar yang terletak di Rejowinangun, Kota Gede, Yogyakarta. Permasalahan kurang efektif dan efisien dalam proses produksi masih terjadi pada UMKM Roti Bakar Azhari. Terdapat 56 aktivitas produksi pada UMKM Roti Bakar Azhari, Ada beberapa aktivitas yang dapat berfungsi sebagai penyebab utama pemborosan, seperti, transportasi, motion dan delay. Oleh karena itu, penelitian dilakukan untuk mengurangi pemborosan. Value Stream Mapping dan Process Activity Mapping. Metode tersebut dapat memetakan aliran proses produksi yang nantinya menghasilkan current value stream mapping dan process activity mapping untuk mengkategorikan jenis aktivitas produksi, kemudian telah dilakukan upaya untuk mengurangi pemborosan yang menghasilkan future value stream mapping. Mengurangi jumlah waktu yang dihabiskan untuk aktivitas adalah perbaikan yang dilakukan A1,A2,A7,A11,A15,B2,C1,C6 dan D1 untuk aktivitas yang dilakukan penyesuaian aktivitas C12 dan C15, adapun aktivitas yang dihilangkan yaitu aktivitas A3 dengan total waktu yang sebelumnya 7819,6006 detik menjadi 7511,121 detik.

The maritime industry, as one of the vital sectors in the global economy, plays an indispensable role in facilitating international trade and the transportation of goods worldwide. However, confronted with challenges of heightened global competition and fluctuations in fuel prices, the industry needs to seek solutions to enhance efficiency and overall performance. This study assesses the application of Lean Management Principles in the maritime industry, emphasizing strategies such as value stream mapping, waste identification, and employee training as crucial for success. Findings reveal potential for enhancing operational efficiency and reducing waste, along with additional benefits such as heightened customer satisfaction and contributions to environmental sustainability. Recommendations for further research encompass case studies on Lean Management implementation in the maritime industry, the development of tailored implementation models, and investigations into the environmental ramifications of Lean Management application. In conclusion, the implementation of Lean Management holds significant promise for improving the performance of the maritime industry and fostering its overall development.

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.

Abstract. The method used in this research is Value Chain Mapping, Gender Sensitivity Value Chain Mapping, and Canvas Business Model. Value Chain Mapping is used to map activities ranging from upstream to downstream from a tempe industry value chain in Tenggilis Surabaya. Gender Sensitivity Value Mapping is used to map and analyze the role of gender in the tempe industry value chain. Whereas the Canvas Business Model is used to redesign the tempe industry business model in Tenggilis  Surabaya based on value, gender, and competitive advantage. The results of this study are Value Chain Mapping and Tempe Business Model  for the home-based tempe industry. The role of women housewives in the tempe industry value chain in Tenggilis  Kauman is almost 50%. For the tempe production system and marketing management for the SME scale, such as the tempe industry in Tenggilis  tempe village, the maturity level has reached the optimal level, level 5. For external suppliers, the maturity level is still low at level 2 or still in the development stage. For market orientation, competitors and product development are already at a competitive level. Revenue Streams from the tempe business process in Kampung Tempe is the sale of tempe and its processed products, as well as a tourist visit.   Keywords: gender role, tempe industry, tempe business model, value chain mapping   Abstrac. Metode yang digunakan dalam penelitian ini adalah Value Chain Mapping, Gender Sensitivity Value Chain Mapping, dan Canvas Business Model. Value Chain Mapping digunakan untuk memetakan kegiatan mulai dari hulu hingga hilir dari suatu rantai nilai industri tempe di Tenggilis Surabaya. Gender Sensitivity Value Chain Mapping digunakan untuk memetakan dan menganalisis peran gender dalam rantai nilai industri tempe. Sedangkan Canvas Business Model digunakan untuk mendesain ulang model bisnis industri tempe di Tenggilis  Surabaya berdasarkan nilai, jenis kelamin, dan keunggulan bersaing. Hasil dari penelitian ini adalah Pemetaan Rantai Nilai dan Model Bisnis Tempe untuk industri tempe rumahan. Peran ibu rumah tangga dalam rantai nilai industri tempe di Tenggilis  Kauman hampir mencapai 50%. Untuk sistem produksi tempe dan manajemen pemasaran skala UKM seperti industri tempe di Kampung Tempe Tenggilis  tingkat kematangan sudah mencapai tingkat optimal yaitu tingkat 5. Untuk pemasok eksternal tingkat kematangan masih rendah pada tingkat 2 atau masih dalam tahap pengembangan. Untuk orientasi pasar, pesaing dan pengembangan produk sudah berada pada tingkat kompetitif. Aliran pendapatan dari proses bisnis tempe di Kampung Tempe adalah penjualan tempe dan hasil olahannya, serta kunjungan wisatawan.   Kata kunci: peran industri tempe, gender, model bisnis tempe, pemetaan rantai nilai

Abstract. The method used in this research is Value Chain Mapping, Gender Sensitivity Value Chain Mapping, and Canvas Business Model. Value Chain Mapping is used to map activities ranging from upstream to downstream from a tempe industry value chain in Tenggilis Surabaya. Gender Sensitivity Value Mapping is used to map and analyze the role of gender in the tempe industry value chain. Whereas the Canvas Business Model is used to redesign the tempe industry business model in Tenggilis  Surabaya based on value, gender, and competitive advantage. The results of this study are Value Chain Mapping and Tempe Business Model  for the home-based tempe industry. The role of women housewives in the tempe industry value chain in Tenggilis  Kauman is almost 50%. For the tempe production system and marketing management for the SME scale, such as the tempe industry in Tenggilis  tempe village, the maturity level has reached the optimal level, level 5. For external suppliers, the maturity level is still low at level 2 or still in the development stage. For market orientation, competitors and product development are already at a competitive level. Revenue Streams from the tempe business process in Kampung Tempe is the sale of tempe and its processed products, as well as a tourist visit.   Keywords: gender role, tempe industry, tempe business model, value chain mapping   Abstrac. Metode yang digunakan dalam penelitian ini adalah Value Chain Mapping, Gender Sensitivity Value Chain Mapping, dan Canvas Business Model. Value Chain Mapping digunakan untuk memetakan kegiatan mulai dari hulu hingga hilir dari suatu rantai nilai industri tempe di Tenggilis Surabaya. Gender Sensitivity Value Chain Mapping digunakan untuk memetakan dan menganalisis peran gender dalam rantai nilai industri tempe. Sedangkan Canvas Business Model digunakan untuk mendesain ulang model bisnis industri tempe di Tenggilis  Surabaya berdasarkan nilai, jenis kelamin, dan keunggulan bersaing. Hasil dari penelitian ini adalah Pemetaan Rantai Nilai dan Model Bisnis Tempe untuk industri tempe rumahan. Peran ibu rumah tangga dalam rantai nilai industri tempe di Tenggilis  Kauman hampir mencapai 50%. Untuk sistem produksi tempe dan manajemen pemasaran skala UKM seperti industri tempe di Kampung Tempe Tenggilis  tingkat kematangan sudah mencapai tingkat optimal yaitu tingkat 5. Untuk pemasok eksternal tingkat kematangan masih rendah pada tingkat 2 atau masih dalam tahap pengembangan. Untuk orientasi pasar, pesaing dan pengembangan produk sudah berada pada tingkat kompetitif. Aliran pendapatan dari proses bisnis tempe di Kampung Tempe adalah penjualan tempe dan hasil olahannya, serta kunjungan wisatawan.   Kata kunci: peran industri tempe, gender, model bisnis tempe, pemetaan rantai nilai

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.

This study aims to analyze the RCM (Reliability Centered Maintenance) and MVSM (Maintenance Value Stream Mapping) strategies implemented by PT. XYZ in machine maintenance at the Sabroe Line. RCM is used to reduce equipment failures and ensure that each physical item or system is functioning as intended. Meanwhile, MVSM is used to identify waste in maintenance activities and perform repair analysis. The research method used is qualitative research with a case study approach. Data was collected through observation, interviews and analysis of related documents. The results of the research show that PT. XYZ has implemented the RCM and MVSM strategies effectively in engine maintenance at the Sabroe Line. RCM implementation helps to reduce machine failure and increase machine reliability. Meanwhile, MVSM helps identify and overcome waste in maintenance activities. In conclusion, the RCM and MVSM strategies are effective approaches in engine maintenance at the Sabroe Line. This research provides a better understanding of the importance of a planned and structured maintenance strategy in improving engine performance. The recommendation for future research is to involve more departments and measure the impact of RCM and MVSM strategies on overall operational productivity and efficiency.

PT. XYZ, sebuah perusahaan manufaktur, memproduksi berbagai produk, termasuk Bok Travo. Perusahaan bertujuan untuk mengurangi limbah dalam proses produksinya untuk meningkatkan keuntungan dan tetap kompetitif di industri. Untuk mencapai hal tersebut, sebuah penelitian dilakukan untuk mengidentifikasi, mengurangi, dan mengusulkan perbaikan limbah dalam proses produksi Bok Travo. Studi ini menggunakan konsep lean manufacturing dengan menggunakan alat pemetaan aliran nilai dan metode Failure Mode and Effect Analysis (FMEA). Hasil pemetaan aliran nilai menunjukkan bahwa waktu produksi Bok Travo dapat dikurangi dari 2559 menjadi 2159 menit. Dengan menggunakan metode FMEA, akar penyebab pemborosan tertinggi diidentifikasi sebagai cacat seperti permukaan material yang tidak rata, kebocoran, kerataan, dan goresan pada produk. Rekomendasi perbaikan yang diusulkan antara lain penambahan waktu pengelasan dan pemberian support selama pengelasan, serta pengecekan silang dimensi sebelum proses perakitan.

This study aims to apply Lean Manufacturing to Reduce Waste in the Production Process (Pole Posh) of Guardrail Products. The object of research is the result of the production of posh pole PT. XXX. The approach used in this research is descriptive qualitative approach. Descriptive qualitative research is meant about understanding phenomena that occur in the object of research. The snowball sampling method which is a sampling technique based on interviews or correspondence by asking for information from the first sample to get the next sample until research needs are met, in this study the snowball sampling method is used to select the correspondence at PT. XXX to find out the type of waste that occurs during production process in order to conduct further analysis in this study. Data collection techniques with primary data and secondary data, while data collection techniques with secondary data, observation and interviews. Data analysis technique used Value Stream Mapping