p–ISSN: 2723 - 6609 e-ISSN: 2745-5254

Vol. 4, No. 10 October 2023 http://jist.publikasiindonesia.id/

Doi: 10.59141/jist.v4i10.692 1681

IMPROVEMENT OF ELECTRIC MOTOR INSPECTION PROCESS IN SERVICE

REPAIR WORKSHOP: WITH LEAN CONSUMPTION MAP APPROACH

Introduction

Today's industrial era 4.0 is increasingly putting strong pressure on the industrial

world in terms of operational reliability. Electric motors are one of the most widely used

industrial machines, where it is estimated that about 70% of the total electricity load in

UKB Millenium service repair workshop located in the Tigaraksa area, Tangerang

is one of the providers of electric motor maintenance and repair services to various small

and large-scale invoice industries in Indonesia. This workshop has problems related to

Irani Harefa, Edi Hamdi, Tantri Yanuar, Rina Annindita

Jurnal Indonesia Sosial Teknologi, Vol. 4, No. 10, October 2023 1682

the inspection process of electric motor repairs that are high compared to the KPI (Key

Performance Indicator) target. Figure 1 below shows the flow diagram of the inspection

process in the workshop which has not been effective and there are many wastes, such as

waste of movement, place, waiting, and so on.

Figure 1. Flow chart on the inspection process

of 2,735 minutes, with a total value added of 285 minutes (10.4%) and a total of non-

value added of 2,450 minutes (89.6%). While the workshop as a service provider takes a

total of 3,045 minutes, with a total value added of 850 minutes (27.9%) and a total of

non-value added of 2,195 minutes (72.1%).

Table 1

Data LCM Before (Value Added Assessment)

SPV review draft

report

Reporting engineer

revisi draft report

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Sunaryanto & Shah, 2018; Shah et al., 2019), logistics (Lee, Olson, Lee, Hwang, &;

Shin, 2008), office (Silva, 2015), education (LeMahieu, Nordstrum, & Greco, 2017),

banking (Sunder, Ganesh, &; Marathe, 2019), financial sector services organizations

(LeMahieu, Nordstrum, & Greco, 2017)and information technology services (Sunder,

Ganesh, & Marathe, 2019)(Delgado, Ferreira, & Branco, 2010)(Gijo, Antony, & Sunder

M, 2018).

However, the application of Lean service as in the studies above is still limited to

a few service sectors so it requires further research in other service business sectors that

are more detailed, where Lean Service has been (or can) be applied (Leite &; Vieira,

2015)(Leite & Vieira, 2015). Such continued research should focus more on providing

Consumption Map (LCM) tool. In fact, according to Womack and Jones (Womack &

Jones, 2005), this LCM tool is very suitable for describing current state and future state

conditions for services in the service company sector, especially the service repair

workshop business model like this study.

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Based on these considerations, researchers want to research the application of Lean

Services in a service repair workshop company using LCM and DMAIC tools. The choice

of LCM tools is because other tools tend to be commonly applied in manufacturing

companies and some companies in the suit (service) sector. This study aims to determine

the application of Lean Service in the inspection process, reduce non-value-added

activities, add research in the same field, and increase the knowledge of researchers and

academics. In the future, it is hoped that this research can be a reference for other

researchers.

Lean Consumption Map (LCM)

According to Womack and Jones ((Womack & Jones, 2005), the concept of the

Metode Penelitian

Researchers use qualitative research methods, where data is obtained based on

process observations, interviews, photo documentation of processes and work areas in the

workshop, document analysis, procedures, and inspection reports. Researchers conducted

this research at the UKB Millennium workshop in the Tigaraksa area, Tangerang

Regency, for approximately three months starting from April to June 2021.

Results and Discussion

As a first step, researchers use the Time Series Plot tool to determine the target

measure of success if the data trend used is random or random. The results in Figure 3

improvement efforts also called improvement projects as shown in Figure 4 below.

Determining the goal statement of success measures is very necessary for every Lean

Service project because it is closely related to guiding all parties involved in the process

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and other teams in the process, where in the future there will be the opportunity to

continue other improvement proposals after the project is handed over to the process

owner. There is also ease of communication to all teams involved in providing an

overview of the efforts that must be made to make the project a success.

After determining the goal measure of success, determine the scope of the project

using the SIPOC diagram (Figure 5) which can illustrate the scope of the project, because

all supporting elements namely suppliers, inputs, processes, outputs, and customers are

considered and included in the SIPOC diagram.

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targeted, and who will be involved in the project.

Measure

In this Measure stage, researchers use Process Map tools, Cross-Functional

Flowcharts, Flow Charts, Lean Consumption Maps (LCM), and finally Value-Added

Assessment. From the Process Map in Figure 6 below, researchers increasingly

understand how the inspection process carried out at the UKB Millennium workshop

starts from the initial process to the final process. Broadly speaking, there are four parties

involved directly and interrelated, namely customers, sales teams, workshop teams, and

supplier teams. Furthermore, it also shows that there are five validation processes, where

each validation point is based on the results of interviews and observations of researchers

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Then the initial findings information on the Process Map above is used by

researchers to explore data in the next stage, namely by making a Functional Flowchart

according to Figure 6 below, which clearly shows the process flow to identify or

reconfirm potential delays, rework, excessive inspection and validation and stages that

have the potential to cause system failure. The results of the data from the two tools above

confirm each other and strengthen the confidence of researchers that the motor inspection

process in the workshop has great potential to be used as an area of improvement in the

next stage.

Figure 7. Cross-functional flowchart motor inspection process in the workshop

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Furthermore, the researcher entered the stage of describing the Lean Consumption

Map according to Figure 2 in the previous section, the results of which made the

researcher know the total time needed by customers was 2,735 minutes, with value-added

285 minutes (or 10.4%) and non-value added 2450 minutes (or 89.6%). In contrast, the

provider's total time required was 3045 minutes, with value-added 850 minutes (or

27.9%) and non-value-added 2195 minutes (or 72.1%).

Through the data presented by the Lean Consumption Map, important information

is obtained that many activities have a longer processing time, thus affecting other

processes (bottlenecks). For example, from the provider or workshop side, the sub-

process starting from receiving the motorbike in the workshop to waiting for the

to Figure 1 in the previous introduction, to better understand the layout and distance, as

well as the process flow when workers work in the workshop room, including carrying

out verification and validation activities for inspection documents. This is very helpful in

the Analyze stage later, which is when determining what potential failures or wastes may

arise due to the layout or due to the many flows of movements of workers in the workshop

that are not effective and efficiently carried out.

Analyze

In this analysis stage, researchers will conduct a problem-identification study and

determine the root cause of the problem and future improvement steps with FMEA

(Failure Mode and Effect Analysis) tools. The first step that must be done in this FMEA

Severity (severity in the event of failure), determining the potential cause of failure,

assessing Occurrence (how often the failure occurs), determining the method and value

of Detection (how much the failure can be detected), make recommendations for

corrective actions, and finally predict the value of the Risk Priority Number (RPN) before

and after the improvement recommendations are made. By general standards, when an

RPN value above 100 is found, the value is considered high and needs to be improved.

The full FMEA data can be seen in the appendix to Table 12).

Based on the data presented in the FMEA, plus consideration of the data presented

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3

At this stage, researchers will use several tools, namely the Impact and Effort

improvement. The next step is to make an estimate that describes the conditions of change

that will occur, namely the estimated value of Value Added Assessment after

improvement with the help of the Lean Consumption Map after Lean Service tool

according to Figure 8 below.

Figure 8. LCM Simulation after Lean Consumption

Figure 8 above shows a simulation of Lean Consumption after Lean Consumption,

where researchers found significant changes both on the customer side and on the