Identifikasi dan Analisis Pemborosan (Waste) pada Proses Servis Berkala Kendaraan menggunakan Pendekatan Lean Service

Abstract

Competition in the automotive industry demands that authorized workshops provide fast, efficient, and high-quality services. However, the periodic service process still potentially contains non-value-added activities (waste), which increase service lead time and decrease operational efficiency. This study aims to identify and analyze waste in the vehicle periodic service process at a PT. Hadji Kalla Toyota workshop using the Lean Service approach. This research employs a case study method with field observation and time study approaches. Data were collected through direct observation, process time measurements, interviews, and documentation. The analysis was carried out using Current State Value Stream Mapping (CSVSM), Seven Waste identification, 5 Whys Analysis, Fishbone Diagram, and Future State Value Stream Mapping (FSVSM). The findings indicate that the periodic service sequence comprises 29 distinct operations, yielding a Lead Time of 7,550 seconds, a Processing Time of 5,360 seconds, a Waste Time of 840 seconds, and a Process Cycle Efficiency (PCE) of 71%. Delays (waiting) emerged as the most critical source of waste, followed by unnecessary transportation, motion, overprocessing, and underutilized talent. The underlying causes of these inefficiencies stem from an unoptimized appointment booking system, manual cross-departmental coordination, suboptimal workshop layouts, and non-digitalized administrative procedures. Proposed improvements such as optimizing the booking service, implementing electronic work orders, applying 5S principles, rearranging the layout, and integrating information systems are projected to reduce the Lead Time to approximately 6,400 seconds and increase the PCE to around 80%. The study concludes that the Lean Service approach is effective in reducing waste and increasing the efficiency of the periodic service process at the PT. Hadji Kalla Toyota workshop.