CHANGEOVER PROCESS IMPROVEMENT TO REDUCE CHANGEOVER PROCESS TIME ON OFFSET MACHINE 10 (CASE STUDY: PT ABC)

Al Ikhsan, Muhammad Fikri (2025) CHANGEOVER PROCESS IMPROVEMENT TO REDUCE CHANGEOVER PROCESS TIME ON OFFSET MACHINE 10 (CASE STUDY: PT ABC). S1 thesis, Universitas Andalas.

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Abstract

The existence of industry is very strategic in contributing to Gross Domestic Product (GDP), employment, foreign exchange, and technology transfer. The pulp and paper industry is one of the strategic manufacturing sectors in Indonesia that plays an important role in the national economy. PT ABC is one of the major players in the pulp and paper industry in Indonesia. Located in Banten Province, the company focuses its activities on the production of various types of paper. Currently, there is a problem in the production process of offset machine 10, namely the changeover process time on this machine exceed the target which is 80 minutes. As a result, many products that have been scheduled to be produced on this machine experience delays in starting the production process. This delay not only impacts the company's internal efficiency, but also lowers the level of customer satisfaction. Single Minute Exchange of Dies (SMED) is a structured improvement methodology to reduce machine changeover process time to less than 10 minutes. The goal of using this SMED method is to perform many changeover steps while the machine is in operation, leaving as few simplified and streamlined steps as possible during the actual changeover process, thus reducing unnecessary equipment downtime. Therefore, this research focuses on reducing the changeover process time using the SMED methodology, so that products that have been scheduled to be produced next do not experience delays, so that the level of customer satisfaction can be maintained. Before improvements, the changeover process was plagued with inefficiencies due to factors such as inadequate worker allocation, lack of standardization, and reliance on manual methods. Root cause analysis (RCA) revealed significant bottlenecks in activities like roll cleaning, plate handling, and register setting, highlighting the need for targeted interventions. After improvements, including the separation of internal and external activities, the adoption of automation, and the introduction of tools like the densitometer, changeover process times were significantly reduced. The average improvement rates (the percentage reduction in changeover process time after improvement) ranged between 21% and 46%, depending on the complexity of the task and worker availability. These results demonstrate the effectiveness of aligning technological enhancements with workforce training and process standardization.

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