CHAPTER I

INTRODUCTION

This chapter includes research background, problem formulation, research

objectives, research scopes, and outline of report.

1.1 Background

The manufacturing industry is an industry with main activity of processing

or converting raw materials into finished goods or semi-finished goods to increase
the added value of a product. Production activities are the main activities of the
manufacturing industry to add use value in meeting human needs. The
manufacturing industry plays an important role in the Indonesian economy because
of its ability to produce tradable products and also create jobs. One of the fast-
growing manufacturing industries in Indonesia is bakery. The bakery industry is
part of the food industry by utilizing wheat flour as the main ingredient in the
production process. Indonesia people mostly have consumed bakery for breakfast
and food in between busy times. Bakery are considered more practical and
nutritious. Not only that, but bakery also vary in shape, taste, and texture. Bakery
has now ranked third after rice and noodles as the staple food of Indonesians. The
bakery and cake business actors in Indonesia are currently dominated by the small-
scale bakery industry around 60%, large industries 20%, and the rest are medium
industries (Berliana, 2022).

The rapid development in the bakery industry requires companies to be able

to compete in the market. This is due to the large number of similar bakerys
produced by competing companies. Therefore, companies must always be able to
improve quality and productivity in their business. With a lean manufacturing
approach, companies can identify and eliminate existing waste through continuous
improvement so as to improve quality, productivity, profit, and market
competitiveness.

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 Taiichi Ohno created the Toyota Production System which is the basis of
lean manufacturing. Toyota has turned its operational advantages into strategic
weapons. This operational excellence is partly based on the quality improvement
tools and methods Toyota introduced to the manufacturing world, such as just in
time, kaizen, one-piece flow, jidoka, and heijunka. The concept known as the
Toyota Production System until now has become an example and role model for
the industry to realize lean manufacturing in the company (Rinaldi et al., 2016).
Lean manufacturing is a suitable method used by companies to identify waste levels
so that they are able to suppress and reduce non-value added activities (Ravizar &
Rosihin, 2018). Previous studies have found that the implementation of lean
manufacturing in the food and beverage industry has succeeded in reducing waste
by 25%-30%. (Kezia et al., 2017).

Yanna Bakery is one of manufacturing industry in Padang that produces

bakery. Yanna Bakery was founded in 2007 by Mr. Suryanna which is located in
Dadok Tunggul Hitam, Koto Tangah District, Padang City, West Sumatra. Yanna
Bakery produces two types of bakeries, namely chocolate fried bakery and donut
bakery. The main product of Yanna Bakery is chocolate fried bakery and also this
product has a higher demand than donut bakery. Yanna Bakery starts its operating
from Monday - Friday at 08.00 WIB - 17.00 WIB, with a break from 12.00 WIB –
13.00 WIB. Currently, Yanna Bakery have 8 employees with a daily production up
to 5,000 pcs of bakery and a monthly turnover of up to IDR 250,000,000. Yanna
Bakery produces 9-10 batches of production per day with the number of bakery
produced in 1 batch is 350 bakery. The storage period of bakery is a maximum of
seven days from the day of production. Yanna Bakery has several machines to
support the production process which can be seen in Figure 1.1.

Figure 1.1 Production Machinery

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 Based on Figure 1.1 Yanna Bakery has several machines in carrying out its
production process. A horizontal mixer machine for mixing bakery raw materials
into coarse dough, a spiral mixer for stirring bakery dough so that the ingredients
are mixed evenly, a press machine for smoothing bakery dough, and a bakery frying
machine. Flow Process Chart of the bakery production process at Yanna Bakery
can be seen in Table 1.1 to Table 1.3.

Table 1.1 Flow Process Chart of Bakery Production Process at Yanna Bakery
FLOW PROCESS CHART
SUMMARY ACTIVITIES : Bakery Production at Yanna Bakery
NOW PROPOSED DIFFERENT MAP NUMBER : 01
ACTIVITIES
Total Time Total Time Total Time PERSON V MATERIAL
OPERATION 39 276,72 NOW V PROPOSED
INSPECTION 3 19,52 MAPPED BY : Muhammad Fauzan Syahputra
TRANSPORTATION 18 21 MAPPED DATE : 17 February 2023
DELAY 1 2,34
STORAGE 1 3,18
TOTAL DISTANCE 76,09
SYMBOL ANALYZES ACTION
TIME (min)
DISTANCE

UBAH
WHERE

MERGE

REPAIR
ROOM
WHAT

WHEN
(m)

HOW
WHO
DESCRIPTION OF ACTIVITIES NOTE

ORDER
PLACE
PERSO
Taking scales and containers 1,32
Picking up raw materials to weighing
1 2,05
work station
Weighing materials 7,48
Putting the weighing material in the
2,02
container
The materials are transferred to the
horizontal mixer machine work 2 1,28
station
Set up horizontal mixer machine 2,01
The material is waiting to be stirred
2,34
in the horizontal mixer machine
The material is put into the horizontal
0,07
mixing machine
Stirring bread dough ingredients 6,32
The operator goes to the raw
2 0,36
material warehouse
Picking up a bucket in the raw
0,13
material warehouse
Filling the bucket with water 0,35

The operator goes to the work station

2 0,59
of the horizontal mixer machine

Putting water and others material

such as milk powder, sugar, and eggs
0,06
in a bucket into a horizontal mixing
machine
The process of stirring bread dough
5,17
into coarse dough
Set up spiral mixing machine 2,19
Transfer of coarse dough to the
working station of the spiral mixing 1 0,05
machine

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Table 1.2 Flow Process Chart of Bakery Production Process at Yanna Bakery
…………..(cont.)
Putting coarse dough into a spiral
0,06
mixing machine
The operator goes to the raw
3 0,45
material warehouse
Searching for containers in the raw
0,12
material warehouse
Picking up butter and salt in the raw
0,09
material warehouse
Weighing butter and salt 1,13
Putting butter and salt in a container 0,05

The operator goes to the work station

3 0,45
of the spiral mixing machine

Putting butter in a container to a

0,04
spiral mixing machine and last salt
The process of stirring bread dough 6,51
Transfer of dough to press machine 1,3 0,09
Set up press machine 1,25
Dough in the press in the press
5,44
machine
The dough is transferred to the
4,18 0,19
cutting dough work station

Inspect bread dough 1,47

Rework bread dough 29,31

The operator goes to the storage

2,51 0,27
area
The operator takes a round baking
sheet, rectangular baking sheet, 3,12
scales and knife
The operator goes to the bread
2,51 0,57
forming work station
Weighing the dough 1,14
Reaching out to oil already in bread
0,05
forming workstations
Grease a round baking sheet with oil 2,08
Inserting and jerking the round baking
2,11
sheet-shaped dough
Transfer of a round baking sheet
containing dough to a cutting work 0,68 0,29
station
Cutting the dough on a round baking
4,26
sheet into pieces
Operator to bread forming
0,68 0,29
workstation
Laying the cut dough 1,06
Carrying out the process of forming
18,31
and giving bread fillings
The formed dough is put into a
2,5
baking sheet

Operator to proofing room 6,19 4,27

Operator to storage area to pick up

11,1 1,08
tarpaulin
Operator to proofing room 11,1 1,12

Covering the baking sheet with a tarp 0,21

The process of proofing 120

Inspection of the dough whether it

9,05
rises or not

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Table 1.3 Flow Process Chart of Bakery Production Process at Yanna Bakery
…………..(cont.)
Transfer of dough that has risen to
14,52 4,13
the fryer work station
The dough is put in the frying
2,13
machine
Frying Process 18,11

Putting cooked bread onto a baking

4,08
sheet
Bakery cooling process 9,21
Bakery Inspection 9
Moving bakery to a packaging
4,9 3,16
workstation
Bread packing process 12,08

Putting packaged bread in the basket 3,04

Transfer of bakery baskets to the

2,42 2,37
storage area of finished products
Product storage 3,18

Based on the Flow Process Chart in Table 1.1 to Table 1.3, the stages of
bakery production at Yanna Bakery begins with weighing the ingredients to make
bakery dough. After the ingredients are weighed, the ingredients are mixed by
inserting in a horizontal mixer machine to produce a coarse dough. After the coarse
dough is formed, the next step is to stir the coarse dough on the spiral mixer machine
so the whole ingredients can be mixed evenly. Next, dough processing is carried
out on a press so that the dough becomes smooth and soft. After the bakery dough
is formed, the next step is the cutting of the dough. In chocolate-stuffed fried
bakery, chocolate filling is carried out in bakery, after that proofing process is
carried out in a room measuring 3.7 m x 2.54 m for 2 hours. After the bakery dough
is proofing, the frying process is carried out. After the bakery is baked, the cooling
process is carried out and bakery ready to pack.

Based on the Flow Process Chart in Table 1.1 to Table 1.3, it can be known
the flow of activities carried out during the bakery production process, the time of
each activity, and the distance for 1 batch of production. The bakery production
process at Yanna Bakery requires 39 operating activities with a total time of 276.72
minutes, 3 inspection activity with a total time of 19.52 minutes, 18 transportation
activities with a total time of 21 minutes, 1 delay activities with a total time of 2.34,
and 1 storage activity with a total time of 3.18 minutes, and a total distance of 76.09
meters. From the results of the Flow Process Chart, it can be seen that there are still
non-value added activities such as ingredients waiting to be stirred in a horizontal

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mixer machine, looking for work tools, preparing tools and set up machine, and
layout of the production floor at Yanna Bakery does not pay attention to the
relationship between work stations, especially forming, proofing, frying, and
packaging work stations.

The problem experienced by Yanna Bakery is the existence of waste over

processing during the production process. This happens because production
employees do work on certain processes more than indicated because there is no
clear procedure and work instructions. Comparison of ideal time and actual time of
bakery production process can be seen in Table 1.4

Table 1.4 Comparison of Ideal Time and Actual Time of Bakery Production
…………...Process
Ideal Production Process Actual Production Process Time
No. Date Batch per Day
Time (min) (min)
1 Batch 2 264 294,31
2 Batch 3 264 296,12
3 29/05/2023 Batch 4 264 321,08
4 Batch 5 264 314,56
5 Batch 6 264 298,43
6 Batch 4 264 291,11
7 Batch 5 264 305,41
30/05/2023
8 Batch 6 264 295,42
9 Batch 7 264 465,39
10 Batch 3 264 289,19
11 Batch 4 264 297,21
12 Batch 5 264 295,44
31/05/2023
13 Batch 6 264 290,06
14 Batch 7 264 312,55
15 Batch 8 264 301,19
16 Batch 2 264 304,31
17 Batch 3 264 298,29
18 Batch 4 264 295,14
05/06/2023
19 Batch 5 264 462,11
20 Batch 6 264 287,49
21 Batch 7 264 291,51
22 Batch 4 264 303,33
23 Batch 5 264 298,48
24 06/06/2023 Batch 6 264 291,35
25 Batch 7 264 306,44
26 Batch 8 264 294,21
27 Batch 3 264 306,48
28 Batch 4 264 301,08
07/06/2023
29 Batch 5 264 467,55
30 Batch 6 264 287,34

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 Based on Table 1.4, it can be seen that each batch in the bakery production
process has waste overprocessing so that the production time becomes longer.
Waste overprocessing often occurs in the process of weighing materials, mixing
dough in horizontal and spiral machine and also pressing process. As a result of
waste over processing, the amount of bakery production per day is less than optimal,
Yanna Bakery, which should be able to produce 11-12 batches per day, is actually
only able to produce 9-10 batches per day because of waste over processing which
results in longer production time.

Waste over processing also causes the production target per day is
sometimes not achieved. The worst overprocessing occurred on 30/05/2023,
05/06/2023, and 07/06/2023 which caused the total production of chocolate fried
bakery did not meet the demand on that day. Based on interviews that have been
conducted with production employees at the proofing stage, the dough does not rise.
So that a rework is carried out on the defect dough. The number of rework bakery
dough is up to 350 pcs of bakery. This causes the production time to become longer
and wasted energy. Yanna Bakery also has an ineffective material flow pattern due
to the irregular layout of the production floor. Production floor at Yanna Bakery
can be seen in Figure 1.2

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 C B
I D
A

F E
H

K
Information:

A:Raw Material Warehouse F: Bread Forming Work Station

B: Horizontal Mixing Machine Work Station G: Storage area for baking sheets, tarpaulins, and other equipment
C: Vertical Mixing Machine Work Station H:Proofing Room
D:Pressing Work Station I: Frying Workstations
E: Cutting Work Station J: Packaging Work Station
Production Flow K:Finished Products Warehouse
L: Unused Material Stack
Figure 1.2 Production Floor at Yanna Bakery

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 Based on Figure 1.2 from results of observations to the production floor,
the layout of the production floor at Yanna Bakery does not pay attention to the
relationship between work stations so there is a lot of bypassing and backtracking
movement especially, forming, proofing, frying, and packaging work stations.
Hence, that distance and transportation time are getting longer which causes the
production leadtime to also be longer. For example, after the dough is formed into
bakery and placed in a baking sheet, the production employee must pass through
the bakery forming and cutting work station to get to the proofing place. After the
dough is proofing and ready to fry, the production employees must pass through the
dough cutting and bakery forming work station to arrive at the bakery frying work
station. After the bakery is fried and cooled for packaging, the production employee
must pass through the bakery forming work station to get to the packaging station.
The ineffective material flow condition causes production time to be longer and
wasted unnecessary labor.

Based on the problems experienced by Yanna Bakery, a method is needed

to identify and reduce the occurrence of waste in the production process and identify
whether there are other wastes that occur outside the waste indicated at the
beginning. This is so that the company can save resources and costs so that there is
an increase in the efficiency and effectiveness of existing processes. One of the
approaches used to eliminate waste is lean manufacturing. The method in lean
manufacturing that is used to map the entire stream of both information and
materials and is used to identify waste is Value Stream Mapping (VSM). Value
Stream Mapping is a mapping process that serves to identify the flow of materials
and information in the production process from materials to finished products
(Rahman, 2021). Value Stream Mapping can be used as a starting point for
companies to recognize waste and identify the cause.

The mapping goal of Value Stream Mapping (VSM) is to identify all types
of waste in all production processes so that they can make improvements in an effort
to reduce waste (Damanik et al., 2017). A lean manufacturing approach with Value
Stream Mapping (VSM) is considered the most optimal for solving existing

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problems. This approach can map the flow of production and the flow of
information to a product at the total production level, so that it can provide benefits
for improving business processes as a whole which has implications for improving
the efficiency and effectiveness of existing processes (Ahmad & Aditya, 2019).

Analysis of criteria to determine the relationship between waste is carried

out with the Waste Relationship Matrix (WRM). WRM consists of columns and
rows where each row sees the effect of waste on other waste, while the column
shows waste that is affected by other waste. In creating WRM, researchers had to
disseminate questionnaires to Yanna Bakery. After the questionnaire was filled,
researchers weighted the questionnaire to find out the relationship between waste.
Validate the relationship between waste using the Waste Assessment Questionnaire
(WAQ) method. Based on the WAQ method, the highest rank of waste will be
obtained which is the most influential in the production process. The proposed
production improvement is an effort made in the hope of minimizing the waste that
occurs in the production process. The improvement efforts made in the production
process depend on the most dominant waste. It is hoped that this research can help
Yanna Bakery to minimize existing waste with recommendations for improvements
provided to be able to save resources and costs so that there is an increase in the
efficiency and effectiveness of existing processes.

1.2 Problem Formulation

Based on the research background, the formulation of this research is how

to identify wastes and provide suggestions for improvements to eliminate waste
contained in the bakery production process at Yanna Bakery?

1.3 Research Objectives

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 The objective of this research is to identify wastes and provide proposed
improvements to eliminate waste contained in the bakery production process at
Yanna Bakery.

1.4 Research Scopes

The scopes in this research are:

1. The type of bakery observed in this study is chocolate fried bakery because
it is the main product of Yanna Bakery as well as bakery with the highest
demand.
2. Proposed improvements will be implemented if obtained permission from
Yanna Bakery
3. Improvement recommendations are given to waste with the highest
percentage

1.5 Outline of Report

The outline of this final project report as follows:

CHAPTER I INTRODUCTION
This chapter consists of background, problem formulation, research
objectives, research scopes, and outline of the report.
CHAPTER II LITERATURE REVIEW
This chapter contains theories from various sources related to the
problems discussed in this study
CHAPTER III RESEARCH METHODOLOGY
This chapter contains the flow that the author uses in conducting
research. The research methodology contains the stages or steps
carried out so that the research can run systematically and
purposefully.
CHAPTER IV DATA COLLECTING AND DATA PROCESSING

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 This chapter contains the data collected during the research process
as well as the results of the data processing that will be used and
needed in the analysis and interpretation chapter.
CHAPTER V ANALYSIS
This chapter contains an analysis of the discussion based on the
results of data collection and processing that has been carried out
previously, which is adjusted to the research objectives and produces
a recommendation for Yanna Bakery
CHAPTER VI CONCLUSIONS AND SUGGESTIONS
This chapter outlines the conclusions that can be formed based on
data analysis and interpretation, as well as inputs supplied based on
the study outcomes and for the enhancement of the next final project
research.

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