An Empirical Study on the Integration of Lean Manufacturing and Kaizen to Increase Manufacturing Productivity in Indonesia

Abstract

Introduction: The phenomenon experienced by several industries is due to a decrease in customer demand, unbalanced workstations, over capacity from what is needed, and too many activities that do not add value.

Objectives: This study aims to enhance process flow by reducing process waste and minimizing time in the assembly area, thereby increasing overall efficiency and productivity.

Methods: To achieve this, the research adopts a combination of the Lean Manufacturing approach and the Kaizen concept. Lean Manufacturing provides a systematic framework for eliminating waste. Meanwhile, Kaizen instills a continuous improvement mindset that ensures lean systems don't remain a one-time project. Combining these two methods allows for systematic productivity improvements through Focus Group Discussions (FGD). FGD with experts are used to guide the implementation of Fishbone Analysis and FMEA because they integrate cross-functional expert judgment, enhance content validity, and generate credible consensus in identifying root causes and process failure risks.

Results: The results demonstrate significant improvements in manufacturing performance. The process time was reduced by 45.2%, manpower requirements decreased by 33.3%, and daily production output increased from 50 units to 55 units, reflecting a 10% improvement. These findings highlight not only the benefits of reducing unnecessary processes and motion but also the impact on cost efficiency and workforce optimization. Moreover, the study addresses delivery delays that previously resulted from low productivity, indicating inherent limitations within the current process. Recognizing these challenges provides valuable insights for developing strategies to overcome them. In terms of broader implications, the research suggests that the integration of Lean Manufacturing and Kaizen in the Indonesian manufacturing context holds potential for scalability and wider adoption across the industry. This research has a level of originality that lies in the development and integration of a continuous productivity improvement model that combines Lean Manufacturing approaches, Kaizen Thinking, and expert-based risk and root cause analysis.

Conclusions: Overall, the results of a 45.2% reduction in process time provide a scientific contribution in the form of a practical, adaptive, continuous productivity improvement model, while simultaneously expanding the understanding of how the integration of Lean Manufacturing and Kaizen can be effectively operationalized to support the long-term competitiveness of the manufacturing industry.