1

CHAPTER I

INTRODUCTION

1.1 Background of the Problem

Almost all of the countries have changed to go forward and be the ideal country.
Nowadays, globalization has pushed capability of country to think how to develop and
improve especially in the industrial sector. It is one of several aspects that make rapid
change due to in the industrial sector is one of important factor to economic growing in
the country. Indonesia has chances and opportunities large enough in the industrial
sector especially for human resources due to Indonesia has potential adequate human
resources that could give positive response in the industrial sector. It depends on the
country and industrial sector about how to develop human resource in there. Indonesia
has chances and opportunities large enough in the industrial sector.

Human resource is important factor in industrial sector to developing the

country. Students have big impact in that sector due to they should be trained and
educated to maximizing human resources in order that they have knowledge through
development process in the field. It usually trained and educated through implemented
what they learn but the activity is not only given by study regularly at campus in the
formal situation, although it is also important. It is also need to know real situation in
direct implementation to improve their skill in the field.

One of formal education institute in Indonesia, it is Universitas Islam Indonesia.

The institute has the program that important to learning process of students which called
Internship Program especially in Industrial Engineering Department. It is part of
lectures that has relation about practical as the requirement for student to complete
academic process. In that program, student has chances and opportunity to applicate
knowledge that has been learned in the campus and learn work standard in there
professionally with more detail then get new experience in work-world. Student also
 2

could increase insight about industrial world and improve the skill in work practice
expertise. During Internship Program, student should work as an employee. Students
will learn many things such as team-work project experience, communication skills,
professional behavior, and ability to plan and complete a project within time frame. The
expectation after do the Internship Program, students could have high responsibility for
their self as parameter after graduate the student could directly work in real industry or
not.

Based on the above explanation, the author has conducted the Internship
Program, located in PT Toyota Motor Manufacturing Indonesia fully addressed in
Kawasan Industri KIIC, Jl. Raya Permata Lot DD No. 1, Karawang Barat, Kabupaten
Karawang, Jawa Barat. PT Toyota Motor Manufacturing Indonesia is a company works
in producing car and has accused internationally. The duration of Internship Program
start from March 1th 2016 until April 30th 2016. By the range of that duration, the author
decided to set the study focus on the process production in line assembly. The reason
for choosing this company is because the global-product that has been producted by the
company, in case of that author wish to help that industry in order to prepare better
future.

1.2 Internship Program

The information below contains the time and place has been taken to conduct the
Internship Program:
Date : 1st February 2016 29th February 2016
Place : PT. Toyota Motor Manufacturing Indonesia fully addressed in
Kawasan Industri KIIC, Jl. Raya Permata Lot DD No. 1,
Karawang Barat, Kabupaten Karawang, Jawa Barat.
Time : Monday - Friday
07.00 16.00
Division : Assy & Painitng
Department : Assy Production
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1.3 Objectives of Internship Program

This internship is intended to achieve targets, which are:

a. Students can implement the knowledge and understanding about Industrial
Engineering Science and see the different in the company.
b. Students know world industry practically through real application process
directly in order to more detail know about world industry in the company.
c. Increase the ability of problem solving skill that can use to analysis and solve
the problems that occurred in the real industry of the company.
d. Students can study and learn how the system of work in the company as
important knowledge is for the future.

1.4 Significances of the Internship Program

The internship was conducted in order to fulfill several purposes as elaborated as

follows:
1. For Students
a. As a self-preparation to enter to a field of work.
b. To extend the knowledge, concept of thought, and idea as well as to
understand the professionalism in the real work.
c. To test the ability for applying theoretical concept to the practical
aspects.
d. To train the concept of thought to be practice, effective, and efficient to
face the problems in the real industry.

2. For University
a. To give an opportunity for its students to know the situation of work in
the factual scale.
b. As the evaluation to improve the quality of existing curriculum in the
future.
c. As the starting point for building relationship and cooperating to the
company based on the trust and quality.
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3. For Company
a. Get the problem solving of existing problems which are faced by the
company as sufficient as the capacity of related student.
b. Generate the knowledge of Industrial Technology, especially in the
Industrial Engineering field.
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CHAPTER II

COMPANY PROFILE

2.1 The Companys Vision Mission

2.1.1 The Companys Vision

There are PT Toyota Motor Manufacturing Indonesia Vision:

1. Best and Flexible Company
TMMIN has the commitment as global manufacture company to develop best of
the manufacture operational to produce of global quality product that can be
easy to appropriate the market needed in each country.
2. The company that admired
Represent the TMMIN commitment to continuous has contributed the
development of Indonesia.

2.1.2 The Companys Mission

PT Toyota Motor Manufacturing Indonesia has a simple mission, the mission of Toyota
exactly always follow development a new era. The mission of PT. TMMIN always
changed every 2 years. So here is the PT. TMMIN mission, It is to help the people and
item move from one place to another with comfort through the continuous development
in technology, product and service in automotive industry.

2.2 Ownership

PT. Toyota Motor Manufacturing Indonesia (PT. TMMIN) is one of several companies
that move in automotive assembler of Toyota product. PT TMMIN is subsidiary
company from PT. Toyota Motor Corporation Japan.
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2.3 Location

Here are the locations of PT. TMMIN and Head Office as follows seen in Figure 2.1.

Figure 2.1 PT. TMMIN Map

PT. Toyota Motor Manufacturing Indonesia that we placed operates in West Java, the
detail location is:
Alamat : Kawasan Industri KIIC, Jl. Raya Permata Lot DD No. 1,
Karawang Barat, Kabupaten Karawang, Jawa Barat 41361.
Geographycal Position : -6.356687, 107.294367
Contact : (0267) 644840
Website : toyotaindonesiamanufacturing.co.id
The Head Office located:
Address : Jl. Yos Sudarso, Sunter II, Jakarta 14330
Contact/Fax : Telp (021) 6515551 (hunting), Fax (021) 6515360

2.4 History

PT Toyota Astra Motor established in Jakarta 1971 by James Suliman from PT Gaya
Motor, William Surjadjaja from Pt Astra International Inc. and Zenichi Koyama from
Toyota Motor Co. & Toyota Motor Sales of Japan as importer and distributor Toyota
 7

vehicle. In 1973 established PT Multi Astra factory line and in 1976 established PT
Toyota Mobilindo was component part to Toyota commercial vehicle.

As a manufacturer of components for commercial Toyota vehicle. In order to

consolidate the business activities in 1989, PT TAM mergered with four affiliation
company namely: PT Toyota-Astra Motor, PT Toyota Mobilindo, PT Multi Astra and
PT Toyota Engine Indonesia.

In 2003 reorganizated from PT TAM became PT. PT Toyota Motor

Manufacturing Indonesia (TMMIN) and also established by PT Toyota-Astra Motor
(TAM) as the new distributor and produced to domestic market, PT TMMIN also
exported to some of the country such as Malaysia, Brunei Darussalam, Papua Nugini,
Thailand even Japan Country.

2.5 Organization Structure

"Structure is an entity (such as an organization) made up of elements or parts (such as

people, resources, aspirations, market trends, levels of competence, reward systems,
departmental mandates, and so on) that impact each other by the relationship they form.
A structural relationship is one in which the various parts act upon each other, and
consequently generate particular types of behavior (Fritz, 1996: 4)".

2.5.1 Toyotas Organization Structure

PT. TMMINs organizational structure is based on the varied business operations of the
company around the world. As one of the Asia-Pacifics leading automobile
manufacturers, PT. TMMIN employees its organizational structure to support business
goals and strategic direction. This structure is also linked to the traditional
organizational structures used in Japanese businesses. The effectiveness of PT. TMMIN
in maintaining a strong global presence shows its ability to use its organizational
structure to maximize efficiency and capacity utilization. In essence, this organizational
structure is a contributor to Toyotas success in the global market. So here are the
organizational of PT. TMMIN can be seen in Figure 2.2.
 8

Figure 2.2 Organization Structure of PT TMMIN

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2.5.2 Assy & Painting Department

The researcher was placed in Assy & Painting Division and the department is in Assy
Production when took the Internship. Here is the figure of Assy & Painting department
can be seen in Figure 2.3.

Assy & Painting Department

Assy Production Painting Engineering Service

Painting Production A & P Maintenance

Assy Engineering Service

Figure 2.3 Organization Structure of PT TMMIN in Assy & Painting Department

2.6 Products

Currently in Karawang plant focus to produce the vehicle such as Toyota Kijang
Innova, Fortuner, Sienta, Yaris, Vios and Etios (c). Here are the Toyotas products that
produced by PT. TMMIN Karawang plant can be seen in the Figure 2.3.

(a) (b)
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(c) (d)

(f) (g)

Figure 2.3 (a) Toyota Kijang Innova Car

(b) Toyota Fortuner Car
(c) Toyota Sienta Car
(d) Toyota Etios Car
(e) Toyota Vios Car
(f) Toyota Yaris Car
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CHAPTER III

PRODUCTION MANAGEMENT

3.1 Basic Process Assembly

Basic purpose of Toyota Production system (TPS) is to reduce waste with producing
cost so it can increase profit, which is known as

Sell Price = Production Cost + Profit

So the Toyota way to gain more profit is by reducing production cost not by increasing
product price, because if the price is too high there will be few people who will buy the
product.

Toyota Production System is production system which always try minimize

waste (MUDA, MURA, MURI) with involving all employees in company, with TPS
implementation it will create flexible production system but lean manufacturing, a
production system that able to adapt quickly based on customer demand fluctuation, but
on the same time has lean production (minimal stock. TPS is a system which has been
developed by Toyota to support production system. The figure of Toyota Production
System can be seen in Figure 3.1

Figure 3.1 Toyota Production System System

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This Toyota Production system is hold by two main poles which is just in and
jidoka. Just in time is doing right job in the exactly demand time and jidoka an
autonomous or joining between automation and intelligence where machine can
automatic if something wrong occurs. Application from just in time is there any
continuous movement or called as kaizen. So it can reduce MUDA or unused
movement.

Those two main pillar just in time and jidoka are run based on production
standardize which been decide before.

3.2 Just in Time

Just in Time is system of production that producing and sending that is needed, when it
is need and appropriate with needed amount. If Just in Time condition can be in all
process, it can achieve minimum stock, short lead time, minimize cost. run maintain
quality and workers motivation to think forward. Some basic operation principle of Just
in Time:
3.2.1 Pull System

It is a process that only produce single part which been pull by next process or in the
other word it means demand from next shop that can increase production from before
shop. The importance of pulling system is how to make production activity have direct
connection with real order agent/dealer (different with pushing system which produce
single part as many as it can to continue to the next process). Tools for pull system is
using communication technique with using sample tool or visual which known as
Kanban, which a carrier of complete information that can guarantee each operation coud
bring the certain needed part that are used in the next process. The figure of kanban will
figured in Figure 3.2
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Figure 3.2 Kanban

3.2.2 Deciding Tact Time

Tact Time is a time that used to produce one of component in vehicle. This scheduling
mechanism are based on monthly production and combined with production scheduling
using big scale. Total from daily operation are based on operation in all machine on
100% efficiency during regular work time. Tact Time make possibility to produce kinds
of part in different type which is used in vehicle until in production and to supply those
parts to each process in line Assembly on the right time or in the other word can be said
as standard time that been decide in producing certain product. It is can make
production are based on production scheduling and give flexible reaction according to
changing of selling capacity. Tact time can be calculated using Equation 3.1.

Total operation time

Tact Time = Production (3.1)
Target (daily )

Example of Tact Time calculation:

1. Work time = 480 minute/shift

2. Shift = 2 shift
2. Morning briefing = 5 minutes brief/shift
3. Hot time = 2 @ 10 minutes/shift
4. Demand = 392 units/day
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(480 5) (2x10)
Tact Time = 392

= 2,3 minutes

From the calculation it known that each process will be set at 2,32
minutes. Beside those basie principles there is also lead ime which decides Just
in Time level. Production lead time is needed time in one line process (from
material input until product output, Production lead time can be calculated using
Equation 3.2.

Production lead time = WIP x Tact time (3.2)

Basic condition to make basic operation principle running effectively is

Heijunka (leveled production). Heijunka are leveling whole production planning
even variation or item volume that will be produced in decided range time to
avoid high production fluctuation.

The different between conventional production and Heijunka is that

conventional is concentrated working in different process in different time,
while Heijunka distributed work in step according with production step in hole
time.

3.3 Jidoka

Toyota maintains high quality cars continuously by Jidoka. Jidoka is ability from line
production that can be stop automatic by machine or operator if there is any abnormal
condition or quality problem such as unfunctional tools or defect part product. The
principe is Machine-Human Automation which are automation tools work harmony
with operator. Besides, doka also contain Built in Quality (BIQ) concept, that is not
accept, make or continuing defect product Every operator are inspector which can
guaranty quality, for that each operator are giving right to stop machine if there is any
defect and do repair process soon as possible to sent to the next process. Jidoka has
advantages as follow:
1 Defect Parts would not be continue to the next process.
 15

2 Avoid traffic or broken machine.

3 Save employee energy.
4 Problem can be clear so it make Kaizen become easy.

To implement Built in Quality concept, Jidoka has supporting tools that is

Andon, Fix Position Stop System dan Pokayoke.
A. Andon
Andon is an explanation panel which has lamp nal and buzzer to inform supervisor or
another workers about process or quality problem in any pos. the signal can be
activated manual by operator, or can be activated automatically by production
equipments itself Briefly, andon is a joining from visual indicator and buzzer or
alarm. Figure 3.3 shows a visual or communication system that notifies everyone of
abnormalities in a process when support or attention is needed.

Figure 3.3 Andon

B. Fix Position Stop System

Fix Position Stop System is line which limit the process activity in one pos and also
as a line which differentiate one pos to others. The principal is that operator should
start the process and finish it in certain time which already determined. Sometime
operator has problem, when the car has reach the finish line in that pos, operator
should pull Andon.
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C. Pokayoke
Pokayoke means a way to avoid failure in the process, or called ati-failure tol. The
form of yoke can be varies. It is intended to guide operator, also explanation so that
common people will not be wrong if they have to do the job.

Figure 3.4 Pokayoke

3.4 Kaizen

Kaizen or continuous improvement is a character of Toyota production system. The

main purpose is to identify and eliminate MUDA, MURA, MURI or waste in any
places, including production process. Kaizen also guaranty the quality and safety.
Kaizen is basic key to make job become more simple and easy to do, re-engineering
process is to balance the physical demand in each team member, increase speed and
efficiency process work, keeping safe the working environment and fixing product
quality continuously.

3.5 Harigami

Harigami is operator guidance that more focus on part specification which have to use
in vehicle unit assembly process according to each process using Harigami. Toyota can
produce many kind of vehicle unit in one line production. Harigami consist of unique
part code that will be put on vehicle unit with priority of choosing code as follow:
1. Part indication (color writing/sticker)
 17

2. Part number
3. Special mark (for example there is hole part giving LB code)
This code is to make easier the ioperator to differential kind of part that the priority
must be put on. These codes are in paired with label code that put on part board, so it
make no mistake when the operator take the code. Harigami usually put in front of body
vehicle unit, machine and chassis, this placement is for make easier the operator see
Harigami so three is no mistake in putting Harigami.

3.6 Muda, Mura, Muri

3.6.1 Muda

Muda is something that not resulting value or waste. Muda consist of many kinds as
follows:
1. Muda in waiting
Muda in waiting will make decreasing in affectivity and efficiency in time for
example: Waiting time in operation machine, operator will only busy in
preparing part that will be working in the machine after that operator only wait
and not doing anything during operation machine. That's why improvement in
increasing effectively and cfficiency time with reducing operator, for example if
one operator for one machine then now one operator for three machine.
2. Muda in processing
Muda in process also can called as over specification which is Processing un
necessary thing, for example support radiator that fom begin is blackout because
the place are cover by bumper so this paint is caused Muda so this paint change
by over spray
3. Muda in motion
Unnecessary motion will caused Muda in motion. Operation movement
including network and incidental work. Network is main movement that give
more value in product. Incidental work is a motion that needed but not giving
more value in product or main work that are doing. While Muda is motion that
not give more value in working production. In TPS, incidental work include in
Muda motion because this motion not giving more value to product. Another
 18

example Muda motion are oftenly taking fall product from conveyor, the product
must not faal from the conveyor so there is no muda motion
4. Muda in correction or repaired
Muda in correction like repairing defect product, re working vehicle service,
also sending back part or mistake document are not giving more value in a
product, but it is wasting workers time.

3.6.2 Mura

Mura is unbalancing condition or unarranged. For example production volume and work
load that always change will caused equipment, material and worker must fit into that
condition even it is happen for only in case.

3.6.3 Muri

Muri is machine load or over limit worker ability. For example forklift with maximum
capacity 100 kg but it is loaded with 150 kg will caused that forklift is broken, another
example placing inability operator in difficult job. That caused stresses and broke in that
job.

3.7 Production

3.7.1 Work Standard of Assembly

In operate Toyota Production system it need standardization. It is all standard work of

operation in the production line to create production determine efficiency without create
Muda, Mura, and Muri. That kind of work called as standardized Work. The purposes of
standardization are:
A. As a tool to implement BIQ.
B. Visualization of problem so can do improvement.
C. Guidance for worker to do the job.
D. Avoid extended process.
E. As control visualization from work process.
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F . Keep the process standard for any operators.

Work standard is one of the most important to support to case production processes
work standard in PT TMMIN are:
1. Line capacity sheet
Line capacity sheet is a table of workers and machine process time whether
manually or automatically, and also data of the tools ability. This table will
decide standard time that will be used for process or even the changing tools.
2. SWCT (Standard Work Combination Table)
SWCT is work order which describe and record the combination of human
movement using machine in range of time (cycle). SwCT has purpose to make
harmony between work elements human with work element machine.
3. SWS (Standard Work Sheet)
The function of SWS is as a standard cluework order. SWS is describe by
operator movement, process, machine layout/tools and product layout.
4. Step Sheet
Steep sheet is sheets that explain the element, atep and time which is use in
doing job order in each operator. The function of step sheet is to get varian view
that involve in that activities, knowing cycle time in each varian so it possible to
reduce MUDA because the unbalancing work and to support the SWS making.
5. SOP (standard operation procedure)
SOP is standardize of work procedure that explain how to done that SOP job is
more for production machine operation. Right process will be produce right
product is Principe of SOP. The purposes of SOP are:
6. Element Work Sheet Element Instruction Sheet
The function of EIS is to explain how to do the job, so three is no mistakes EIS
it self is an sop which is the inside are adding a time work for operator guidance
to finish work based on tact time that already decide.

3.7.2 Production Material

Production material which used by PT. TMMIN are:

A. Stamping : Coil dan Plat
 20

B. Welding : Body Part

C. Painting : Cat (water best)
D. Assembly : Interior and Exterior part in the car

3.7.3 Toyota Production Process

From customer order, the Toyota production process will be started until back to the
customer. The figure of Toyota Production process can be seen in Figure 3.5

Figure 3.5 Toyota Production Process

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3.7.4 Toyota Assembly Process

Assembly process is final process in making unit car, which continuing of stamping
Process in pressing shop, welding in welding shop and painting on painting shop,
Assembly process is a process which assemble body, chassis. engine, and assemble
more than 2000 component are assemble to be one unit complete car, and then pass to
final inspection before delivering to the customer.
Assembly activity is conduct on assembly shop which commonly called assy
shop. In broad outline, assy shop has three main line, those are Frame Line. Trimming
Line, dan Final Line. Besides, there are also sub Assy Line which become a part of
important production process, those are Engine Dress Up Lines, lp Module Line, Front
Arle sub Assy Line, Tire sub Assy Line dan Door Line. Those line is called sub assy
since the activity inside do not determine lead time. See the lay out offline below for
more clearly. Here are the figure to show assembly layout in the Toyota production
process can be seen in Figure 3.6.
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Figure 3.6 Toyota Layout Process of Assembly Show

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3.7.3.1 Trimming Line

In Trimming Line, the interior and exterior parts of car are assembled. This process has
many description so that it necessary to be separate into two line. which are Trimming Line
1 and Trimming Line 2.

3.7.3.1.1 Trimming Line 1

In broad outline, assembly processes in trimming Line 1 are:

I. Process Door Off
2. Assembly Process of Insulator dash Panel and Cooling Unit
3. Assembly Process of wiring floor, cap machine and back door
4. Assembly Process of Tube Brake and Pedal
5. Assembly Process of Head lining and Room Lamp
6. Assembly Process of Insulator Hood
7. Process Reinforcement and Instrumentpanel
8. Process setting ABS
9. Process In Panel Upper Conditioner
10. Assembly Process of rube air Process Lock Assy Hood and Cover Steering
12. Assembly Process of Head Lamp
13. Assembly Process of Combination Lamp
14. Assembly Process of Quarter Glasa
15. Inspector Trim 1

3.7.3.1.2 Trimming Line 2

In broad outline, assembly processes in trimming Line 2 are:

1. Assembly Process of Fuel Tube
2. Assembly Process of Fender Liner
3. Process Frame docking
4. Process Radiator setting
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5. Assembly Process of Front and Rear Bumper

6. Process Underbody
7. Inspector Underbody

3.7.3.1 Final Line

In Final Line, operators do finishing process and assembly interior and exterior parts which
cannot be assembled in both Trimming Line and Frame Line. In broad outline, assembly
processes in Final Line are:
1. Process Primer Body
2. Assembly Process of Windshield and Back door Glasr
3. Assembly Process of carpet
4. Assembly Process of battery and dir Cleaner
5. Assembly Process of sar Belr
6 Assembly Process of Bar,Console Aar and Custer Finish
7 Assembly Process of front and back seat
8, Filling Gas Process
9 Process Door on
10 Inspector Final

3.7.3.2 Mezanine Line

Mezanine means second floor, so mezanine line means that the production take place on the
second floor. On this line include Final Line. In broad outline, assembly processes in
Mezanine Line are:
1. Filling Brake fluid and Air Conditioner Gas
2. Filling air Radiator, air Wiper, and Power Steering Fluid
3, Assembly Process of tires
 25

3.7.3.3 Frame Line

On Frame Line also known as Chassis Line, operator assembles parts on chassis. In broad
outline, assembly processes in Frame Line arc
1. Assembly Process of Rear Axle
2. Assembly Process of Absorber
3. Assembly Process of Front Axle
4. Assembly Process of Stabilizer
5. Assembly Process of Fuel Tank
6. FWA Setting Process
7. Assembly Process of Propeller
8. Frame Turn Over Process (turn over chassis)
9. Assembly Process of Tube Pressure Link
10. Filling oil Axle and oil transmision process
11. Engine drop Process
12. Assembly Process of Radiator and Exhaust pipe tail
13. Inspector

3.7.3.4 Engine Dress Up Line

On Engine Dress Up Line operators assemble complement part on the machine, while main
parts already assembled from Engine Plant In broad outline, assembly processes in Engine
Dress up Line are:
1. Assembly Process of Mounting engine rear
2. Assembly Process of Engine wire harness
3. Assembly Process of Pump Assy Vame
4. Assembly Process of Alternator
5. Assembly Process of Exhaust pipe
6. Inspector
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3.7.3.5 IP Module Line

IP Module Line is Instrument Panel assembly process. Instrument Panel. commonly known
as dashboard is control panel of the car. At the early, LP Module Line was integrated in
Trimming Line 1, after some experience, it require more space to assemble in order to
shorten production time. In broad outline, assembly processes in IP Module Line are:
1. Part preparation
2. Assembly Process of Cooling Unit
3. Assembly Process of wire harness
4. Assembly Process of Steering Column
5. Assembly Process of IP Switch
6. Assembly Process of Audio Set
7. Inspector

3.7.3.6 Front Axle Sub Assy Line

Front Axle Sub Assy Line is assembly process of Front Axle on car unit before being
merged with Chassis on Frame Line. In broad outline, assembly processes in Front Axle
Sub Assy Line are:
l. Press Bearing Process
2. Run Out Process
3. Caliper Process
4. Assembly Process of Dumper, Lower Arm, Upper Arm, and Absorber
5. Press Bushing Front Upper Arm Process
6, Press Bushing Front and Rear Lower Arm Process

3.7.3.7 Tire Axle Sub Assy Line

Tire sub Assy Line is tire preparation process to support assembling of tire on car unit in
Trimming Line on Mezanine. In broad outline, assembly processes in Tire Sub Assy Line
are:
 27

1. Assembly Process of tires on wheel disk and filling air

2. Balancing tire Process

3.7.3.8 Door Line

Door Line is assembly process of parts on side door of car. In broad assembly processes in
Door Line are:
1. Assembly Process of door lock
2. Asembly Process of wire door
3. Assembly Process of glass door
4. Assembly Process of outer mirror
5. Assembly Process of speaker and door trim panel
6. Assembly Process of arm rest base upper
7. Inspector

3.8 Quality Control

Garvin and Davis (1994) stated that the quality is a dynamic condition related product,
human/employees, process with the task and the environment that fulfill the customer needs
where the management quality in PT. TMMIN has the ISO 14000 dan ISO 9000 standard.
ISO 14000 is the environment standard system management to keep the environment and
preservation due a company activities. The issues that cause problems in environmental
preservation are the air emissions, liquid waste disposal, water supply and treatment of
household waste, waste, disturbance, noise odor, radiation, facilities, plants and wild life
environmental impact analysis, packaging, use of materials and energy use. ISO 900 is the
International serial number to quality system that specific the requirement and
recommendation to design and assestment from management system with the purpose give
guarantee that supplier produced the product or service appropriate with requirement set
(Rothery, 1996).
 28

3.9 Information Management System

Information Management System is the information sub system series that comprehensive,
coordinate and rational integrated can transform the data until to be information through
that series to increase the productivity that appropriate with a kind of manager on the basis
of the quality which criteria are set. Davis (1993) stated that the information management
system is the human and machine system which integrated to give information to support
management operation and decision making process in organization where PT. TMMIN
system is integrated system can support company process result. In this case, PT. TMMIN
has already used by web, email and central server.
 29

CHAPTER IV

SPECIAL TOPIC

4.1 Background

The development in industrial sector face to knowledge and technology in currently keep
growing rapidly especially in the company that produce a product from the customer
needed. I makes the company always think about production system that the purpose to
increase the effectiveness and efficient in production process.

PT. Toyota Motor Manufacturing Indonesia is the company that focus in

automotive car especially in assembly car. The company use assembly to order production
type that has the inventory which consists of all the sub assemblies or modules. If the
customer want to order, the produsen can assembly the modules and send into final product
shape rapidly for customer. In practical, the order to the modules can forecasted accurately
than to final product. So, the company can serve the customer needs more efficiently
through forecast and keep the modules in inventory, then assembly the products are only
base on the customer order (Gaspersz, 2004).

In that strategy, Toyota will not forget use a system that can manage the operation
in order to more effective and efficient, which is the Toyota Production System (TPS).
According to (Taiichi, 1998), Toyota production system is an integrated socio-technical
system, developed by Toyota, that comprises its management philosophy and practices.
The Toyota Production System organizes manufacturing and logistics for the automobile
manufacturer, including interaction with suppliers and customers. The principles
underlying the TPS are embodied in The Toyota Way. Just In Time is one of the two pillars
of the Toyota Production System, Just-In-Time refers to the manufacturing and conveyance
 30

of only what is needed, in the amount needed. This enhances efficiency and enables quick
responses to change. Just-In-time presupposes Leveled Production (Heijunka) and is build
upon the three basic operating principles of the pull system, continuous flow processing
and Takt Time. One of the three basic requirements of Just-In-Time. This means
eliminating the stagnation of work in and between processes and carrying out one piece at a
time production.

Just-In-Time (JIT) production system is to keep part usage rates at the assembly line
close to constant. It means effectiveness level in assembly line more important to produce
the product. If the arrangement and planning production are ineffective so the impact of
work station within production line has different production speed. The impact of the
production line case become not efficient because it is occurred material bottleneck
between work station that not stabil in its production speed.

The problem of assembly line balancing is many occurred in assembly process than
fabrication process. The continuously movement can achieve with assembly operation that
can make manually when some operation can divide by short time duration. The lowest of
flexibility into combine some tasks so that is higher in level of balance achieved, this case
will make the flow that will start with make employees utilization and intensive production.
The combination of work assignment into the operator or grup that located in specific work
station is initial problem of production line assembly, because the different work element
assignment will arise the difference in number of unproductive time and required tasks to
produce specific production output in the line. The problems have occur in line balancing
within production line usually, there are material bottleneck, high waiting time and idle of
operators because work load that irregular and to improve the condition, it needs analyze
line balancing with assembly balancing problem method to assign the effectiveness line
balancing in assembly line.

The method that used in assembly line balancing problem is killbridge heuristic
wester who planned by M. Killbridge and L. Wester as approach to solve line balancing
problem. This method solve with grouping the tasks into a number of group that have same
 31

relation of level. The output that will produced from ths method is can measure the
effectiveness assembly line balancing from the parameters that have been calculated. The
parameters to assign the effectiveness of assembly line balancing are efficiency line,
smoothness index, balance delay and idle time.

4.2 Problem Formulation

In this research, researcher find several problem in PT. TMMIN. Researcher tried to
classified the problem into several part. The problem Formulations are:
1. How the value of effectiveness after balanced in appropriate with the parameters
that have been determined?
2. How the efficiency of each station job after balanced?

4.3 Research Objective

The purpose of this research is to Analyzing the effectiveness of production level base on
assembly line balancing method in Toyota Innova car at PT. Toyota Motor Manufacturing
Indonesia. using Killbridge weseter method.

4.4 Problem Limitation

In the process of research of procurement process, there are several limitation to be

implemented which are elaborated bellow:
a. The observation and the process of internship is only conducted in Assy & painting
division.
b. The research in PT. TMMIN Karawang is only to analysis assembly line balancing
problem.
c. The data which used for the research is production demand and the time operation
each line for PT TMMIN Karawang.
 32

4.5 Concept of Assembly Line Balancing

4.5.1 Production Line

Production line is located work area where the operations and material move can be set

continuously through balance and integrated operation. Base on the characteristic

production process, production line divide to be 2 section:
1. Fabrication line, It is production line that consist of a number of operations work
which are forming or changing the shape of workpiece.
2. Assembly line, It is that consist of a number of operations work which are doing
in some work station and composited to be assembly and disassembly shape.
There are the advantages that can get better production line plan:
1. The minimum material distance that can get with arrange set and work place.
2. The material flow movement can handle the movement from workpiece
continuously. The material flow measure with production speed which is not from
specific number.
3. The division of task divide smoothly that appropriate with each work skill so that
the utilization of employees are more efficient.
4. Operation activity simultaneously is each operation that doing together in all of the
production line.
5. Unit Operation
6. The move of workpiece is appropriate with set-up from line production and fixed.
7. The process need minimum time.

Here are the requirements that should noticed to foll up the continuity production:
1. Equity distribution work balanced in each work station which gets in factory
production line or manual assembly production.
2. The material flow movement of workpiece continuously of speed in the same
kind. It depends on the operation time.
 33

3. The material flow should be fix so that can minimize the area spread and prevent
the caused it, at least it can reduce the waiting time due the in the arrival of
workpiece late.
4. Continuously production to avoid the bottleneck in another area so that need
continuous of material flow in the production line.

4.5.2 Line Balancing

In some industry, production planning very keep the important role in making production
scheduling especially the operation or assignment work to be done. If regulations and
planning done inappropriate will can cause work stations production in the speed
production have different. This has resulted in the production line of being inefficient due
to the material can occur the bottleneck of workstations not balanced in the speed
production.

The problem of the production line balancing of the path most occurs in the
assembly process than in the fabrication process. Continuous movement most likely
achieved by assembly operations that created manually when some operations can divided
by the duration of time that is short. The greater flexibility in combining multiple tasks, so
the higher level of balance also can be accomplished, this will make the material flow is
better to making the labor utilization and high level of assembly (Nasution, 1999).

The combination of work tasks into the operator or grup operator which located a
work station is also initial problems in production line balancing, because the difference
task of work element in unproductive amount of time and variations of the amount of work
required to produce the output in production. The problems has occur on a line balancing
usually caused by the material bottleneck, waiting time high and the operators are
unemployed because the workload irregular.

The problem of difference the work elemet task will cause the difference in a
amount of time that not productive and variation of a number of work needed. In that
 34

condition, It needs to improve the line balancing condition with make balance the work
stations appropriate with the desired production speed from idle time. Idle time is factors
beyond their control. Idle time is unproductive time on the part of employees or machines
as a result of factors beyond their control. Idle time is the time associated with waiting, or
when a piece of machinery is not being used but could be. Idle time could also be
associated with computing, and in that case refers to processing time.

The better line balancing can achieved if the output of product appropriate forecast
that has already planned. If the output not same with product that has already planned so
the maximum output may occur in lateness of line production. The lateness of line
production cause not balance in the production line. The balancing in work station used as
output system efficiently. The result can be achieved from production line that balanced
will bring to seriously in method and work process. Line balancing is also need operator
skill who is located appropriately in the work stations that available. The advantages of line
balancing is division of task evenly so it can avoid the bottleneck can avoid. It can be
influence in arrange the work station with the speed production in the line that has already
given from the level of demand capacity and the longest operator time. The higher of the
speed in the line production, a number of work station that needed will be more. In
otherwise, The lowest of assembly line production speed so that is a number of work
station that needed will be low.

Line balancing is arrange process that theoretical. In practical, the requirement is

important to basic consideration. Here is the example of precendence diagram:

Figure 4.1 Example of Precedence Diagram in Line Balancing.

 35

1. Determine the output of the assembly line required.

2. Determining the total time available to produce that output.
3. Calculating the cycle time required, for example, the time between the completion
of the products needed to complete the desired output within the tolerance limits of
the time (the time limit allowed).
4. Give tasks to employees and machinery.
5. Setting a minimum number of work stations needed to produce the desired output.
6. Assessing the effectiveness and efficiency from the solution.
7. Finding breakthrough for continuous process improvement.

4.5.3 Assembly Line Balancing Problem

Assembly line balancing problem (ALBP) consist of one limit of set task, where is each
tasks have the duration time and the relationship can be the priority that determine the task
planned order. One of the problems to organize the mass production is how to solve a group
task that will do in work station so it can achieve the level of efficient that needed. Line
balancing is the effort to give the task to each work station in production line. The basic
problem of assembly line balancing is to set the each work station task so the priority
relation is done, and the optimal performance factor. Assembly Line balancing based on the
even distribution in each wok station operations so each idle time in the machine can be
minimum. It can be assumed that is each operation in the machine, the relation priority in
operation that give the result from production line technology and cycle time or a number
of machines has already known. To complete the balancing process, each operations must
be give one operator or only one work station we can see in Figure 4.2.

Figure 4.2 Assembling line balancing problem.

 36

Production system design base on the information of product and the usefulness
tools and accessories. Therefore, Assembly line balancing problem has relation with
allocated the operation into workstation, assembly line that can fulfill the previous is
optimal criteria. These problems can divide by different subcategory, such as:
1. The right choice of equipment depends on the engine operation.
2. Balancing and dimensions of workstations (assigning tasks to the workstation).
3. The dimensions of the storage space.
4. The right choice of frequency and quantity of raw materials and transportation
Internal.

First, It defined what is the meaning with the assembly line. The assembly line is the
unit system that is in work station assembly. This is consist of the a finite group from the
operation. Balancing the line is tending of broad with the same operations allocated to work
station where from the line build. So , assembly line consisting of a number of a station set
up along the conveyor belt . The work piece task of successive launched down the
conveyor belt and keep moving from the station to another. In each station , a particular
part of the total work , needed to produce products can be done.

Line balancing is important task for the planner to answer the question about how to
make and use the line. The right balance is not only give influence the quality of product
that will be produced, but also about the time when it sends to the market. Operation
allocation is the interesting task from the efficient line philosophy. As the first problem to
increase the efficient route according to (Salveson, 1955). The Assembly balancing
problem involving a Grouping assembly operation at a subset accepted that create jobs.
Now, It should be understood that the operation can set with relation between arranged and
time. There are two variants assembly line balancing:
1. The particular cycle can determine a number of minimum operation subset that
make the work station.
2. The particular number of minimum work station cycle must be determine.
 37

The first approach problem to solve tha balance route must focus intensively in
minimize a number of work station with allocate it as many tasks that have the idle time, it
has a big impact in cost when processing of assembly. The another approach to solve this
problem accordance by Matthias Amin (2000), Amin proved that line balancing problem
problem is generally to find the solution with a number of work station achieving on the
purpose to make both constrain with the reason is approaching to calculate the cost. Amin
assumed that the station cost is not a number of all operations that assign but it is only
operation cost that the most initial. This result is from analyze the task which is very
complex must allocated to employees that have the best skill or machine. In otherside, the
simple task can be done by employee that has the lack of experience or simple machine.

Assembly Line balancing is the best method if each work station, a number of
operation with the cycle time of work station. That is the way , The steps have been made,
which allows it to compare methods used to solve these kinds of task. There are the
parameter to measure the quality in assembly line balancing the problem:
1. Line Efficiency (LE);
2. Smoothness Index (SI);
3. Balance Delay (BD)
4. Idle Time (IT)

4.5.3.1 The Terms of Assembly Line Balancing Problem

A. Cycle time (CT)

Is the time it takes to make one unit of the product of the stations. If the production time and
production targets have been determined, then the cycle time can be seen from the results
for the production time and production targets. In designing the balance of the production
line for a number of specific production cycle time must be equal to or greater than the time
the largest operation that is the cause of the bottle neck and the cycle time must be equal to
or less than the working hours effective per day divided on the amount of production per
day, which mathematically using Equation 4.1.
 38

(4.1)

Where:
Ti max : The biggest of work element in assembly line production
CT : Cycle Time
T : Effective working hours per day
D : The amount of production per day

B. Idle Time
Idle time is unproductive time on the part of employees or machines as a result of factors
beyond their control. Idle time is the time associated with waiting, or when a piece of
machinery is not being used but could be. Idle time could also be associated with
computing, and in that case refers to processing time. The idle time that occurs due to the
division of the workload that is not balanced. Idle time can be calculated using Equation
4.2.

IT = (K CT) - Ti (4.2)

Where:
K : Number of work station
CT : Cycle time
Ti : Total work element

C. Work Station
Work Station is a location in the assembly line where the assembly process is work. After
determining the cycle time interval, the number of work stations that can efficiently
determined by the formula using Equation 4.3.
 39

(4.3)
Where:
K : Number of work station
Ti : Work element time
CT : Cycle time

D. Balance Delay
Balance Delay is the ratio between the idle time in assembly lines with the time available.
Balance delay is decrease if assembly line indicates that the assembly lines are formed to
have a better balance.

(4.4)
Where:
K : Number of work station
CT : Cycle time
Ti : Work element
BD : Balance delay (%)

E. Line Efficiency
Line Efficiency is the ratio between the time spent by the time available. The balance is
good if efficiency after balanced is larger than before. The formula to measure of Line
efficiency using Equation 4.5.

(4.5)
Where:
 40

Sti : Work station time

K : Number of work station
CT : Cycle time

F. Smoothest Indeks
Smoothnes index is used to measure the relative waiting time of an assembly line. If the
Smoothness index is closer to zero value from an assembly line, so it indicates the assembly
line more balanced, because the division of the workload more evenly. Smoothness index
determined by the formula using Equation 4.6.

SI = = ( )2 (4.6)

Where:
Timax : maximum work station time
Sti : work station time
K : Number of work station

4.5.3.2 The Problem Solving of Assembly Line Balancing Problem

Accordance by Gaspersz (2004), there are the steps of line balancing problem solving. Here
are the steps to problem solving as follows:
1. Identify individual tasks or activities to be carried out.
2. Determine the time required to perform each task.
3. Establish precedence constraints, if there is associated with each task.
4. Determining the output of the assembly line required.
5. Determine the total time available to produce the output.
6. Calculating the cycle time required, for example: the time between the completion
of the products needed to complete the desired output within the tolerance limits of
the time (the time limit allowed).
7. Give the tasks to employees or machines.
 41

8. Determine the minimum number of work stations needed to produce the desired
output.
9. Assess the effectiveness and efficiency of the solution.
10. Find the solution to improve the process continuously (continuous process
improvement).

4.5.3.3 Assembly Line Balancing Method

There are several methods of problem solving in line balancing, namely:

1. Heuristic Method
The method is based on experience, intuition or empirical rules to obtain a better
solution than a solution has been reached before (Dimyati, 1994).
Ranked Positional Weight / Hegelson and Birine
a. Kilbridge`s and Waste / Region Approach
b. Large Candidate Rule
c. Al Arcu`s
d. Ranked Positional Weight / Hegelson and Birine
e. Kilbridge`s and Waste/Region Approach
f. Large Candidate Rule
g. Al Arcu`s

2. Analyst or Mathematical Methods

Methods depiction of the real world through mathematical symbols such as
equations and inequalities. (Branch and Bound Method).

3. Simulation Method
The method that imitate behavior of the system by learning the interaction of its
components. Because it does not require mathematical functions explicitly to relate
variables of the system, the simulation models can be used to solve a complex
system that can not be solved mathematically.
 42

a. CALB (Assembly Line Balancing Computer or Computer Aided Line

Balancing).
b. Alpaca (Assembly Line Balancing and Control Activity).
c. COMSAL (Computer Method or Saumming Operation for Assembly.

4.5.3.4 Killbridge-Western Heuristic Method

Kilbridge Wester is a method designed by M.Kilbridge and L.Wester as other approaches

to solve the problems of line balancing. In this method, performed the grouping of tasks
into number groups that have the same connection level. Assembly line balancing problems
can be solved by heuristic methods. This method of solving the problems based on
experience, intuition or empirical rules to obtain a better solution than the solutions that
have been achieved before. One of heuristic method used, namely Kilbridge-Weston
Heuristic. Assembly line balancing can be solve with Kilbridge-Weston Heuristic method
in several steps as follows:
1. Defining the purpose
For example, the design of the product assembly lines for a certain period.
2. Collect data
Collect the relevant data, such as: the number of production per day, the production
capacity per day, operating time data.
3. Identify work element
Work elements is part of all the assembly process required to create a final product.
4. Determine the operating time (Ti)
Determining the standard time required to execute each work element.
5. Set the precedence constraint
Precedence constraint are restrictions sequence assembly process.
6. Make a precedence diagram
Precedence diagram is a picture sequence of work elements and the relationship
between of work elements to easier planning and control related activities in an
assembly line.
7. Determine the total time available to produce output
 43

8. Calculating the cycle time

An arrival time between two products that have been assembled. If the production
time and production targets have been determined, then the cycle time can be seen
from the results for the production time and production targets. In designing the
production line balancing for a particular product, the cycle time must be equal to or
greater than the largest operating time which is the cause of the bottle neck and the
cycle time must also be equal to or smaller than the effective working hours per day
are divided on the number of productions per day.
9. Determine the number of work stations (K)
Setting a minimum number of work stations needed to produce the planned outputs.
10. Grouping work elements
Assign one or more work elements in a work station with a total time of work
stations (STi) is close to or equal to it and it does not exceed. If STi has exceeded it,
the element related work assigned to the next station. Then this step continues until
all work elements has already been placed on a work station.
11. Assessing the performance of the assembly.
Rate the performance of the assembly line can be done with the following
indicators:
a. line Efficiency
b. balance Delay
c. Smoothness Index
d. idle Time

4.6 Analysis

Assembly Process Chart (APC) according to Sutalaksana (1979) is a map that illustrates the
steps that will be experienced assembly process examines the following components from
the beginning until the finished product is completed. APC or map the assembly process
has several benefits including operator can determine the needs, knowing the needs of each
component, to determine the layout of the facility, and to help determine how to improve
 44

the work. Here is the Assembly process chart in the Toyota production can be seen in
Figure 4.3.

Figure 4.3 Assembly Process Chart of Toyota Production.

 45

Accordance to Wignjosoebroto (2006), a map of the operation (operation process

chart) or OPC is working map that illustrates the sequence of work by dividing the job into
operation elements in detail. In this case, the researcher will analyze of the Toyota
production process in Trimming line 1, Trimming line 2 and SPS Trimm 2. So here is the
figure of operational process chart of that line can seen in Figure 4.4.

Figure 4.4 Operation Process Chart of Toyota Production

 46

Operation process in Trimming line 1 as follows:

M1. Stay Hood M15. CSA Rh

M2. Patent Plate M16. CSA Lh

M3. Insulator Dash Panel M17. Actuator

M4. Stay Back Door M18. Pedal

M5. Wire Floor Rh M19. Striker Seat

M6. Wire Floor Lh M20. Plug Floor Lh

M7. Wire Back Door M21. Cable Ful lid

M8. Wire Engine Room M22. Rear Lamp

M9. Gamis Back Door M23. Shield Fuel Tank

M10. Seat Belt Rear Rh M24. Sett Headlining

M11. Seat Belt Rear Lh M25. Lamp Room

M12. Insulator Hood M26. Sunvisor Rh

M13. Rear Hose Washer M27. Sunvisor Lh

M14. Boster M28. Rear Cooler

 47

Operation process in Trimming line 2 as follows:

M1. In Panel Loading M22. QAN Process

M2. In Panel Setting M21. Glass Quarter Lh

M3. Tube Front Brake M20. Glass Quarter Rh

M4. Tigheting Pedal M19. Preparation Glass Quarter

M5. Hose Water

M18. Horn

M6. W_S Back Door M17. Lamp Combination

M7. IP Upper Lh M16. Cover Stering

M8. IP Upper Rh M15. Support Hood

M9. Fuel Filter M14. Striker Back Door

M10. Knee Air Bag M13. Hose Vacum

M11. Control AC M12. Tube AC

Operation process in SPS Trimm 2 as follows:

M1. W_Stripe Backdoor M4. Inter Cooler

M2. Fuel Filter M5. Cover Stering

M3. Control AC M6. Parking Brake

 48

The problem solving of line balancing in this report used Killbridge wester method. This
method is one of methods which is used in line balancing. So the first step, Identify work
element. Work elements is part of all the assembly process required to create a final product
then determine the standard time to execute each work element (Operation time). Work
element and Operation time (Ti) can be seen in Table 4.1.
Table 4.1 Predecessor of work element and operations time
Predecesor Work element Ti (sec)
- 1 110
1 2 107
2 3 86
3 4 87
4 5 105
5 6 83
6 7 80
7 8 95
8 9 126
9 10 77
10 11 99
11 12 64
12 13 96
13 14 86
14 15 57
15 16 77
16 17 81
17 18 115
18 19 109
19 20 92
20 21 74
21 22 74
22 23 89
 49

Predecesor Work element Ti (sec)

23 24 95
24 25 130
25 26 99
26 27 68
27 28 99
28 29 81
29 30 84
30 31 103
31 32 75
32 33 74
33 34 98
34 35 96
35 36 73
36 37 73
37 38 66
38 39 88
39 40 95
40 41 113
41 42 94
42 43 81
43 44 97
44 45 89
45 46 77
46 47 107
47 48 98
48 49 101
49 50 90
34 51 62
51 52 70
 50

Predecesor Work element Ti (sec)

52 53 60
53 54 97
54 55 57
55 56 70
56 57 90
Total Ti 5019

After knowing the operations time of each node assignments, then the next step
create a precedence diagram of operations performed. Toyota Innova and Fortuner cars
produce 8232 units/month. Working day for 1 month for 21 days with 2 times work shift
and working time for 7.5 hours.

21 7.5 60 2
Production speed = 8232

= 2,3 minutes per unit

= 138 seconds per unit

The precendence diagram of product Toyota Innova and Fortuner in Trimming line 1, 2 and
SPS Trimm 2 can be seen in Figure 4.5.

Figure 4.5 Precendence diagram in assembly of Toyota Innova and Fortuner.

 51

This calculation method is by classifying the work element into a number of groups
that have the same level of connectedness. Methods Kilbrige & Wester is a work station
with notice grouping columns that have a close cycle time.
The total product assembly time = 5019 seconds.
Maximum time (Timax) is 130 seconds.

Because, CT Timax,
CT = Cycle time
Timax = Maximum time from all of work element
Timax = 130 seconds

In this case the selected CT = 130 seconds allowable range then determine the minimum
work stations that exist on the following formula:

Where:
K : Number of work station
Ti : Total of work element
: 4513 seconds
CT : Cycle time
: 130 seconds

Minimal number work stations is 35, determine the work station with a total
operation at each work station should not exceed the cycle time. In this case, not all the
elements work combined because it would exceed the cycle time and system assembly line
production at Toyota uses continuous flow with U-Shape Line then automatically the
number of work stations obtained from the number of work elements on Trimming 1, 2
and SPS Trimm 2 is of 55 of the 57 work stations and in appropriate with the cycle time
can work station is 91 seconds
 52

After determining the number of work stations, the work station made by taking into total
operations may not exceed the total cycle time. Allocating work stations set up can be seen
in Table 4.2.
Table 4.2 Work station and operation grouping Kilbriges & Wester method
WE WS ST Idle Time (5) SQUARE Line Efficient
(1) (2) (3) (4) FROM (4) (%) (6)
1 1 110 20 400 85
2 2 107 23 529 82
3 3 86 44 1936 66
4 4 87 43 1849 67
5 5 105 25 625 81
6 6 83 47 2209 64
7 7 80 50 2500 62
8 8 95 35 1225 73
9 9 126 4 16 97
10 10 77 53 2809 59
11 11 99 31 961 76
12 12 64 66 4356 49
13 13 96 34 1156 74
14 14 86 44 1936 66
15 15 57 73 5329 44
16 16 77 53 2809 59
17 17 81 49 2401 62
18 18 115 15 225 88
19 19 109 21 441 84
20 20 92 38 1444 71
21 21 74 56 3136 57
22 22 74 56 3136 57
23 23 89 41 1681 68
 53

WE WS ST Idle Time (5) SQUARE Line Efficient

(1) (2) (3) (4) FROM (4) (%) (6)
24 24 95 35 1225 73
25 25 130 0 0 100
26 26 99 31 961 76
27 27 68 62 3844 52
28 28 99 31 961 76
29 29 81 49 2401 62
30 30 84 46 2116 65
31 31 103 27 729 79
32 32 75 55 3025 58
33 33 74 56 3136 57
34 34 98 32 1024 75
35 35 96 34 1156 74
36 36 73 57 3249 56
37 37 73 57 3249 56
38 38 66 64 4096 51
39 39 88 42 1764 68
40 40 95 35 1225 73
41 41 113 17 289 87
42 42 94 36 1296 72
43 43 81 49 2401 62
44 44 97 33 1089 75
45 45 89 41 1681 68
46 46 77 53 2809 59
47 47 107 23 529 82
48 48 98 32 1024 75
49 49 101 29 841 78
50 50 90 40 1600 69
51 51 62 68 4624 48
 54

WE WS ST Idle Time (5) SQUARE Line Efficient

(1) (2) (3) (4) FROM (4) (%) (6)
52 70
52 0 0 100
53 60
54 53 97 33 1089 75
55 57
54 3 9 98
56 70
57 55 90 40 1600 69
Total 5019 2131 98151 3861

Here are the description from Table 4.2 :

1. In the first column is a work element.
2. In the second column is a work station.
3. In the third column is an operation that occurred on a work and speed station
grouping based on grouping the work station.
4. In the fourth column is idle time in work or idle time. Idle time obtained from the
cycle time minus total operating time in work.
5. In the fifth column is the percentage of efficiency at the work station. Obtained by
dividing the total operation time with a work station with a cycle time and then
multiplied by 100%.

Based on the explanation that has been done in above the precedence diagram
made of the results of the previous calculation method Kilbrige's & Wester for operation
in the production process. Precedence diagram of the results of the previous calculation
method Kilbrige's & Wester can be seen in Figure 4.6.
 55

Figure 4.6 Precedence Diagram Metode Kilbriges & Wester after balanced

Based on the processing that is performed killbridge-Wester method with one

assembly line and speed production is 2.3 minutes per product. Based on the calculation
method kilbride wester, where the company has set operator in product assembly Innova
and Fortuner in line contained in Trimming line 1, 2 and SPS Trimm 2. The line is obtained
55 work station.

1 linex 21 working day x 7,5 working hours x 60 minutes x 2 shift per day
Production capacity = 2,3

= 8232 units per months

So, this method requires overtime, which is 232 units - 8232 units = 0 unit from
calculation of the production capacity minus the number of production planning in a
month.

Calculation of efficiency time which will determine how much time or percentage
of time the idle time or idle time of Kijang Innova car production performance that carried
the operator. Here are to knowing the time efficiency to measure the effectiveness in line
balancing of work station are formed, measurement utility as follows:

=1 STi
Line Efficiency = 100%
()
5019
= 100%
55 (130 )
 56

= 70,2%
Ti
Balance Delay = 100%

(55 130 ) 5019

= (55 130 )

= 29,8%

Smoothness Index = = ( )2

= 98151
= 313 seconds
Idle Time = (K CT) - Ti
= (55 x 130) 5019
= 2131 seconds

The difference parameters in assembly line after and before balanced. The
assembly line after balanced show that all of parameters assembly line balancing have
been improve. It can be shown in Table 4.3.
Table 4.3 The difference assembly line after balanced.
Value
Parameter
Initial Condition After Improvement
Line Efficiency 67.73% 70.2%
Smoothness Index 340 313
Balance Delay 32.27% 29.8%
Idle Time 2391 2131

A. Line Efficiency
The assembly line in Toyota Innova and Fortuner awas increase from 67.73% to
70.2%.
B. Smoothness Index
The assembly line in Toyota Innova and Fortuner was reduce from 340 into 313
seconds.
C. Balance delay
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The assembly line in Toyota Innova and Fortuner was reduce from 32.27% to
29.8%.
D. Idle Time
The assembly line in Toyota Innova and Fortuner was reduce from 2391 into 2131
Seconds.

Line balancing efficient result is indication that the assembly line has already
efficient or not. Here is the efficient line balancing result can be seen in Figure 4.7.

Line Balancing Efficient Result

140
120
100
80
Station Time
60
Initial Station Time
40
20
0
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 55

Figure 4.7 Line balancing efficient result.

The graphic in Figure 4.7 show the efficient line balancing, the work station after
balanced can be reduce specifically in work station 52 from combination of work stations
between 52&53 and 54 from combination of work stations between 55&56 there are some
work stations that can be reduce. It means that the assembly line after balanced more
efficient than before. It can show in percentage 100% in work station 52 and 98% in work
station 54.
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CHAPTER V

CONCLUSION AND RECOMMENDATION

5.1 Conclusion

1. Analysis of line balancing using Killbridge Wester method can be applied in

assembly line of PT. TMMIN base on four parameters standard in assembly line
balancing as follows:
a. Line efficiency at initial conditions was 67.73% and after improve become
70.2%. It means that the line efficiency after improve greater than the line
efficiency before balanced. It showed an increase on the assembly line after
improvement..
b. The smoothness index after balanced occured reduce the relative waiting
time from the assembly line from 340 to be 313 seconds. It means that
indicate that the assembly line in more balance than before, because the
division of the workload more evenly.
c. Level of percentage of balance delay has reduce the ratio between idle time
on the assembly line with available time become the assembly line balancing
that formed has balance more better. It has reduce from 32,27% to be 29,8%.
d. Idle time on assembly line after balanced is reduce from 2391 to be 2131
seconds. It means that level of waiting time on assembly line is more
effective.

2. The design the sequence of a new work station after balanced can be reduce
specifically in work station 52 from combination of work stations between 52 & 53,
and 54 from combination of work stations between 55 & 56 there are some work
stations that can be reduce. It means that the assembly line after balanced more
 59

efficient than before. It can show in percentage 100% in work station 52 and 98% in
work station 54.

5.2 Recommendation

There are some recommendations based on the problem that research find when did the
practical work / internship in PT. Toyota Motor Manufacturing Indonesia, such as:
1. PT. Toyota Motor Manufacturing Indonesia should implement more deep to
analysis of the balance in order to reduce idle time and increase efficiency the
assembly line.
2. The operator who are idle time when waiting for completion of previous or after
work station can delay the tempo of work, conduct inspections on work elements
that has be done or inspection of certain parts from assembly line so that the
completion of the work station that has been did at the same time with the
completion of the previous or after work station.
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