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"This book goes beyond searching for Muda by Gemba walk; the aim is to industrialize the office environment in view of the new digitalization challenge by applying the same principles of Lean industry. Whereas the basic process theory remains valid, the Lean tools have to be adapted and transposed to the office characteristics where not machines but employees are at the center of the transactions. Here, a new, already successfully applied, integrated, industry-derived, and systematic approach is presented. It will not only boost office effectiveness and productivity as well as shortening lead-time of office routines far beyond simple Muda elimination, but it will also prepare the processes in view of the upcoming digitalization era."

"Tingginya waste dan rendahnya value-addedpada industri konstruksi yang telah terjadi selama ini memberikan indikasi bahwa dibutuhkan solusi baruyang tepat untuk menjawab permasalahan tersebut. Seiring dengan terjadinya peningkatan waktu dalam penyelesaian proyek yang terjadi pada PT XYZ dan mengakibatkan kegagalan proyek dalam mencapai target yang telah ditentukan, maka diperlukan adanya tindakan penyelesaian permasalahan yang efektif. Penelitian dilakukan untuk mengidentifikasi dan menganalisis faktor-faktor dominan penyebab pemborosan waktu pada rangkaian proses Engineering-Procurement-Construction (EPC) di PT XYZ. Identifikasi faktor-faktor dilakukan melalui studi literatur terkait konsep lean construction dan struktur Lean Project Delivery System (LPDS) yang dilanjutkan dengan analisis statistik (dengan alat bantu Software SPSS 22), analisis deskriptif, pemetaan matriks, dan Analytical Hierarchy Process (AHP) menggunakan software Super Decisionsuntuk menentukan pembobotan kriteria. Pengelolaan faktor-faktor dominan diperoleh melalui wawancara dengan narasumber untuk mengetahui penyebab utama, tindakan perbaikan dan tindakan pencegahan untuk setiap faktor dominan sesuai dengan urutan prioritas. Penelitian ini menghasilkan urutan prioritas 5 faktor dominan yang muncul di setiap fase LPDS, dan dilengkapi dengan tindakan-tindakan pengelolaannya, baik dalam hal komunikasi internal, kontrol kualitas, standar prosedur, proses survei di lapangan, maupun komunikasi dan keterbukaan informasi dengan pihak pemilik proyek.

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High waste and low value-added in the construction industry gives an indication that the new solutions are required to address these issues. Along with the increase of time to complete the projects in the PT XYZ that lead to failure in achieving the set targets, it is necessary to haveeffective solution of the issue. This study is conducted to identify and analyze the dominant factors that cause waste of time on a series of processes of Engineering-Procurement-Construction (EPC) in PT XYZ. Identification of factors is done through the study of literature related to the concept of lean construction and structure of Lean System Delivery Project (LPDS), followed by statistical analysis (SPSS 22 software), descriptive analysis, matrix mapping, and the Analytical Hierarchy Process (AHP) using the Super Decisions software to determine weighting of criteria. The solutions to manage dominant factors is obtained through interviews to find out the main cause, corrective action and preventive action for each of the dominant factors in order of priority. This research resulted in the order of priorityof the 5 dominant factor that appears in every phase of LPDS, complete with management actions, both in terms of internal communication, quality control, standard of procedures, the process of the survey in the field, as well as communication and disclosure of information by the project owner."

"Maintenance Repair Overhaul (MRO) tergolong unik karena melakukan fungsi orientasi produksi untuk menjaga kehandalan sesuai dengan desain awal sekaligus memenuhi fungsi orientasi layanan dalam bentuk jasa pemeliharaan kepada pelanggan. Dengan perkembangan penerbangan yang semakin maju, hal itu juga mempengaruhi strategi manajemen MRO untuk dapat bersaing di dunia global. Manajemen ramping telah dikenal sebagai salah satu strategi bisnis yang paling dapat diandalkan dalam MRO karena manajemen ramping memberikan keuntungan signifikan dalam rantai pasokan untuk mencapai daya saing. Tinjauan penelitian membuktikan bahwa penelitian yang lebih mendalam dan analisis yang tepat diperlukan untuk memahami konteks penerapan manajemen ramping dalam rantai pasok MRO. Model SCOR (Supply Chain Operations Reference) digunakan sebagai media untuk merancang struktur pengukuran kinerja untuk mengetahui kriteria yang mepengaruhi implementasi manajemen ramping di rantai pasokan MRO dengan mempertimbangkan integrasi aspek orientasi produksi dan kegiatan yang berorientasi layanan. Selain itu, SCOR juga digunakan untuk mengetahui hubungan antara kriteria sehingga dapat dibangun kerangka kerja manajemen ramping yang ideal dalam bentuk strategi manajemen yang diharapkan dapat mendukung fungsi organisasi MRO dalam menghadapi daya saing global.

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Maintenance Repair Overhaul (MRO) is unique because it performs a production orientation function to maintain reliability in accordance with the initial design while fulfilling the service orientation function in the form of maintenance services to customers. With the development of increasingly advanced aviation, it also affects the MRO management strategy to be able to compete in the global world. Lean management has been recognized as one of the most reliable business strategies in MRO because lean management provides a significant advantage in the supply chain to achieve competitiveness.

The research review proves that more in-depth research and precise analysis are needed to understand the context of applying lean management in the MRO supply chain. The SCOR (Supply Chain Operations Reference) model is used as a medium for designing performance measurement structures to find out the criteria that affect the implementation of lean management in the MRO supply chain by considering the integration of aspects of production orientation and service-oriented activities. In addition, SCOR is also used to determine the relationship between criteria so that an ideal lean management framework can be built in the form of management strategies that are expected to support the functioning of MRO organizations in facing global competitiveness."

"Kondisi industri galangan kapal di Indonesia saat ini masih kurang menggembirakan dikarenakan daya saing galangan kapal nasional yang rendah atau tidak kompetitif, ha ini disebabkan harga kapal produksi dalam negeri yang lebih mahal dan waktu pembangunan yang lebih lama dibandingkan dengan kapal produksi galangan kapal di luar negeri. Disamping itu, masih banyaknya proyek-proyek pembangunan kapal yang dilaksanakan oleh galangan kapal nasional mengalami keterlambatan dalam penyelesaiannya. Berdasarkan kondisi tersebut, dilakukan evaluasi terhadap pelaksanaan pembangunan kapal di Indonesia dengan pendekatan lean shipbuilding berbasis risiko dalam rangka meningkatkan kinerja waktu. Dari hasil kuisioner pada beberapa galangan kapal nasional diketahui bahwa waste (pemborosan) dominan yang merupakan faktor risiko yang mempengaruhi kinerja waktu pembangunan kapal di galangan kapal Indonesia adalah : adanya bahan baku dan komponen yang masih harus diimpor dari luar negeri, lamanya proses yang terkait dengan prosedur Bea Cukai (Customs Clearance), keterlambatan dalam pengesahan gambar-gambar serta kedatangan bahan baku dan komponen yang terlambat. Pada studi kasus didapatkan hasil bahwa penerapan prinsipprinsip lean dalam metode pembangunan kapal dapat memperbaiki kinerja waktu penyelesaian pembangunan kapal di galangan kapal Indonesia sebesar 50% dan menurunkan jam orang sebesar 16,43%.

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The condition of shipbuilding industries in Indonesia at the moment is still less enlivening due to the fact that national shipyards have low competitiveness or even not competitive. This results from that the price of ships produced domestically is more expensive and the construction periods until the delivery time take longer than those abroad. Besides, there are many shipbuilding projects performed by national shipyards which undergo tardiness in the accomplishment. Based on that condition, an evaluation on the shipbuilding implementation in Indonesia is conducted with the approach of lean shipbuilding based on risk in order to enhance the performance of time.

The result of the questionnaire at some national shipyards shows that dominant waste constituting the risk factor which influences the time performance of shipbuilding process at Indonesian shipyards are the presence of imported raw materials and components from abroad, the processing time in connection with customs clearance, the lack of punctuality in endorsement on the component drawings/designs as well as the late arrival of raw materials and components. In a case study, the result obtained is that the application to lean principles in shipbuilding method can improve the time performance of accomplishing shipbuilding process at Indonesian shipyard by 50% and decrease man hours by 16,43%."

"PT BIRU yang menyediakan jasa konsultasi enjiniring di bidang minyak dan gas, diketahui sering mengalami keterlambatan waktu penyelesaian proyek terutama terkait proses DED (Detailed Engineering Design) sehingga menimbulkan kerugian bagi perusahaan. Oleh karena itu diperlukan analisis pemborosan pada proses DED dalam proyek EPC (Engineering, Procurement dan Construction) yang dijalankan perusahaan dengan menggunakan pendekatan Lean Design Management. Pengumpulan data dilakukan menggunakan kuesioner, wawancara, dan data sekunder. Diagnosis dan evaluasi proses desain menggunakan value stream mapping, distribusi waktu, serta indikator kinerja. Dari identifikasi 24 pemborosan yang diteliti, ditemukan 10 pemborosan dengan kumulatif frekuensi 80% terjadi di proses DED PT BIRU.Dari hasil penelitian diperlukan tindakan perbaikan pada: ruang lingkup pekerjaan; alur komunikasi dan koordinasi internal; quality control; hubungan antar pemilik proyek dan kontraktor; integrasi sistem; motivasi dan dukungan manajemen. Value stream mapping diusulkan untuk mengurangi aktivitas non-added value sebesar 29,3% dan waktu tunggu sebesar 82,5%, serta meningkatkan utilisasi cycle time.

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PT BIRU who provide oil and gas engineering consultation has been suffered from many project delays especially related to DED (Detailed Engineering Design) process. Therefore losses to the company is inevitable. In order to overcome this condition, a waste analysis in DED process of EPC (Engineering, Procurement, and Construction) projects is needed. This analysis is conducted using Lean Design Management approach. Data is collected using questionnaire, interview, and secondary data. Process design diagnosis and evaluation is performed using value stream mapping, time distribution, and performance indicator. Out of 24 type of identified wastes, there are 10 type of wastes that have 80% of cumulative frequency that happened in the DED process of PT BIRU.

The research suggests improvement activities in: scope of work; communication and internal coordination; quality control; relationship among project owner and contractor; system integration; and management support. A value stream mapping is proposed to decrease non-added value activity by 29,3%, reducing idle time by 82,5%, and increasing the utilization in the cycle time."

"[This book presents a very novel and strategic approach to Sales Management, an area that has suffered from a lack of sophistication in practice. This book considers the sales performance of an organization at a very high, strategic level and offers specific guidance in managing not just a few direct reports but an entire organization's sales function. The book includes many useful tools and guidelines and is enhanced with numerous examples, that help bring the concepts to life and make them very approachable for the trade market. A checklist-based scoring system that is utilized throughout the book allows readers to specifically evaluate their own company as well as to track its progress as concepts are applied over time. , This book presents a very novel and strategic approach to Sales Management, an area that has suffered from a lack of sophistication in practice. This book considers the sales performance of an organization at a very high, strategic level and offers specific guidance in managing not just a few direct reports but an entire organization's sales function. The book includes many useful tools and guidelines and is enhanced with numerous examples, that help bring the concepts to life and make them very approachable for the trade market. A checklist-based scoring system that is utilized throughout the book allows readers to specifically evaluate their own company as well as to track its progress as concepts are applied over time. ]"