"Industri asuransi maritim, khususnya asuransi Hull and Machinery (H&M), berperan vital dalam transportasi laut Indonesia. Namun, proses klaim H&M seringkali tidak efisien akibat waktu tunggu lama dan alur kerja kompleks, yang berdampak pada kinerja operasional dan kepuasan pelanggan. Penelitian ini menerapkan prinsip Lean Management untuk mengidentifikasi dan mengeliminasi pemborosan pada proses klaim asuransi H&M di Indonesia. Menggunakan pendekatan studi kasus, data dikumpulkan melalui observasi, wawancara ahli, dan data historis 20 klaim tahun 2024. Analisis data menggunakan alat Lean seperti SIPOC untuk pemetaan awal, Value Stream Mapping (VSM) untuk visualisasi alur kerja saat ini dan identifikasi inefisiensi, Root Cause Analysis (RCA) dengan Fishbone Diagram, serta Failure Mode and Effects Analysis (FMEA) untuk analisis risiko. Hasil menunjukkan rata-rata waktu siklus klaim 273.9 hari, dengan pemborosan dominan berupa waktu tunggu, cacat/kerja ulang, dan gerakan. Bottleneck utama teridentifikasi pada tahap adjustment, persetujuan, dan survei. Kerangka kerja Lean yang diusulkan, divalidasi simulasi Arena, memproyeksikan pengurangan lead time menjadi 130 hari (sekitar 48.68%) melalui standarisasi prosedur, platform digital terintegrasi, penerapan Service Level Agreement (SLA), dan peningkatan kapabilitas SDM.
The maritime insurance industry, particularly Hull and Machinery (H&M) insurance, plays a vital role in Indonesian sea transportation. However, the H&M claims process is often inefficient due to long waiting times and complex workflows, impacting operational performance and customer satisfaction. This research applies Lean Management principles to identify and eliminate waste in the H&M insurance claims process in Indonesia. Using a case study approach, data were collected through observations, expert interviews, and historical data from 20 claims settled in 2024. Data analysis employed Lean tools such as SIPOC for initial mapping, Value Stream Mapping (VSM) to visualize the current workflow and identify inefficiencies, Root Cause Analysis (RCA) with a Fishbone Diagram, and Failure Mode and Effects Analysis (FMEA) for risk analysis. Findings show an average claim cycle time of 273.9 days, with dominant wastes being waiting, defects/rework, and motion. Key bottlenecks were identified in the adjustment, approval, and survey stages. The proposed Lean framework, validated by Arena simulation, projects a lead time reduction to 130 days (approximately 48.68%) through procedure standardization, an integrated digital platform, Service Level Agreement (SLA) implementation, and human resource capability enhancement. "