Analisis Kinerja Operasional Perusahaan Berdasarkan Lead Time Proses Penjualan Kendaraan dengan Penerapan Value Stream Mapping (VSM) pada PT Astra Internasional Tbk – Toyota Sales Operation Prime Fleet

Ardhelia Fauzia; Mulyadi Mulyadi

doi:10.61132/jimakebidi.v3i3.1488

Authors

Ardhelia Fauzia Universitas Pancasila
Mulyadi Mulyadi Universitas Pancasila

DOI:

https://doi.org/10.61132/jimakebidi.v3i3.1488

Keywords:

Lead Time, Non-Value Added, Operational Performance, Value Stream Mapping, Vehicle Sales Process.

Abstract

This study aims to analyze lead time conditions, map the vehicle sales process flow, and identify value-added and non-value-added activities at PT Astra International Tbk–Toyota Sales Operation Prime Fleet Department during the 2024–2025 period. This study employed a quantitative approach using a descriptive-analytical method. Data were collected through observations, interviews, documentation, and the company’s internal records. The research sample was determined using purposive sampling by selecting 50 delayed transactions from a total of 964 vehicle orders. The analysis was conducted using Value Stream Mapping (VSM) through the development of current-state and future-state maps. The results indicate that the sampled transactions had lead times ranging from 75 to 210 days, with an average of 93 days, exceeding the company standard of 30 days. Of the 17 activities identified in the current process, 8 activities, or 47.06%, were classified as Value Added, while 9 activities, or 52.94%, were classified as Non-Value Added. Non-value-added activities were predominantly associated with waiting time, repetitive administrative processes, and suboptimal information transfer between departments. The proposed future-state map streamlines the process into 10 activities and has the potential to reduce cycle time from 975 minutes to 600 minutes and waiting time from 93 days to 30 days. Therefore, VSM can identify sources of waste and provide a basis for process improvement initiatives aimed at enhancing the company’s operational efficiency and effectiveness.

Downloads

Download data is not yet available.

References

Arunizal, S., Wardhani, D. H., & Windarta, J. (2024). Penerapan Value Stream Mapping (VSM) untuk menurunkan lead time process dan meningkatkan kinerja aktivitas pengadaan di site tambang. Jurnal Profesi Insinyur Indonesia, 2(3), 141–150. https://doi.org/10.14710/jpii.2024.23282

Bhamu, M., & Sangwan, K. S. (2021). Lean manufacturing: Literature review and future directions with value stream mapping applications. International Journal of Lean Six Sigma.

Costa, B., Varejão, J., & Gaspar, P. D. (2024). Development of a value stream map to optimize the production process in a luxury metal piece manufacturing company. Processes, 12(8), 1612. https://doi.org/10.3390/pr12081612

Giallanza, A., Sharma, M., & Kumar, A. (2023). Towards smart sustainable development through value stream mapping: A systematic literature review. Heliyon, 9(5), e15852. https://doi.org/10.1016/j.heliyon.2023.e15852

Gupta, S., Sharma, M., & Sunder, V. M. (2022). Lead time reduction and operational performance improvement through lean implementation. Benchmarking: An International Journal.

Gymnastiar, B., & Nirawati, L. (2025). Strategi inovasi digitalisasi dalam mengembangkan kualitas pelayanan dengan menyikapi keunggulan kompetitif pada bengkel AHASS Suramadu Motor. Jurnal Studi Administrasi Bisnis, 1(1), 194–200.

Hamdani, & Sa’diyah. (2025). Konsep dasar penyusunan hipotesis dan kajian teori dalam penelitian. Garuda Kemdiktisaintek. https://garuda.kemdiktisaintek.go.id/documents/detail/5079253

Gabungan Industri Kendaraan Bermotor Indonesia. (2026). Penjualan mobil menutup 2025 dengan kinerja positif. https://www.gaikindo.or.id/penjualan-mobil-menutup-2025-dengan-kinerja-positif/

Macedo, H., Tomaz, L., Guimarães, L., Cerqueira-Pinto, L., Sá, J. C., & Dinis-Carvalho, J. (2025). Development of a classification model for value-added and non-value-added operations in retail logistics: Insights from a supermarket case study. Sustainability, 17(7), 3177. https://doi.org/10.3390/su17073177

Noeryani, & Barata. (2024). [Judul artikel belum tercantum dalam data sumber]. https://doi.org/10.61722/jrme.v2i5.6643

Noviyana, et al. (2024). [Judul artikel belum tercantum dalam data sumber]. https://doi.org/10.38156/jisti.v3i01.74

Permatasari, D. Y. (2024). Analisis penerapan peranan manajemen operasional. Musytari: Jurnal Manajemen, Akuntansi, dan Ekonomi, 11(7), 101–110.

Silva, R., et al. (2023). Lean manufacturing for reducing lead time in foundry processes: A design science approach. International Journal of Lean Six Sigma.

Sugiyono. (2020). Metode penelitian kuantitatif, kualitatif, dan R&D. Alfabeta.

Suhendar, A. D., Nurmansyah, A., Pramuditha, P., & Santo, E. (2024). Operations management in measuring operational effectiveness and efficiency in mining companies. JURISMA: Jurnal Riset Bisnis dan Manajemen, 14(2), 329–340.

Yu, Y., Deng, T., & Song, J.-S. (2024). Conditional lead-time flexibility in an assemble-to-order system. Manufacturing & Service Operations Management, 26(6), 2194–2211. https://doi.org/10.1287/msom.2023.0520