Tangerang — Waste identification training based on Lean Manufacturing helped CV Green Zone Herbal improve production efficiency and employees’ ability to identify activities that do not add value. The community service program was conducted by Muhammad Kholil, Hasbullah, Hendri, Selamet Riadi, and Adizty Suparno from Universitas Mercu Buana at CV Green Zone Herbal, Cikupa, Tangerang. The program showed that Lean Manufacturing training can strengthen employees’ understanding of production waste while helping the company reduce production time and product defects.
CV Green Zone Herbal is a business engaged in the production and professional services of herbal products, using natural ingredients for health and wellness needs. Located in Pangadegan Village, Pasar Kemis District, Tangerang Regency, Banten, the company produces various herbal products, including supplements, herbal beverages, and capsules made from plant extracts. The company also provides manufacturing services under customers’ own brands and offers educational herbal tourism activities.
Despite its business activities, the company still faced several operational challenges. Material arrangement was not yet fully structured, production flows were considered less efficient, and work standards were not consistently implemented. These conditions could lead to rework, waiting time, inefficient material use, and longer production processes.
The researchers from Universitas Mercu Buana identified employees’ ability to recognize waste as one of the important factors that needed to be strengthened. Lean Manufacturing was selected because the approach focuses on eliminating waste while improving efficiency, productivity, quality, and cost control. However, successful implementation requires employees to understand how to identify and reduce waste in their daily activities.
The community service program established several main targets. The team aimed to increase employees’ knowledge by 30 percent, reduce production time or lead time by 20 percent, and reduce the product defect rate to below 2 percent. These targets were designed to improve the company’s production system while strengthening its operational management.
The program was implemented in several stages. The team first coordinated with the company and collected initial data through direct observations in the production area. The observations covered the production flow, cycle time, defect rate, inventory, and workplace layout. Six employees also participated in a pre-test to measure their initial understanding of waste and basic management concepts. Together with the company owner, the researchers then established a Lean Team consisting of two employees who would serve as internal partners throughout the mentoring process.
The training stage included a workshop on the seven types of waste, commonly referred to as the 7 Wastes, and the application of Lean Manufacturing in small and medium-sized enterprises. The material was delivered through a combination of theory, discussion, videos, photographs, and examples taken from the company’s actual production conditions. The team and Lean Team then conducted a direct observation, or Gemba Walk, at each production station. Identified waste was recorded using a waste identification sheet, with particular attention to waiting time, unnecessary motion, and product defects.
The observation identified five dominant types of waste in CV Green Zone Herbal’s production line. Waiting time accounted for 25 percent, unnecessary motion for 20 percent, product defects for 15 percent, overproduction for 10 percent, and inventory for 10 percent. These findings provided a clearer picture of the production activities that required immediate improvement.
The team and company then implemented several simple improvements using the Kaizen approach. One of the improvements involved moving raw-material racks closer to the boiling area, reducing unnecessary movement and the time required by operators to access materials. The company also introduced a daily production schedule board to help reduce overproduction and waiting time. These measures were selected because they could be implemented at relatively low cost while directly addressing employees’ daily activities.
Improvements were also introduced in the production management system. Together with the company owner and Lean Team, the researchers developed three Standard Operating Procedures covering raw-material boiling, mixing and quality control, and packaging. Each SOP included its objectives, scope, work procedures, responsibilities, and quality standards. The documents were printed and placed in the production area so employees could easily refer to them during their work.
For inventory management, the company began using a simple Excel template and manual records to track incoming materials, outgoing materials, and stock levels. Employees were trained to record inventory data daily. The company owner also received assistance in preparing weekly production schedules based on customer orders, helping reduce the risk of raw-material shortages.
The evaluation produced notable results. Employees’ knowledge increased by 41.3 percent, exceeding the initial target of 30 percent. Production time or lead time decreased by 18.3 percent, approaching the 20 percent target. The product defect rate also declined from 4.1 percent to 2.3 percent following the implementation of quality-control SOPs. Of the six main performance indicators, five achieved the established targets, while one remained close to its target.
The reduction in lead time was mainly achieved through two Lean improvements. First, the raw-material racks were moved closer to the boiling station to minimize unnecessary operator movement. Second, the daily production schedule board was introduced to reduce waiting time and overproduction. Although the 18.3 percent reduction was slightly below the 20 percent target, the researchers considered the improvement meaningful for a small business operating with limited capital resources.
The program also strengthened the company’s capacity to continue improvement after the training ended. The company owner and Lean Team prepared a six-month action plan containing monthly targets, responsible personnel, and required resources. The owner committed to allocating time every Friday for internal evaluations, while the Lean Team was prepared to serve as internal trainers for new employees.
The activity also involved international collaboration between Universitas Mercu Buana and Universiti Kebangsaan Malaysia. Lecturers from Malaysia provided examples of Lean Manufacturing implementation in herbal businesses in Malaysia, which were used as comparative examples for CV Green Zone Herbal. The collaboration provided an additional perspective on production-efficiency practices in small and medium-sized enterprises.
The program demonstrates that Lean Manufacturing implementation does not necessarily require large investments. Simple improvements such as rearranging raw materials, introducing production schedules, implementing SOPs, and maintaining regular inventory records can produce measurable improvements in operational efficiency. For small and medium-sized businesses, employees’ ability to recognize waste is an important foundation for creating more organized, efficient, and sustainable production processes.
Overall, the waste identification training at CV Green Zone Herbal increased employees’ knowledge by 41.3 percent, reduced production lead time by 18.3 percent, and lowered the product defect rate from 4.1 percent to 2.3 percent. These results demonstrate that Lean Manufacturing training can serve as a practical approach for SMEs seeking to improve production efficiency while strengthening their competitiveness.
Authors
Muhammad Kholil — Universitas Mercu Buana.
Hasbullah — Universitas Mercu Buana.
Hendri — Universitas Mercu Buana.
Selamet Riadi — Universitas Mercu Buana.
Adizty Suparno — Universitas Mercu Buana.
Research Source
Article Title: Waste Identification Training to Improve Production Efficiency using Lean Manufacturing At CV. Green Zone Herbal Cikupa Tangerang
Journal: Jurnal Pengabdian Masyarakat Formosa (JPMF), Vol. 5, No. 4, August 2026, pp. 391–400.
DOI: https://doi.org/10.55927/jpmf.v5i4.16
Journal Link: https://journaljpmf.my.id/index.php/jpmf
0 Komentar