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Minimizing Waste Using Lean Manufacturing: A Case in Cement Production
Elita Amrina
Department of Industrial Engineering
Andalas University
Padang, Indonesia
e-mail: elita@ft.unand.ac.id
Abstract—Cement is one of the strategic commodities that
supporting acceleration of infrastructure development and
economic growth. It forces the cement companies to improve
the production process to be more effective and efficient.
Therefore, the cement companies are required to understand
which of activities can increase the value added to the product.
This study aims to minimize wastes in the cement production
process using lean manufacturing approach. Waste
Relationship Matrix (WRM), Waste Assessment Questionnaire
(WAQ), and Value Stream Analysis Tools (VALSAT) are
applied to identify and minimize the wastes. Cause and Effect
Diagram and Failure Mode and Effect Analysis (FMEA) are
then used to determine the root cause of problems and the
action plans. The results of WRM and WAQ indicated the
three highest wastes in the cement production consist of defects,
over production, and inventory. Based on the analysis using
Process Activity Mapping (PAM) tool, it obtained the activities
in the cement production are mostly categorized into non value
added but necessary activities. The most failure mode is
founded in the raw mill process. Low quality of material is
suggested as the highest potential risk that needs high attention
from the production manager. Then, improvements suggested
to reduce the production cycle time and maintain the quality of
material. It hoped the cement companies can improve their
production process performance as well as increasing the
company's competitiveness.
Keywords-lean manufacturing; cement production; waste
minimization
I. INTRODUCTION
Cement is an inorganic, non-metallic substance with
hydraulic binding properties, and used as a bonding agent in
building materials. It is a fine powder, usually gray in color
that consists of a mixture of the hydraulic cement minerals to
which one or more forms of calcium sulfate have been added
[1]. When mixed with water it forms a paste, it hardens due
to formation of cement mineral hydrates. Cement is the
binding agent in concrete, which is combination of cement,
mineral aggregates, and water. Concrete is a key building
material for a variety of applications [2]. Cement has become
one of the strategic commodities that play a vital role in
supporting acceleration of infrastructure development and
economic growth [3].
Numerous challenges has facing the industry in today’s
competitive environments. One of the major challenges is its
capability to adopt and introduce the improvement
approaches and techniques by which the overall
978-1-5090-6775-6/17/$31.00 ©2017 IEEE
Angela Artha A. Lubis
Department of Industrial Engineering
Andalas University
Padang, Indonesia
e-mail: angelaartha94@gmail.com
enhancement can be achieved. The need for improving the
efficiency of the production line is widely acknowledged in
order to reduce the downtime rates, and satisfy high levels of
market demand for their product [4]. According to [4], the
cement industry is an ideal example of a continuous process
industry and it will be used to demonstrate that the lean
philosophy is applicable outside the realm of discrete
manufacturing. The development of cement industry sector
in Indonesia must be able to manage the production process
to be more effective and efficient. Fulfilling the costumer
demand is one of the most important things to improve the
company’s competitiveness. In order to improve a product, a
company is required to understand what kind of
activities can increase the value (value added) to the product.
A number of methods can be used as an innovative form of
the waste reduction in the production process.
Lean manufacturing is developed by Eiji Toyoda and
Taichi Ohno of Toyota in the 1950s and 1960s which
continuously identify and eliminate waste from the system
[5]. Waste identification based on Lean Manufacturing
principle is divided into seven types consist of over
production, waiting, inventory, transportation, over
processing, motion, and defective products [6].
During the cement production processes, it can be
identified some wastes might be occurred from the operators,
machines, nature, and others. For example, a cement industry
has some wastes such as lead time (waiting time), delays,
and inventories. It caused the company’s inability to fulfill
the customer’s demand [7]. According to [8], several
problems have found in Bamburi Cement Limited Industry
such as ineffective inspection of equipment, lack of quality
maintaining, delays, and breakdowns. Lean manufacturing
can help to maintain a good relationship with the customers
by producing high quality product without delays.
Waste elimination has been recognized as the one of the
continuous improvement in manufacturing [9]. Waste
elimination is a part of lean manufacturing application with
4P (Problem Solving, People and Partners, Process, and
Philosophy) categories [10]. Waste will resulting a negative
effect for the company such as inventory tends to raise
production costs because it requires additional handling and
space, delay time creates a pile of work in process between
workstation, and over processing will increase the rate of
redundancy operations [4]. Therefore, the lean
manufacturing need to be applied in the cement production
processes consists of waste identification and elimination.

 II. METHODOLOGY the company become the first cement manufacturing plant in
The methodology has four main stages. Indonesia. The production flow is shown in Fig. 1.
Q Q Q
A. Identification of Wastes
In this stage, Waste Relationship Matrix (WRM) method Limestone
Silica Suspension
Raw Mill CF Silo Kiln
is applied to identify wastes and then validated using Waste Clay
Iron sand
Preheater

Assessment Questionnaire (WAQ) adopted from [11]. Seven

wastes are included in the relationship testing consist of over Q
Coal
production (O), inventory (I), over processing (P), motion
(M), waiting (W), defects (D), and transportation (T). It
Grate Cooler Dome Silo Cement Mill Cement Silo
consists of six questions and each answer has a specific
weight ranging from zero to four. The results are presented
in a WRM that show the rangking of the most waste affected Cooling Air Gypsum
by other wastes. The WAQ consists of 68 different questions Pozzoland
Limestone
for the purpose of allocating the wastea. Each question
Figure 1. The cement production flow.
represents an activity, a condition or a behavior that may lead
to a specific type of waste. Some questions are assigned a
“From” note, which means that the question represents an A. Identification of Wastes
existing type of waste that may lead to other wastes, with The questionnaire of waste relationship is filled by 17
reference to the waste relationship matrix. Other questions production managers and staffs. The results are presented in
are assigned a “To” note, which means that a question Table I.
represents any existing type of waste that may have been
caused by other types of waste. Each question has three TABLE I. WASTE RELATIONSHIP SCORE
answers and each answer assigned a weight of 1, 0.5 or zero.
The questions then categorized into four groups of man,
machine, material and method since each question is related Question Relationships Score Relationship
to one of these categories. The results of assessment show
the ranking of wastes. O_I 15.5 E
B. Value Stream Analysis Tools (VALSAT) O_D 13 E
O_M 14 E
Application of inappropriate mapping tools may result in O_T 16 E
the additional wastage of resources such as time and money, O_W 15 E
and the reduction of employees’ confidence in the lean I_O 6.5 O
philosophy [12]. Therefore, [13] have built a decision I_D 9 I
heuristic for selection of value stream mapping techniques I_M 8 O
I_T 15.5 E
using the Value Stream Analysis Tool (VALSAT) approach.
D_O 11.8 I
It is a development of a correlation matrix between various D_I 13.4 E
waste types and the seven value stream mapping tools. In D_M 11.8 I
this stage, a tools with the highest value is selected to get the D_T 11.6 I
detail mapping analysis. D_W 14.2 E
M_I 12.5 I
C. Cause and Effect Diagram M_D 13.5 E
In this stage, the three highest wastes identified from the M_W 14.5 E
waste identification stage is selected to obtain the root causes M_P 8 O
T_O 13.5 E
of those wastes. The root causes are analyzed in categories of
T_I 19 A
man, materials, methods, environment, etc. Then identify the T_D 15 E
root causes using brainstorming with experts. T_M 15 E
T_W 17 A
D. Failure Mode and Effect Analysis (FMEA)
P_O 9 I
The stage started with the identification of the failure P_I 15.5 E
modes, the causes, and the effects. A FMEA questionnaire is P_D 12 I
designed to determine the Risk Priority Number (RPN). The P_M 9.5 I
highest RPN means the failure activity needs urgent attention. P_W 12 I
W_O 8 O
Then constructing the action plans for the failure.
W_I 13 E
W_D 10.5 I
III. RESULTS AND DISCUSSIONS
This research is conducted in a cement manufacturing Based on the table above, the Waste Relationship Matrix
company located in Padang, Indonesia. Established in 1910, of cement production is developed as shown in Table II.


 TABLE II. WASTE RELATIONSHIP MATRIX TABLE IV. WASTE MATRIX VALUE
Score Final Result Final Result
F/T O I D M T P W Wastes
(Yj)
Pj Factor
(Yjfinal) (%)
Rank
O 0.170 232.285 39.568 19.043 2
O A E E E E X E
I 0.164 226.906 37.145 17.877 3
O A I O E X X D 0.147 279.720 41.031 19.747 1
I
M 0.133 184.850 24.667 11.871 6
D I E A I I X E T 0.163 211.257 34.519 16.613 4
P 0.084 71.886 6.041 2.907 7
M X I E A X O E W 0.145 171.158 24.815 11.943 5

T E A E E A X A It can be seen from the table, defects (D), overproduction

P I E I I X A I (O), and inventory (I) are indicated as the three highest score
of wastes. Defects has known as the most wasteful thing in
W O E I X X X A
the cement production processes. Processing material into a
cement can obtain the defects as rework or reject product
The matrix is then converted into a percentage score which must be reprocessing in each machine. The 24 hours
adopted from [11] where A = 10, E = 8, I = 6, O = 4, U = 2, process in the cement production affecting the machine life
and X = 0. The results are presented in Table III. time and gain the improper results. Overproduction and
inventory wastes are the related waste each other. The daily
TABLE III. WASTE MATRIX VALUE production planning is given to production as the operator,
F/T O I D M T P W Score %
but any condition which cannot be detected early (defects)
has the possibility to delayed work. Production work of that
O 10 8 8 8 8 0 8 50 17.48 day will be replace to another day which already has own
production target. It causes over production and inventory
I 4 10 6 4 8 0 0 32 11.19
along the whole stream of cement production processes.
D 6 8 10 6 6 0 8 44 15.38 These two kinds of waste is supporting by the push-system-
mechanism of the production. The characteristics of system
M 0 6 8 10 0 4 8 36 12.59 to make production based on the stocks which needs high
T 8 10 8 8 10 0 10 54 18.88
level of inventory to store the finish products.
B. Value Stream Analysis Tools (VALSAT)
P 6 8 6 6 0 10 6 42 14.69
The VALSAT method is used to choose the analysis tool
W 4 8 6 0 0 0 10 28 9.79 by multiplying the final results of the waste identification (%
Score 38 58 52 42 32 14 50 286 100
of Yjfinal) with the VALSAT scale. Three kinds of correlation
consist of high, medium, and low are identified in this stage.
% 13.29 20.28 18.18 14.69 11.19 4.90 17.48 100 Before analyze the system, it is necessary to choose the tools
suitable with the current situation. There are seven types of
Next step is validating the wastes using Waste mapping tools can be used to analyze the system. Table V
Assessment Questionnaire (WAQ). The results are presented shows the results of VALSAT ranking.
in Table IV.
TABLE V. THE RESULTS OF VALSAT
Mapping Tools
Process Supply Chain Production Quality Demand Decision Physical
Wastes Weight
Activity Response Variety Filter Amplification Point Structure
Mapping Matrix Funnel Mapping Mapping Analysis Mapping
Overproduction 19.043 19.043 57.128 0 19.043 57.128 57.128 0
Waiting 11.943 107.485 107.485 11.943 0 35.828 35.828 0
Transport 16.613 149.515 0 0 0 0 0 16.613
Over-processing 2.907 26.167 0 8.722 2.907 0 2.907 0
Inventory 17.877 53.630 160.890 53.630 0 160.890 53.630 17.877
Motion 11.871 106.840 11.871 0 0 0 0 0
Defects 19.747 19.747 0 0 177.721 0 0 0
Total 482.426 337.373 74.295 199.671 253.846 149.493 34.489

It can be seen from the table, the Process Activity represent some activities such as operation, storage,
Mapping (PAM) is the highest ranking of mapping tools with transportation, inspection, and delay. Process Activity
a score of 482.426. This mapping tool is applied to illustrate Mapping (PAM) is used to determine the proportion of
the cement production process in detail using symbols that activities which including Value Added (VA), Non Value


Added (NVA), and Necessary but Non Value Added Machine
Material
(NNVA). The results are shown in Table VI. Preventive
Maintenance
Controlling (PMC) Machine Quality of
breakdown material
TABLE VI. THE RESULTS OF PROCESS ACTIVITY MAPPING Overhaul in
a part of process
Classification Quantity Percentage (%) Inventory
Value Added 15 34.88 Low market Overproduction
Non Value Added 2 4.65 demand in a process
Inaccurate Unbalanced flow
Necessary but Non Value Added 26 60.47 forecasting of work
Total 43 100.00
Method
Marketing

It can be seen that value added activities in the cement

Figure 4. The cause and effect diagram of inventory.
production processes are only about 35%. The necessary but
non value added activities have identified as the most Identifying the root cause of defects is divided into four
frequent activities consists of transportation, inspection, and categorizes of material, machine, man, and process. Those
storage. Transportation might be caused by plant layout, categorizes are defined based on the current situation of the
continuous flow of production, and automated controlling defects causes. Defects in the cement production processes
system. In term of inspection, all material and products must caused by quality of material. When the quality getting low,
be checked by the quality operators and it can not be the production rate will increase and the machine has
defeated from the processes. Storage activity is highly improperly functional. The over capacity of machine will
needed in the cement production processes since the make- affect the possibility of defects occurred. Non-standardized
to-stock system applied that needs storage for the material or motion to repair machine or parts also can causes defects.
product. When the materials waiting to be processed, it is also
C. Cause and Effect Diagram decrease the quality of production which is known as defects
in the cement production processes.
Cause and Effect Diagram is used to identify any
The root cause of over production is identified in four
possible cause of a problem. The diagram is developed by
categorizes of material, machine, products, and marketing.
conducting a series of discussions to production managers
Over production in the cement production is caused by the
and staffs. The causes of problem are defined into some
lateness of material supply. When a machine in a stand by
categories. The effects of problem are obtained from three
condition and does not reach the production target in a day,
highest value of wastes identified in previous stage i.e:
its operation must be replaced in another day. It will increase
defects, over production, and inventory. The cause and effect
the production target in that day. Therefore, over production
diagram of the three wastes in the cement production are
could be occur by many considerations because of producing
shown in Fig. 2 – 4.
Machine
cement has a continuous mechanism.
Failure on
Material
The root cause of inventory is defined by four categorizes
machine
High feeding
of material, machine, method, and marketing. Inventory can
Improper material
handling
rate be found in the storage and cement silo. Inventory in the
Quality of
Over capacity of
Machine material cement silo can caused by unsmooth flow of distribution and
Defect low market demand from customers. Besides, it can be
Improper processes Less training caused by overhaul or breakdown in a machine.
Waiting to be Non-standardized
processed motion D. Failure Mode and Effect Analysis (FMEA)
Process
Man Failure Mode and Effect Analysis (FMEA) is a tool to
analyze the defects in systems. Failure means error condition
Figure 2. The cause and effect diagram of defects. which affecting process in the system. There are three points
of view in FMEA consisting of Severity, Occurrence, and
Machine
Machine
Material Detection. Each point has a scale ranging from 1 to 7
Long period of
breakdown adopted from [14].
Quality of material
Machine Overhaul
Preventive Lateness of A total of 45 types of failure activity are identified from
Maintenance
Controling
Material Supply
three main machines in the cement production processes.
Overproduction
The final results of FMEA questionnaire is Risk Priority
Reach demand
target Defects increase Number (RPN). The highest RPN means the activity needs
Demand is
fluctuated
High level of
inventory
urgent recommendation and attention. Therefore, the
potential defects will be decreased by reducing risks of
Products
Marketing problem, starts from the highest to the lowest. The results of
Figure 3. The cause and effect diagram of over production.
RPN in cement production processes are presented in Fig. 5.



Figure 5. The results of Risk Priority Number (RPN).
From the results, it obtained the highest failure mode is
low quality material with a RPN value of 65.61. It occured in
the raw mill operation. Therefore, it needs urgent attention
from production department since the failure can cause the
customer dissatisfaction, major system problems, and rework.
It required the appropriate inspection for material supplied.
The comprehensive inspection is needed rather than regular
inspection. Besides, the relationship with the supplier need to
be improved in order to provide a good quality of material.
IV. CONCLUSIONS
This research has applied lean manufacturing to
minimiza waste in the cement production processes.
Identification of wasteis conducted using Waste Relationship
Matrix (WRM) and Waste Assessment Questionnaire
(WAQ). It obtain the three highest waste in the cement
production processes consist of defects, over production, and
inventory. Process Activity Mapping (PAM) concluded that
60% of Necessary but Non Value Added activities and 5% of
Non Value Added activities are included in the cement
production processes. Suggestions are developed by
identifying root cause of defects, over production, and

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inventory using Cause and Effect Diagram. Failure Modes
and Effect Analysis (FMEA) recognized the highest potential
risk is low quality of material. Then, improvements
suggested to reduce the production cycle time and maintain
the quality of material. This research hoped can help the
cement companies to improve their production process
performance to be more efficient and effective.
ACKNOWLEDGMENT
The authors would like to thanks to Andalas University,
Padang, Indonesia and Directorate General of Higher
Education, Ministry of Research, Technology, and Higher
Education, Republic of Indonesia.
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