IMPLEMENTASI METODE GLOBAL MANUFACTURING SYSTEM (GMS) UNTUK MENINGKATKAN PRODUKTIFITAS PROSES (STUDI KASUS DI AREA GA SHOP PT. SGMW MOTORS INDONESIA)

Abstrak

Pemborosan menjadi salah satu faktor penghambat utama dalam upaya mencapai efisiensi dan efektivitas di berbagai bidang, termasuk dunia industri maupun organisasi secara umum. Global Manufacturing System (GMS) merupakan sistem produksi modern berbasis prinsip lean manufacturing yang bertujuan meningkatkan efisiensi, kualitas, dan daya saing industri otomotif. PT SGMW Motor Indonesia sebagai bagian dari konsorsium SAIC-GM-Wuling telah mengimplementasikan GMS secara menyeluruh dalam proses produksinya. Penelitian ini berfokus di area perakitan atau GA SHOP yang bertujuan untuk mengkaji penerapan empat pilar GMS—yakni People Involvement, Standardization, Short Lead Time, dan Continuous Improvement—serta dampaknya terhadap produktivitas perusahaan. Melalui studi dokumen internal, observasi proses manufaktur, dan telaah sistem operasional, ditemukan bahwa penerapan GMS secara konsisten mampu mengurangi pemborosan (waste), meningkatkan partisipasi karyawan, menjaga kualitas produk sejak awal proses, dan mempercepat waktu pengiriman produk ke konsumen. Temuan ini mengindikasikan bahwa GMS tidak hanya efektif sebagai strategi operasional, tetapi juga membentuk budaya kerja yang adaptif dan berorientasi pada perbaikan berkelanjutan di lingkungan industri otomotif Indonesia.

Waste is one of the main inhibiting factors in efforts to achieve efficiency and effectiveness in various fields, including households, the industrial world, and organizations in general. The Global Manufacturing System (GMS) is a modern production system based on lean manufacturing principles that aims to improve efficiency, quality, and competitiveness in the automotive industry. PT SGMW Motor Indonesia as part of the SAIC-GM-Wuling consortium has implemented GMS comprehensively in its production process. This study aims to examine the implementation of the five main pillars of GMS—namely People Involvement, Standardization, Short Lead Time, and Continuous Improvement—and their impact on company productivity. Through internal document studies, manufacturing process observations, and operational system reviews, it was found that consistent implementation of GMS was able to reduce waste, increase employee participation, maintain product quality from the beginning of the process, and accelerate product delivery times to consumers. These findings indicate that GMS is not only effective as an operational strategy, but also forms an adaptive work culture that is oriented towards continuous improvement in the Indonesian automotive industry environment.