<![CDATA[Abstrak - Usaha Mikro, Kecil, dan Menengah (UMKM) pangan tradisional seperti Kue Karah memiliki peran penting bagi perekonomian lokal Aceh. UD. Langganan Abar Nara sebagai salah satu pelaku usaha pembuatan Kue Karah masih menerapkan proses produksi secara manual, sehingga menimbulkan pemborosan waktu, bahan, dan tenaga kerja yang cukup berarti. Penelitian ini bertujuan mengidentifikasi aktivitas tidak bernilai tambah (non-value added) pada proses produksi Kue Karah sekaligus menganalisis penerapan Lean Manufacturing dalam menekan aktivitas tersebut guna meningkatkan efisiensi produksi. Metode yang digunakan adalah Value Stream Mapping (VSM), dikombinasikan dengan Process Activity Mapping, identifikasi seven waste, analisis akar masalah 5 Why, serta usulan perbaikan Kaizen. Hasil penelitian menunjukkan bahwa dari total waktu siklus produksi 3.086,4 detik, hanya 1.363 detik (44,16%) merupakan aktivitas bernilai tambah, sedangkan 1.723,4 detik (55,84%) adalah aktivitas non-value added, dengan pemborosan berupa delay (waiting) sebagai kontributor terbesar yakni 963 detik (66,26% dari total NVA). Berdasarkan analisis 5 Why, akar permasalahan utama adalah ketiadaan standar operasional prosedur pada proses persiapan alat. Usulan perbaikan Kaizen melalui penerapan 5S, Single Minute Exchange of Die (SMED), perbaikan layout produksi, dan Quality at Source berhasil menurunkan total lead time dari 3.086,4 detik menjadi 2.713 detik (turun 12,10%) serta meningkatkan Process Cycle Efficiency (PCE) dari 44,16% menjadi 50,24%. Hasil ini membuktikan bahwa penerapan Lean Manufacturing dengan VSM efektif meningkatkan efisiensi proses produksi Kue Karah pada UMKM. Kata Kunci: Lean Manufacturing; Value Stream Mapping; Efisiensi Produksi; UMKM; Kue Karah; Abstract - Micro, small, and medium enterprises (MSMEs) engaged in traditional food production, such as Kue Karah, hold a significant role in sustaining the local economy of Aceh. UD. Langganan Abar Nara, one of the producers of Kue Karah, continues to rely on manual production processes, resulting in considerable waste of time, materials, and labor. This study aimed to identify non-value-added activities in the Kue Karah production process and to analyze the application of Lean Manufacturing in reducing such waste to improve production efficiency. The method employed was Value Stream Mapping (VSM), integrated with Process Activity Mapping, seven waste identification, 5 Why root cause analysis, and Kaizen improvement proposals. The findings revealed that of the total production cycle time of 3,086.4 seconds, only 1,363 seconds (44.16%) constituted value-added activities, while the remaining 1,723.4 seconds (55.84%) were non-value-added. Delay (waiting) emerged as the dominant waste contributor at 963 seconds (66.26% of total NVA). Root cause analysis through 5 Why indicated that the primary issue was the absence of standard operating procedures in equipment preparation. The proposed Kaizen improvements incorporating 5S, Single Minute Exchange of Die (SMED), production layout redesign, and Quality at Source successfully reduced total lead time from 3,086.4 seconds to 2,713 seconds (a 12.10% reduction) and increased Process Cycle Efficiency (PCE) from 44.16% to 50.24%. These results affirm that the application of Lean Manufacturing with VSM effectively enhances production efficiency in traditional food MSMEs. Keywords: Lean Manufacturing; Value Stream Mapping; Production Efficiency; MSME; Kue Karah;]]>
