Integrated Lean Warehousing Framework Reduces Lead Time in Raw Material Warehouse: Kerangka Kerja Lean Warehousing Terintegrasi untuk Mengurangi Lead Time pada Gudang Bahan Baku

M. Husin As Ari (Program Studi Teknik Industri, Universitas Pembangunan Nasional “Veteran” Jawa Timur)
Enny Aryanny (Program Studi Teknik Industri, Universitas Pembangunan Nasional “Veteran” Jawa Timur)

Academia Open
Vol. 11 No. 1 (2026): June

General Background: Warehousing process flow efficiency plays a crucial role in supporting manufacturing operational performance, yet warehouse activities are often dominated by non-value-added tasks. Specific Background: This condition was identified in the raw material warehouse of PT XYZ, a paint manufacturing company, where delays in material flow, repetitive administrative processes, and unstandardized verification procedures contributed to inefficiencies. Knowledge Gap: Although Lean Warehousing is widely recommended, studies integrating Value Stream Mapping (VSM), Process Activity Mapping (PAM), VALSAT, and Fishbone analysis in raw material warehouses remain limited. Aims: This study aims to identify dominant waste and formulate structured improvement proposals to improve warehouse flow efficiency. Results: Initial mapping identified 29 activities with a total lead time of 12,580.2 seconds and a Process Cycle Efficiency (PCE) of 11.70%, dominated by Necessary Non-Value-Added activities (9,811.6 seconds). After implementing the integrated Lean Warehousing framework supported by 5S principles, total lead time decreased to 10,944.8 seconds and PCE increased to 13.45%, representing a 1.75% improvement. Novelty: This research proposes a multi-tools integrated Lean Warehousing framework (VSM–PAM–VALSAT–Fishbone) specifically applied to a raw material warehouse in the paint industry. Implications: The findings demonstrate that structured waste identification and process simplification can systematically improve warehouse performance and provide a replicable model for manufacturing warehouse optimization. Highlights: Initial mapping revealed 29 activities dominated by Necessary Non-Value-Added time of 9,811.6 seconds. Process simplification reduced total flow duration from 12,580.2 to 10,944.8 seconds. Process Cycle Efficiency increased from 11.70% to 13.45% after structured improvement implementation. Keywords: Lean Warehousing, Process Activity Mapping, VALSAT, Value Stream Mapping, Fishbone Diagram