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Abstract
Lean management merupakan pendekatan manajemen yang berfokus pada peningkatan efisiensi proses kerja melalui eliminasi pemborosan (waste) dan peningkatan nilai tambah bagi pelanggan. Dalam praktiknya, proses administrasi di berbagai organisasi masih menghadapi berbagai permasalahan, seperti prosedur yang kompleks, waktu tunggu yang panjang, duplikasi pekerjaan, serta kesalahan dalam pengolahan dokumen. Permasalahan tersebut berdampak pada menurunnya efektivitas kerja, meningkatnya biaya operasional, serta rendahnya kualitas pelayanan. Penelitian ini bertujuan untuk menganalisis penerapan lean management dalam meningkatkan efisiensi proses bisnis pada kegiatan administrasi. Penelitian ini menggunakan metode deskriptif dengan pendekatan studi literatur yang bersumber dari buku, jurnal ilmiah, dan artikel relevan terkait lean management dan efisiensi proses bisnis. Hasil kajian menunjukkan bahwa penerapan prinsip lean management, seperti value stream mapping, eliminasi aktivitas non-value added, serta continuous improvement, mampu mengidentifikasi dan mengurangi berbagai bentuk pemborosan seperti waiting, overprocessing, defects, dan poor coordination. Selain itu, faktor pendukung seperti kepemimpinan, keterlibatan karyawan, serta pemanfaatan teknologi informasi berperan penting dalam keberhasilan implementasi lean management. Dengan demikian, lean management telah menjadi strategi yang efektif dalam meningkatkan efisiensi operasional, produktivitas kerja, serta kualitas pelayanan pada proses administrasi organisasi secara berkelanjutan.
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References
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- Salah, S., Rahim, A. dan Carretero, J.A. (2010) “The integration of Six Sigma and lean management,” International Journal of Lean Six Sigma, 1(3), hal. 249–274. Tersedia pada: https://doi.org/10.1108/20401461011075035.
- Sudarsan, J.S. et al. (2026) “Resilient and sustainable construction industry: leveraging crisis and lean management,” International Journal of Construction Management, 26(2), hal. 219–233. Tersedia pada: https://doi.org/10.1080/15623599.2025.2516705.
- Sugiyono (2016) Metode Penelitian: Kuantitatif, Kualitatif dan R&D. Bandung: Penerbit Alfabeta.
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References
Alsmadi, L.A., Wazani, K.W. dan Hammouri, Q. (2025) “Does Implementing Lean Management Have the Potential to Affect the Performance of an Organization?,” in A.M.A. Musleh Al-Sartawi, A.I. Nour, dan I. Abdeljawad (ed.) Business Resilience and Business Innovation for Sustainability: The Double-Edged Role of Artificial Intelligence and Other Disruptive Technologies. Cham: Springer Nature Switzerland, hal. 51–63. Tersedia pada: https://doi.org/10.1007/978-3-031-87584-7_5.
Ardianto, R.H. (2025) Toyota Production System: Efisiensi Manufaktur dengan Pendekatan Teknik Industri, FTTM Unair. Diedit oleh A. Hariyanro. FTTM Unair. Tersedia pada: https://ftmm.unair.ac.id/toyota-production-system-efisiensi-manufaktur-dengan-pendekatan-teknik-industri/ (Diakses: 20 Maret 1SM).
Ballard, G. dan Tommelein, I. (2012) “Lean management methods for complex projects,” Engineering Project Organization Journal, 2(1–2), hal. 85–96. Tersedia pada: https://doi.org/10.1080/21573727.2011.641117.
Kadarova, J. dan Demecko, M. (2016) “New Approaches in Lean Management,” in Procedia Economics and Finance. Elsevier B.V., hal. 11–16. Tersedia pada: https://doi.org/https://doi.org/10.1016/S2212-5671(16)30234-9.
Liker, J.K. (2004) The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer. New York: McGraw-Hill.
Martínez-Jurado, P.J. dan Moyano-Fuentes, J. (2014) “Lean Management, Supply Chain Management and Sustainability: A Literature Review,” Journal of Cleaner Production, 85, hal. 134–150. Tersedia pada: https://doi.org/10.1016/j.jclepro.2013.09.042.
Mehrjoo, V. dan Shahbazi, L. (2026) “Evaluating and prioritizing factors affecting lean management in small and medium-sized enterprises (SMEs) within the digital entrepreneurship sector: a case study,” Cogent Business & Management, 13(1), hal. 2635684. Tersedia pada: https://doi.org/10.1080/23311975.2026.2635684.
Misra, Richa dan Fernando, Senaka (2026) “Organisational Barriers to the Lean Management Approach in Healthcare,” Sage Open, 16(1), hal. 21582440251413496. Tersedia pada: https://doi.org/10.1177/21582440251413494.
Naranjo, F., Moyano-Fuentes, J. dan Maqueira, J.M. (2026) “Lean management research in Iberoamerican countries: state of the art, gaps and potential opportunities,” International Journal of Lean Six Sigma, ahead-of-p(ahead-of-print), hal. 1–32. Tersedia pada: https://doi.org/10.1108/IJLSS-05-2025-0142.
Salah, S., Rahim, A. dan Carretero, J.A. (2010) “The integration of Six Sigma and lean management,” International Journal of Lean Six Sigma, 1(3), hal. 249–274. Tersedia pada: https://doi.org/10.1108/20401461011075035.
Sudarsan, J.S. et al. (2026) “Resilient and sustainable construction industry: leveraging crisis and lean management,” International Journal of Construction Management, 26(2), hal. 219–233. Tersedia pada: https://doi.org/10.1080/15623599.2025.2516705.
Sugiyono (2016) Metode Penelitian: Kuantitatif, Kualitatif dan R&D. Bandung: Penerbit Alfabeta.
Sugiyono (2022) Metode Penelitian Bisnis, Pendekatan Kuantitatif, Kualitatif, Kombinasi, dan R&D. Bandung: CV Alfabeta.