Enhancing Production Performance Through Assembly Line Balancing: A Case Study Of A Motorcycle Final Assembly Line At Pt Rivercape Indonesia

Abstract

PT Rivercape Indonesia has been failing to meet its annual production target of 23,000 units on Final Assembly Line F1, with actual output reaching only 20,667 units and an estimated revenue gap of USD 7,821,288.71. This study aims to identify the root cause of this shortfall, formulate improvement alternatives, and select the most appropriate alternative using an Assembly Line Balancing (ALB) approach supported by a Current Reality Tree (CRT) and the Analytic Hierarchy Process (AHP). The research method combined direct observation, focus group discussions, and internal company data collected from January to February 2026. The existing-condition analysis shows that the line operates with 26 workstations and a cycle time of 335 seconds, resulting in a Line Efficiency of only 74.39% and a Balance Delay of 25.61% (categorized as bad according to Yin, 2016). CRT analysis confirmed the root cause as the absence of a mechanism to optimize workstation utilization. Three improvement alternatives were evaluated against a target cycle time of 301 seconds: Alternative 1 (TSALBP Type 2) achieved a Line Efficiency of 82.79%; Alternative 2 (TSALBP Type 1) achieved the most substantial improvement, with a Line Efficiency of 93.90% across 23 workstations; and Alternative 3 (UALBP) achieved a Line Efficiency of 93.59% with a U-shaped layout. Using AHP with a Consistency Ratio of 0.011, Alternative 2 was selected as the most preferred strategy with the highest composite score of 0.500. Implementation of the selected alternative is projected to recover approximately USD 6.42 million of the existing revenue gap through a four-phase, nine-month implementation plan.