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All Journal Journal of Business and Management The Indonesian Journal of Business Administration Journal of Innovation, Business and Entrepreneurship
Rudy Bekti
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Decision Sciences, Operations Research & Management

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How Was The Role of Human Resource Planning in The Quality of Production Process at Nédirzanit Company Azizah, Ummi; Bekti, Rudy
Journal of Innovation, Business and Entrepreneurship Vol 2, No 1 (2017)
Publisher : Journal of Innovation, Business and Entrepreneurship

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Abstract.  The quality of the products produced by a company is determined based on certain measurements and characteristics based on the standards set by the company. NÉDIRZANIT is a fashion company that put forward the theme of literature and its illustrations. NÉDIRZANIT has a problem of low quality production processes where production errors often occur. This results in decreased product quality or even defective products. Therefore, this research is conducted with an aim to discover the factors causing the low quality of the production process in terms of human resource planning and find out solutions to improve the quality of the production process.  The research method used is qualitative descriptive analysis. This study was conducted by interviewing the workers. The data obtained is processed By using manual coding. The result, it can be seen that the factor causing the low quality of the production process is the low priority to production task. The solution to overcome the low quality of the production process is to make human resource planning with mature and structured in order to be able to manage the human resources owned by utilizing their maximum potential. Keywords: human resource; human resource planning; production management; quality of production process; defect product
Analysis of Project Construction Delay Using Fishbone Diagram at PT. Rekayasa Industri Septiawan, Dimas Budi; Bekti, Rudy
Journal of Business and Management Vol 5, No 5 (2016)
Publisher : Journal of Business and Management

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Abstract.This research focuses on finding the root problem of the construction delay that happened in several tasks at PT Rekayasa Industri’s CGPX project. The project was planned to start on June 27th, 2011 and planned to be finished on April 8th, 2013. However, the actual project was finished almost one year later than the planned finished date (March 20th, 2014), despite the fact that the project started on time. The project delays will be analyzed through systematical methodology to find root cause that makes the project finished late using Ishikawa Diagram, then the result will be presented using “5M” criteria. Finally, the best solution will be given as a feedback to the company to improve future project. The result shows that the most powerful delay is caused by human error. The recommendation given to the company is to increase the ability of workers to reduce the delays in these aspects. Way to increase the ability is by doing training, hire more professional person, recruit the third party, or give penalty if the drawing is late.Keyword: Project management, fishbone diagram, project delay, root cause analysis 
Relationship Analysis between Demographic Factors, Job Satisfaction, and Job Performance among Formal Employees in DKI Jakarta Suryawijaya, Marwah; Bekti, Rudy
Journal of Business and Management Vol 5, No 5 (2016)
Publisher : Journal of Business and Management

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Abstract. The primary resource to support the productivity of innovative, high quality, and competitive product is proven gained from highly performing employees. Any aspect related to high performance thus has become an interest to organizations to stay in the business and protect their profit. Some studies and wisdom indicate that job satisfaction is one of the biggest aspects affecting the performance of an employee.  DKI Jakarta is the capital city of Indonesia. Not only as the central of the government, but also as the central of economics, businesses, and employments. In 2015, formal workers took 73% of the total working citizen, which indicates as the highest proportion of overall working citizen in DKI Jakarta comparing to informal workers. The growth of formal worker is seen to be the biggest with an increase percentage of 10.26% in one year, it means that 344 thousands of people were get employed within a year. Therefore, this research was constructed to enrich and complete the scarcity in previous studies regarding the relationship between job satisfaction and job performance. The specific type of object was formal worker in DKI Jakarta area. The study was executed by distributing questionnaires in regard to demographic factors, job satisfaction, and job performance to 258 respondents who are currently employed as formal workers. The data collected was analyzed using Microsoft Excel, SPSS 20, and processed through Descriptive Analysis, Chi Square Analysis, T-Test, and Simple Linear Regression. The result found that formal workers’ demographic factors (age, gender, and education level) of DKI Jakarta are not associated with Job Satisfaction. While the relationship between job satisfaction and job performance was found positively related. Not only relations, the author discovered that whenever one’s job satisfaction increase as 1 unit, his performance at work will also increase as 0,738 unit. Between three dimensions of job performance, contextual performance takes the highest position that gains most influence by job satisfaction.Keyword: Job Satisfaction, Job Performance, Task Performance, Contextual Performance, Counterproductive Work Behavior, Demographic Factors, Human Resource Management
The readiness of knowledge managament implementation at pt security training Dwi Oktari, Putri; Bekti, Rudy
The Indonesian Journal of Business Administration Vol 8, No 1 (2019)
Publisher : The Indonesian Journal of Business Administration

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Abstract - PT SECURITY TRAINING is one of the Security Services Business (BUJP). As a newcomer company in this industry, PT SECURITY TRAINING must be able to continue to grow and improve its competence and performance to compete with other companies. Lack of knowledge management causes several problems. Due to poor KM, the potential of losing knowledge that must be used, stored and distributed to support business operations. This study is focused on knowing the readiness of PT SECURITY TRAINING to implement knowledge management in order to get a better performance. Using knowledge management maturity assessment by adopting elements of APO KM Framework, researcher found that the maturity of knowledge management implementation of PT SECURITY TRAINING is at level initiation, which means that the company is starting to recognize the need to manage knowledge or may have started a knowledge management pilot project. Based on the results of this study it can be concluded that there are several obstacles that come from several elements such as processes, human resources, technology, and governance. The recommendations are to develop a business strategy, creating a KM team/division, developing a KM strategy, pilot testing and deployment, develop a KM evaluation system, implement KM, also give do some evaluation and give rewards.Keywords: Organizational Readiness, Knowledge Management Implementation, KM Strategy
Project Management Performance Improvement Using Maturity Model at Architecture Firm Meirani Kusuma, Atika; Bekti, Rudy
The Indonesian Journal of Business Administration Vol 5, No 1 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - The degree of competition, complexity and uncertainty are high in construction industy. It was observed that the occurrence of unexpected events and changes has caused consequential problems arise throughout the project. In 2015, PT. Penta Rekayasa could manage a good customer satisfaction rate, but the organization experinced over budget in 66.67% of overall and over manhour per drawing in 22.22% of overall project. It is known that organizations that are not mature can still deliver outstanding results but at the same time have other projects that could not be performing well. It is becoming important to understand current maturity level of project management and highlights the key areas as the baseline to make continuous performance improvements. The aims of this research are to assess the current maturity level of PT. Penta Rekayasa and generating effective improvements recommendation in project management area to improve the business performance. To assess the current maturity level, this research using maturity model that focuses on process perspectives with its embedded generic attributes. Those perspectives and attributes are assessed at five maturity level. It allows PT. Penta Rekayasa to have its methods and processes assessed according to management best practice. Gap analysis also used to identify key areas as the baseline for affective improvement. After conducting the assessment and analysis, it is discovered that PT. Penta Rekayasa has level 2 in its project management maturity, which means that the organization has managed its project with various project management frameworks, however, its processes and procedures are running in minimum standard. There is inconsistency of organizational guidance and current performance lacks concept realization. There are prioritized key areas that are needed to improve such as, risk management, planning and estimating, resource management, management control, scrutiny and review,.capability development, and benefits management. PT. Penta Rekayasa is recommended to acquire maturity level 3 by maturing specific processes, concepts and generic attributes in discovered key areas of improvement in order to achive a defined process level and have a consistent set of standards used with clear process owners across the organization that eventually will improve business performance. Keywords: project management, maturity model, improvement, architecture firm
Knowledge management implementation in production department of pt. Indofood cbp to improve operational performance Benawar, Geoffrey; Bekti, Rudy
The Indonesian Journal of Business Administration Vol 7, No 3 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Introduction: Fast-moving consumer goods industry has experienced rapid growth in recent years. This phenomenon provides both opportunity and threat to the companies in the industry. Companies must be able to provide high quality product consistently, as well as continuous innovation to sustain their competitive advantage. One of the tools that can be used to do it is by implementing knowledge management practices to improve business performance. However, many companies still have limited understanding about knowledge management and its implementation. Methods: A proper strategy is needed to implement knowledge management in the company effectively. According to Stan Garfield (2007), knowledge management can be implemented in five steps, which are determining the top three objectives, answering the nine questions, defining nine knowledge management strategy, gaining leader’s commitment, and creating an implementation plan. Results: Through a proper implementation of knowledge management initiatives, companies should be able to optimize the knowledge they have inside, integrate it into daily business activities, and make improvements where necessary. It would streamline the process of acquiring new knowledge, sharing it inside the company, and retaining that knowledge. Conclusion: knowledge management is crucial in the company to prevent knowledge loss. However, it requires the support and active participation of all the employees in the company.Keywords: implementation plan, knowledge loss, knowledge management, operational performance, Stan Garfield
Improvement of implementation modernization 2G project using project management concept case study PT HTI west java region Simarmata, Jefferson; Bekti, Rudy
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract. XYZ is a global leader of ICT (Information and Communication Technology) solutions. Continuously innovating based on customer needs, XYZ are committed to enhancing customer experiences and creating maximum value for telecom carriers, enterprises, and consumers. In the field of professional services, XYZ has always demonstrated a willingness to establish a strategic partnership with the operators. This collaboration ensures improved network and service quality which enhances customer experience. This also positions XYZ to promote operational transformation concept while accelerating the adoption of the next generation network and service evolution. The whole industry will continue to see profound changes. These changes will be driven by the introduction of new technologies and dramatic changes in network architectures. XYZ closely collaborate with telecom operators and their industry customers to provide competitive and valuable service solutions. R operator appear to be the biggest operator in the country, which XYZ part of wireless market share. R operator is committed to providing the best service to its customers, one of the efforts is network modernization by swap BTS (Base Transceiver Station) existing with new BTS equipment for 2G to anticipate the high voice traffic and also reduce the operational cost of R operator. R operator signed a contract with XYZ Company for network modernization its entire telecom network 2G in West Java area. All 2G BTS will be swapped with new equipment with modern, efficient and future ready hardware. This thesis describe more specific on 2G network modernization project for R operator in West Java area which 596 system BTS existing vendor N change with XYZ BTS.  In the project implementation there are some issues raised which effect the project such as delay completion time of project, number of sub-contractor transmission team inadequate, lack of monitoring and control project progress and there no pre-evaluate and categorize the risk in the project. Project Time Management and Project Risk Management the part of Project Management knowledge areas, Critical Path Method (CPM) and PERT analysis are used to analyze the business issue and to find the root cause of inefficient completion time of project. The root cause are: lack of Project Time Management knowledge, lack of Project Risk Management, lack of experience, limited sub-contractor resource, irregular status review meeting and lack of risk management knowledge. Based on Project Management concept there are some business solution alternative to improve implementation modernization project become more efficient, which are: training scheduling technic, reduce completion time by increase number of sub-contractor team based on CPM analysis, create regular status review meeting and define and manage the project risk. The result of this research can used for the next modernization project or another project in XYZ. Keywords: Project Management, Project Time Management, Project Risk Management, completion time, scheduling technic, critical path, CPM, PERT.
Proposed Actions For The Completion of PLTU Lampung/Tarahan Baru Project Effectively Sistarani, Meutia; Bekti, Rudy
The Indonesian Journal of Business Administration Vol 1, No 4 (2012)
Publisher : The Indonesian Journal of Business Administration

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PLTU Lampung/Tarahan Baru is one of the projects that was included in this 10.000 MW mega project and is planned to distribute electricity with the capacity of 2 x 100 MW. The evaluation results of PLTU Lampung/Tarahan Baru indicate a delay in the project completion time for at least 20 months from the original plan. Using the fishbone diagram, it was found that the loans problems, employee payroll, material delivery schedules, permits, engineering drawings, and contractors who do not work well is the cause of the delay in completion of this project. An analysis using Analytical Hierarchy Process (AHP) produces three main priorities to be done which are to extend the loan, to update the material distribution licenses, and to give penalties to the contractors that late in paying their employees. Sixteen proposed actions were analyzed using the 7S McKinsey framework and then being implemented using the PDCA (Plan Do Check Act) format. Keywords: Pembangkit Listrik Tenaga Uap (PLTU), project management, Analytical Hierarchy Process (AHP), 7S McKinsey, Plan Do Check Act (PDCA)
Analysis of Knowledge Management Implementation at Adhi Karya Putranto, Brago Adijaya; Bekti, Rudy
The Indonesian Journal of Business Administration Vol 2, No 14 (2013)
Publisher : The Indonesian Journal of Business Administration

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As one of the biggest State-Owned Enterprises (SOE) in Indonesia in the field of construction, ADHI's performance always depends on goverment policy. To support governance reform ahead, ADHI saw the opportunity to expand their work into investment, power, and realty. Therefore, ADHI establish new company programs including  the establishment of knowledge management (KM) starting in 2009. This study main purpose is to see how well the implementation of KM in ADHI, and how to develop it better. The quality of KM explored through analyzing ADHI's external and interal organization using PESTEL and McKinsey's 7-S framework to form SWOT Matrix. Zack's KM analysis model later enable to confirm knwoledge gap within the company as the problem to solve. ADHI's new scope of work and poor system information become the main aspects of their knowledge gap cause. ADHI needs to develop short, medium, and long term innitiatives to perfected KM implementation in ADHI. Short-term means to develop system information and training, medium means to develop system to acquire expertise knowledge, and long-term means to expand their expertise in designing and finishing projects. Keywords: Knowledge, Human, Information
Co-Authors Azizah, Ummi Benawar, Geoffrey Brago Adijaya Putranto Dwi Oktari, Putri Ginting, Henndy Meirani Kusuma, Atika Meutia Sistarani Raymond Raymond Ryanaldo, Thomas Septiawan, Dimas Budi Simarmata, Jefferson Suryawijaya, Marwah