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All Journal PENELITIAN DAN KARYA ILMIAH Prosiding Seminar Nasional Pakar JURNAL PENELITIAN DAN KARYA ILMIAH LEMBAGA PENELITIAN UNIVERSITAS TRISAKTI Jurnal Penelitian dan Karya Ilmiah Lembaga Penelitian Universitas Trisakti JURNAL TEKNIK INDUSTRI

Sumiharni Batubara

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Author-ID : 2618815

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PENERAPAN VENDOR MANAGED INVENTORY (VMI) DAN GENETIC ALGORITHM (GA) DALAM MENENTUKAN UKURAN LOT OPTIMAL ANTARA PEMASOK TUNGGAL DAN MULTI PEMBELI UNTUK MULTI PRODUK Sumiharni Batubara; Zasqia Rahmirda
JURNAL TEKNIK INDUSTRI Vol. 7 No. 3 (2017): Volume 7 No 3 November 2017
Publisher : Jurusan Teknik Industri, Fakultas Teknologi Indusri Universitas Trisakti

PT. Armstrong Industri Indonesia merupakan produsen komponen elektronik dan otomotif. Bahan baku yang digunakan adalah plastic film, tape, foam, felt, cork, papper, non woven fabric, dan rubber. Permasalahan yang dihadapi saat ini, tidak ada kepastian jumlah permintaan dari pihak pembeli dan belum ada sistem manajemen persediaan dari kedua belah pihak. Hal ini menyebabkan perusahaan harus menyediakan persediaan dalam jumlah yang tidak terencana dengan baik, mengakibatkan pemborosan biaya persediaan. Tujuan penelitian, menentukan ukuran lot optimal antara pemasok tunggal dan multi pembeli untuk multi produk dengan menggunakan Vendor Managed Inventory (VMI) dan Genetic Algorithm (GA) berdasarkan total biaya persediaan minimum.Penelitian, dilakukan terhadap dua pihak pembeli PT.X dan PT.Y, dan dua buah produk, yaitu LL Flush With 4 Folding (LLFW4F) dan LL Flush Without Folding (LLFWOF) dan PT. Amstrong Indonesia pihak pemasok.Penerapan Metode Vendor Managed Inventory (VMI) dan Genetic Algorithm (GA), untuk memecahkan permasalahan persediaan multi-buyer multi-produkdan pemasok tunggal, untuk menentukan lot optimal. Berdasarkan hasil perhitungan diperoleh untuk ukuran lot optimal, total biaya persediaan kondisi awal sebesar Rp 61.855.631,- menggunakan VMI, sebesar Rp. 54.955.334,- menggunakan GA sebesar Rp. 27.762.125,- yang berarti, terjadi penghematan masing masing sebesar 11,16% dengan metode VMI dan 44,88% dengan menggunakan GA dibandingkan kondisi awal.

Perbaikan Proses Produksi Produk Paper Pallet Berdasarkan Analisis Waste Assessment Model dan Value Stream Analysis Menggunakan Pendekatan Lean Manufacturing pada PT. Kaloka Binangun Meli Amanda; Sumiharni Batubara
JURNAL TEKNIK INDUSTRI Vol. 8 No. 1 (2018): Volume 8 No 1 Maret 2018
Publisher : Jurusan Teknik Industri, Fakultas Teknologi Indusri Universitas Trisakti

PT. Kaloka Binangun is a packaging company that produces paper pallet products. In the production process of PT. Kaloka Binangun applies a production strategy to make to order. The problem faced by the company today is not achieving production targets. In the production process there are found several waste so that manufacturing lead time is greater than the company's takt time. The process of identifying waste begins using the Waste Relationship Matrix (WRM) and Waste Assessment Questionnaire (WAQ) to determine the percentage of waste that occurs. The results of identification of waste are waste with the 3 biggest ranks, namely, motion (22.96%), transportation (17.53%), and inventory (13.35%). Then the selection of detailed mapping tools is done using Value Stream Analysis Tools (VALSAT). The selected tools are the highest ranking tools, namely Process Activity Mapping (PAM). Implementation of proposed improvements given based on waste analysis is to implement U-Shape Layout, apply 5S, and improve work methods with a map of the right hand and left hand. After implementing improvements, the value of the process cycle efficiency increased from 18.15% to 21.36%. While production output increased from 1425 units to 1724 units.

Integrasi Penjadwalan Produksi dan Preventive Maintenance untuk Meminimasi Makespan dengan Menggunakan Metode Heijunka dan Batch – Backward Scheduling (Studi Kasus PT. BMC) Sumiharni Batubara; Enrico Azcauda Nainggolan
JURNAL TEKNIK INDUSTRI Vol. 8 No. 3 (2018): Volume 8 No 3 November 2018
Publisher : Jurusan Teknik Industri, Fakultas Teknologi Indusri Universitas Trisakti

PT BMC industry which produces automotive components. The problem, in the Brake Assembly Assembly Line, is that high engine downtime is caused by engine failure, resulting in production scheduling not going according to plan. The Drum Assembly Brake Line consists of BD III lines, producing Brake Drum and HUB III lines, producing Hubs. This study aims to determine the smallest and the same makespan value, for the BD III and HUB III lines using the integration of the Heijunka method and Batch Backward Scheduling with Preventive Maintenance (PM) Data processing begins by determining the sequence of jobs and completion time with Heijunka and Batch-Backward Scheduling method. Next, determine the MTTF and MTTR parameters to determine the optimal inspection interval and average repair time. In the last step, the scheduling results are integrated with the inspection and repair intervals if needed, to get the makespan value. The calculation results show that the optimal inspection interval and MTTR for the BD III line is 94 hours and 1.7 hours while the HUB III line is 116 hours with 1.2 hours. After integration of the Heijunka-PM method, the makespan is 511.8 hours and 510.3 hours for the BD III and HUB III lines. The integration of the Batch-Backward scheduling-PM method produces makespan of 538.8 hours and 540 hours for the BD III and HUB III lines. Based on the smallest makespan criteria, scheduling integration is chosen, using the Heijunka-PM method.

Planning for Improvement of Carton Box Production Process using Lean Manufacturing Approach to Increase Production Results at PT. Kati Kartika Murni Raihanah Yusuf; Sumiharni Batubara
JURNAL TEKNIK INDUSTRI Vol. 9 No. 3 (2019): Volume 9 No 3 November 2019
Publisher : Jurusan Teknik Industri, Fakultas Teknologi Indusri Universitas Trisakti

Abstract—PT. Kati Kartika Murni is a company engaged in the packaging industry. This company applies a make to order (MTO) system. Carton Boxes are the focus of research because it have the highest number of requests by 55%. Problems faced by PT. Kati Kartika Murni namely the number of customer requests not yet met. This research was conducted to increase the production of carton boxes to 3600 boxes. Increasing the amount of production is done by lean manufacturing approach, namely by identifying waste and eliminating existing waste. Manufacturing lead time before repair is 17811.7 seconds, process cycle efficiency before repair is 44.4489%, and takt time is 4.645 seconds. The number of production before the design of repairs is 3379 boxes, where orders have not been fulfilled with the available time. The highest waste based on the waste assessment model and value stream analysis tools are defect and transportation. The analysis was conducted using the Failure Mode and Effect Analysis (FMEA) method to determine the type of waste that needs to be eliminated. The highest RPN of 448 is the faded color defect in the flexo process and the second highest RPN of 392 is the overlap defect in the corrugating process. Waste transportation analysis using FMEA method shows the highest RPN value of 448, namely at the time of operation and material movement on the production floor. The design of improvements to eliminate waste transportation is to add a roller conveyor functioning as material handling between work stations. One piece flow addition for the corrugating process to flexo. After an improvement plan is made, the Manufacturing lead time is 15634.2 seconds and the Process cycle efficiency is 50.64%. The amount of production after the design improvement is 3850 boxes, where orders have been fulfilled with the available time.

Perbaikan Sistem Distribusi Dan Transportasi Dengan Menggunakan Distribution Requirement Planning (DRP) Dan Algoritma Djikstra (Studi Kasus : Depot Pertamina Tasikmalaya) Sumiharni Batubara; Rahmi Maulidya; Irma Kusumaningrum
JURNAL TEKNIK INDUSTRI Vol. 1 No. 1 (2011): Volume 1 No 1 Maret 2011
Publisher : Jurusan Teknik Industri, Fakultas Teknologi Indusri Universitas Trisakti

The competition in petroleum industry to meet customer requirements is very tight. Companies that are able to survive are a company that can meet consumer demand in a timely manner. Companies must pay attention to the smoothness of its distribution system so as to meet consumer demand for continuous and timely. The problems frequently encountered by the Petroleum Industry are a delay in delivery of fuel from depots to filling stations are located in the region such coverage Depot. This is caused by a number of previously unknown oil demands, the limited number of tank cars for fuel and lack of accuracy, adequacy determination of delivery routes fuel from depots to retail outlets. This paper is intended to help the Oil Industry to determine the fuel distribution system and the determination of delivery routes with the aim of minimizing shipping costs and delivery schedules to determine fuel from depots to retail outlets. The method used in this study is the Distribution Requirements Planning (DRP) to determine how the delivery of fuel from depots to retail outlets each with respect to the amount of the daily requirement of each pump.This research begins with forecasting demand for fuel at 81 gas stations for several future periods. Under the DRP method of forecasting at each gas station for one week ahead will be a need for fuel to be supplied by the Depot Tasikmalaya. So that the Depot can estimate the amount of fuel that must be sent to each retail outlets in the coming period. Furthermore Djikstra algorithm used to determine fuel delivery routes from depots to retail outlets. The selected route is a route with a shorter distance and minimum shipping costs. After that car assignment scheduling done by using rule-based scheduling longest travel time (Longest Processing Time), to obtain the finish time of fuel delivery is almost the same on every car is assigned.Use of the DRP method, assignment and scheduling and Djikstra algorithm, tank car is useful because it can estimate the needs of Tasikmalaya Depot gas station in the coming period so that the fuel supply depot in accordance with the requirements both in terms of quantity and time, can determine the route of delivery of fuel depots to gas stations with the shipping costs more low-cost, timely delivery time and workload tank car that is almost the same.

PENERAPAN KONSEP LEAN MANUFACTURING UNTUK MENINGKATKAN KAPASITAS PRODUKSI (STUDI KASUS : LANTAI PRODUKSI PT.TATA BROS SEJAHTERA) Sumiharni Batubara; Fidiarti Kudsiah
JURNAL TEKNIK INDUSTRI Vol. 2 No. 2 (2012): Volume 2 No 2 Juli 2012
Publisher : Jurusan Teknik Industri, Fakultas Teknologi Indusri Universitas Trisakti

Lean Manufacturing is an approach to increase the efficiency of a system through a continuous improvement to minimize waste. This approach begins by creating a value stream mapping, an overview of an organization through information/activity flow and material flow that takes place at the shop floor. These activities are then classified as value-added activities and non-value added activities. The complication arises when production target cannot be met, delaying product delivery to consumers. This delay, mainly driven by lengthy production time, is typically caused by waste that occurs at the shop floor. By identifying the source of those wastes, production time can be reduced to fulfill production target. This paper utilized the lean manufacturing approach as an initial step to perform standard time calculation for all activities that eventually were identified as Value-added or Non Value-added Current State Activity. Further, to obtain the complete picture of the shop floor, value stream mapping were performed and Process Cycle Efficiency was calculated. Waste, defined as transportation time required for semi-finished products from one process to the next and any unnecessary motions within some process, were then identified. To minimize transportation time, transfer batch was utilized. While to decrease operation time, motion improvements were done through Right Hand – Left Hand Process Chart. Upon improvement, manufacturing lead time decreased by 4.7% and Process Cycle Efficiency increased by 2%.

Co-Authors Debbie Kemala Sari Dian Mardi Safitri Enrico Azcauda Nainggolan Fidiarti Kudsiah Fikri Nuradhi Kusumaningrum, Irma Kartika Meli Amanda Nadhira Cheryana Putri Nenis Yuniarti Nora Azmi Parwadi Moengin Raden Abdurrahman Halimuddin Raihanah Yusuf Rio Ronald H.B Rizki Nurul Fathia Sonia Nur Indah Suci Yulia Diah Dinanty Zasqia Rahmirda

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