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All Journal Jurnal Rekayasa Sistem Industri Journal Industrial Servicess JOURNAL OF INDUSTRIAL AND MANUFACTURE ENGINEERING JKIE (Journal Knowledge Industrial Engineering) Jurnal Optimalisasi Indonesian Journal of Electrical Engineering and Computer Science ARIKA Jurnal Rekayasa Industri (JRI) Journal of Industrial Engineering and Operation Management (JIEOM) Profisiensi : Jurnal Program Studi Teknik Industri Jurnal Teknologi dan Manajemen Industri Terapan Neo Journal of economy and social humanities JPNM : Jurnal Pustaka Nusantara Multidisiplin Jurnal Industri Samudra Jurnal Baut Dan Manufaktur
Dharma Widada
Department Of Industrial Engineering, Universitas Mulawarman, Samarinda, Indonesia
Religion Humanities Chemical Engineering, Chemistry & Bioengineering Computer Science & IT Control & Systems Engineering Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Engineering Environmental Science Health Professions Industrial & Manufacturing Engineering Mechanical Engineering Social Sciences Transportation

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Unraveling Financial Decision Patterns in Family-Owned Startups under Generational Transition Asrul Jaya; Masruroh; Dharma Widada
Neo Journal of economy and social humanities Vol 4 No 2 (2025): Neo Journal of Economy and Social Humanities
Publisher : International Publisher (YAPENBI)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.56403/nejesh.v4i2.306

Abstract

The intergenerational leadership transition in family-owned startups poses unique challenges in financial decision-making. Unlike established family companies, startups have a more fluid organizational structure and rely on flexibility in dealing with risks and high capital requirements. This study aims to identify patterns of financial decisions during the generational transition process and examine the influence of family dynamics on financial preferences and strategies taken. Using an exploratory qualitative approach, this study was conducted on five family startups in Indonesia that are undergoing a succession process. Data were collected through semi-structured interviews with cross-generational family members involved in finance and leadership functions. The analysis was carried out thematically with a grounded theory approach. The results show that the difference in risk orientation and decision-making horizon between the founding generation and the next generation creates tension as well as opportunities for adaptation. The founding generation tends to maintain internal control and avoid debt, while the new generation is more open to external investors and growth-based financial approaches. This study presents an early model of intergenerational financial dynamics and provides insights for the designers of family-based organizational transition strategies.
Pemilihan Supplier Menggunakan Metode Analytic Hierarchy Process (AHP) dan TOPSIS Pada Pengadaan Belt Conveyor (Studi Kasus: PT X) Winarni; Dharma Widada; Dutho Suh Utomo
Jurnal Rekayasa Industri (JRI) Vol. 8 No. 1 (2026): Vol.8 No.1 (2026): Edisi April
Publisher : Program Studi Teknik Industri, Fakultas Sains dan Teknologi, Universitas Widya Mataram

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37631/jri.v8i1.1906

Abstract

Conveyor system merupakan infrastruktur penting yang menunjang proses produksi batu bara di PT X. Perusahaan sering kali mengeluarkan investasi besar untuk infrastruktur ini guna mempertimbangkan efektivitas sistem dalam menghasilkan produk batu bara. Belt conveyor, sebagai komponen kritis dari sistem ini, memiliki peran penting dalam mengurangi biaya produksi, menghemat waktu, dan meningkatkan laju produksi. Namun, tantangan yang dihadapi mencakup masalah kualitas produk dari supplier yang menimbulkan kerugian finansial bagi perusahaan. Penelitian ini menerapkan metode Analytic Hierarchy Process (AHP) dan Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS) sebagai pendekatan dalam menentukan supplier belt conveyor terbaik. AHP digunakan untuk mengidentifikasi dan memberi bobot pada empat kriteria utama yaitu cost (0,298), quality (0,522), delivery (0,045), dan service (0,135), dengan sepuluh sub-kriteria termasuk product, price, discount, product specification, quality consistency, success record, lead time, on-time delivery, flexibility in ordering, warranty, dan after sales. Hasil pengolahan data menunjukkan kriteria kualitas memiliki bobot tertinggi. TOPSIS digunakan untuk meranking enam supplier berdasarkan penilaian kinerja. Supplier yang dinilai adalah Supplier A, Supplier B, Supplier C, Supplier D, Supplier E, dan Supplier F. Hasil pengolahan data menunjukkan nilai preferensi supplier sebagai berikut: Supplier C (0,940), Supplier E (0,938), Supplier A (0,805), Supplier F (0,275), Supplier D (0,034), dan Supplier B (0,026). Supplier terbaik yang dapat dipertimbangkan oleh perusahaan secara berurutan adalah Supplier A, Supplier F, Supplier C, Supplier E, Supplier D, dan Supplier B.
Optimization of Production Control Based on Green Metrics to Reduce Production Emissions and Waste: A Multi-Objective Approach in the Wood-Processing Manufacturing Industry Dharma Widada; Masayu Widiastuti
JPNM Jurnal Pustaka Nusantara Multidisiplin Vol. 4 No. 3 (2026): July : Jurnal Pustaka Nusantara Multidisiplin (ACCEPTED)
Publisher : SM Institute

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59945/jpnm.v4i3.1553

Abstract

The manufacturing industry is a dominant contributor to global greenhouse gas emissions and industrial solid waste, necessitating a paradigm shift from output-centric to sustainability-integrated production management. This study develops and validates a multi-objective production control optimization model that embeds green metrics as core performance dimensions within the production decision-making framework of a wood-processing company in Kalimantan, Indonesia. The model integrates three simultaneous objective functions—minimizing CO₂-equivalent emissions, minimizing solid waste generation, and maximizing production output—subject to 18 operational, environmental, and regulatory constraints and governed by 28 decision variables. Green metrics dimensions were prioritized through the Analytical Hierarchy Process (AHP), yielding weights of 0.342 (greenhouse gas emissions), 0.261 (solid waste management), 0.198 (energy efficiency), 0.124 (water consumption), and 0.075 (material toxicity), with a Consistency Ratio of 0.043, confirming reliable expert judgment. Environmental waste streams were identified using the Green Value Stream Mapping (G-VSM) method, revealing four previously undetected waste categories including volatile organic compound (VOC) emissions and unrecovered wood-dust biomass. Model validation against three months of historical production data demonstrated a prediction accuracy of 94.7%, with parametric stability maintained at ±15% variation. Following six months of staged implementation (January–June 2024), CO₂eq emissions declined by 28.6% (from 4,782 to 3,412.8 ton/yr), solid waste decreased by 34.2% (from 1,467.4 to 965.8 ton/yr), and energy consumption fell by 22.4% (from 7,518.3 to 5,831.0 MWh/yr)—all exceeding predetermined targets. Simultaneously, production output increased by 18.3% and operating costs decreased by 15.7%. Emission intensity was reduced from 76.6 to 46.2 kg CO₂eq/m³, placing the company below the Southeast Asian industry benchmark of 58.3 kg CO₂eq/m³ (UNIDO, 2023). Financial analysis indicates a payback period of 7.4 months and a Net Present Value of IDR 18.9 billion over five years. These findings affirm that green metrics-integrated production control delivers simultaneous environmental and economic performance improvements, offering a replicable framework for sustainable manufacturing transformation.
Analisis Strategi Pemasaran Coffee Shop Loja, Kota Sangatta, Kutai Timur Dengan Metode Swot Analysis Theresia Pawitra; Peslianti Rice Mellolo; Dharma Widada
Jurnal Industri Samudra Vol 6 No 1 (2025): Jurnal Industri Samudra
Publisher : Program Studi Teknik Industri, Fakultas Teknik. Universitas Samudra

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55377/jis.v6i1.12730

Abstract

Loja Coffee Shop in Sangatta, East Kutai, has experienced sales fluctuations due to new competitors. Identification results revealed 10 internal and 10 external factors, with an IFE score of 2.781 and an EFE score of 2.48. A CPM analysis showed Loja’s advantage over De’Atake Cafe. A customer questionnaire yielded a score of 24.37. The IE Matrix suggests a hold-and-maintain strategy. The SWOT analysis produced SO, ST, WO, and WT strategies, with priorities on market expansion, market growth improvement, and profit maximization. The expansion strategy involves opening new branches or franchises in potential locations. Other strategies include partnerships with the government, growth in online markets, digital payments, and social media promotions. To maximize profits, Loja can implement upselling, holiday discounts, and bundle offers. Maintaining flavor quality is also essential as a key differentiator.
Co-Authors Anas Mujahid Anggriani Profita Asrul Jaya Aulia Febriyanti Dutho Suh Utomo Eko Wiji Setio Budianto Eli Basrul Intan Purwanto Erwin Velanton Tandilino Fandy Achmad Sitaba Farida Djumiati Sitania Fathimahhayati, Lina Dianati Fernando Alexander Fermi Sitohang Herwandi Herwandi Kasriah Kasriah La Ode Ahmad Safar Tosungku Lusiana Agustin Sesa Masayu Widiastuti Masruroh Muhamad Najih Burhanudin Muhamad Naufal Dwi Hidayat Muhammad Devan Deandra Putra Muhammad Labib Jundillah Muhammad Rahmat Subhan Murianai Emelda Isharyani Peslianti Rice Mellolo Ramadiani - Riezky Fajar Shaleh Riyan Jaya Slamet Mulyono Syafitri Khotijah Syarif Iskandar Tambunan, Willy Theresia Amelia Pawitra Theresia Amelia Pawitra Theresia Pawitra Winarni Yudi Sukmono