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<![CDATA[Perancangan HIRARC di PT.Charoen Pokphand Indonesia Feedmill Balaraja ]]>
<![CDATA[Steven Hermanto]]>;
<![CDATA[Jani Rahardjo]]>
<![CDATA[ Jurnal Titra Vol 6, No 2 (2018): Jurnal Titra vol. 6 No. 2, Juli 2018 ]]>
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<![CDATA[PT.Charoen Pokphand Indonesia Feedmill Balaraja is a company that produce animal feed. This research aims to design HIRARC document according to the company actual condition in 2018. Hazard identification is performed by direct observation, view the historical data of occupational accidents, and do an interview with the workers. The hazard identification result then assessed. The result of the risk assessment show that there are 69% percentage of activities with negligible risk level, 26% with low risk level, 3% with medium risk level, and 2% with high level. The last stage is the risk control that performed by elimination, substitution, administration, design, and also PPE.]]>
<![CDATA[Perancangan Form Evaluasi Penilaian Vendor dengan Metode AHP di PT. NPTI ]]>
<![CDATA[Indra Syukur Kurniawan]]>;
<![CDATA[Jani Rahardjo]]>
<![CDATA[ Jurnal Titra Vol 6, No 2 (2018): Jurnal Titra vol. 6 No. 2, Juli 2018 ]]>
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<![CDATA[PT. NPTI is a container terminal operating company. This study aims to design a vendor evaluation form. The purpose of designing vendor evaluation form is to know the criteria used in vendor evaluation and the weight of each criterion. In this research, the method used to design the vendor evaluation form is AHP (Analytical Hierarchy Process) method, with this method will get the criteria and the weight of each criteria will be made into the vendor evaluation form. The vendor evaluation form that has been created using the AHP method will be compared with the existing vendor evaluation form to find out the difference form.]]>
<![CDATA[Perancangan Implementasi ISO 9001:2015 di PT. Wellgan Gemilang ]]>
<![CDATA[Elma Cathlin Tangradi]]>;
<![CDATA[Jani Rahardjo]]>
<![CDATA[ Jurnal Titra Vol 6, No 2 (2018): Jurnal Titra vol. 6 No. 2, Juli 2018 ]]>
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<![CDATA[Designing the document and system is an initial step to fulfill the requirement of ISO 9001: 2015. The fulfillment of the requirements of ISO 9001: 2015 starts with conducting a gap analysis between documents or systems required by ISO 9001: 2015 with existing documents or systems at PT Wellgan Gemilang. These preliminary findings resulted an initial gap of 26.06%. The fulfillment of the requirements of ISO 9001: 2015 is done by designing documents and system, begins with conducting strengths and weaknesses (SWOT) analysis of the company, business processes mapping, setting the vision, mission and quality policy, determining quality objectives, organizational structure and job analysis (Job Description) as well as competency matrix, Standard Operating Procedure (SOP) and Work Instruction (WI) for each process in business process and risk analysis for each department and quality objective. Design of document and quality management system ISO 9001: 2015 that has been done reflects the fulfillment of requirement increase from 26.06% to 61.97%.]]>
<![CDATA[Perancangan Sistem Manajemen Mutu ISO 9001:2015 di PT.X ]]>
<![CDATA[Hendrikus Zendy]]>;
<![CDATA[Jani Rahardjo]]>
<![CDATA[ Jurnal Titra Vol 6, No 2 (2018): Jurnal Titra vol. 6 No. 2, Juli 2018 ]]>
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<![CDATA[This research was conducted to get the design of quality management system for ISO 9001: 2015 certification in PT. X. Application of quality management system at PT. X is used to ensure the suitability of a process and product to customer needs. Research at PT. X is performed by reviewing the Gap Analysis between the company's alignment with the requirements of the ISO 9001: 2015 clauses. The result of the conformity assessment of the initial Gap Analysis shows a suitability value of 61%. The results of the conformity review will be used to improve and improve the quality management system at PT. X. Improvements made at PT. X is to design a document of quality management system in accordance with the requirements of ISO 9001: 2015. The design of quality management system document that carried out is the target quality, quality manual, SWOT, organizational structure, SOP, and risk analysis. The result of the final Gap Analysis conformity review, after designing the document of the quality management system shows the suitability increased by 91%.]]>
<![CDATA[Perancangan 5S pada Area Packing di PT Charoen Pokphand Indonesia Feedmill Balaraja ]]>
<![CDATA[Vincent Handoyo]]>;
<![CDATA[Jani Rahardjo]]>
<![CDATA[ Jurnal Titra Vol 6, No 2 (2018): Jurnal Titra vol. 6 No. 2, Juli 2018 ]]>
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<![CDATA[PT Charoen Pokphand Indonesia Feedmill Balaraja is a company that engaged in the manufacture of animal feed. The probelm that faced by PT Charoen Pokphand Indonesia Feedmill Balaraja they have not applied the concept of 5S in packing area. Stuff, tools and machines in packing area have not been neatly arranged, so it will make difficulty for operators or workers in finding something they need. This thesis will be used for helping in design and implementation the concept of 5S in PT Charoen Pokphand Indonesia Feedmill Balaraja packing area. The purpose of this thesis is to create a neat work area, so it will facilitate operators or workers in their activity.]]>
<![CDATA[Perbaikan Alur Aktivitas VA/VE (TMMIN Proposal) di PT Toyota Motor Manufacturing Indonesia ]]>
<![CDATA[Jessica Pratiwi]]>;
<![CDATA[Jani Rahardjo]]>
<![CDATA[ Jurnal Titra Vol 6, No 2 (2018): Jurnal Titra vol. 6 No. 2, Juli 2018 ]]>
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<![CDATA[VA/VE (Value Analysis/Value Engineering) is a cost reduction activity, embedded in ECI (Engineering Change Instruction) documents. VA/VE is done by eliminating or replacing parts to obtain lowest production cost, in accordance with the goals in Toyota Production System, which is the lowest cost with muda elimination. VA/VE idea is recorded in ECI documents that contain standard changes in parts usage. VA/VE ideas can come from TMMIN itself, suppliers, designers, and other Toyota affiliates countries. Problems occur in four VA/VE ECI in 2017 with the idea from TMMIN are costs rising and implementation delays. Problem analysis is done by using fishbone diagram tools. Improvements were made by adding activities, which are determination of implementation targets and export impact checks. Improvements are poured into DFD and Ji Kotei-Kanketsu for guidance of new activity. New activities need to be controlled and reviewed on a regular basis for continuous improvement in accordance with the Toyota Way's philosophy. The impact of improvement is expected to eliminate waste defect and delay, and prevent the occurrence of rework costs Rp38,568,000.00 per ECI (not including the opportunity loss to implement the cost reduction).]]>
<![CDATA[Analisa Perubahan dan Perbaikan Sistem Kerja Serta Budaya Perusahaan dengan Fast Start dan 5R pada SPP KRW PT X ]]>
<![CDATA[Surya Adinata Jackson Susanto]]>;
<![CDATA[Jani Rahardjo]]>
<![CDATA[ Jurnal Titra Vol 6, No 2 (2018): Jurnal Titra vol. 6 No. 2, Juli 2018 ]]>
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<![CDATA[The purpose of this thesis are to analyzing the change and improvement of company work system and culture through the fast start and 5R implementation at SPP KRW. The aim for fast start implementation are developing zero loss mindset and 100% employee ownership capabilities. 5R culture improvements are given to for completing company KPI target and supporting the capabilities development of zero loss mindset. Actual data observation shows that only 52% of fast start key principles area implemented and the 5R score at SPP KRW is 2,41 at 2018 first week, which is below the KPI target of 3. Changes and improvement through the fast start implementation are done in 3 steps and for the 5R in 5 steps, which is refer to each “R”. Changes and improvement implementation has improving the fast start implementation progress to 86% and improving 5R average score with 0,06 point at 2018 15th week. The results of research concluding that the capabilities of zero loss mindset and 100% employee ownership are implemented at SPP KRW work system by the fast start project. The result for the 5R improvement are showing the rising trend of 5R score and supporting the zero loss mindset capabilities building.]]>
<![CDATA[Konsep Konsolidasi Untuk Media Luar Ruang Pada PT. X ]]>
<![CDATA[Patrick Oswin]]>;
<![CDATA[Jani Rahardjo]]>
<![CDATA[ Jurnal Titra Vol 6, No 2 (2018): Jurnal Titra vol. 6 No. 2, Juli 2018 ]]>
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<![CDATA[PT. X is a company that manufactures consumer goods in Indonesia. This thesis focused on what the possibilities could happen afthe consolidation concept applied in current outdoor media system in PT. X. consolidation is a way that already applied in most of big company to minimize information activity between the company and third party or supplier(s). PT. X stiil using conventional way to handle all the outdoor media used. There’s 189 supplier that PT. X managed regularly by contacted each supplier. This method cause various problem such as longer communication chain and miscommunication. The number of supplier that PT. X use also reduced by 2015 to 2017. Reduced percentage between those years’ 39% and this affect the number of spot used by PT. X. Number of spot PT. X use also reduced by 35% from 2015 to 2017. After seeing this problem the improvement that we can proposed is consolidation process inside PT. X. Consolidation will use centralized information principle. The result from this thesis is consolidation concept that soon apply to PT. X outdoor media system.]]>
<![CDATA[Upaya Penanganan Defect dengan Metode DMAIC pada Area Packing di PT. X ]]>
<![CDATA[Rosalina Rosalina]]>;
<![CDATA[Jani Rahardjo]]>
<![CDATA[ Jurnal Titra Vol 9, No 2 (2021): Jurnal Titra ]]>
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<![CDATA[X company produces furniture products and is included in a large furniture company in Indonesia. The production system adopted is a “make by order” system targeting importer buyers (distribution/overseas large stores). The performance in the packing area for 3 months (January-March) has never reached the expected target and the defect rate is 11%. The research was conducted to help improve performance by looking for suggestions that reduce the defect rate in the packing area by analyzing the highest type of defect (chipping). The cause analysis was traced using the Five Whys Diagram methods, and it was found that there were problems in the work environment and work methods that can still be developed. Improvements were implemented in the form of creating and training work standards regarding treatment actions for products and material handling. The implementation of the proposal has succeeded in reducing the defect rate from 11% to 9.72%.]]>
<![CDATA[Perancangan Pemenuhan Persyaratan Sertifikasi ISO 9001:2015 Pada PT. Alam Jaya Seafood ]]>
<![CDATA[Hendra Wijaya]]>;
<![CDATA[Jani Rahardjo]]>
<![CDATA[ Jurnal Titra Vol 9, No 2 (2021): Jurnal Titra ]]>
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<![CDATA[PT Alam Jaya Seafood is a company that manufactures frozen food, especially seafood. PT. Alam Jaya Seafood is looking to expand the market into the international market especially the european market. Unfortuneately PT. Alam Jaya Seafood can’t penetrate the European market because they doesn’t have a quality assurance system. Two of the most common quality assurance system needed to enter is British Retail Consortium and ISO 9001:2015. ISO 9001:2015 is one of the qulity assurance that PT. Alam Jaya Seafood needed, therefore this thesis was conducted. The Result of the initial gap analysis shows that PT. Alam Jaya Seafood fullfilled 37.5% of the clauses. After the fullfillment and implementation, pre-audit was conducted at the end of the thesis. The pre-audit shows that the fullfilment have increased to 81.25%. This Pre-Audit was conducted to prepare PT. Alam Jaya Seafood for the real audit that needed in order to achieve the certification.]]>
