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Felecia Felecia
Industrial Engineering Department, Petra Christian University
Industrial & Manufacturing Engineering

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Perancangan ISO 9001:2015 Pada PT. Visi Mulia Indonesia Fransiscus Ryan Halim; Felecia Felecia
Jurnal Titra Vol 6, No 2 (2018): Jurnal Titra vol. 6 No. 2, Juli 2018
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Abstract

This study is done to desigin ISO 9001:2015 at PT. Visi Mulia Indonesia. PT. Visi Mulia Indonesia produce non-carbon NCR paper. Currently they don’t have a well-documented management system to maintain their quality. This research is conducted to help PT. Visi Mulia Indonesia designing and implementing ISO 9001:2015 quality management system. ISO 9001:2015 design conducted to 11 department of PT. Visi Mulia Indonesia, the research method is field study, literature study, gap analysis, risk analysis, gap fulfillment, improvement implementation, verification, audit, final gap analysis, and conclusion. The first gap analysis shows that only 27.54% document required by ISO 9001:2015 is available, and only 11.12% implemented at PT. Visi Mulia Indonesia. There are 3 quality-manual, 36 SOP, and 84 documents created and revised. After implementation and management review, it is found that 100% document has been fulfilled and 85.36% has been applied.
Identifikasi Keterlambatan Pengiriman Produk Departemen Produksi Extrussion Blow Molding Di PT X Surabaya Alvenia Oktapia; Felecia Felecia
Jurnal Titra Vol 6, No 2 (2018): Jurnal Titra vol. 6 No. 2, Juli 2018
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In 2017 PT X Surabaya got a delay problem up to 49 times in Extrussion Blow Molding (EBM) department, therefore a research was conducted to identify causes of the delay. This research used quantitative approach by using one of seven basic tools, which is Cause and effect diagram as a tool for analyzing the cause of the delay. Data that used in this research is the internal data from PT X Surabaya, which are Daily Production Report of 2017 and 2018 (January – March), COOIS data of 2017, resume CS data of 2017, and latest Routing data of 2018. PT X Surabaya especially the production of EBM has four types of wasting time, they are waste waiting, waste waiting, waste excess processing, and waste defect. The result of this research is there are several causes of the delay that has percentage of contribution in PT X Surabaya which are Downtime (15.8%) that caused by worn out machine breaker, overheated machine temperature, color of product got mixed with other colors of old material, change of machine setting, tools crashed the mold continuously, and replacement tools not available. Speed gap (8.9%) caused by the hot room temperature, untighten clamping, worn out machine breaker, machine’s high temperature, and unbalanced machine carriage. Reject (4.9%) caused by the unclosed machine hooper, uncleaned machine barrel, overheated machine temperature, and mixer machine used to mix materials was dirty.
Perancangan Workshop FFWD dan Catalyst Development Program di PT.X. Kevin Widjaja; Felecia Felecia
Jurnal Titra Vol 6, No 2 (2018): Jurnal Titra vol. 6 No. 2, Juli 2018
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Human Resources (HR) in PT. X has started to implement FFWD method (a new way of working) less than 1 year, since the third quarter in 2017. That is why PT.X needs to execute the training for their employees so they know what is Fastforward and make some system that is called Catalyst Development Program for doing tracking and appreciate the Catalyst. Before this, there is already a workshop for a high level employee, now PT.X needs the workshop for middle level employee. The result of the workshop design that can be use for middle level employee is the result from modification and improvement from the last workshop. Catalyst Development Program that has been created is transactional where Catalyst will get the reward in a form of material.
Analisis Perbandingan Solusi Penambahan Gudang Produk Jadi pada PT. X Kurniawan Dian Permana; Felecia Felecia
Jurnal Titra Vol 6, No 2 (2018): Jurnal Titra vol. 6 No. 2, Juli 2018
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PT. X is a one of feed mill industry in East Java. In 2017 they experienced lost sales due to increase in demand and low finish good stocks in the warehouse. This year PT. X wants to increase their finish good warehouse capacity to anticipate 2018 demand. There is two alternative solution, the first one is to use some of the current raw material warehouses in the company and re-function it to finish product. The second alternative is to rent warehouse outside the company. Both alternatives will be technically analyzed to give the good solution.Each alternative is compared based on financial, security, accessibility and material handling aspect. It is found that first alternative, use some of the current raw material warehouses in the company and re-function it for finish good, is better than the second alternative. From the financial aspect, the first alternative gives YY higher cost, but from other aspects, it gives a better result. PT. X also consider the value of finish product turn over which is ZZ higher than raw material value. Therefore the first alternative is chosen.
Analisa Faktor OEE pada Departemen Repacking di PT. X David David; Felecia Felecia
Jurnal Titra Vol 10, No 2 (2022): Jurnal Titra 10(2) Juli 2022
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PT.X is one of the largest agri-food companies in Indonesia. In its development, PT. X carries out animal feed production, maintenance, and poultry processing activities. PT. X has several departments, one of them is repacking department. Repacking department is a department in charge of packaging the animal feed products. However, there are some problems for data input process in repacking department. The data processing is still not integrated, structured, and also causing some waste. The waste that occurs include waste of time, cost, and energy. Seeing this problem, it is necessary to make an integrated and structured data summary so it can be used to analyzing the problems.In its stage, the process of compilling the data will be assisted by the Overall Equipment Effectiveness (OEE) method. The analysis process will be carried out with three main factors, namely availability factors, performance efficiency, and rate of quality product. Each factor value calculation in the data overview will be displayed in the form of data visualization to help users for drawing conclusions. The result of the data overview can help the companies to understand the condition in the field and also help users to follow-up on problems that occurs in repacking department.
Perancangan Total Productive Maintenance pada PT. Formosa Ingredient Factory, Tbk. Patrick Michaeli Antoni; Felecia Felecia
Jurnal Titra Vol 10, No 2 (2022): Jurnal Titra 10(2) Juli 2022
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PT. Formosa Ingredient Factory is a company which engages in Fast Moving Consumer Goods (FMCG) with product tapioca pearl, jelly, and syrup. As company develops, PT. Formosa is able to created new plant to increase production capacity and product variation. Maintenance division at plant legok at this moment, applying corrective maintenance which is maintenance or repairing is only conducted when the machinery is broken or having a breakdown. As a result, this action created downtime on production process for waiting on the technician to make improvements. This research aim is to planning total productive maintenance at PT. Formosa Ingredient Factory. The design is using FMEA tools. Then processed data retrieved from interview with the company. From this research, the outcome is machinery identification in the form of 30 machinery in total of 80 machine, maintenance interval to make preventive maintenance schedule also creating daily checklist in total of 28 checksheet and preventive form in total of 28 form. Checksheet filling is based on SOP and work instruction which has been planned. Schedule plan and checksheet then evaluated and validated by head of factory and head of maintenance. Total Productive Maintenance (TPM) planning then implemented on legok plant.
Perancangan Value Proposition, Business Model Canvas, Proses Bisnis dan Aplikasi Plasma Darah Konvalesen Imanuela Alesia Santoso; Felecia Felecia
Jurnal Titra Vol 10, No 1 (2022): Jurnal Titra Januari 2022
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Plasma can be used to treat people with critical Covid-19 symptoms. There’s a supply shortage of plasma, so it’s difficult to obtain plasma in a short time. Value propositions, BMC, and business processes needs to be designed to connect donors seeker, donors, and PMI, so that the plasma can be obtained easily and quickly.  This application will automatically connects the perfect donors to the Covid patients who need plasma. It acts as a connector, so that the donors can immediately donated their plasma for their matched patient. Donors can do an online registration through this application, so they don’t need to do a manual registration at PMI. This application provides all information about the donors status and the donor flows, so the donor seekers are able to check the donor processes any time. This application is able to save time and energy, there is transparent information about the donor processes and the donor schedule. The value propositions, BMC, and business processes have been verified and validated through interview with the donor seekers, donors, non-donors, and PMI. They stated that this application is easy to understood, makes the search and donor easier, and can be applicated in PMI.
Upaya Peningkatan Kinerja Mandor dan Supervisor pada Departemen EBM, IMM, dan AD di PT. X Devon Antonio Saputra; Felecia Felecia
Jurnal Titra Vol 10, No 2 (2022): Jurnal Titra 10(2) Juli 2022
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PT. X is a company engaged in cosmetic plastic packaging products such as bottles, jars, powder packaging, lipstick packaging, etc. PT. X wants to increase the number of to be produced per man hour (TBP/MH) which was initially Rp. 170,000.00, to reach the target of Rp. 230,000.00 by increasing production leaders’ performance, namely the shift leaders and supervisors. This is because there are still many inputs about production problems that are not being watched by production leaders, causing production output not reaching TBP/MH target. This study uses the day in the life of (DILO) method to categorize and sort the daily activities of the shift leaders and supervisors. The results obtained are the shift leaders and supervisors are less in control of operators, and the number of non-value-added activities is greater than the value-added activities. This study proposed several daily schedules that have been adapted to the company's job description and increasing the time for value-added activities by eliminating non-value-added activities. This is done because the activities of the shift leaders and supervisors support operators and their production output, which also make return to the company's TBP/MH number. If proposed schedules are implemented, it will increase the value-added activity time by 18.79% to 44.03%.
Upaya Penurunan Persentase Rework pada UD. X Felicia Fernanda; Felecia Felecia
Jurnal Titra Vol 10, No 1 (2022): Jurnal Titra Januari 2022
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UD. X is a company that manufacturing saws type bandsaw 44, 42, 36, 28, 2”, eva, sponge, bi-metal, horizontal, meatbandsaw, and scrollbandsaw. UD. X customers comes from various regions in Indonesia, like Medan, Ambon, Bali, Fak-Fak, Sorong, Manokwari, Bintuni, and Wasior. The obstacle is the percentage of rework in 2020 reached 5.79%. At UD. X all defective saws will be reworked which will delay the production schedule and deliveries. Therefore, this study is to reduce the percentage of rework using DMAIC. Pareto diagram shows there are three main types of defects, namely wave defects, thickened results, and thin joints. Cause-and-effect diagram shows that the cause is in man, method, and machine factors. There were five proposals made, four of them were successfully implemented, namely the manufacture of DRB, daily production boards, SOP, and track record of maintenance machines. One proposal that postponed is the manufacture of a joint thickness checking plate due to time constraints. After implementation, there was a decrease in the percentage of rework by 1.22% from January-December 2020, bringing the percentage of rework in November 2021 to 4.57%. Control efforts made include the use of daily production boards, monthly evaluations, utilization of track record, DRB, and SOP.
Perancangan Departemen Business Development di PT X Kelvin ayadi Figo; Felecia Felecia
Jurnal Titra Vol 9, No 2 (2021): Jurnal Titra
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PT X is a company which produced galvalume. The company located in Driyorejo, Gresik produces various types of galvalume, including galvalume gutters, galvalume truss, roofing galvalume and hollow galvalume. The company recently created a Business Development department to support the business movement of the company. This new department does not have a business process, job specification and key performance indicators to achieve the goals of this department. In addition, the business development department also does not have a clear job description because it has not been validated by the company. The system redesign of the business development department is needed so that this department can achieve its goals optimally. The existence of business process, job specifications, key performance indicators and clear job descriptions will help workers in the business development department to work better. The result of the business process created is to minimize miscommunication and debate among workers in the business development department. The KPI that has been designed cannot be measured for its implementation because the data is not yet available in the ERP.
Co-Authors Alvenia Oktapia Antonia Jessica Tedja Catherine Erica Bing Cynthia Iskowanto David David Deny Pradwita Kristanto Devon Antonio Saputra Elbert Giovanni Erica Geovany Sugianto Eunike Apriliana Hartanti Mursalim Evander Lucius Azareel Felicia Fernanda Flynn Flynn Fransiscus Ryan Halim Imanuela Alesia Santoso Jane Oktaviani Karina Agustin Kelvin ayadi Figo Kevin Widjaja Kurniawan Dian Permana Patrick Michaeli Antoni Shelina Evelyn Rampengan Stefando Gabriel Angrianto