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All Journal REKA INTEGRA Jurnal Rekayasa Sistem Industri Jurnal Sistem Teknik Industri Journal of Integrated System
ATHINA SAKINA RATUM
Institut Teknologi Nasional Bandung
Control & Systems Engineering Decision Sciences, Operations Research & Management Education Engineering Industrial & Manufacturing Engineering

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Pengukuran Performansi Berdasarkan MBCFPE Pada Kategori Proses Fokus Tenaga Kerja dan Hasil Fokus Tenaga Kerja di Perguruan Tinggi X RATUM, ATHINA SAKINA; Harsono, Ambar; Arijanto, Sugih
REKA INTEGRA Vol 2, No 2 (2014): Edisi Keenam
Publisher : REKA INTEGRA

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (412.066 KB)

Abstract

Penelitian ini bertujuan untuk mengukur kinerja organisai secara menyeluruh dan mengidentifikasi kelemahan yang harus diperbaiki Perguruan Tinggi X melalui pendekatan Malcolm Baldrige Criteria for Performance Excellence (MBCfPE). Penelitian ini membahas mengenai salah satu kategori pada MBCfPE yaitu fokus tenaga kerja. Tahapan penilitian dimulai dengan mengumpulkan data melalui wawancara dan survey, dilanjutkan dengan membuat profil organisasi dan dokumen aplikasi. Kemudian Dokumen aplikasi proses direview dan dinilai. Pada penelitian ini didapatkan skor untuk kategori proses fokus tenaga kerja sebesar 29.25 poin dari 85 poin dan skor hasil fokus tenaga kerja sebesar 24 poin dari 80 poin. Nilai gabungan dari keseluruhan kategori MBCfPE Perguruan Tinggi X sebesar 356 poin dari nilai total ekselen 1000 poin. Dengan capaian nilai tersebut, Perguruan Tinggi X berada pada tingkatan kinerja “early result”. Kata kunci: Pengukuran Kinerja, MBCFPE, Fokus Tenaga Kerja Abstract This study aimed to measure the overall performance of organizations and to identify weaknesses that should be corrected by Institution X using Malcolm Baldrige Criteria for Performance Excellence (MBCfPE). This study discusses about Workforce Focus process and result category on MBCfPE. The research begins by collecting data through interviews and surveys, followed by creating Organizational Profile and Overall Application. Then, Overall Application process was reviewed and scored. The result showed that the score for workforce focus process category is 29.25 points out of 85 points and workforce focus result category is 24 points out of 80 points. The overall score for Institution X is 356 points out of total score of excellence 1000 points. With this score, Institution X is at the level of performance “early result”. Keywords: Performance Measurement, MBCfPE, Workforce Focus
Increasing the Stock Taking Process Accuracy for ISO 9001 Quality Management System Fulfilment at 2W EV Manufacturer, Cikarang, West Java Maukar, Anastasia; Marcela, Anisa; Ratum, Athina Sakina
Jurnal Sistem Teknik Industri Vol. 27 No. 2 (2025): JSTI Volume 27 Number 2 April 2025
Publisher : TALENTA Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.32734/jsti.v27i2.18981

Abstract

The two-wheeled EV (2W EV) manufacturer at the centre of this study prioritizes efficiency, innovation, and adherence to ISO 9001:2015 quality requirements. However, the company encountered issues with its Supply Chain Management procedures during the ISO Surveillance 1 period, where one of the implementations was an internal audit in line with BPMS. Specifically, the results showed that the physical stock that matched the system was only 80%, which was very far from the KPI target of 95%. It hindered operations and impacted customer satisfaction. Business Process Improvement (BPI) was applied to examine the current stocking system. Comparing current processes with the best practices specified in BPMS and ISO 9001:2015 criteria was the first step in performing a thorough gap analysis. The results showed that human mistakes, machine calibration problems, a lack of standard operating procedures, inconsistent counting techniques, mixed scrap materials, and an unmanaged warehouse environment were causes of stock variations. The company made strategic changes, such as standardizing material labelling to avoid recording errors, substituting material loan for the interdepartmental purchasing system to increase accountability, and updating and enlarging SOPs to guarantee process uniformity. The business also installed an ERP system to enhance stock accuracy, facilitate real-time monitoring, and combine warehouse operations with digital tracking. As a result, by September 2024, the efficiency of stock control had increased by almost 86%. The increased stock control not only improves compliance with ISO 9001 standards, but it also increases overall operational efficiency by reducing production problems and increasing customer satisfaction.  
Reducing The Number of Intermediate Stock by Implementing Just-In-Time & Pulling System Nuraini, Lisna; Ratum, Athina Sakina
Journal of Integrated System Vol. 7 No. 1 (2024): Journal of Integrated System Vol. 7 No. 1 (June 2024)
Publisher : Universitas Kristen Maranatha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.28932/jis.v7i1.8914

Abstract

In tire manufacturing process in PT. XYZ, there is an area called the Intermediate Area in the Building - Curing area where WIP materials are temporarily stored before proceeding to the Curing process. The capacity of Intermediate Area is 15000 pcs, and the daily production volume approximately 20000 pcs. As a result, more space in the Intermediate Area is required to accommodate the increasing tire production planning. In this study, JIT & Pull system improvement process is carried out by following the PDCA cycle methodology. The implementation of the JIT done by determining standard for the number of intermediate stocks, whereas the Pull system implementation done by setting the standard material handling cycle time standard for one cycle. To keep the improvement runs according to the plan, the guidance sheet is made as the reference of the process. These improvements done to achieve the objective which is to reduce the number of stocks in the Intermediate Area by up to 834 pcs per day and reduce the total cycle time from 110 minutes to 90 minutes. Therefore, the main contribution of this research is to reduce the number of WIP materials in intermediate area and reduce the excessive transportation in the material handling process.
The Pengaruh Soft Total Quality Management (TQM) terhadap Kepuasan Kerja dan Kinerja Karyawan pada Perusahaan Minyak dan Gas Andi, Khairunnisa; Khairunnisa, Andi; Ratum, Athina Sakina
Jurnal Rekayasa Sistem Industri Vol. 14 No. 2 (2025): Jurnal Rekayasa Sistem Industri
Publisher : Universitas Katolik Parahyangan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.26593/jrsi.v14i2.8550.202-213

Abstract

The rapid economic and industrial expansion has led to increased global corporate competitiveness, forcing organizations to constantly improve their effectiveness and sustainability. Total Quality Management (TQM) is recognized as a process that enhances individual and organizational performance, competitive advantage, and customer satisfaction. Despite its recognized value, the implementation of soft TQM practices remains underexplored in high-risk and heavily regulated sectors such as the oil and gas industry, especially within the Indonesian. PT XYZ, an oil and gas company in Indonesia, has implemented TQM. However, the company continues to face operational issues including unmet departmental targets and the lack of implementation of essential work-related innovations. This study investigates the influence of soft TQM on Employee Job Satisfaction (EJS) and Employee Performance (EP), and examines EJS as a mediating variable. Data were collected through questionnaires using a Likert scale and analyzed using PLS-SEM with SmartPLS 4. The results indicate that soft TQM significantly and positively affects both EJS and EP, and that EJS significantly mediates the relationship between soft TQM and EP. The study contributes to TQM theory by extending its application to an underrepresented industrial and national context, and by emphasizing the importance of human-centered practices in improving individual performance outcomes. It also highlights the need for tailored quality strategies to address challenges such as workforce diversity, operational complexity, and innovation implementation in the oil and gas sector.
Co-Authors Ambar Harsono Andi, Khairunnisa Khairunnisa, Andi Marcela, Anisa Maukar, Anastasia Nuraini, Lisna Sugih Arijanto