Article Per Year (5 Year)
p-Index From 2021 - 2026
2.57
P-Index
This Author published in this journals
All Journal J@TI (TEKNIK INDUSTRI) Teknik dan Ilmu Komputer OPSI Seminar Nasional Teknologi Informasi Komunikasi dan Industri Prosiding Seminar Nasional Pakar Abdimas Universal Community Empowerment JUSTI (Jurnal Sistem dan Teknik Industri) Jurnal AKAL: Abdimas dan Kearifan Lokal JURNAL TEKNIK INDUSTRI Jurnal Pengabdian Masyarakat dan aplikasi Teknologi Spektrum Industri
Didien Suhardini
Universitas Trisakti
Arts Humanities Automotive Engineering Chemical Engineering, Chemistry & Bioengineering Civil Engineering, Building, Construction & Architecture Computer Science & IT Control & Systems Engineering Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Electrical & Electronics Engineering Energy Engineering Environmental Science Industrial & Manufacturing Engineering Law, Crime, Criminology & Criminal Justice Materials Science & Nanotechnology Mathematics Mechanical Engineering Public Health Social Sciences Transportation Other

Published : 27 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 27 Documents
Search

 1   2   3 
Model Pengukuran Kinerja Human Resources Department Untuk Peningkatan Produktivitas Karyawan Didien Suhardini; Marizha Desthy
JURNAL TEKNIK INDUSTRI Vol. 9 No. 3 (2019): Volume 9 No 3 November 2019
Publisher : Jurusan Teknik Industri, Fakultas Teknologi Indusri Universitas Trisakti

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (495.815 KB) | DOI: 10.25105/jti.v9i3.6649

Abstract

Intisari— PT.XYZ  adalah perusahaan yang membuat spring bed yang mana dari bulan Maret hingga Mei 2019 realisasi produksi hanya 71,25% dari target. Permasalahan yang dihadapi disebabkan oleh produktuvitas karyawan masih rendah sehingga tidak dapat memenuhi delivery time yang telah ditentukan perusahaan. Untuk dapat meningkatkan produktivitas karyawan diharapkan peran dari Human Resources Department selain dari departemen produksi. Saat ini PT.XYZ belum memiliki model pengukuran kinerja Human Resources Department yang dapat mendorong peningkatan produktivitas karyawan. Tujuan dari penelitian ini adalah mendapatkan model pengukuran kinerja Human Resources Department menggunakan Human Resources Scorecard. Perancangan model diawali dengan identifikasi permasalahan yang ada pada Human Resources Department, kemudian dilakukan pengumpulan data berupa wawancara dan data perusahaan yaitu mengidentifikasi Visi, Misi, Strategi, struktur organisasi, peran dan fungsi dari HRD, jumlah karyawan HRD, jumlah produksi, penilaian kinerja karyawan, jumlah keluhan,dan pelatihan pertahun. Kemudian dilakukan penurunan strategi Balanced Scorecard untuk perspektif Learning and Growth ke empat perspektif Human Resources Scorecard yaitu perspektif keuangan, perspektif pelanggan, perspektif proses bisnis internal dan perspektif pembelajaran dan pertumbuhan. Validasi model dilakukan dengan melakukan pembobotan untuk setiap tujuan strategis ke tujuan strategis di atasnya dalam peta strategi, kemudian membuat skala penilaian untuk setiap KPI agar dapat dilakukan perhitungan skor. Hasil pengukuran kinerja Human Resources Department sebesar 3.41 yang berarti pada Skala Likert merupakan kategori baik. Skor terendah adalah dari perspektif pelanggan, maka diperlukan perbaikan pada pelatihan terprogram dan insentif untuk karyawan. Abstract— PT. XYZ is a spring bed company which from March to May 2019 production only 71.25% of the target.  Problems faced by the productivity of employees are still low so that it cannot achieve the delivery time specified by the company.  To be able to increase the productivity of employees expected role of the Human Resources Department other than the production department. Currently PT. XYZ does not yet have a Human Resources Department performance measurement model that can boost employee productivity. The purpose of this research is to obtain a measurement model of Human Resources Department's performance using Human Resources Scorecard. Model design begins with the identification of existing problems in Human Resources Department, then conducted data collection in the form of interviews and company data, identify vision, mission, strategy, organizational structure, roles and functions of HRD, number of HRD employees, production amount, employee performance appraisal, the number of complaint and yearly training. Then, Cascading the Balanced Scorecard strategy for its Learning and Growth perspective to its four Human Resources Scorecard Perspectives they are Financial perspective, customer perspective, internal business process perspective and learning and Growth perspective. Model validation is done by doing a weighted for every strategic objective to a strategic objective on top of it in a strategy map, then creating a rating scale for each KPI in order to do score calculation. The result of the performance measurement of the Human Resources Department of 3.41, which means on the Likert scale is good category. The lowest score is from acustomer perspective then it is necessary to improve on the training program and incentives for employees.
Pengukuran Kinerja Customer Relationship Management (CRM) CDMA Esia Menggunakan CRM Scorecard Pada PT Bakrie Telecom Tbk Didien Suhardini; Suci Lestari
JURNAL TEKNIK INDUSTRI Vol. 1 No. 2 (2011): Volume 1 No 2 Juli 2011
Publisher : Jurusan Teknik Industri, Fakultas Teknologi Indusri Universitas Trisakti

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (506.361 KB) | DOI: 10.25105/jti.v1i2.7006

Abstract

Bakrie Telecom realizes it is importance to know the customer needs that have not been fulfilled and the effectiveness of its CRM (Solusi Esia). The purpose of this study is to analyze the Importance-Performance Matrix and designing performance measurement systems and measure of Solusi Esia performance, then propose development program of Solusi Esia for the next year. Designing a CRM Scorecard start from cascading the vision, mission and strategy of the company to the vision, mission and strategy of Solusi Esia, then translate into fours CRM Scorecard perspective, setting strategic objectives, building a strategy map, set targets, and strategic initiatives and weighing of each strategic objective as lag indicators relative to a leading indicator in each perspective using pair wise comparisons. The score of Solusi Esia Performance is 3.46 considered good. Some development programs are call center phone charge change to be free of charge, establish training centers, network operations, voice recording the conversation between costumer and costumer service and periodically doing a market survey.
Pengukuran Produktivitas pada Departemen Produksi 1 dengan Metode Objective Matrix dan Fishbone Diagram pada PT.ABC Arini Anestesia; Didien Suhardini
JURNAL TEKNIK INDUSTRI Vol. 10 No. 3 (2020): Volume 10 No 3 November 2020
Publisher : Jurusan Teknik Industri, Fakultas Teknologi Indusri Universitas Trisakti

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (1119.913 KB) | DOI: 10.25105/jti.v10i3.9042

Abstract

Intisari -- PT. ABC merupakan salah satu produsen pembuatan sepatu yang terkenal di Indonesia. Selama periode Januari-Desember 2019, PT. ABC mengalami ketidaktercapaian target produksi. Hal ini membuat PT.ABC mengalami penurunan produktivitas. Penelitian ini bertujuan untuk mengevaluasi penurunan produktivitas dengan mengukur nilai produktivitas berdasarkan pada 3 kriteria yaitu; kriteria efektivitas, efisiensi, dan inferensial. Hasil dari pengukuran ini akan digunakan untuk perbaikan produktivitas di tahun-tahun mendatang. Metode yang digunakan adalah Objective Matrix (OMAX), dengan langkah langkah: penetapan kriteria, perhitungan rasio, perhitungan kinerja standar, penetapan sasaran akhir, penetapan bobot rasio, dan pembentukan matriks sasaran, penentuan nilai aktual, penentuan skor aktual, penentuan nilai produktivitas tiap rasio. Setelah melalui tahapan pengukuran produktivitas dengan Objective Matrix, maka didapatkan rasio yang memiliki kinerja buruk adalah rasio 2 yaitu rasio jam kerja, rasio 3 yaitu konsumsi energy listrik, dan rasi 5 yaitu rasio kerusakan mesin. Rasio 2 sebesar 0,107, rasio 3 yaitu sebesar 0,073, dan rasio 5 yaitu 4,11. Setelah dilakukan perbaikan dengan pengukuran produktivitas dengan objective matrix selanjutnya dilakukan analisa fishbone diagram terhadap rasio-rasio yang mengalami kinerja buruk tersebut berdasarkan faktor manusia, mesin, metode, dan material. Hasil Fishbone diagram ini didapatkan usulan perbaikan yaitu dari segi manusia adalah training karyawan tentang penggunaan energy listrik, training upskilling dan multiskill, pembuatan visual SOP di setiap mesin. Dari segi material yaitu adalah 1 Orang Quality Check di setiap Proses Cutting dan Proses Preparation- Sewing. Perbaikan untuk mesin adalah pembuatan stopper mesin ketika jam jam istirahat, pembuatan jadwal preventive mesin dan checklist. Perbaikan untuk metode adalah analisa stok sparepart berdasarkan mesin yang sering mengalami kerusakan, tooling proses penempelan di area preparation, Pembuatan Kartu Kanban Aliran Kerja di setiap Supermarket proses yaitu Cutting, Preparation dan Sewing.Abstract— PT. ABC is a well-known shoe-making manufacturer in Indonesia. During the period January-December 2019, PT. ABC has failed to reach its production target. This makes PT.ABC experience a decrease in productivity. This study aims to evaluate the decrease in productivity by measuring the value of productivity based on 3 criteria, namely; effectiveness, efficiency, and inferential criteria. The results of this measurement will be used to improve productivity in the coming years. The method used is the Objective Matrix (OMAX), with the following steps: criteria setting, ratio calculation, standard performance calculation, final goal setting, ratio weighting and target matrix formation, actual value determination, actual score determination, productivity value determination for each ratio . After going through the stages of measuring productivity with the Objective Matrix, the ratio that has poor performance is the ratio 2, namely the ratio of working hours, the ratio 3 which is the consumption of electrical energy, and constellation 5 which is the ratio of machine damage. Ratio 2 is 0.107, ratio 3 is 0.073, and ratio 5 is 4.11. After improving the productivity measurement with an objective matrix, a fishbone diagram analysis is carried out on the ratios with poor performance based on human, machine, method, and material factors. The results of this Fishbone diagram obtained suggestions for improvements, namely from a human perspective, employee training on the use of electrical energy, upskilling and multiskill training, making visual SOPs in each machine. In terms of material, there is 1 person Quality Check in each Cutting Process and Preparation-Sewing Process. Repairs for machines are making machine stops during break hours, making machine preventive schedules and checklists. Improvement for the method is the analysis of spare parts stock based on machines that often experience damage, tooling of the attachment process in the preparation area, making workflow Kanban cards in each process supermarket, namely Cutting, Preparation and Sewing.
Perancangan Model Pengukuran Kinerja Menggunakan Sustainability Balanced Scorecard di PT XYZ Raden Ilham Akbar; Didien Suhardini; Pudji Astuti
JURNAL TEKNIK INDUSTRI Vol. 12 No. 1 (2022): VOLUME 12 NO 1 MARET 2022
Publisher : Jurusan Teknik Industri, Fakultas Teknologi Indusri Universitas Trisakti

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (475.166 KB) | DOI: 10.25105/jti.v12i1.14029

Abstract

Intisari - PT XYZ bergerak di bidang manufaktur yang memproduksi pembatas jalan. Saat ini model pengukuran kinerja yang digunakan masih belum menggambarkan kinerja perusahaan secara menyeluruh. Model pengukuran kinerja menggunakan Sustainability Balanced Scorecard digunakan untuk mendapatkan ukuran keberhasilan strategi berkelanjutan ditinjau dari aspek keuangan dan non keuangan termasuk lingkungan dan sosial, baik secara internal maupun eksternal, jangka pendek maupun jangka panjang. Rancangan model Sustainability Balanced Scorecard diturunkan dari visi, misi dan perumusan strategi, kemudian tujuan strategis dalam 5 perspektif dilengkapi dengan, KPI, target dan inisiatif strategi. Hasil rancangan model Sustainability Balanced Scorecard berupa 14 tujuan strategis dalam 5 perspektif dilengkapi dengan 14 KPI, target, inisiatif strategis serta keterkaitan antara tujuan strategis dapat dilihat pada strategy map. Perspektif Keuangan memiliki lima tujuan strategis dan lima KPI , Perspektif Pelanggan memiliki tiga tujuan strategis dan tiga KPI, Perspektif Proses Bisnis Internal memiliki tiga tujuan strategis dan tiga KPI, Perspektif Pertumbuhan Pembelajaran memiliki dua tujuan strategis dan dua KPI dan Perspektif Lingkungan memiliki satu tujuan strategis dan satu KPI. Hasil rancangan model sustainability balanced scorecard perlu diverifikasi menggunakan data aktual hasil pengukuran yang dibandingkan dengan target. Perbaikan inisiatif strategi akan dilakukan untuk tujuan strategis yang tidak memenuhi target. Abstract - PT XYZ is engaged in manufacturing which produces road dividers. Currently, the performance measurement model used does not describe the company's overall performance. The performance measurement model using the Sustainability Balanced Scorecard is used to obtain a measure of the success of a sustainable strategy in terms of financial and non-financial aspects including environmental and social, both internally and externally, short-term and long-term. The design of the Sustainability Balanced Scorecard model is derived from the vision, mission and strategy formulation, then the strategic objectives in 5 perspectives are equipped with KPIs, targets and strategic initiatives. The results of the design of the Sustainability Balanced Scorecard model in the form of 14 strategic goals in 5 perspectives equipped with 14 KPIs, targets, strategic initiatives and the relationship between strategic objectives can be seen on the strategy map. The Financial Perspective has five strategic objectives and five KPIs, the Customer Perspective has three strategic objectives and three KPIs, the Internal Business Process Perspective has three strategic objectives and three KPIs, the Learning Growth Perspective has two strategic objectives and two KPIs and the Environmental Perspective has one strategic objective and three KPIs. one KPI. The results of the design of the sustainability balanced scorecard model need to be verified using the actual measurement data compared to the target. Improvements to strategic initiatives will be carried out for strategic objectives that do not meet targets.
Pengembangan Model Bisnis Menggunakan Lean Canvas dengan Metode Design Thinking di Bulaf Café Raka Mahesa Pradhana; Didien Suhardini; Annisa Dewi Akbari
JURNAL TEKNIK INDUSTRI Vol. 12 No. 3 (2022): VOLUME 12 NO 3 NOVEMBER 2022
Publisher : Jurusan Teknik Industri, Fakultas Teknologi Indusri Universitas Trisakti

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.25105/jti.v12i3.15649

Abstract

Intisari— Bulaf Café merupakan kafe yang sudah berdiri sejak tahun 2014, dimana Bulaf Café merupakan pengembangan dari outlet sosis Bulaf yang dimiliki oleh PT. Sumber Pangan Jaya. Berdasarkan hasil observasi dan wawancara kepada pemilik Bulaf Café, ditemukan permasalahan berupa penurunan penjualan pada Bulaf Café, maka dari itu Bulaf Café perlu suatu model bisnis baru yang diharapkan dapat meningkatkan penjualan dan memberikan inovasi baru yang adaptif terhadap kondisi pandemi. Metode perancangan model bisnis antara lain Business Model Canvas, 5 Why’s Analysis, Design Thinking, Empathy Map, Lean Canvas, Value Proposition Canvas, Blue Ocean Strategy, dan Marketing Mix 4P. Penelitian diawali dengan menggunakan BMC untuk mengetahui kondisi model bisnis sekarang milik Bulaf Cafe. Setelah itu menggunakan 5 Why’s Analysis untuk mengidentifikasi akar permasalahan, serta menggunakan Empathy Map untuk melihat pandangan konsumen terhadap Bulaf Café. Dari Value Proposition Canvas hasilnya menyediakan sistem online self-order serta merubah konsep Bulaf Café dan memberikan pilihan varian menu baru. Pada tahap Protototype menggunakan Lean Canvas untuk melihat jelas permasalahan dan solusi pada Bulaf Cafe. Berdasarkan analisis Blue Ocean Strategy didapatkan faktor pembeda antara Bulaf Cafe dengan pesaing kafe lainnya. Hasil uji validasi menyatakan bahwa 79% responden setuju dengan produk dan layanan baru Bulaf Café. Abstract—Bulaf Café is a cafe that has been established since 2014, where Bulaf Café is a development of the Bulaf sausage outlet owned by PT. Jaya Food Source. Based on the results of observations and interviews with the owners of Bulaf Café, problems were found in the form of a decrease in sales at Bulaf Café, therefore Bulaf Café needs a new business model that is expected to increase sales and provide new innovations that are adaptive to pandemic conditions. Business model design methods include Business Model Canvas, 5 Why's Analysis, Design Thinking, Empathy Map, Lean Canvas, Value Proposition Canvas, Blue Ocean Strategy, and Marketing Mix 4P. The research begins by using BMC to determine the condition of Bulaf Cafe's current business model. After that, use 5 Why's Analysis to identify the root of the problem, and use Empathy Map to see consumer views on Bulaf Café. From the Value Proposition Canvas, the result provides an online self-order system and changes the concept of Bulaf Café and provides a choice of new menu variants. At the Protototype stage using Lean Canvas to clearly see the problems and solutions at Bulaf Cafe. Based on the analysis of Blue Ocean Strategy, it was found that the differentiating factor between Bulaf Cafe and other cafe competitors. The results of the validation test stated that 79% of respondents agreed with Bulaf Café's new products and services.
PENGUKURAN KINERJA PERAWATAN LOKOMOTIF PT. KERETA API INDONESIA (PERSERO) BERDASARKAN MODEL MAINTENANCE SCORECARD Winnie Septiani; Didien Suhardini; Emelia Sari
J@ti Undip: Jurnal Teknik Industri Volume 7, No.3, September 2012
Publisher : Departemen Teknik Industri, Fakultas Teknik, Universitas Diponegoro

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (243.606 KB) | DOI: 10.12777/jati.7.3.191-198

Abstract

Lokomotif memiliki peran sangat penting bagi PT.KAI (Persero) sebagai  penggerak kereta dan pendukung untuk sistem kelistrikan dan sistem penumatik bagi kereta.  Penilaian  dan evaluasi kinerja perawatan lokomotif saat ini belum dilakukan secara komprehensif, hanya dilakukan berdasarkan indikator Availability dan MKBF (Mean Kilometer Between Failure).  Pada penelitian ini akan pengukuran kinerja perawatan lokomotif berdasarkan model pengukuran kinerja Maintenance Scorecard (MSc). Model yang digunakan diperoleh berdasarkan hasil penelitian sebelumnya yang terdiri dari enam perspektif yaitu productivity, Cost Effectiveness, Quality, Environment, Safety dan Learning. Pengukuran kinerja perawatan lokomotif dimulai dengan menentukan target untuk setiap KPI, menentukan skala pengukuran, menentukan bobot KPI.  Penentuan target dilakukan dengan proses FGD. Proses pembobotan dilakukan dengan metode pairwise comparison dengan bantuan software Expert Choice. Hasil pengukuran kinerja perawatan lokomotif di Dipo Jatinegara diperoleh skor 2.8 yang menunjukan kinerja perawatan lokomotif dipo jatinegara ini cukup baik. Hasil Penilaian berturut – turut pada perspektifQuality (37%), Cost Effectiveness (53%), Productivity (55%), Environtment (56%), Safety (83%) dan Learning (84%).Kata kunci : kinerja perawatan, lokomotif, maintenance scorecard ABSTRACT The locomotive has a very important role for PT.KAI (Limited) as a driver of the train, and support for electrical systems and systems for the railway penumatik. Assessment and evaluation of the performance of locomotive maintenance has not been done comprehensively, are solely based on indicators of Availability and MKBF (Mean Kilometer Between Failure). This research will measure the performance of locomotive maintenance by Maintenance Scorecard performance measurement model (MSc). The model used is obtained based on the results of previous studies of six perspectives, namely productivity, Cost Effectiveness, Quality, Environment, Safety and Learning Locomotive maintenance performance measurement begins by determining targets for each KPI, specify the scale of measurement, determine the weight of KPI. The selection of the carried the FGD process. Weighting process is done by pairwise comparison method with the help of Expert Choice software. The results of performance measurement in locomotive maintenance depot Jatinegara obtained score 2.8 which shows the performance of locomotive maintenance depot Jatinegara is pretty good. Successive Assessment - participated in perspektifQuality (37%), Cost Effectiveness (53%), Productivity (55%), Environtment (56%), safety (83%) and Learning (84%).Keywords: performance of maintenance, locomotive, maintenance scorecard
Pelatihan Lean and Green pada Bisnis/Usaha di Rest Area Km 72A Tol Cipularang Novia Rahmawati; Iveline Anne Marie; Didien Suhardini; Iwan Purwanto
Jurnal Pengabdian Masyarakat dan aplikasi Teknologi (Adipati) Vol 1, No 2 (2022)
Publisher : Institut Teknologi Adhi Tama Surabaya

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Saat ini pemahaman mengenai sistem produksi yang efektif dan efisien menggunakan konsep lean dan konsep green telah menjadi isu penting.  Tren pasar global saat ini juga semakin mengarah pada produk ramah lingkungan (eco product). Kondisi ini menjadi hambatan dan peluang yang perlu segera diantisipasi sekaligus dimanfaatkan bagi para pelaku usaha/bisnis. Oleh karena itu, kegiatan pelatihan ini bertujuan untuk memberikan pelatihan bagi mitra yaitu Rest Area Km 72 A Tol Cipularang mengenai penerapan konsep lean dan konsep green pada tenant usaha/bisnis yang ada. Metode pelaksanaan kegiatan ini yaitu dengan penyampaian materi  oleh satu orang presenter secara online melalui zoom meeting. Kegiatan ini dihadiri oleh 21 peserta dari mitra yaitu karyawan dan pemilik usaha/bisnis. Hasil kegiatan pelatihan menunjukkan bahwa kegiatan yang diadakan sudah tepat sasaran dan penyampaian materi sudah baik. Hal ini dibuktikan denagn hasil kuisioner evaluasi yaitu 46,2% peserta menganggap pelatihan yang diberikan “sangat relevan” dengan usaha/bisnis mereka. Sedangkan terkait materi yang diberikan sebanyak 38,5% peserta menilai pemateri dalam menyampaikan materi sudah sangat baik. Kegiatan pelatihan juga memberikan dampak positif bagi peserta terbukti dengan antusiasme mengikuti pelatihan dan memberikan feedback positif pada bagian kuisioner evaluasi dengan memberikan saran berupa permintaan kegiatan sejenis diadakan kembali dan penambahan durasi waktu kegiatan.
Pemanfaatan Lean Production untuk Perbaikan Kinerja Sistem Manufaktur pada Perusahaan Tas PT TIJ Iveline Anne Marie; Emelia Sari; Didien Suhardini; Fani Puspitasari; Tono Sukarnoto; Auliya Dewi Oktriana
Abdimas Universal Vol. 5 No. 2 (2023): Oktober
Publisher : Lembaga Penelitian dan Pengabdian kepada Masyarakat Universitas Balikpapan (LPPM UNIBA)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.36277/abdimasuniversal.v5i2.303

Abstract

The implementation of this Community Service program is part of the activities of the Production Systems Laboratory of the Industrial Engineering Department, FTI Trisakti University, as an effort to share knowledge in industrial society. PT TIJ is a women's bag company located on Jl. Raya Bogor km.38 No.1 Cilodong - Depok. grow with family management. Companies need knowledge sharing in order to increase efficiency and company performance for plans to increase bag production capacity. Community service activities in the form of counseling and mentoring activities to industrial community, namely employees of the PT TIJ bag company. Based on interviews and observations, it can be seen that there are inefficiency problems in production process activities, plans to increase production capacity and the need for finished product warehouse layout design..Counseling activities are carried out using zoom media followed by visits to companies to provide consultations in the context of assisting companies to understand the utilization of Industrial Engineering knowledge, namely Lean Production to improve company performance. PkM activities at PT TIJ with the topic of Utilizing Lean Production include material: Lean Production Systems, Facility Layout Design, Time Study and Movement Study as well as Machine Maintenance material which has been carried out well, it is hoped that this can reduce the inefficiencies that occur thereby improving the performance of the company's manufacturing system.
Nilai Tambah Ekonomi Pemanfaatan Sampah Annisa Dewi Akbari; Didien Suhardini; Tiena Gustina Amran; Dadang Surjasa; Agung Sasongko
Abdimas Universal Vol. 6 No. 2 (2024): Oktober (In Press)
Publisher : Lembaga Penelitian dan Pengabdian kepada Masyarakat Universitas Balikpapan (LPPM UNIBA)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.36277/abdimasuniversal.v6i2.462

Abstract

The waste problem is still a big problem in Indonesia. One of them can be seen at the Cipayung Final Disposal Site (TPA), West Java, which is currently overloaded. The amount of household waste produced is not commensurate with the capacity of the landfill. Therefore, community participation is very necessary in overcoming the waste problem. Seeing this condition, the residents of the Barazaki Housing Depok plan to start sorting and utilizing waste. However, unfortunately, based on the results of interviews with RT heads, there are still many residents of Barazaki Housing who have not sorted and utilized their waste. This is due to a lack of knowledge regarding how to sort and utilize waste both technically and economically. Many residents do not know the fact that waste can generate additional economic income so they are not motivated to sort or utilize waste. This PkM aims to realize a program for sorting and processing household waste with the economic value of the results of processing household waste. The method used is education regarding waste sorting and utilization, both technically and economically. The result of this PkM activity is that the majority of Barazaki housing residents understand that waste can provide added economic value and they are willing to sort and process inorganic and organic waste. PkM participants were very enthusiastic because the content of the PkM counseling was very interesting and useful, the material was delivered well, and the objectives of the PkM activities were clearly conveyed.
Pendampingan Perancangan Gudang Material dan Cutting pada Perusahaan Tas TIJ Emelia Sari; Didien Suhardini; Tiena Gustina Amran; Iveline Anne Marie; Annisa Dewi Akbari; Isnaeni Nabilah; Andi Arni Soraya; Nur Azizah Putri Utami
Abdimas Universal Vol. 6 No. 2 (2024): Oktober (In Press)
Publisher : Lembaga Penelitian dan Pengabdian kepada Masyarakat Universitas Balikpapan (LPPM UNIBA)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.36277/abdimasuniversal.v6i2.481

Abstract

Top Intera Jaya (TIJ) is a company that focuses on designing and producing high-quality leather bags, wallets, and accessories. TIJ has a monthly production capacity of 50,000 pcs and plans to increase it to 100,000. The company needs better storage capacity and production floor to support this increase. This Community Service Program (CSP) aims to assist TIJ in redesigning the production floor into a raw material and cutting storage warehouse using the shared storage method. The shared storage method organizes warehouse space using the FIFO (First In First Out) principle, where the fastest delivered items are placed in the storage area closest to the exit. This CSP began by conducting interviews with resource persons, namely warehouse staff, to understand the needs of TIJ. After getting an initial overview, the team designed the training materials that TIJ needed. CSP was conducted on February 2, 2024, with the pre-test and post-test results showing an increase in participants' understanding of warehouse design from 33% to 67% and from the results of the training and mentoring, the team and management of TIJ agreed that the shared storage method with the FIFO principle is the best solution that will be implemented for warehouse layout efficiency at TIJ.
Co-Authors Agung Sasongko Agung Sasongko Agung Wahyu Rahmanto Andi Arni Soraya Annisa Dewi Akbari, Annisa Dewi Arini Anestesia Arnolt Kristian Pakpahan Arum Tri Astuti Auliya Dewi Oktriana Dadan Umar Daihani Dadang Surjasa, Dadang Dewi, Amelia Miranti Dimas Januar Rizki Ehys, Prabowo Emelia Sari Fachlevi, Muhammad Hasya Fani Puspitasari Gemala Dwitia Mustika Habyba, Anik Nur Idriwal Mayusda Ismail, Muhammad Luthfi Isnaeni Nabilah Iveline Anne Marie Iwan Purwanto Iwan Purwanto Kaban, Dion Timothy Krismantan, Thalia Putri Larasati Citra Nuri Marizha Desthy Montreano, Donny Nadya Pradita Nanda Kurnia Gandawijaya Nora Azmi Novia Rahmawati Novia Rahmawati Nur Azizah Putri Utami Nurlailah Badariah Nurlailah Badariah Pakpahan, Arnolt K PUDJI ASTUTI Raden Ilham Akbar Raka Mahesa Pradhana Ruhiyat, Ratnaningsih Sari, Emilia Sasongko , Agung Satitidjati Dewayana, Triwulandari Suci Lestari Suryana, Yunita Friscilia Tiena Gustina Amran Tono Sukarnoto Triwulandari, Triwulandari Winnie Septiani Winnugroho Wiratman, Manfaluthy Hakim, Tiara Aninditha, Aru W. Sudoyo, Joedo Prihartono Wisnu Dewobroto