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All Journal Jurnal Manajemen Teknologi Journal of Business and Management The Indonesian Journal of Business Administration Journal of Engineering and Management in Industrial System Journal of Regional and City Planning Jurnal Ekonomi & Studi Pembangunan EKOMBIS REVIEW: Jurnal Ilmiah Ekonomi dan Bisnis The Asian Journal of Technology Management (AJTM) International Research Journal of Business Studies (E-Journal) International Journal of Supply Chain Management Jurnal Darma Agung International Journal of Economic, Business, Accounting, Agriculture Management and Sharia Administration (IJEBAS) Automotive Experiences The South East Asian Journal of Management Journal Research of Social Science, Economics, and Management Journal of Business, Social and Technology Journal Integration of Management Studies International Research Journal of Business Studies Jurnal Bisnis dan Pemasaran Digital International Journal of Accounting and Management Information Systems
Gatot Yudoko
Sekolah Bisnis dan Manajemen ITB
Aerospace Engineering 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 Electrical & Electronics Engineering Energy Engineering Environmental Science Industrial & Manufacturing Engineering Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Library & Information Science Materials Science & Nanotechnology Mechanical Engineering Social Sciences Transportation Other

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Analysis and Proposed Improvement Permit to Work (PTW) in Chevron Geothermal Darajat Garut Perwira, Bayu Ananta; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 3, No 8 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Chevron is one of the international companies and businesses that have been run all over the world. Every worker they are committed to getting good results by way of applying the advantages of implementing innovative new technologies, responsible and get new opportunities that will be profitable growth for their success. Energy industry in the world almost all there is involvement of Chevron. Chevron to explore, create and lifting oil crude and natural gas; making power and produces geothermal energy; makes efficient energy and develop new energy sources for the future, including for advanced biofuels research. Chevron have an Operation Excellent for their safety. Operational Excellence is complex and multidimensional. It has to be in order to address all of the potential risks and causes of incidents that can impact our workforce, the environment and our assets. To help navigate this complexity, we developed the Operational Excellence Management System (OEMS). Based on the OE, then every will start the necessary work Permit To Work (PTW). However PTW requires a rather long time to process it. The methodology in this thesis is to conduct research for 2 months straight. During the study found some errors made by workers, that is giving approval is not in the work location. This can lead to the danger that arises in the work. From the results of the interview, according to the workers this is done in order to speed up work time, but on the other hand there is a danger that can arise from the actions of workers. By using the 5 whys, root cause of the problem is obtained that is the lack of workers who become Area Controller. The results of the analysis will result in improvement proposals that will be used to accelerate the process of Permit To Work (PTW) is. The results are in get is by adding people to become Area Controllers or provide training to supervisors in order to become a Controller Area.Keywords : Operation Excellent, Permit to Work (PTW), business solution, area controller
Analysis Using Open System Model on Logistics Department in Rumah Sakit Ibu dan Anak Kenari Graha Medika Fauzi, Muhamad Ibnu; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 2, No 14 (2013)
Publisher : The Indonesian Journal of Business Administration

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The Logistics department in Rumah Sakit Ibu dan Anak Kenari Graha Medika (RSIA KGM) where this research is the department that act as the key of cost structure of firm that support the whole operation. The department focused on targets that stated as goals to be achieved that consist of stock, store supplies, administration, distribution to units, monitor and control, and response. Currently logistics department couldn’t fulfill the target of their operation. The root cause of the research is the lack of standardized operational guidelines. The root cause is causing confusion in the department that resulting lost sales, defect supplies, and expired supplies. The method that used to reach the goals is open system model. The model acts as the guide to make a better system. The model which draws the input-throughput-output model with feedback looped to adapt throughput to the environment. The environment consist of all elements outside the system that have the potential to affect that all part of the system. The result will generate feedback that will be used for future transformation. The solution in this research will show the procedure of all logistics activities. Logistics activities in RSIA KGM consist of 6 main activities, they are order supplies, accept and check supplies, store supplies, grant request of supplies, return supplies, and documentation. The usage of stratified random sampling, colored tag, control card, Reorder point, and risk mitigation plan will become the way for logistics department to reach their targets. Even though the old system is simpler, but it is subjective and have disorganized activities. The proposed system have structured activities and standardized procedure, but in the other side the system is quite complex and it will need well trained employee. Keywords: Open system model, standard operational procedure, Reorder point,  Logistic, Rumah Sakit Ibu dan Anak
Improvement Efforts in Construction Equipment Management at Central Services Division PT. Freeport Indonesia Dewantoro, Bartholomeus; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 1, No 7 (2012)
Publisher : The Indonesian Journal of Business Administration

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The main goal of every construction project is to finish the project on the approved budget, on time and to achieve the required quality. Central Services Division’s of PT. Freeport Indonesia (PTFI) primary responsibility is to manage all capital construction projects approved by Freeport each year. In the past five years (2006 - 2011), Freeport had spent U.S. $600 million investment per year in the form of AFE (Approved for Expenditure) of which 20% - 40% of the fund was managed by Central Services Division to build new facilities. The 2008 records showed that 58% of the projects had been delayed in project completion.  Further analysis showed that failure in providing necessary equipment support was the third basic cause in project completion.  Equipment Control Section in Central Services Division has the responsibility to manage all construction equipment required by the division in completing projects that have been assigned.The focus of this final project is on improving the effectiveness of Equipment Control Section organization in managing construction equipment.  The challenge ahead is that the construction of new facilities of DMLZ and GBC underground mine which is expected to begin its production in 2016.The method used to increase the effectiveness of the organization is the McKinsey 7S Framework. The methodology was conducted by reviewing organization effectiveness of Equipment Control Section based on the 7S elements: Skills, Shared Values, Style, Staff, System, Structure and Strategy at the current condition. By determining the future, expected condition of the organization, then, a gap analysis between the two conditions is conducted. The next step is to determine business strategies in each of the 7S elements with the major goal of eliminating or minimizing that gap.Implementation plan to eliminate gap depends on commitment of Equipment Control Section management.  Without increase in effectiveness in managing construction equipment, completion of all construction projects that meet the principles of cost, quality and schedule will be impossible to achieve. Keywords: McKinsey 7S Framework, effectiveness, equipment, gap analysis, current condition, expected condition
Operations Strategy for Performance and Services Improvement of Maintenance Pumping Unit Team - HOOU PT. CPI Wardhana, Satria Yoelis; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 4, No 9 (2015)
Publisher : The Indonesian Journal of Business Administration

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Abstract -PT. XYZ is expected by Government of Indonesia (GOI) to meet or exceed the oil production target. It’s required a strong maintenance program considering PT. XYZ is operating a brown field. There are lots of Pumping Units in X Field as very critical equipment to support production. The preventive/predictive maintenance (PM/PdM) program has been established and executed every 270 days/ Pumping Unit by 2 Business Partner. The main target from productions team is avoiding 7 Wells down every day and 170 Barrels Loss Production Opportunity (LPO). In monthly average those targets are achieved but sometimes the number of daily wells down is behind the target. There are also some gaps in executing maintenance activities such as no dedicated quality inspector, lack of supervision in the field, long duration to repair gearbox, unbalanced work load personnel, and no integrated contract execution and monitoring system.The new operations strategy is proposed to improve the performance and services of Maintenance Pumping Unit (MPU). The methodology used in this final project is study literature and team discussion. The existing resources and operations processes/capabilities are analyzed using Operations Strategy Framework Slack and Lewis (2008) to understand current conditions in MPU teams. The proposed improved operations strategy are implementation of Total Quality Management (TQM), improve work load distribution, finalize Roles & Responsibilites (R&R) within Project Business Support (PBS) and MPU Team, monitor phase control of LS Reduce PU Down Time due to Gear Box Failure, and development of Contract Cost Management System (CCMS). The benefit of implementing proposed operations strategy is potential cost saving 8,576 bbl oil or $428,800 using assumption oil price $50. The support from Wells and Facility Maintenance (WFM) leadership, capability and accountability from every PIC, monitoring process, and mitigation plan are some of the key success factors in the implementation stage to attain world class maintenance performance.Keywords: Operations strategy, maintenance pumping unit, PT. XYZ, wells down, loss production opportunity.
Determining Operations Strategy for KPC Melawan Coal Handling Plant Praptono, ES Heru; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 4, No 9 (2015)
Publisher : The Indonesian Journal of Business Administration

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Abstract. PT KPC have goal to reach 70 MTPA (million ton per annum) productions in 2017. Plant expansions have been done to fit the infrastructure to that goal.  KPC Melawan CHP (Coal Handling Plant) with Overland Conveyor has been built to increase crushing capacity and reduce energy consumption. The plant will be handed over to operation in July 2015. Melawan CHP expected reach sustain capacity of 30 MTPA.  The operations strategy for new plant should be set for the course of action over time for a long-term capability of operation. To determine operations strategy, it’s started by evaluating gap between the existing with new plant in order to gain information to identify problems based on structural and infrastructural decision area. Root causes examined using CRT (Current Reality Tree). From CRT exercise, the identified root causes are inappropriate structural and infrastructural operations strategy decisions. Core problem from those root causes is Unadjusted existing operations strategy to be used for the Melawan CHP. Business solution part start with visit existing strategy maps to recognize required performance objective that not yet covered. Adjusted strategy objectives is to ensure the sustain coal production, that flexible to marketing requirement which supported by four decision areas consist of capacity, supply network, process technology, and development & organization. Five performance objectives are combined with those decision areas to generate operation strategy matrix. After finding operations strategy in the matrix, existing Balance Scorecard and Strategy Map are adjusted and additional strategy initiatives are developed. The critical strategies are reliable throughput, controlled quality, clarity in cost, and production planning ‘fit’. Future Reality Tree (FRT) was used as decision tools to determine the best strategy using the ‘injection’ of new initiatives to eliminate root causes.  To implement the proposed solution, company should focus on internal capabilities to translate operations strategy into operational task. Hence, operations strategy is emphasized in internal-external and financial-non financial factor balancing.  Keywords: Operation Strategy, Current Reality Tree, Balanced Scorecard, Strategy Map, Future Reality Tree.
Analysis and Proposed Changes of TIN ORE Processing System on Cutter Suction Dredges into Low Grade to Improve Added Value for The Company Hutahaean, Benny Pahala; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 2, No 16 (2013)
Publisher : The Indonesian Journal of Business Administration

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Mining technology using Cutter Suction Dredges (KIP) is currently performed by PT Timah (Persero) Tbk. Currently tin ore processing system in KIP produces high grade tin ore (±70% Sn). By applying high grade tin ore processing system in KIP, recovery of tin ore is low and associated minerals of tin contained in concentrates secondary jig will be wasted. To change the processing system to be low grade in KIP be enough to negate the sluice box equipment, because the secondary jig produces concentrates of tin ore with low grade levels. System changes tin processing in KIP be low grade, the consequences will transport tin ore to Mineral Processing Plant (PPBT) with a larger amount so that it will add the cost of transportation and processing costs in PPBT. By using production data in 2012, when the operating KIP converted into low grade, the tin is generated by changes in the system amounted to 741,02 tons and will be gained by economic value amounting to Rp. 115.752.676.478,- To implement a system change in tin processing KIP from high grade into low grade to note any factors which are very critical and critical factors. The main requirement of resources is human resources, financial resources, and information technology. Success factor the changes system is at  capacity ocean freight, recovery PPBT and management support, so that the system changes in Cutter Suction Dredges tin ore processing of high grade into low grade will succeed. Key Words : Cutter Suction Dredges, Mineral Processing Plant, Sluice Box, Tin Ore High Grade, Tin Ore Low Grade,Recovery.
Proposal for Supplier Relationship Management at PT XL Axiata Tbk Pratama, Aji Nugraha; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 2, No 17 (2013)
Publisher : The Indonesian Journal of Business Administration

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The telecommunication industry in Indonesia is growing rapidly in the last fifteen years. The habit slowly changed from voice and short messaging service into data. Nowadays, the challenge for the telecommunication company is to provide good quality of network. To fulfill the challenge, XL has been developing a partnerships scheme with suppliers and has been creating a performance measurement to keep partnerships work in the right path. The last supplier performance measurement report shows that the result is not meet the target. The unsatisfying result show that something wrong in the partnership with supplier. To find the core problem, this paper uses a Current Reality Tree (CRT) method. Based on CRT analysis, the core problem that arises is poor coordination. To eliminate core problem, a strategy is created. Strategic Supply Management is used as a framework to create strategy in eliminating core problem. Four critical enablers in the strategic supply management are analyzed to find solution for the problem. Those four critical enablers are organizational design, supply measurements, information systems, and human resources. The suggested and recommended solution based on analysis are improvement in business process, developing responsibility assignment matrix (RAM), create web-based application, and developing skill and knowledge people in supply organization.Keywords: telecommunication industry, supplier relationships, current reality tree, supply management
Strategy Formulation Of PT. Ajisaka Destar Utama Hardi, Krisna Uvala; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 2, No 10 (2013)
Publisher : The Indonesian Journal of Business Administration

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PT Ajisaka Destar Utama (PT. ADU) is one of Indonesian leading company in survey mapping industry. Further, the entrance of newcomers and the possibility of politic and economic instability will be a challenge for the company in the future. PT. ADU needs to have a strategy that will help the company reach its vision. The formulation of strategy started from external and internal environment using PESTEL and Porter’s Five Forces Analysis, Value Chain Analysis and Resource Based View Analysis. The information from external and internal environment analysis then used to generate strategy alternatives. The company needs to a vision, mission and values in order to align the strategy to their vision, mission and values. After stating their vision, mission and values, the company can choose the strategy starting from corporate level strategy until functional level strategy. In conclusion, PT. ADU currently has competitive advantage in the industry, but the company needs to prepare for the future challenge. Through analysis of the company’s environment, there is several strategy alternatives can be chosen by the company to achieve their dream in the future. Keywords: Survey Mapping, Strategy Formulation, Vision, Mission, Values, Corporate Strategy, Business Strategy, Functional Strategy
Review of Hydraulic Equipment Maintance Strategy to Reduce Oil Consumption Cost in Hot Strip Mill PT KS Suwarto, Agus; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 2, No 15 (2013)
Publisher : The Indonesian Journal of Business Administration

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Currently, every company should do efficiency to reduce the production cost in order to increase it product competitiveness in both local and international market. Maintenance activity cost is the one of management concern to reduce without sacrificing the reliability of equipment and machine performance. The average lubricant usage cost in Hot Strip Mill PT. KS is Rp 1.149.464.558,- per-month or total Rp 13.793.574.699,- for year 2011, and this is a serious problem because it tends to increase every year. There are many kinds of lubricants (oil and grease) which are used in Hot Strip Mill PT. Krakatau Steel as bearing lubrication system, gear lubrication system and as fluid media in hydraulic system to move the equipment with heavy load. To reduce the lubricant cost is by doing identification of hydraulic equipment which is using the biggest of oil consumption cost for Rp 3.287.476.000,- per-year. Because there are some hydraulic system in Hot Strip Mill, therefore the research is focusing on hydraulic system in Finishing Mill area which is the biggest contributor on oil consumption by 825.691.647,- per-year.The main cause of high oil consumption cost is leakage on hydraulic hose and hydraulic cylinder seal because there is no periodically replacement schedule. Therefore, it is suggested to implement the maintenance strategy both for preventive and predictive maintenance strategy based on equipment criticality factor or impact will occur when equipment failure such as: workforce safety, production downtime, product quality, equipment duty of operation and the inspection possibilities during equipment running. By implementing an appropriate maintenance strategy, the company will get cost saving Rp 87.838.138,- per-year or 10,6 % from oil consumption cost. Keywords: lubricant usage cost, preventive and predictive maintenance strategy, increase company competitiveness.
How Agile Methods are Used and the Impact it has on Video Game Development (An Exploratory Study of PT. Agate International) Kusumawardani, Farah Almira; Yudoko, Gatot
Journal of Business and Management Vol 9, No 2 (2020)
Publisher : Journal of Business and Management

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Abstract. Agile methods are used more frequently in video game development which is a new yet promising creative economy sector that is developing in Indonesia. While it has many similarities to software engineering, video game development has its own set of challenges unique to it. However, the systematic use and impact of Agile in game development is largely undocumented. This research aims to provide an understanding of this issue specifically in PT. Agate International, one of the largest and most successful video game studios based in Indonesia, by doing a qualitative exploratory study of the Studio through the use of interviews and studying other documentary evidences by thestudio. The findings of this research show that PT. Agate International mainly uses Scrum (sometimes combined with Semi-Waterfall), Kanban, and Scrumban, matching the needs of the project it is used for, whereas some XP practices are used implicitly and is also adjusted to the type of project under way. The main positive impacts of Agile is on communication, facilitating the finding and change of features, improves quality of the game, on managing the scope of the project, as well as indirectly towards productivity of the development team.Keywords: Video game development, Scrum, XP, Agile methods and practices
Co-Authors Abimanyu, Cristian Agung Pascasuseno Agus Suwarto Agus, Anna Amalyah Aji Nugraha Pratama Ananto Veryadesa, Ananto Andini, Trisnawati Anugrah Wangsa, Airin Ardiansyah, Pandu Zea Ariawan, Yona Arie Rachmadi Djunaedi Astrid Hapsari Ningrum, Astrid Hapsari Aya Ishigaki Azizah, Mutiara Alena Bartholomeus Dewantoro Bayu Ananta Perwira, Bayu Ananta Benny Pahala Hutahaean Candrasmurti, Awindya Cashiwan, Cashiwan Dewi, Nurlaela Kumala Dewi, Nurlaela Kumala Dian Ekawati Eidelweijs A Putri Eko Agus Prasetio ES Heru Praptono, ES Heru Fadila Rusman, Denia Firra Astria Noezar Fortranansi Firdaus, Devin Grimaldi, Gemma Hari Lubis Heru Purboyo Hidayat Putro Imaniya**, Taliya Imaniya, Taliya Isti R Mirzanti Jasmine, Tamara Latifah Kembaren, Pennoh Philips Kenji Koido Khisbulloh, Wijaya Kiyoshi Dowaki Krishna Permadi Krisna Uvala Hardi Kurniawan, Muslim El Hakim Kurniawan, Muslim El Hakim Kusnadi, Asana Kusuma Anuraga, Hilarius Yuda Kusumawardani, Farah Almira Lesmana, Haris Lestari, Ayu Gema Limowa, Agung lqsan Diaz Mariany W Lidia Miharja, Miming Miharja, Miming Miming Miharja Mudya, Dinda Ratna Muhamad Ibnu Fauzi Muhammad Hanafi Muhammad, Firdaus Yusri Mulyono*, Nurbudi Mursyid Hasan Basri Natalia, Natalia Nur Budi Mulyono Nurlaela Kumala Dewi Parcelino Prabowo, Rommy Paseru, Alvito Tirano Permana, Tirta Wisnu Pradono, Pradono Pratiwi, Ratna Endah Prilandita, Niken Putra, Anar Arsyid Wali Masâ??ud Reyhan Zachary, Reyhan Rima Beladina Subekti, Rima Beladina Ruhaiya, Fikka Sanusi, Dudu Anwar Satria Yoelis Wardhana, Satria Yoelis Sony Susanto Stepanus Ady Triwidodo Surna Tjahja Djajadiningrat Surya Ibrahim Irsyam Takeshi Arai Tatag Muttaqin Togar M Simatupang Wahyu Wirawan Wanda Listiani Widjajani Widjajani Yuanita Handayati Zahara, Dhenok Puspita