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Supply Chain Management Efficiency Measurement Using Value Stream Mapping Method to Reduce Production Waste PT Tirta Investama Permata, Nia Sastra; Suroso, Muhammad Suryo Panotogomo Abi
Jurnal Akuntansi, Ekonomi dan Manajemen Bisnis Vol. 12 No. 2 (2024): Jurnal Akuntansi, Ekonomi dan Manajemen Bisnis - Desember 2024
Publisher : Politeknik Negeri Batam

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.30871/jaemb.v12i2.8435

Abstract

PT Tirta Investama is a prominent Indonesian enterprise specialising in mineral water under the Aqua brand. This study aims to ascertain the nature of its waste using Value Stream Mapping methodology to assess supply chain management. A comparison of the current and future state maps shows how the Value Stream Mapping (VSM) method for measuring Supply Chain Management (SCM) has enhanced efficiency at PT Tirta Investama. The State Map showed that VA accounted for 40% of process time, and NVA accounted for 3,780 seconds. 60% of the process.By contrast, the Future State Map demonstrates a big increase in value-added activities (VA), which now account for 75% of total process time. Non-value-added activities (NVA) have dropped significantly to 25%.
Evaluasi Pemilihan Supplier Komponen Sistem Pneumatik dalam Manajemen Pemeliharaan dengan Menggunakan Analytical Hierarchy Process pada Pabrik Kemasan Kertas Ramadhania, Sherin; Suroso, Muhammad Suryo Panotogomo Abi; Permata, Nia Sastra
Jurnal Akuntansi, Ekonomi dan Manajemen Bisnis Vol. 12 No. 2 (2024): Jurnal Akuntansi, Ekonomi dan Manajemen Bisnis - Desember 2024
Publisher : Politeknik Negeri Batam

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.30871/jaemb.v12i2.8830

Abstract

To ensure the continuity of the production process, it is essential for the company to focus on maintenance management, particularly in selecting high-quality pneumatic system components with a long lifespan. This study aims to determine the criteria and weights for choosing suppliers of these components in a paper packaging manufacturing. The supplier alternatives evaluated are PT. SMCAI, PT. FI, and PT. RMW, using the Analytical Hierarchy Process (AHP). The analysis of the four criteria reveals the following weights: cost (0.46), quality (0.23), service (0.16), and delivery (0.15). Based on these evaluations, PT. SMCAI ranks highest with a weight of 0.41, followed by PT. FI at 0.40, and PT. RMW with the lowest weight of 0.19. These results guide the company in selecting the most suitable supplier to maintain smooth production operations.
PELATIHAN PENGEMBANGAN SOFT SKILLS MAHASISWA DALAM MENGHADAPI TANTANGAN BERORGANISASI Ramadhania, Sherin; Abid, Muhammad Miftahul; Suroso, Muhammad Suryo Panotogomo Abi; Permata, Nia Sastra
Jubaedah : Jurnal Pengabdian dan Edukasi Sekolah (Indonesian Journal of Community Services and School Education) Vol. 4 No. 2 (2024): Jurnal Pengabdian dan Edukasi Sekolah (Jubaedah)
Publisher : LPPM Universitas Bina Bangsa

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.46306/jub.v4i2.243

Abstract

In the rapidly accelerating era of globalization, soft skills have become crucial elements required by university graduates, alongside hard skills. Soft skills such as leadership, time management, self-management, and group management are essential in both the professional world and organizational settings. In the Industrial Engineering Student Association (HMTI) at the Institut Teknologi Sumatera (ITERA), many students still face challenges in developing these essential soft skills. Therefore, a structured and continuous soft skills development training program is necessary. This community service activity was conducted by the lecturers of Industrial Engineering at ITERA using coaching and simulation games to equip students with relevant soft skills for managing the organization. The coaching method was used to provide direct guidance, while simulation games were applied to train communication skills, decision-making, and problem-solving in real-life scenarios. The training proved to be effective in enhancing students' leadership, time management, and self-management abilities, as well as helping them face challenges in organizational and professional settings. The PDCA (Plan, Do, Check, Action) cycle was also implemented to evaluate and improve the organizational processes. The conclusion of this activity is that the development of soft skills plays a significant role in the success of student organizations and future careers. Several recommendations are provided to enhance the effectiveness of future training, including aligning the training materials with the specific needs of organizations and collaborating with professionals from various industries
PREVENTIVE MAINTENANCE MENGGUNAKAN METODE RELIABILITY CENTERED MAINTENANCE II PADA FASILITAS PRODUKSI KRITIS PERUSAHAAN BAJA Ramadhania, Sherin; Dewantara, Achmad Samudra; Permata, Nia Sastra; Suroso, Muhammad Suryo Panotogomo Abi
JURNAL REKAYASA SISTEM INDUSTRI Vol 10 No 2 (2025): Mei 2025
Publisher : Universitas Putera Batam

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33884/jrsi.v10i2.9418

Abstract

One of the largest steel industries in Indonesia produces cold-rolled sheet steel, with production handled by the Cold Rolling Mill Factory. This study focuses on the Continuous Pickling Line and Continuous Tandem Cold Mill units, which have the highest downtime of 230 hours, resulting in a delay cost of 6 billion Rupiah. The objective is to identify the functions, failures, causes, and impacts on critical components, and to propose appropriate maintenance activities and intervals. Failure information is gathered using failure mode and effect analysis (FMEA), while the appropriate maintenance activities are determined using a reliability-centered maintenance II decision worksheet. The study identifies four critical components in the CPL unit and five in the CTCM unit. Five failure modes are addressed by on-condition scheduling, seven by restoration scheduling, and seven by failure interval. Proposed maintenance intervals for on-condition scheduling include 9,413 minutes for stand #5, 8,371 minutes for stand #4, 12,383 minutes for stand #3, 12,996 minutes for stand #2, and 7,123 minutes for stand #1. Restoration scheduling intervals are 34,000 minutes for the saddle breaker, 21,000 minutes for the wiper, and between 12,000–23,000 minutes for other components. Failure interval maintenance for the welder, pickling tank, and stands ranges from 2,409 to 6,540 minutes.