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<![CDATA[Perancangan dan Perbaikan Dokumen Mutu Departemen PPIC di PT Astra Otoparts Divisi Adiwira Plastik ]]>
<![CDATA[Agusta, Martin]]>;
<![CDATA[Octavia, Tanti]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[Quality Document for PPIC Department (business process, standard operating procedure, work instruction and supporting document) was last updated in 2003, so it does not fit anymore. This condition causes high variation of work, obtructs the application of Toyota Production Sustem and ISO 9001. This problem can be solved by designing the new quality document. Results obtained 17 existing WI deleted, 6 existing SOP revised, 31 existing WI revised, 2 proposed SOP and 130 proposed  WI added. Business process, supporting documents (form and standard) and tools are also improved in order to support the new quality document. Lastly, controlling system is designed to ensure that quality document always fits with actual condition.]]>
<![CDATA[Perancangan Sistem Manajemen Gudang Tepung di PT X ]]>
<![CDATA[Leopatria, Mintarto]]>;
<![CDATA[Palit, Herry Christian]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[Management system at powder warehouse in PT X still has many problems within. Improvement in management system needs to be done to overcome that problem. The difference between actual productâs amounts and the record, unscheduled planning production, and unorganized warehouse layout are the problem of this company. Improvement for the record of actual product inside warehouse is done to match the record of administration record. This process would be necessary to reduce the gap in stock opname process. MPS can be use to determine the ideal time and the ideal amount of total production for company, so that the inventory cost could be reduced. The result of MPS could reduce the inventory cost in amount of 48.8%. Inventory turn over in the warehouse became better. The day sale in inventory was reduced from 14 days to only 6 days.]]>
<![CDATA[Peningkatan Produktivitas Tenaga Kerja Area Produksi Assy Air Cleaner di PT Astra Otoparts Divisi Adiwira Plastik ]]>
<![CDATA[Widjaja, Willy Adi]]>;
<![CDATA[Rahardjo, Jani]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[PT Astra Otoparts Adiwira Plastics Division (PT AO-AWP) is a manufacturing company engaged in the field of automotive components in Indonesia. One of its products is air cleaner which is manufactured in the assy air cleaner production area by utilizing man power in every line of the production. Continuous improvement system, which is the work culture, makes the company have an annual activity plan that must be achieved in order to make periodic improvements. One of the targets of this-year activity plan is enhancing the labor productivity of the assy air cleaner production area by 30%. Improvements to enhance the productivity can be identified and accomplished by analyzing the working conditions of man power, loading time, and takt time of the air cleaner products. The findings of the analysis showed some changes done such as working elements division, man power reduction in each line, supportive working tools creation, current working system improvement, and a new layout design to reduce the mobility of man power. The implementation of those improvements successfully increased the productivity by 65,43%, which implied that the annual activity plan target had been achieved.]]>
<![CDATA[Identifikasi Waste dengan Menggunakan Value Stream Mapping di Gudang PT. XYZ ]]>
<![CDATA[Prayogo, Thomas]]>;
<![CDATA[Octavia, Tanti]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[PT. XYZ is one of the leading cigarette manufacturers in Indonesia. It has four type of warehouses there is spare part, DIM, clove and leaf. The company is continuously improving and increasing its working quality by examining the waste. The Value Stream Mapping is the concept in the Lean Manufacturing to examine the waste. Two number of waste are identified inside the spare part warehouse. They are transportation and waiting waste. From the waste analysis, the transportation waste could be reduced to 39.98%, 49.71%, 100% and waiting waste could be reduce to 70,34%. Transportation and waiting waste are also identified inside the DIM warehouse. From the waste analysis, they could be reduced to 50.05% and 100%. There is only one waste identified in the clove and leaf warehouse, there is over processing and inventory, respectively. From the waste analysis, the waste could be reduced as much as 50.5% and 100% respectively.]]>
<![CDATA[Perancangan Sistem Pengendalian Kualitas di PT Bondi Syad Mulia ]]>
<![CDATA[Wijayani, Try Fenni]]>;
<![CDATA[Rahardjo, Jani]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[PT Bondi Syad Mulia is a company that engages in Hot Dip Galvanizing services using zinc liquid. The problem occurred in PT Bondi Syad Mulia was the current quality control system not yet well manage. Therefore, they had many customersâ complain and the management required the Quality Control Department to be an independent department.The purpose of this thesis is to plan a new quality control system. This control system is aimed for controlling product quality from the incoming materials (iron and steel), the production process and finish product outcome. Additionally, that system is divided into four main factors: new inspection planning system, managing and changing quality control division task, revision on companyâs Standard Operational Procedure (SOP), and creating quality control plan. The revised SOP were prepared for galvanizing control, defect product control, incoming goods accepting and handling, galvanizing preparation and customer complain handling.]]>
<![CDATA[Peningkatan Efisiensi Work Cell Inductive Sensor untuk Produk SINBA pada PT Schneider Electric Manufacturing Batam ]]>
<![CDATA[Yapilando, Rebecca]]>;
<![CDATA[Octavia, Tanti]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[This research is originated from a problem of low efficiency level that happened in SINBA production line at PT Schneider Electric Manufacturing Batam (PT SEMB). Method used for this project is called waste analysis. Waste analysis is a step of analyze to find what kind of waste that actually happen, in order to find any proper improvement to reduce that waste. Observation has been made and the result was showing that the source of the problem is on the work cell layout and ineffective ways of set-up. Many waste happened due to excessive invaluable movement and long set-up time (movement waste and set-up waste). Improvement and solution has been proposed to remove the movement waste. Improvement result showed that efficiency has increased by 4.35%.]]>
<![CDATA[Perancangan Standard Operating Procedure (SOP) Departemen Human Resources (HR) Di PT. X ]]>
<![CDATA[Hadiwiyono, Priscyllia Surya]]>;
<![CDATA[Panjaitan, Togar W S]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[Human Resources (HR) Department is department which handled all the employeeâs needs from many aspects, which is training, medical, uniform, etc. All employee fulfillments done by a workflow that called Standard Operating Procedure (SOP). HR Department always doing development by doing improvement in fulfillment employeeâs needs and this process happened fast enough that affect to SOP discrepancy between HR sub-Department. There are six SOPâs that is not corresponding between HR sub-Department generates misunderstanding in practice, such as Training, Medical, Uniform, Special Leave, ID Card, Pension Fund SOP. Therefore a new SOP that corresponding is needed to accommodate all the changes that happened. Now the SOP that is not corresponding, in the future needs PIC who responsible to update the SOP by using method and template that already provide so that will be corresponding/uniformity SOP between HR sub-Department.]]>
<![CDATA[Pengendalian Persediaan di Distributor Hasil ]]>
<![CDATA[Kurniawan, Daniel]]>;
<![CDATA[Palit, Herry Christian]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[Hasil distributor runs a building equipment product. The service of this company is dealing with retailers demand using make to order system. There are some sales difficulties issues in Hasil distributor, therefore in some occasion there will be an unfullfilled demand conditions. Based on issues faced by the Hasil distributor, we do the analysis to control inventory. The analysis is using forecasting method, in order to predict retailers demand to Hasil distributor in the future. Forecasting method that are used to support the analysis are time series with moving average method, single ex smoothing, double ex smoothing, and winter method. The calculation of EOQ (Economic Order Quantity) multi item will be based on the forecasting result which will be useful for supply control in Hasil distributor and for minimizing the supply cost.The analysis is using the comparison between company method and EOQ multi item method for period of three months. Company method shows 28% fullfilled demand and 72% unfullfilled demand with lost sale IDR. 14,593,936,- while the result from EOQ multi items is 56% fullfilled demand and 44% unfullfilled demand with holding cost IDR. 56.507,-. Based on the above result, EOQ multi item method gives better result than the company method.]]>
<![CDATA[Peningkatan Efisiensi Manpower Berdasarkan Prinsip Shoujin di Area Produksi Head Lamp PT Astra Otoparts Divisi Adiwira Plastik ]]>
<![CDATA[Robert Gorevi Sanjaya]]>;
<![CDATA[Herry Christian Palit]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[Regional Minimum Wage (RMW) enhancement in Kab. Bogor is adequately high which in 2013, the RMW increasing 61% from 2012. RMW enhancement which not followed with manpower (MP) efficiency could became a disadvantage for company. The initial condition evaluation indicate the MP efficiency value is 45% and the line efficiency value is 70,5%. Total initial manpower allocation is 8 MP. Improvement executed which consider to customer demand and production capability. Evaluation result indicates there’s unbalance work load distribution of each MP. Improvement planned such as balancing the work load of each MP, machine modification, and re-layout the production area. The implementation based on shoujin principle’s resulted manpower saving from 8 MP to 6 MP, which the MP efficiency value is 53% and the line efficiency value is 85,8%. Standardized work did as well as the control item in order to stabilize the improvement process. The next step is the analysis of production capability to face the increasing of customer demand. This analysis concluded that production needed additional overtime and additional work shift (for November only) in order to fulfill the customer demand.]]>
<![CDATA[Penyelesaian Permasalahan Multi-tour Inventory Routing Problem dengan Particle Swarm Optimization ]]>
<![CDATA[Syarif Daniel Budiman]]>;
<![CDATA[I Gede Agus Widyadana]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[The Inventory Routing Problem (IRP) has become a problem that thoroughly studied recently. One of the IRP models that have been developed was an IRP multi-tour, which described a single distribution center r with a set of salespoints. The salespoints is served by a limited number of vehicles with finite load capacities. Vehicle will replenish the salespoints by making a multi-tour route. Each multi-tour consists of a set of sub-tour involving salespoints to be replenished. The multi-tour solution has increase the complexity of the model compared to the normal tour IRP model. Therefore a Particle Swarm Optimization (PSO) algorithm has been proposed for solving a sequential problem in allocating salespoints to the route. Some heuristic methods also been developed for creating the multi-tour. The validity of the algorithm, along with comparison with other existing algorithm, has been provided to validate the proposed PSO algorithm. Result obtained has shown that the PSO algorithm having a promising performance in solving the problem.]]>
