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<![CDATA[Pembaharuan Prosedur Departemen Produksi dan Departemen QSHE di PT Charoen Pokphand Indonesia Balaraja ]]>
<![CDATA[Genesius Chandra]]>;
<![CDATA[Siana Halim]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[PT Charoen Pokphand Indonesia Balaraja is a company in feed production. One of the ways for PT Charoen Pokphand Indonesia maintaining their feed quality is through documentation of all activity that related with production in procedure. The last update of procedures was in 2008, so some procedures are no longer applicable in company’s current condition. So that, the procedures must be updated and those procedures can be used as work guidance and work standard. Total of 8 procedures, 34 work instructions, 14 forms, 10 appendixes in Production Department and 13 procedures, 109 work instructions, 31 forms, 7 appendixes in QSHE Department, which had been revised.]]>
<![CDATA[Standarisasi Training untuk setiap Job Title di PT Ecogreen Oleochemicals Batam ]]>
<![CDATA[Imanuel Halim]]>;
<![CDATA[Jani Rahardjo]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[Ecogreen Oleochemicals Batam (EOB) Company is an oleochemical producing company which has been established since 1994. EOB Company has been providing a lot of trainings for each of their employee in order to improve the human resources quality, but the trainings given have not had a standard yet. At this time request for training filed by any user of departments and sections in the company and that make the resulted in training to be ovserlapping and not classifiable well. EOB Company has attempted to make a standard training by accommodating the organization needs, the job needs, and the personal needs, especially in Manufacturing Division. All of the requirement trainings that has been collected, was classified into three categories, which are basic training, development training, and additional training. The number of training which have Training Unit are 89 and divided based on six type of training. In the end, the result could bring benefits for the company, such as setting a standard training for the employees, making the training structure more systematic, and enabling the company to focus more on training needs for the employees.]]>
<![CDATA[Pengukuran Kesenjangan (Gap) Kualitas Layanan Perpustakaan UK Petra dengan Metode Servqual ]]>
<![CDATA[Alvin Kansil]]>;
<![CDATA[I Nyoman Sutapa]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[The purpose of the research was to measure gap between perceive and expectation of the library users on quality of PCU Library services (gap 5), gap between library user expectations and library management perceptions (gap 1), gap between library user expectations and library staff perceptions (gap 6), and gap between library management perceptions and library staff perceptions about library user expectations (gap 7). The gap analysis used Servqual method.The research result showed that the most negative value of gap 5 is activity staff offer assistance to library users, with a score of -1,47. The most negative value of gap 1 is conformity Digital Theses collection with library user’s needs (-1,00). The most negative value of gap 6 is the existence of DiVo as a means of information and promotion (-0,15). The most negative value of gap 7 is conformity Digital Theses collection with library user’s needs (-1,19).]]>
<![CDATA[Penurunan Tingkat Kecacatan Produk di CV. Omega Plastics ]]>
<![CDATA[Robby Hadi Wijaya]]>;
<![CDATA[Jani Rahardjo]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[CV Omega Plastics is one of the companies which produced various plastic products for household. Reject rate for juventus shelf tray was 7%. The biggest reject rate was on injection process. Those are holes and bend which are from pareto chart analysis. Fishbone diagram analysis is used to find the root cause of holes and bend defect. The main cause of holes and bend defect is injection machine setting. Pres and cycle time are the factors which influence production output. Failure Mode and Effect Analysis method is used to analyze the improvement to refuse reject rate. The improvement suggested are materials quality, machine setting, work instruction, and machine control schedule, those improvement can reduce 2% of juventus shelf tray reject rate.]]>
<![CDATA[Upaya Pengurangan Tingkat Kecacatan Cabai Pasca Panen Pada Jalur Rantai Pasok ]]>
<![CDATA[William Dwi Wijaya]]>;
<![CDATA[I Nyoman Sutapa]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[The handling qualities of Malang Chili throughout its supply chain system is still considered low, as there are lots of faults took place during the process that led to the declining quality of the chilies. It is recommended to plan a handling procedure of post-harvested chilies in order to enhance a better quality. This study will try to design a quality plan to address those issues, using methods such as pareto diagram and cause-and-effect diagram. Observations result concluded that problems occurred are due to various factors, namely human error, method and environment. On farmers supply chain have the biggset disability obtained is wilting. Meanwhile, wholesalers supply chain have the biggest disability namely dented. Quality plan arranged use to guide early improvement in the conduct of each post-harvest process chili in Malang to overcome the factors that cause chili damaged such as drying, tranportation and selling.]]>
<![CDATA[Pengembangan Matriks Kompetensi Berdasarkan Sistem Three on Three di PT E-T-A Indonesia ]]>
<![CDATA[Vicky Yuwono]]>;
<![CDATA[Felecia -]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[The jobs of HRD at PT E-T-A are recruitment, people development, and layoff. PT E-T-A is currently using contract system for production operator. Contract for employement that expired can be extended or not depend on company policy, or company can open recruitment for employee depends on their demand. Solution is needed for production that must go on eventhough human resources changed. This solution is called competency matrix three on three, which one person masters minimal three competencies and one competency is mastered by three persons. The result of the evaluation still hasn’t met the requirement of three on three competency matrix, so that there is a few job that can’t be changed by the other employee. The causes of this problem are both operators and staff have not mastered certain competency, numbers of staff are limited, and contract expired. The solutions are given to change the staff competency matrix by blocking on competency which is not their own responsibility, make form competency development plan, job rotation schedule, and change how to fill in competency matrix from manually to automatically.]]>
<![CDATA[Evaluasi Pasca Implementasi SAP pada Departemen PPIC PT. X ]]>
<![CDATA[Jessica Sugianto]]>;
<![CDATA[Felecia -]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[PT. X is a manufacturing company with flexible film packaging products. The company’s SAP system application was about to change intonthe new SAP system. The Evaluation of the SAP’s new post-implementation can be done in 2 ways. The first way is to describe the new SAP system’s adventages, compared to the old SAP system. The oter way is to do an evaluation of the potential problems and providing solutions to the problems. The results of the evaluation stated that there are 2 new SAP adventages, compared to the old SAP. The first adventage is thatvthe new SAP system can separate the plastic waste generated by the type of waste. The other adventage is that the system of naming batches on the new SAP was more effective. The results of subsequent evaluation stating that there are 2 new SAP post implementation problems. The first problem is an error in the SO making process. The solutions that can be given is to seek approval from the marketing for the SO to be processed, as well as changing the SO data input system. The other problem is the staff that aren’t executed the system of export orders. The solution that given is make the new approval system for the eksport layout images.]]>
<![CDATA[Pembuatan Career Development Tools (CDT) untuk Departemen Human Resources (HR) Personalia dan Payroll sebagai Pelengkap dari Career Development System (CDS) di PT. X ]]>
<![CDATA[Theisca Doris The]]>;
<![CDATA[Debora Anne Y A]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[PT. X has already own Career Development System (CDS) as one of the guidelines for employees to develop in incumbent positions, but the use of CDS is not maximal, because CDS is too general and less describe about real job of the employee. Therefore, Career Development Tools (CDT) was invented, which is CDT has three outputs, development plan, evaluation form, and career path. As a first step, CDT is made for HR Department Personalia and Payroll. CDT helps employee to develop with guideline based on real job daily activities (development plan), helps evaluate employee (evaluation form), and provide general career lattice for employee (career path).]]>
<![CDATA[Perancangan Sistem Perencanaan dan Penjadwalan Produksi di PT. Bondi Syad Mulia ]]>
<![CDATA[Renny Olivia Sia]]>;
<![CDATA[I Gede Agus Widyadana]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[This research is a case study conducted at PT. Bondi Syad Mulia, which is a galvanishing services company. Production planning at PT. Bondi Syad Mulia combined with production department, so that the work does not focus and cause some problems in production planning. The proposed planning system is set up the PPIC department, so that production planning does not interfere with affairs that must be done by the production department. Another issue that arises is the production delays because there is do not have a good system of production scheduling. Determine the right scheduling for a company is very important, but not easy, especially for a service company that manufactures a wide range of products. This thesis aims to get the system scheduling to minimize makespan, thus increasing the amount of output produced. The method used to achieve these criteria is Algorithm Campbell, Dudek, and Smith (CDS) and Shortest Processing Time method (SPT). CDS scheduling algorithm results provide several alternative job sequences that generate makespan value is almost the same, but there is a job sequence that produces the smallest makespan value compared to other alternative job sequences.]]>
<![CDATA[Pengendalian Persediaan di Distributor Hasil ]]>
<![CDATA[Daniel Kurniawan]]>;
<![CDATA[Herry Christian Palit]]>
<![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 retailer's 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 retailer's 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.]]>
