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<![CDATA[Peningkatan World Class Maintenance Score Berdasarkan Standard Assessment di PT X ]]>
<![CDATA[Debby Hartono]]>;
<![CDATA[Togar W.S Panjaitan]]>;
<![CDATA[Liem Yenny Bendatu]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[There are a lot of companies want to transform theirselves to be a “World Class Manufacturer”. Therefore, the World Class Maintenance (WCM) concept which refers to the best practice for maintenance system is widely adopted by several companies. WCM is a structured dan systematic concept of maintenance system. It has 5 main pillars which are EARM (Equipment Availability, Reliability, and Availability), planning and scheduling, maintenance management, material management, and contracted services. Those five pillars must be well applied in the company in order to achieve a high WCM score when being audited by auditor. PT X is one of the company who has applied WCM concept in its maintenance system. The company has been assessed on WCM periodically and it has the pre-determined target. The standard assessment which has been determined is used to evaluate the WCM concept in PT X. Such improvements related to WCM has been done in order to be well applied in maintenance system and achieve a high score according to the target. WCM score from audit simulation is 4.17. It shows that the improvements which has been done give an impact on WCM score enhancement.]]>
<![CDATA[Perancangan Alat Ukur Penilaian Kinerja di PT X dengan Menggunakan Balanced Scorecard ]]>
<![CDATA[Silvia Floretta Brillianty]]>;
<![CDATA[Liem Yenny Bendatu]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[PT X is one of the companies in Surabaya which producing coconut oil and palm oil. This study was conducted to generate a design of performance measurement in PT X, based on the balanced scorecard’s four perspectives. The design focused on the Department of Plant 1 and Plant 2, which are the core department in the production section. Balanced scorecard covers the measurement of strategic design, program matrix design and Key Performance Indicators for each level positions. The measurement of strategic design is divided into three parts, namely the srategic measurement for PT X in general, Department of Plant 1 and Department of Plant 2. Program matrix consists on current programs and also suggestions on new programs to achieve the company’s target. The Key Performance Indicator covers four levels of the existing positions in each Department of Plant 1 and Department of Plant 2, which are Section Head, Deputy Section Head, Supervisor and Operator.]]>
<![CDATA[Desain Eksperimen pada DIVo 3.0 ]]>
<![CDATA[Debora Fonda]]>;
<![CDATA[Debora Anne Y A]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[DIVo is one of media that share information for students in Petra Christian University. The current version of DIVo use television as media for sharing information, and later, DIVo 3.0 will use mobile unit and wall mount. DIVo 3.0 will be distributed in 39 place, 31 of those are mobile unit. This study was conducted to determine the suitable layout design for DIVo so the information provided in the mobile unit DIVo can be clearly understood by students.Literature study and experiments were done to determine the details that should be used for Divo 3.0. Design of experiments was used to determine factors which are affecting the clarity of information. Factorial design is used as experiment design method and location for experiment is in 2 area in P building that categorized in different luminance. The experiment results showed that zoning, time of display, and colour combination of running ticker affects the clarity of information significantly. The best combination that gives the best clarity of information is using 1 main content area and 1 running ticker area, displayed for 10 seconds. White font in black background running ticker with speed rate 60 words per minute make the running ticker can be read clearly.]]>
<![CDATA[Pendokumentasian Departemen Maintenance dan Departemen Warehouse & PPIC di PT Charoen Pokphand Indonesia -Feed Processing Balaraja ]]>
<![CDATA[Ishak Yuwono]]>;
<![CDATA[Debora Anne Y A]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[PT Charoen Pokphand Indonesia Balaraja (PT CPI Balaraja) is one of feed processing companies. PT CPI Balaraja had installed new SAP system, Production Online, and replaced its manual machines into automatics machines. Therefore, the old standard operating procedures are no longer suitable with the current situation. Updating those procedures are a must and this work became purpose of this thesis, particularly in Maintenance Department and Warehouse & PPIC Department. The updating procedures includes SOP (Standard Operational Procedures), WI (Work Instructions), and Forms. In overall, there are 7 SOP, 41 WI, and 12 Forms revision in Maintenance Department. Additionally, thera are 5 SOP, 33 WI, and 33 Forms revision in Warehouse & PPIC Department.]]>
<![CDATA[Perancangan Standard Operating Procedure (SOP) Departemen Human Resources (HR) Di PT. X ]]>
<![CDATA[Priscyllia Surya Hadiwiyono]]>;
<![CDATA[Togar W S Panjaitan]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[Human Resources (HR) Department is department which handled all the employee’s 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 employee’s needs and this process happened fast enough that affect to SOP discrepancy between HR sub-Department. There are six SOP’s 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[Perancangan Sistem Planned Maintenance dan Man Power Planning di PT X ]]>
<![CDATA[David Soebiantoro]]>;
<![CDATA[Siana Halim]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[The purposes of this thesis are designing a planned maintenance and man power planning in the maintenance department of PT X Previously, the PT X used breakdown and corrective maintenance. The maintenance procedures will be revised into corrective maintenance and when continuous production system is executed, corrective & preventive maintenance will be applied. For defining those procedures, first we identified the machines’ failure and redesigned the production system. Additionally, we propose four level of man power planning based on their skill and company management want it divide into four level.]]>
<![CDATA[Peningkatan Efisiensi Work Cell Inductive Sensor untuk Produk SINBA pada PT Schneider Electric Manufacturing Batam ]]>
<![CDATA[Rebecca Yapilando]]>;
<![CDATA[Tanti Octavia]]>
<![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 Modul Verifikasi dan Metode Pemeriksaan Peralatan Produksi Sigaret Kretek Tangan di PT “X” ]]>
<![CDATA[Deisy Ongke]]>;
<![CDATA[Herry Christian Palit]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[PT “X” is one of the hand-rolled manufacturers cigarettes which using manual process to produce the cigarettes. There were no standardization for verify the production tools. So that every operators could verify those tools in different manners and in fact it caused problems in the production floor. Therefore, a standardization procedures, which is align with the company specification, is an obligatory. As the result of this work, we designed 21 modules for all brands manufactured by PT “X”. Moreover, the study successfully establishes standard procedure, verification form, and verification report which can help maintenance operator to perform production tools verification in every locations.]]>
<![CDATA[Perancangan Sistem Pengendalian Kualitas di PT Bondi Syad Mulia ]]>
<![CDATA[Try Fenni Wijayani]]>;
<![CDATA[Jani Rahardjo]]>
<![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 customers’ 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 company’s 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[Perancangan Value Stream Mapping dan Upaya Penurunan Lead time pada Bagian Procurement-Purchasing di PT X ]]>
<![CDATA[Oey Yansen]]>;
<![CDATA[Liem Yenny Bendatu]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[PT X is one of the biggest manufacturer companies in Indonesia. Achieving one of its mission—continuous improvement, PT X keeps on making the new innovations and solution breakthroughs for its business process. At this opportunity, the improvement will focus on the procurement and purchasing departments, responsible for the company’s daily transactions.The first stage in Value Stream Mapping is Current State Mapping, providing the activities of the current condition and their lead time. Next step is analysis, where all the wastes are identified and solutions are developed. Lastly, Future State Mapping is the continuation of the previous stage—generating the new process involving the new lead time.As the Value Stream Mapping is developed, it is found 3 waste categories, i.e. over processing, waiting, and unnecessary movement. Solutions are given to reduce those wastes and will reflect in the future state mapping. It is believed that the future mapping will shorten process’ lead time of the pre-purchase requisition by 33.25% and after purchase requisition by 28.17% for FSS and 23.53% for M&S category.]]>
