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<![CDATA[Identifikasi Waste dengan Menggunakan Value Stream Mapping di Gudang PT. XYZ ]]>
<![CDATA[Thomas Prayogo]]>;
<![CDATA[Tanti Octavia]]>
<![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[Penurunan Waste Proses Produksi Produk RJK di Departemen DEW PT. X dengan Value Stream Mapping ]]>
<![CDATA[Franky Saputra]]>;
<![CDATA[I Gede Agus Widyadana]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[PT. X wants to increase profit that obtained from RJK product. Increasing the price can make RJK product will lose with its competing product. PT. X chooses to eliminate wastes that exist in production so higher profit can be obtained. PT. X wants to eliminate non value added activity that exists in RJK production process. Identification waste is done by the help of value stream mapping. Some wastes are located on Main line, CR line, and BYM line. Those wastes happen because of a lot of breakdown on combine line, over bulking, and BYM line does not have independent line because BYM line does not have a cutter. Combine line’s breakdown mainly caused by too long blend changeover or BCO time. Some improvements are done to eliminate waste on Main line, CR line, and BYM line. SMED concept is applied to speed up the BCO time so breakdown time of combine line will reduce. Alarm or visual alert installation is done so overbulking does not happen again. Searching for cutter at other affiliate is done so BYM line has independent line. Those improvements give impact by reducing NVA about 2.44 % at Main line, 0.48 % at CR line, and 1.4 % at BYM line.]]>
<![CDATA[Peningkatan Produktivitas Tenaga Kerja Area Produksi Assy Air Cleaner di PT Astra Otoparts Divisi Adiwira Plastik ]]>
<![CDATA[Willy Adi Widjaja]]>;
<![CDATA[Jani Rahardjo]]>
<![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[Peningkatan Yield Departemen XYZ pada PT X ]]>
<![CDATA[Benedictus Rahardjo]]>;
<![CDATA[Jani Rahardjo]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[XYZ Department at PT X didn’t achieve the yield target, which is one of the Key Performance Indicators, had been determined by Factory in 2012. Some improvements have been developed to increase yield in order to achieve the target. One of the improvements is to verify material transaction between two departments. Another improvement is to reduce the waste, from both Direct Incoming Material (DIM) and non DIM. DIM discussed in this research and contributing the top three waste materials in 2012, were filter rod, cigarette paper, and tipping paper. Non DIM waste that also gave contribution for increasing yield was tobacco. Yield has already increased by doing some of those improvements by 0.45% for AAA product, from 94.85% to 95.3%. Although the target of this year (95.4%) has not been achieved yet, these research’s results show yield increasing trend. In order to keep the consistency of the yield achievement, this Department made bulletin forms as standardization attached on the relevant machines. This bulletin form can be a standard operating procedure for those who operate that machine every day, so that the yield achievement can be stable and increase.]]>
<![CDATA[Perancangan Sistem Manajemen Gudang Tepung di PT X ]]>
<![CDATA[Mintarto Leopatria]]>;
<![CDATA[Herry Christian Palit]]>
<![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 product’s 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[Rancangan Sistem Perencanaan Produksi dan Pengendalian Persediaan dengan Mempertimbangkan Efisiensi Biaya Pada PT. X ]]>
<![CDATA[Yunita Velany Sulayman]]>;
<![CDATA[Herry Christian Palit]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[PT. X is a manufacturing company with produce crude oil and cooking oil. The company has problem with determination appropriate of ROP which caused stock out in some products that produced by PT. X. Analyze of stock out condition did while 2011 and 2012. PT. X apply make to stock system. Metode that used at this project is continuous review policy to determine the appropriate of ROP and minimize the cost which adjusted with PT. X condition. The results of improvement of opportunity is there are different ROP and maximum capacity. The improvement will analyzed of the cost and compared with actual system. Cost reduce that resulted are 22% for first improvement and 15% for second improvement. Company can consider both of improvement with their profit.]]>
<![CDATA[Perancangan dan Perbaikan Dokumen Mutu Departemen PPIC di PT Astra Otoparts Divisi Adiwira Plastik ]]>
<![CDATA[Martin Agusta]]>;
<![CDATA[Tanti Octavia]]>
<![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[Value Stream Mapping sebagai Alat Identifikasi Waste ¬ pada PT. X untuk Departemen A ]]>
<![CDATA[Joko Yulianto]]>;
<![CDATA[Tanti Octavia]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[PT. X is one of company that concerns with continuous improvement. PT. X attempts to apply the concept of lean manufacturing in order to identify waste. Value stream mapping is one of the tools from lean manufacturing that can illustrate the entire process and identify waste ranging from the arrival of raw materials to the delivery of finished goods. Value stream mapping will be carried out at PT. X for department A. Through the current state value stream mapping can be seen that there are some waste in PT. X for department A ranging from the arrival of raw materials to become finished goods, among others is waste motion, over-processing waste, defect waste, inventory waste, and waste waiting. Design of future state value stream mapping is based on the proposed improvement given to the company. Future state value stream mapping can reduce lead time 41% from the current state value stream mapping.]]>
<![CDATA[Perbaikan Work Cell XCSPA dengan Metode Lean Six Sigma ]]>
<![CDATA[Chris Hansen]]>;
<![CDATA[I Gede Agus Widyadana]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[This study discuss about XCSPA product’s work cell with lean problem WIP after curing process with the maximum location capacity 2640 pieces. Quality issue with main problem contact resistance has resistance value above 25 mΩ, will impact to product function. This study objective is doing improvement to work cell with Lean Six Sigma Method, for improve lean problem and quality issue. In this research, DMAIC is used to solve the problem, however we did not discuss the Improve step. Value Stream Mapping tool used for knowing value added and non-value added process with improvement opportunity. Quality tool using Process Failure Mode & Effect Analysis (PFMEA) for finding cause of problem and potential problem can be happened in XCSPA Work Cell. Reduction of WIP by rearrange WIP quantity between process that will reducing about 85.49% WIP quantity from VSM current state WIP quantity. Quality issue eliminated by change and modify production process. Eliminate quality issue will impact to CNQ reduction for the reject product. Target achievement stated has accomplish that was reduction of PLT from contribution of WIP reducing, otherwise MDR, PRR still can’t be monitored. There’s 26 improvement suggestion, with 11 suggestion done, 7 suggestion in progress, 5 suggestion not yet implemented, 3 suggestion aborted.]]>
<![CDATA[Perancangan Emergency Response Plan di PT E-T-A Indonesia ]]>
<![CDATA[Yoel Glorius]]>;
<![CDATA[Togar W S Panjaitan]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[PT E-T-A is a German based company and has designed several emergency response systems as its major business. The company would like to plan a complete emergency response system. This plan is executed by adding the active protection system, rescuing people procedures, and developing rescuerer team. In the new emergency response system design, we added an active protection system, consisting of smoke detector, manual call point, fire alarm. Additionally, we also relocated some APAR’s locations which carry out the government regulation: PermakerNo.04/Men/1980 in 2009. Moreover, we added an assembly point, evacuation route, and rescuerer team.]]>
