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Jurnal Titra
Published by Universitas Kristen Petra Surabaya
ISSN : -     EISSN : -     DOI : -
Core Subject : Engineering,
Industrial & Manufacturing Engineering
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Articles 74 Documents
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Search results for , issue "Vol 2, No 2 (2014)" : 74 Documents clear
Perancangan Standard Operating Procedure Medical Treatment untuk Departemen Human Resources di PT. Y Valencia Suseno; Siana Halim
Jurnal Titra Vol 2, No 2 (2014)
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Abstract

Human resources (HR) department is a department in charge of hiring, training, assess, and provide compensation to employees, pay attention to their labor relations, health and safety, and justice isses. Meeting the employees’ needs, the HR department must have a clear workflow. Therefore the Standard Operating Procedure (SOP) is a necessity to be updated, so that there will be no social gap between the parties. In this work, we updated eight SOPs that have no longer accordance with the aggrement of HR department and its vendors which includes several processes in the HR medical of vendor by vendor N and vendor BL. The SOP for hospital regristration processes was created for Hospital Handover Project such that each group (the east and the west group) can handle those processes individually.
Peningkatan Production Flexibility pada Etios di PT Toyota Motor Manufacturing Indonesia Andrieas Sugiono; Herry Christian Palit
Jurnal Titra Vol 2, No 2 (2014)
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Abstract

Currently, the system of car order at PT Toyota Motor Manufacturing Indonesia (PT TMMIN) is not flexible. The orders must be fixed 2 months before their production month (firm order). PT TMMIN gives customer a privilege for changing their grade after firm order or Weekly Order Change (WOC). In this paper, WOC is applied for product Etios. The application of WOC is done in Global Production Planning System (GPPS) by changing the system. It is used to make the orders more flexible after firm order. This application impacts on unique import part as well and requires 10 percent additional safety stock allocation. Additional safety stock needs additional inventory cost as much as Rp 6XX million rupiahs.
Peningkatan Performa DIM Waste pada Departemen Secondary Processing PT X Karina Victoria; Felecia -
Jurnal Titra Vol 2, No 2 (2014)
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Abstract

One of the waste in the Secondary Processing Department at PT X is cigarette reject. The average of cigarette reject rate from January until February 2014 was around 2,21%, while the company target was 2,15%. This research was conducted to reduce cigarette reject rate, so that it will improve DIM waste performance. Steps to complete this research were based on DMAIC framework which was started by cigarette reject mapping, data collection of cigarette reject in each waste point, then the root cause analysis to obtain some solutions. It was found 4 waste points in the Secondary Processing Department. However, based on effort and impact diagram we only considered 3 waste points for improvement. Improvements was done by designed a cigarette shredder machine to separate tobacco from the cigarette paper, replacing machine components, updating tasklist cleaning maker, and focused on process development. As a results of the improvements at all 3 waste points, the average of cigarette reject reduced to 2,04%. This value is significantly lower than the target, which is 2.15%. While invest Rp. 13.000.000,00 for making the machine, the company might save Rp. 88.573.564,61 during the implementation period (2 months).
Peningkatan Kemampuan Analisa Root-Cause Staf Produksi PT E-T-A Indonesia Dalam Upaya Penurunan Kecacatan Steven Irawan; Indriati Bisono
Jurnal Titra Vol 2, No 2 (2014)
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Abstract

PT E-T-A Indonesia is a manufactur company that produce electricity component such as circuit breaker and switch. As a electricity component maker that trusted by well-known brand all over the world such as Mercedes-Benz, Audi, and also Airbus, quality is a must-have key in every single production activitiy. There are some defect problem that occurs in every production segment frequently. In order to reduce defect number, root-cause analysis skill is needed whereas most of production staff doesn’t have enough skill to analyze the root-cause problem. The improvement of root-cause analysis skill is using DMAIC methods. Its begin with Define phase where all of the problem that happens are defined including quality characteristic of their products itself. The next phase is measure phase, the defect problem that happens in 1170 and 1180 from January until March 2014 are measured and counted into as a data in this phase. Analyze phase is a next-step phase where the main cause of the main problem are analyzed conscientiously, in this case, the main cause is founded, that is incapability skill of analyzing the root-cause of a problem in 1170 and 1180 worker. The next phase is improvement phase, the worker of 1170 and 1180 are trained with the right quality tools in order to make an root-cause analyze in case another problem happen. Evaluation of these improvement is monitoring the worker skill to do root-cause analyze correctly. Evaluation is a final phase that called control phase in this final project.
Penurunan Biaya Inventori di PT SEMB PEL Menggunakan Metode Vendor Managed Inventory Yunita Kurniawati Sugianto; Tanti Octavia
Jurnal Titra Vol 2, No 2 (2014)
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Abstract

In this work we applied Vendor Managed Inventory (VMI) for reducing raw material inventories’ cost in PT SEMB PEL. VMI is implemented for 40 of 6679 parts in this Final Project. The result shows the implementation of VMI can reduce actual lead time from 65% to 95%. This lead time reduction causes inventory cost reduction for 30 parts towards the target.
Peramalan Penjualan Pipa di PT X Cicely Elviani; Siana Halim
Jurnal Titra Vol 2, No 2 (2014)
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Abstract

In this thesis we modeled the sales pipeline using auto regressive moving average, ARIMA(p,d,q) under R-Software. Those selected models are used to forecast the standard water pipe and black, standard water pipe and medium standard black pipe, SCH 40 standard water pipe and black, BDA standard water pipe, standard water pipe, medium B, coil, and furniture pipe future demands.
PERANCANGAN KEY PERFORMANCE INDICATOR OPERATOR DAN FOREMAN DEPARTEMEN QUALITY CONTROL DI PT. X Yenny Vebriana; Liem Yenny Bendatu
Jurnal Titra Vol 2, No 2 (2014)
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Abstract

PT. X, is a bicycle company, tries to meet the needs of local and international con-sumers. Meeting the needs of the consumer must be accompanied with quality products espe-cially international standards. Thus, high skill employees both in production and Quality Control departments are in need. Key Performance Indicator (KPI) is one of the tools for measuring the staff skills. In this project we design the Key Performance Indicator s based on Balanced score card to the level of foreman and operators at Incoming Department and Assembly Department. Design of Key Performance Indicator s based on Balanced score card to the level of foreman and operators Department Incoming and Assembly consists of 2 perspectives which are customer per-spective and learning and growth perspective. Customer perspective is based on the work fore-man and operators with regard to the level of accuracy checking of goods that meet the standard specification while learning and growth perspective consists of two tests, i.e. written and practice tests. The test material for the Incoming Department foreman or operatorare namely checking part measurements, checking surface condition, standard specification, checking each part type, and knowledge of measuring instruments used. The test material for the Assembly Department foreman are namely knowledge of measuring instruments used, describing an assembly production line, the standard specification, assembly of bicycles in accordance with the function of each part.
PENENTUAN JOB GRADING DI PT X Fulvian A. Lukito; Debora Anne Y.A.
Jurnal Titra Vol 2, No 2 (2014)
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Abstract

PT X does not yet have the correct payrool system, so PT X wants to try to use the payrool system with job grading method. Job grading is a method for work grouping to determine the grade of a position based on the job description. Job grading method use several factors to evaluate position. These factors are know-how, area of responsibility, problem solving, and working condition. The result of job grading in PT X shows there are 4 levels: each level consisting of 2 sub levels. The result can be used in HR Department to determine employee salaries in PTX. There are 2 positions that are not in accordance with the name the of existing position. Both of these positions are head engineering and head of sales and marketing. Based on the level of difficulty of the work, both positions are equivalent to managerial level.
Tinjauan Pemberian Kompensasi terhadap Kepuasan Karyawan di PT. Ecogreen Oleochemicals Batam Plant Berdasarkan Grade Kwan Yenny Ade Wijaya; Liem Yenny Bendatu
Jurnal Titra Vol 2, No 2 (2014)
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Abstract

PT. Ecogreen Oleochemicals Batam Plant (PT. EOB) has a variety of benefit schemes, but has not been doing employee satisfaction survei on these benefits. This research accommodating the needs by doing an employee survey at Rank and File and Supervisor Level. Survey results were analyzed using the Importance Performance Analysis (IPA). Results from the IPA shows the median value for all the interest benefit is six (very important). This indicates employees are not able to give the appraisal of importance wisely. Housing allowance, newborn child vaccination, position benefit, and the cost of prenatal care are considered important but the level of satisfaction is low. So these benefits should be the focus of improvement. In addition, the employee’s opinion also surveyed in connection with the plan to replace the medical benefit with BPJS Kesehatan. It was found that most of the employees did not know BPJS clearly so the socialization of BPJS Kesehatan is proposed.
Pembuatan dan Perbaikan Modul Training pada Plant Secondary Processing Departemen Operation Training di PT. X Yongki Hadi; Debora Anne Yang Aysia
Jurnal Titra Vol 2, No 2 (2014)
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Abstract

PT. X, one of the leading tobacco companies in Indonesia, needs competent and good quality of human resources to achieve their goal. PT. X has an Operation Training Department. This department is responsible to provide trainings for the operators, production technicians (prodtech), and mechanics. Therefore, training modules based on Best Training Practices (BTP) method is needed. There are four training modules that have been developed and three training modules that have been revised on the secondary processing plant. The four modules that have been developed were PACKER F Training Module for Operators, PACKER F Training Module for Prodtechs, PACKER F Training Module for Mechanics and MAKER M Training Module for Mechanics. The three modules that have been revised were Basic Training Module for Mechanics, MAKER P Training Module for Operator, and MAKER P Training Module for Prodtech. The training modules that were constructed will help training processes going well and improve the employees’ performance.

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