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Jurnal Titra
Published by Universitas Kristen Petra Surabaya
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Core Subject : Engineering,
Industrial & Manufacturing Engineering
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Articles 134 Documents
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Search results for , issue "Vol 3, No 2 (2015)" : 134 Documents clear
Perbaikan Manajemen Pergudangan pada PT. FSCM Yuwono, Zeus Abdi; Palit, Herry Christian
Jurnal Titra Vol 3, No 2 (2015)
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Abstract

Management at finished goods warehouse owned by PT. FSCM Manufacturing Indonesia is less effective. That problem makes the warehouse becomes disorganized. The suggested designs to improve warehouse management include optimizing the warehouse capacity, redesigning of the warehouse layout, and improving goods placement system. Additionally, measurement of warehouse performance makes warehouse management better. As the results, after the implementation of the new design, the warehouse is now well organized and itsperformance is improved.
Improvement pada Direct Manpower Management di PT TMMIN Wirahadi, Kevin Giovanni; Rahardjo, Jani
Jurnal Titra Vol 3, No 2 (2015)
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Abstract

PT Toyota Motor Manufacturing Indonesia is a vehicle manufacturing company which produces Toyota brand car. The company is expanding and has a goal to reach an annual production volume of x vehicle unit in 2017, will needs an adequate human resources to achieve the goal. Human resources Division, especially Manpower Planning Section is responsible to any matters or issues related to manpower needs inside the company. In doing the duties, MPP faces some challenges in constructing Direct labor Manpower Planning and maintaining Employee Requisiton Process. Toyota Business Practices method is used to solve the problems.MPP Section is responsible to construct an accurate manpower planning to estimate the manpower needs in FY 15/16. Accurate planning can be constructed by considering all factors that are related and using the right business assumptions. Problems faced in Employee requisition Process is Kanban form for replacement manpower is submitted late to MPP Section, and it reach 34% of total Kanban form received in a period. Improvements that has been done is to construct an annual placement schedule, construct an enrollment monitoring sharefolder, construct a new enrollment form, standardize the Employee Requisition Process and construct SOP to fill the Kanban form. These improvements reduced the number of late Kanban form submitted to MPP Section to 14%.  
Upaya Peningkatan Kinerja Departemen Warehouse di PT. X Prayogo, Andreas; Sutapa, I Nyoman
Jurnal Titra Vol 3, No 2 (2015)
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Abstract

PT. X is a car component manufacturer. The problems faced by PT. X in receiving area warehouse X 2,5 such as lack of storage capacity, FIFO system is not running, time consuming unloading, and bottleneck in the arrival supplier’s area. The 5S is applied to overcome those problems. The root causes of the problems are the lack of storage capacity and there is no schedule for supplier’s arrival. Therefore this research suggests to relayout the warehouse and makes a schedule for the supplier’s arrival. As the implementation results, the storage capacity is increased from 410 to 536 units and the unloading time is reduced from 25 minutes to less than 5 minutes. Additionally, the defect is reduced, and the FIFO system is running well.
Peningkatan Pencapaian KPI Timeliness Pada Human Resource Department PT. X Cahyono, Ruth Yolanda Patricia; Aysia, Debora Anne Yang
Jurnal Titra Vol 3, No 2 (2015)
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Abstract

PT. X is an international manufacturing company. In October 2015, the work system at Human Resource Department (HRD) PT X has been changed. There are two new Key Performance Indicators (KPIs) as the impact of the changes. One of the new indicators is timeliness, which must be achieved by the specialist team at HRD. The target of timeliness indicator is 97% while the average achievement is still about 62.6%. This research aims is increasing the achievement of timeliness indicator. There are two suggestions that have been made. They are providing a reminder tool for specialist team and changing specialist team’s work system. Reminder tool is useful as a job reminder for specialist team. Specialist work system is changed by dividing the role of each specialist based on the type of existing processes, so specialist will be more focus with their task. The reminder tool has been implemented for three months, and as a result the timeliness indicator achievement is increase to 93%.
PERHITUNGAN WAKTU BAKU DENGAN BERBAGAI VARIASI PRODUK DI PT X Susanti, Eni; Palit, Herri Christian; Aysia, Debora Anne Anne Yang
Jurnal Titra Vol 3, No 2 (2015)
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Abstract

Abstract: PT X is karoseri companies that produce box of trucks in general and particular design (Customized design). There are many delays in the fulfillment of customer order. This is caused by a high variety type and size of the vehicles and the company didn’t know time period that is needed to make a product with certain specifications. The purpose of this research is to find the time that is needed to make single product with a specific car size and type (especially for a new type that hasn’t been requested before). Aluminium box type can be classified in 11 different type of cars. Based on 11 types of car there are 6 work process which contain of 342 work process elements.  The data collection is perfomed using a stopwatch time study. As a result, the working element can be divided into 2 kind of time calculation. They are work element which is based on the quntity of the product component and work element which is based on the dimension of the product component.
Evaluasi Supplier Kawat Ulir di CV. Jaya Koil dengan Metode Max-Min Sebastian, Edwin; Widyadana, I Gede Agus
Jurnal Titra Vol 3, No 2 (2015)
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Abstract

A Firm occasionaly has more than one supplier to fulfill their raw material needs. It happened because the firm is confused in choosing the good and the bad one. Supplier evaluation is conducted to figure it out. This evaluation is based on each supplier performance. The purpose of this reserach is to find out the suppliers performance at CV. Jaya Koil. The method used in this research is max-min method. The result of this research is that there’s no dominant difference between one supplier with others, so company may allocate its budget on any supplier
Analisis dan Perancangan Perbaikan Sistem Perencanaan Produksi di PT. X Karyahastana, Robert; Widyadana, I Gede Agus
Jurnal Titra Vol 3, No 2 (2015)
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Abstract

PT. X is an company that focus on timber export production. PT. X suffers problem that there is no production planning document that can be checked which cause some delay in order to fulfill the due date of production activities. Besides, the company wants to establish PPIC Department and expects to standardize in all PPIC activities.Production planning system includes creating PPIC Department’s system, procedure and job description, making production planning module, making container setting module, and making production planning format.
Reduction Effort of Motion Waste in a Test Room of Component Products Hadisurya, Kevin; Sutapa, I Nyoman
Jurnal Titra Vol 3, No 2 (2015)
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Abstract

The research’s goal is to reduce non-value-added motion or activity of a production process, which can be classified as a waste in a production process. The research is done in test room. Non-value-added motion or activity can reduce productivity and slowing production process. Improvement proposal of this research consist of re-layout proposal of test room and implementation of kaizen in test room. Improvement of re-layout in test room resulting in a better design of layout, showing result of reducing total travel distance of material in testing process. The new layout showing moment calculation result of 107196 meters, while the old layout’s result is 153856 meters. Based on the result, the new layout implemented in test room. Kaizen implementation in test room is done by creating visual control, improvement implemented by creating boundary line of object in test room’s workplace. Improvement also done by creating a place for storing any tools and equipment that support testing process, with refers to the concept of kaizen foam.
Minimalisasi Kegagalan Sirkulasi Pengembalian Feed pada Mesin Pellet di PT Charoen Pokphand Indonesia Feedmill Linardi, Stefanie Mariana; Octavia, Tanti
Jurnal Titra Vol 3, No 2 (2015)
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Abstract

One of the most common problem happened at PT. Charoen Pok­phand Indonesia is the failure in feed collection systems on pellet machine. This failure should be minimized since it creates huge loss in terms of downtime in the working process of the pellet machine. The failure is analysed using 5 Why’s and Failure Mode Effect Analysis (FMEA) to find the source of the failure. From the analysis, the proposed improvements are to change the parts of feed collection systems and to create a guidance in maintaining and monitoring feed collection systems. The failure in feed collection systems did not happen anymore after the proposal is implemented with the saving costs of manufacturing as Rp472.500.000,00 per month.
Penurunan Persentase Kecacatan di PT Injaplast Tanzil, Carolin -; Bendatu, Liem Yenny
Jurnal Titra Vol 3, No 2 (2015)
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Abstract

PT Injaplast is one of the manufacturing company that produces weaving plastic bags (sacks). PT Injaplast had received customers’ complaint related to its quality, which are tear apart, sacks were broken, logo weren’t centered, sloping cutting, and miscolors. DMAIC (define, measure, analyze, improve and control) is one of the methods that are used to fix the problem. This final project is using cause and effect diagram as a tool to find the root cause of the problem. The proposed improvements are optimalizing the reject sacks with trial and error, using aid instruments, using work instruction, placing poster, maintenance scheduling, string addition, and additonal task to the operator. Quality plan is also given to improve the quality control. Implementation is performed on some of the proposed improvements which are placing poster on putting thread at creel, adding working instruction on loom process and using reject sacks. The result of this implementation showed that the defect percentage after cutting sacks is reduced by 0,39% and the defect percentage after the sacks have been printed is reduced by 0,25%.

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