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<![CDATA[Upaya Penurunan Downtime pada Mesin Moulding di PT. X ]]>
<![CDATA[Marvin Ardyanto]]>;
<![CDATA[Felecia Felecia]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[PT. X is a company that processed log wood into timber products with size, type of wood, and the shape of the profile are produced depends on the buyer’s order. The company needs the process with a machine that can work continuously without any obstacle in order to meet the demand. Moulding machine in PT. X has downtime with an average 13,22% which the company want to reduce it. The main cause of downtime on the moulding machine is the changeover and breakdown. How to reduce changeover time is by using the method of Single Minute Exchange of Dies (SMED) and reduce frequency and time of the breakdown by making preventive maintenance schedule based on the MTTF value. The proposed improvements to reduce changeover time is doing some activities before the machine stops, making a new storage for tools and ring, and do the parallel changeover. The proposed improvements using the method SMED when applied can reduce changeover time with an average decrease in time estimation of 33,26%. Preventive maintenance schedule on the moulding machines based on the simulation results within a year can reduce downtime due to breakdown with an average of 57,55%.]]>
<![CDATA[Rancangan Perbaikan Penataan Gudang di PT. Bondi Syad Mulia ]]>
<![CDATA[Ardenus Milton Setiadi]]>;
<![CDATA[Jani Rahardjo]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[PT. Bondi Syad Mulia is a company which provides galvanized for iron. Based on the observation, there is an issue on placing and storing the goods in the warehouse. This research is to solve the problem by re-organizing the layout and placing the label in warehouse division in PT. Bondi Syad Mulia. The proposed layout covers the arrangement of goods in the warehouse of materials and tools by considering the FMS classification. The improvement on labeling system was done by labeling of goods and a place for storing goods. The momen result of the proposed layout was reduced by 34,25%. After labelling was placed, the result showed that there was 10 second reduction on taking the files and 30 second reduction on taking the goods from the rack.]]>
<![CDATA[Efisiensi Sistem Tunjangan Kesehatan Karyawan PT X ]]>
<![CDATA[Vicky Hartono]]>;
<![CDATA[herry christian palit]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[PT X is a manufacture company that provides medical facilities for its permanent employee in form of medical benefits. The medical benefits claim proposed by the employees will be processed in PT X’s medical benefits system. The company requires that at least 98% of the claims are processed on the same day as the day those claims are proposed. That requirement can only be fulfilled with overtime work. The average of overtime work per month per admin is 14 hours. The improvement of the efficiency can be done by doing enhancement of the approval and revise processes of the previous medical benefits system. The enhancement is done by creating unique key and barcode for each medical claim, so that each of the new claim form is going to have unique key and barcode. HR admin would be able to do scan barcode process that would accelerate PT X’s medical benefits system. The result of the implementation of this enhancement is the acceleration of medical benefits system of PT X. The implementation results in the decrease of the process time as much as 31% of the prior condition and the investment fund will have returned in less than three months.]]>
<![CDATA[Perbaikan dan Penentuan Critical Point SOP Sales Order ]]>
<![CDATA[Rivan Setiawan Sudiro]]>;
<![CDATA[I Nyoman Sutapa]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[PT X is a chemical manufacturer, which has ISO 9001:2008 certified. However, there is no time limit and explicit documents references on each department in PT X. Additionally, the critical points of the current procedures are also not yet specified, so that it is difficult to determine which activities are important to be implemented. Therefore, this research aims are improving and determining the critical points on each operating procedure, i.e. sales order, purchasing, customer complaint, and customer satisfaction. The research is conducted through observation and interviews. As the results, now the time limit of each operating procedure is clear, the required documents are explicitly written, and the critical points are specified.]]>
<![CDATA[Efisiensi Mesin Diesel Pada Tambak Udang Dengan Eksperimen Desain ]]>
<![CDATA[Nicholas Handoko]]>;
<![CDATA[Indriati Njoto Bisono]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[The operational cost to operate paddle wheel with generator at PT X is very high; for daily shrimp cultivation each farm need 14 paddle wheels that use 24 hours electricity from the generators. Thus an experiment was conducted to minimize the number of paddle wheels operated. Naturally, pond water contains phytoplankton that carries photosyntesis to produce oxygen at noon. Photosyntesis processes need carbon dioxide to turn to oxygen at noon, on the other hand paddle wheel also need the carbon dioxide in the pond and turn it into oxygen. Thus the two are conflicted. Turning off the paddle wheels at noon then increase the photosynthesis process, make it more effective. The experiment results show that turning off paddle wheel at noon did not affect oxygen supply and the average weight of the shrimps.]]>
<![CDATA[Peningkatan Aktivitas Value Added Support Function dengan Metode Sampling Kerja di PT. Schneider Electric Manufacturing Batam ]]>
<![CDATA[Rinaldi Edo Saputro]]>;
<![CDATA[Tanti Octavia]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[Currently, support function units of PT.SEMB cannot reach their target of performances.Therefore, in this research PT SEMB attempts to evaluate the causes of it. Work samplingmethod is applied for three of support function units. The result shows the proportion ofthe team leader’s, line inspector’s, and line trainer’s value added are 75.04%, 78.16%, and84.19%, respectively. The highest proportion of non value added activities is movement. It occurssince PT.SEMB doesn’t have a working guidance. The proposed improvements are designing achecklist, job rotation procedure, and the guidance for reviewing a job description. The implementationresult shows the proportion of the value added for team leader and line inspector are85.88% and 84.98%]]>
<![CDATA[Usulan Pengurangan Downtime Mesin Oil Expeller PT. Sari Mas Permai ]]>
<![CDATA[Kevin Pranata Gunawan]]>;
<![CDATA[Debora Anne Yang Aysia]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[PT. Sari Mas Permai is a company that produces cooking oil from coconut fruit and also palm coconut. Plant 1 located in PT. Sari Mas Permai has lots of manual machinery and applying breakdown maintenance. This system makes more workload due to unplanned breakdown. Suggestion for company is designing new job desc, early spare part production, and applying preventive maintenance using MTTF for each component. New job desc could decrease repair time to 137 minutes. Preventive maintenance plans for long axel and drig laker, need to be replaced every 15 and 62 days.]]>
<![CDATA[Model Koordinasi Logistik Kemanusiaan di Indonesia dengan Melibatkan Sektor Swasta ]]>
<![CDATA[Ferdiarto Limantoro]]>;
<![CDATA[I Gede Agus Widyadana]]>;
<![CDATA[Herry Christian Palit]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[This study was conducted to give the proposed model of humanitarian logistics coordination for the handling of natural disasters in Indonesia by involving the private sector. The private sector, involved in disaster management, is DHL. The analysis techniques used are the competitive profile matrix to evaluate the performance of each agency involved and RASIC analysis to determine the role of each institution in each activity. The results showed that the private sector is still less involved in Indonesia’s disaster management and the role of some institutions in some activity is still not quite right. DHL is proposed to be involved because it has sufficient capacity to be involved in disaster management. Activities that can be roled by DHL are involving in the delivery and distribution of relief and to help receive relief from foreign parties. Activities that need to be changed is the provision of funds, the making standardization relief, and assessment.]]>
<![CDATA[KLASIFIKASI INVENTORI DENGAN ABC/XYZ ANALYSIS DAN MENGOPTIMALKAN SAFETY STOCK DI PT. X ]]>
<![CDATA[Erwin Pratama Wijaya]]>;
<![CDATA[I Gede Agus Widyadana]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[PT. X is one of the leading companies in the cigarette industry in Indonesia. The company aims to do continuous improvement of their finished goods distribution with the requested schedules and quantities. The company also wants to have DIM ready as scheduled with the required quantities based on the production needs. The first measure that can be taken is the creation of safety stock for the two varieties of the inventory as a mean to act as a cushion whenever a stockout occurs that can be caused by distribution delay by PT.X as well as vendor. The determining factor for the safety stock is the classification of every inventory. The classification of ABC/XYZ is needed before determining the safety stock. This will help the company to determine the inventory, predictable or forecasted or not, based on the volatility of the inventory itself. The classification is also used to help the company to see which inventory that should be prioritized for the storing process.]]>
<![CDATA[Perbaikan Manajemen Sistem Gudang di PT. Dewata Cipta Semesta ]]>
<![CDATA[Enrico Tjahjono]]>;
<![CDATA[Felecia Felecia]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[PT. Dewata Cipta Semesta is a company which focused in sawmills, wood products produced in the form of cut (sawn timber) for building’s materials or furniture’s raw materials. The Warehouse system at the company is still very simple and has many weakness that cause some problems in the company such as the difference between the stock and the physical stock in the warehouse as well as the lenght of the process of unloading. Based on observations and data analysis on company, there are some problems that result in differences in stock and phusical as well as the duration of the process of unloading are: the arrangement of goods in the warehouse are not grouped in detail, two warehouses head leads, and grading process is carried out when loading. Warehouse management system improvement is done to minimize the difference between the stock and the physical stock in the warehouse as well as accelerate the process of unloading the goods. Warehouse management system improvements made are arrange of the raw material warehouse are grouped by type and diameter of the timber , the warehouse material classified by type , grade and size of the timber , making the Standard Operating Procedure for the warehouse staff. For make the system running properly also proposed to appoint only one head of the warehouse so that there is clarity on the duties and responsibilities of the warehouse. ]]>
