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<![CDATA[Upaya Peningkatan Kualitas Dengan Metode PDCA Di PT Astra Komponen Indonesia ]]>
<![CDATA[Yonatan, Jong Feliando]]>;
<![CDATA[Palit, Herry Christian]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[The quality is an important thing that should be mentioned because related to the customer satisfaction. PT ASKI challenge an enourmous on painting quality. The average of rejection from the painting process output reached 21,29% in 2014. An improvement of quality should be done to increase the product quality. To solve the quality problem, 8 steps of PDCA (plan-do-check-action) were chosen. The result of improvement activities were not always giving a positive result, but still working as the guidence to do the next improvement activity.]]>
<![CDATA[Usulan Pengurangan Downtime Mesin Oil Expeller PT. Sari Mas Permai ]]>
<![CDATA[Gunawan, Kevin Pranata]]>;
<![CDATA[Yang Aysia, Debora Anne]]>
<![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[Penurunan Persediaan Spare Part di PT. XYZ ]]>
<![CDATA[Gunadi, Anthony]]>;
<![CDATA[Widyadana, I Gede Agus]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[The value of spare part inventory in company is high because there are so many non moving spare part. The purpose of this research is to reduce spare part inventory by ditributing questionnaires about spare parts status And analyzing the amount of inventory and creating a form of PR and purchase history. Status of spare part is divided into three kinds, they are status A, status B, and status C. Status A is intended for spare parts that are still in use, status B is intended for spare parts that are not used anymore, and status C is intended for spare parts that have been damaged. Status A is analyzed from the economic side of inventory amount to decide whether it should be kept or written off. Form PR and purchase history is made to help facilitate the recording of purchases of spare parts. The results shows through write off can reduce inventory amount up to 4,57% dan the value of inventory decreased up to Rp 216,432,253.00. The result also shows the analyze of inventory amount can save the cost up to Rp. 8,592,063.00 for Electrical Maintenance Departmentâs spare part.]]>
<![CDATA[Standarisasi Aliran Proses dan Informasi Pada Departemen Transport di PT A ]]>
<![CDATA[Aurino, Fendy]]>;
<![CDATA[Bendatu, Liem Yenny]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[PT A is a manufacturing company which produces consumer goods. Transportation Department wants to standardize the process and information flow by eliminating waste. This research is using Value Steam Mapping (VSM) tool. There are 3 types of waste that are identified in Transportation Department which are overprocessing waste, waiting waste, and defect waste. Improvement suggestion for each waste will impact the next process and hence will reduce the total process time. The result shows the improvement can reduce total lead time by 0,05 % or 56,01 minutes for own truck and 1,10 % or 15,81 hours for trip-based truck distribution everyday.]]>
<![CDATA[Estimasi Penghematan Biaya dan Perancangan Standrisasi Kerja pada Produksi Air Cleaner di PT. Astra Otoparts Divisi Adiwira Plastik ]]>
<![CDATA[Saryadi, Richard Dwinata]]>;
<![CDATA[Octavia, Tanti]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[The increasing of the air cleanerâs production cost was one of the problems experienced by PT. Astra Otoparts Adiwira Plastics Division. The production costs consist of three types of the cost, namely cost of materials, labor costs, and factory overhead cost. The increasing of production cost is caused by the large number of manpower who works on the production of assy air cleaner area, the use of the area, and electricity consumption. The large number of manpower affects the increasing of labor costs and the use of the area and electricity consumption affect an increase in factory overhead cost. Cost of raw materials being on the outside control of the company as the costs would come from supplier. The saving cost is calculated after improving and applying direct assy. The estimating of saving cost is Rp. 203,933,267.59 monthly. After implementing the direct assy, the work standardization is designed. The design of standardization work already performed the three types of standardizations. Those are standardized work chart (SWC), standardized work combination table (SWCT), and work instruction (WI).]]>
<![CDATA[KLASIFIKASI INVENTORI DENGAN ABC/XYZ ANALYSIS DAN MENGOPTIMALKAN SAFETY STOCK DI PT. X ]]>
<![CDATA[Wijaya, Erwin Pratama]]>;
<![CDATA[Widyadana, I Gede Agus]]>
<![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[Upaya Penurunan Kecacatan Painting Line 1 PT Astra Komponen Indonesia ]]>
<![CDATA[Primayoka, Yudha Kresna]]>;
<![CDATA[Felecia, Felecia]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[PT ASKI is motorcycle component manucaturer. The average of total NG products for 2015 is 23,64%, while for dirty spots is 11,4%. The companyâs NG targets for 2015 are only 12% for total NG and 6% for dirty spots. Therefore Quality Control Circle (QCC) methods will be applied to reduce NG products. The root cause for dirty spots are dirty environment in painting line facilities and tools. Operators dicipline to keep the environments clean also contributes to this problem. Therefore this research suggest to change spraymanâs gloves and masking tape paper. Dirty spots reduced by 1% from spraymanâs gloves changing, and 4% from masking tape -changing. Both result are not significant reduction to reach company NG targets. Other improvement sugesstion to be implemented are standarization on facilities and production equipments.]]>
<![CDATA[Upaya Perbaikan Proses Pencatatan Barang di PT. X ]]>
<![CDATA[Tiono, Jennie]]>;
<![CDATA[Sutapa, I Nyoman]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[The research was conducted to determine the cause of error in the recording process items and give the solutions. The research analysis is using fishbone diagrams to find the root cause of the problems. The existing problems in the process of receiving and the gemstone is wrong input the destination, wrong input the code, double input code, wrong input quantity measurement. Proposed improvements are the socialization of code standardization, adding data records that have been incorporated into the program, putting work instruction near the computer, and immediately set the unit quantity of gemstone which has been set in the program. The existing problems in stock opname are the amount of items not in accordance with the database and the items do not conform to the code. Proposed improvements are making Kaizen foam and form of lending tools, provide a label that contains the weight of BK, put small items in the plastic and then put in into the rack, and stop the transaction.]]>
<![CDATA[Perancangan Sistem PPIC di PT. Mustikarama Citraperdana ]]>
<![CDATA[Yuliani, Novia Veronika]]>;
<![CDATA[Palit, Herry Christian]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[PT. Mustikarama Citraperdana is a manufacturing industry that produces safety box. This company has been developing which is known from the increase of demand, production volume, and also the types of product. Problem faced by PT. Mustikarama Citraperdana is sending customer order does not match the shipment date by a percentage of 52.44%. Initial observations, inaccuracy of time in order delivery caused by the production planning problem that is not appropriate.This thesis will design improvements to overcome the problem of production planning that caused the company experienced difficulties in the form of an order sending customer order does not match the shipment date. The design improvements are given in the form of production planning and inventory control of raw materials.]]>
<![CDATA[Penerapan Value Stream Mapping untuk Allocation Planning di PT. X ]]>
<![CDATA[Widjaja, Felicia Tedja]]>;
<![CDATA[Halim, Siana]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[PT. X is one of the cigarette manufacturing leaders in Indonesia. Products from PT. X is distributed inside and outside Indonesia through a number of markets. Therefore, a good Allocation Planning is a must. PT. X wants to map the activities in the Allocation Planning and Value Stream Mapping (VSM) is chosen for accomplishing that task. First, we map the current situation using VSM, we found two wastes occurred during the Allocation Planning, which are waiting time and motion. After that, various improvements are executed to reduce those wastes, and then once more the VSM are applied. The results showed that in overall the lead time decrease over 34.88%.]]>
