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<![CDATA[Perbaikan Proses Dandori di PT. Astra Otoparts Tbk. Divisi Adiwira Plastik ]]>
<![CDATA[Albert Junaedi Gani]]>;
<![CDATA[Liem Yenny Bendatu]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[This paper discusses the abnormality in dandori process and improvements to overcome it. Dandori is a process of changing mold or material during the production. Lately, dandori process at PT. Astra Otoparts Tbk. still experienced abnormality such as material unreadiness, lack of facilities and infrastructure, and long barrel washing process. This research aims to reduce the preparation time and processing time of dandori and line stop. Quality control circle was used as the main method to design the improvements. Improvements are supported by some work standardizations for maintaining continuous improvements. The implementation of the improvements result in reducing dandori total time by 23 hours per month or 10,7% and average dandori time per process is reduced by 6,9 minutes or 17,6%. Material heating line stop reduced by an average of 15,5 hours per month or 35,8%.]]>
<![CDATA[PERHITUNGAN WAKTU BAKU DENGAN BERBAGAI VARIASI PRODUK DI PT X ]]>
<![CDATA[Eni Susanti]]>;
<![CDATA[Herri Christian Palit]]>;
<![CDATA[Debora Anne Anne Yang Aysia]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[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.]]>
<![CDATA[Perancangan Sistem PPIC di PT. Mustikarama Citraperdana ]]>
<![CDATA[Novia Veronika Yuliani]]>;
<![CDATA[Herry Christian Palit]]>
<![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[Reduction Effort of Motion Waste in a Test Room of Component Products ]]>
<![CDATA[Kevin Hadisurya]]>;
<![CDATA[I Nyoman Sutapa]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[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.]]>
<![CDATA[Upaya Penurunan Lembur Departemen Parts, Apparel, dan Accessoris ]]>
<![CDATA[Golden Suryajaya Oentoro]]>;
<![CDATA[Debora Anne Yang]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[CV. Roda Lintas Khatulistiwa is a subsidiary of PT. Insera Sena to handle for retail and distribute accessoris, supplies, and bicycle part. CV. Roda Lintas Khatulistiwa has parts, appareal and accessories department(PAA) to handle distribution of goods to all retailers. Goods are handled PAA department can be classified into 4 types, plastic, cardboard, staples packing products, and non-packing. Problems that occur in PAA department is the overtime with an average of 27.5 hours per month. Calculation of standard time taken to obtain a production capacity of PAA department. The capacity results compared to actual production PAA department and it is known that the capacity is smaller than the number of actual production, so it is necessary to increase production capacity. Efforts are being made, like the analysis of motion studies to reduce cycle time with the help of two hands process chart, the replacement of certain kinds of packing items, and eliminate the barcoding process for non-packing product improvement effort is shown to lead to total savings of approximately 13 working days 20 hours 8 minutes 47 seconds.]]>
<![CDATA[Peningkatan Pencapaian KPI Timeliness Pada Human Resource Department PT. X ]]>
<![CDATA[Ruth Yolanda Patricia Cahyono]]>;
<![CDATA[Debora Anne Yang Aysia]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[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%.]]>
<![CDATA[Upaya Perbaikan Proses Pencatatan Barang di PT. X ]]>
<![CDATA[Jennie Tiono]]>;
<![CDATA[I Nyoman Sutapa]]>
<![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[Analisis dan Perancangan Perbaikan Sistem Perencanaan Produksi di PT. X ]]>
<![CDATA[Robert Karyahastana]]>;
<![CDATA[I Gede Agus Widyadana]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[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.]]>
<![CDATA[Upaya Peningkatan Kinerja Departemen Warehouse di PT. X ]]>
<![CDATA[Andreas Prayogo]]>;
<![CDATA[I Nyoman Sutapa]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[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.]]>
<![CDATA[Upaya Penurunan Kecacatan Painting Line 1 PT Astra Komponen Indonesia ]]>
<![CDATA[Yudha Kresna Primayoka]]>;
<![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 company’s 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 sprayman’s gloves and masking tape paper. Dirty spots reduced by 1% from sprayman’s 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.]]>
