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<![CDATA[Human Resources Continuous Improvement Performance Model dan Recognition & Reward Scheme: A Case Study ]]>
<![CDATA[Derried Anwar]]>;
<![CDATA[Siana Halim]]>
<![CDATA[ Jurnal Titra Vol 4, No 2 (2016): Jurnal Titra ]]>
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<![CDATA[Continuous Improvement (CI) in PT. X’s Human Resources (HR) department has already been started for almost 2 years. However, HR didn’t have any mechanism to measure how good a department in doing CI. Moreover, a new way to increase employees’ spirit to contribute in CI by creating improvement ideas is also needed. HR CI Performance Model and Recognition & Reward Scheme are created as a measurement mechanism and to boost up CI spirit in HR. HR CI Performance Model is developed until two times to describe the current condition more appropriately. Recognition & Reward Scheme is created by Balance Scorecard theory. Both of these measurements can increase the amount of created improvement ideas by 25.3% and department participation by 22%. Additionally, some of managers and staffs also acknowledge the positive impacts of both of those measurements.]]>
<![CDATA[Warehouse Nervous System untuk Meningkatkan Kemampuan Mendeteksi Stok Abnormal: Studi Kasus ]]>
<![CDATA[Levia Valeria Yolanda]]>;
<![CDATA[I Nyoman Sutapa]]>
<![CDATA[ Jurnal Titra Vol 4, No 2 (2016): Jurnal Titra ]]>
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<![CDATA[Sales in PT. X shows a good trend, sales increase from a year to year. Increasing sales can decreasing raw materials in warehouse. Actually, capacity in warehouse is full and over limit. Raw materials from suppliers can not be hold in racks. PT. X needs tool that can help supply chain team and warehouse to control the actual condition in warehouse. That tool can show the utilization rate of warehouse and make improvement to increase utilization rate of warehouse. Actually, utilization rate in warehouse is about 32%. That is shown by Warehouse Nervous System that can monitor daily space in warehouse. Some findings can cause low utilization rate. It can show the actual space based on supplier and commodity view. If it is seen by supplier view, there are 35 suppliers will be company focus and there 8 commodities that will be company focus. It is because they use 80% space in warehouse. The actual space can be compared with planning on current month. It can more helpful, if it can be implemented into a program.]]>
<![CDATA[PENURUNAN TINGKAT KECACATAN DI PT. MITRA ANUGRAH ]]>
<![CDATA[Stephen Gozali]]>
<![CDATA[ Jurnal Titra Vol 4, No 2 (2016): Jurnal Titra ]]>
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<![CDATA[This study focuses on the decrease of defects in the critical stage of the production of Kolonel type shoes in PT. Mitra Anugrah. The sewing process and inject process are the most critical process of the production sequence of the shoes. The initial defect rate on the sewing process is 3.35% and on the inject process is 1.22%. The data after implementation shows that the inject process experiences a decrease of defects to 0.97%. On the sewing process, the research is diverted to a sub-contractor by analyzing the percentage of defects in every sub-contractor and making a solution of the problems. Quality plan is only for the critical processes. Daily form and monthly form are made to simplify record keeping in the process of inspecting the sewing sub-contractor. The dimension of the control of the inject process are composisiton and temperature. Dimension of control on the sewing process is the inspection in the sewing department.]]>
<![CDATA[Perancangan Standard Operating Procedure untuk Preventive Maintenance di Departemen Engineering : Studi Kasus ]]>
<![CDATA[Christoforus Adhiatma Wibowo]]>;
<![CDATA[Togar Wiliater Soaloon Panjaitan]]>
<![CDATA[ Jurnal Titra Vol 4, No 2 (2016): Jurnal Titra ]]>
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<![CDATA[Java Paragon Hotel and Residences is a hotel and apartment which located at Sura-baya. This project focused on designing of SOP and check sheet for preventive maintenance pro-gram. Background of this problem is the occurrence of multitasking and large number of staff that haven’t been trained well, so it needs a standard in doing preventive maintenance. Multi-tasking and the new employees occurred because of high turnover of ME Engineering. This pro-ject uses direct observation in the field and Q&A against the staff of Engineering Department. The results of the observations then organized into a SOP in the form of tables and is divided into 4 major activities, which are Checking, Cleaning, Lubrication, and Troubleshooting. Based on the existing SOP then it leads check sheet as a monitoring tools. Monitoring performed with purpose overseeing the implementation of preventive maintenance and the alignment with the existing SOP.]]>
<![CDATA[Penerapan Weekly Order Change untuk Mengurangi Waktu Pemesanan di PT Toyota Motor Manufacturing Indonesia ]]>
<![CDATA[Kevin Alim Sompie]]>;
<![CDATA[I Gede Agus Widyadana]]>
<![CDATA[ Jurnal Titra Vol 4, No 2 (2016): Jurnal Titra ]]>
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<![CDATA[PT Toyota Motor Manufacturing Indonesia (TMMIN) have business at export service part. This business have problem at procuring time from Toyota Astra Motor (TAM) as customer to TMMIN. Lead time for TAM order to TMMIN is 13 days while the standard procuring time is 2 days. The differences make some order status is backorder or delay. The differences caused by TMMIN procuring timing only once every month. This study give advice to using weekly order change (WOC). WOC can be applied but need to consider production capacity and raw material limit. That factor will be used for limitation at simulation. Simulation will use order date at backorder shipment and emergency order data from January until March 2016. Data will be used for simulation input with limitation at production capacity and raw material. Current lead time ordering process can be reduce until 3 days with WOC.]]>
<![CDATA[Perancangan Peningkatan Kapasitas Produksi: A Case Study ]]>
<![CDATA[Vincentius Henry Sentosa]]>;
<![CDATA[Prayonne Adi]]>
<![CDATA[ Jurnal Titra Vol 4, No 2 (2016): Jurnal Titra ]]>
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<![CDATA[This study focuses on improving production capacity in a plywood manufacturing company in Sidoarjo. In improving the capacity, this paper will focus on the industrial operation system. To be able to achieve the desired capacity, it is necessary for the company to observe and identify the problem that still going on the production site. Measuring company’s productivity and identifying the problem is necessary to understand why the productivity is not in the maximum condition. Processing time is not balance and need to be analyzed and balanced.Other alternatives are considering improvement thatincludes the standard time of the process which the data are taken directly from the production site. The best alternative to achieve the capacity improvement target are chosen based on the percentage of the improvement, number of workers added, advantages and disadvantages, the logical cost for the improvement, and the most suitable with the work environments. The result shows that an addition of one work shift is a better option to improve the production capacity compared to any other suggestions.]]>
<![CDATA[Analisa Waste pada Perusahaan Pelayaran : Studi Kasus ]]>
<![CDATA[Fendi Pramono]]>
<![CDATA[ Jurnal Titra Vol 4, No 2 (2016): Jurnal Titra ]]>
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<![CDATA[This research was conducted a voyage company in Surabaya. The aim of this research is to find the waste in shipping service’ processes, i.e. waiting time, loading and unloading. The ships are departure from Tanjung Perak Port. The Current condition showed that there are many waste such as big waiting time, low productivity on terminal, and delay the ship departure. We used value stream mapping to analysis those processes. As the result, we suggest to the company for using software, change work system unloading, and merge some activities, so that the unnecessary non-value added work can be reduced.]]>
<![CDATA[Perancangan dan Pengembangan Produk Perasan Kelapa Parut: Studi Kasus ]]>
<![CDATA[Victor Nathaniel Tedja]]>;
<![CDATA[Jani Rahardjo]]>
<![CDATA[ Jurnal Titra Vol 4, No 2 (2016): Jurnal Titra ]]>
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<![CDATA[This study is accomplished to find out the process of product design and development of grated coconut in PT.X. The Problem in the company is to increase sales. This way can be accomplished by adding one or more type of products. PT.X as a distributor of tools and spareparts from agriculturan and fishery. One of the company product that will be developed is coconut milk expeller. Thing that underlie this development is customer demands for coconut grater which is high enough. These opportunities are used by PT.X to increase sales of the company. The method that will be used in this study is phase of product development proceses. The phase started from planning the project, analyze the customer needs, product design, and prototyping. The output of the study is a prototype, and analysis from prototype’s output.]]>
<![CDATA[Penjadwalan Jobshop di CV. Sinar Indah Teknik ]]>
<![CDATA[FELICIA ANGGUN KUSUMA]]>;
<![CDATA[TANTI OCTAVIA]]>
<![CDATA[ Jurnal Titra Vol 4, No 2 (2016): Jurnal Titra ]]>
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<![CDATA[CV. Sinar Indah Teknik is a service company that receives orders based of plates and hollow pipes in a variety product forms. Acceptance of the orders makes frequent delays in the company. This is caused by the absence of proper shceduling system because the company does not know how much time will take to make one product with a specific type. Products that made from a plat and hollow pipe can be classified into eight types of products. Based on these types of product, there are 14 processes with 34 work elements to make the iron products. The process of data collection is done using the Stopwatch Time Study. Time data obtained and calculated into standard data. Those standard data will be used in job shop scheduling scheme using CDS methods. The results of CDS methods in scheduling can minimize the number of tardy job.]]>
<![CDATA[Penurunan Waste Intra pada Transportation Process Menggunakan Value Stream Mapping: A Case Study ]]>
<![CDATA[Maria Natalia]]>;
<![CDATA[Nyoman Sutapa]]>
<![CDATA[ Jurnal Titra Vol 4, No 2 (2016): Jurnal Titra ]]>
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<![CDATA[Abstract: The thesis discusses the value added and non-value added of the intra transportation process supporting material, i.e. transportation between the plant and the distribution of material to the production department (SKT and SKM), on production process at a cigarette company. Tools to analyze the value added and non value added (Necessary and non Necessary) for whole activity is value stream mapping. The first step is to create current state value stream mapping to map the value/non-value added in accordance with current conditions. The goal was to determine total lead time of intra transportation process and waste analysis at each transportation activity. The second step, design the future state value stream mapping according to the proposed improvements. From the results of the trial design, the process of sending the supporting material to SKT reduce lead time by 23.00% and 43.83% to SKM. Delivery of supporting material for inter-plant, lead time was reduced to 7.79%.]]>
