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<![CDATA[Rekomendari Solusi dan Pembangunan Model Prediksi Keterlambatan di PT. X Menggunakan Decision Tree Regression ]]>
<![CDATA[Keshia Karina Mulia]]>;
<![CDATA[Iwan Halim Sahputra]]>
<![CDATA[ Jurnal Titra Vol 9, No 2 (2021): Jurnal Titra ]]>
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<![CDATA[For companies engaged in delivery services, punctuality is the main factor that can directly affect customer satisfaction and is one of the main benchmarks for company performance. Therefore, analyzing the root causes of delays needs to be done to provide improvement proposals that can prevent, reduce and overcome the root problems.One of the root causes chosen by the researcher to be studied further is the problem of delays caused by traffic jams. Decision Support System is required to assist companies in making decisions regarding departure time to reduce late deliveries The method that will be used to predict the delay is Decision Tree Regression. The accuracy of the prediction results will be measured based on the value of the Root Square Mean Error. The results show that Decision Tree Regression is still not right for predicting delays, so the truck departure schedule will be pegged based on the travel time or the length of the truck's journey from the depot to the customer's warehouse. The company can also implement other improvement proposals to improve the system in the company, so it can prevent and reduce the impact of delays.]]>
<![CDATA[Perancangan Sistem PPIC pada Perusahaan Seprai X ]]>
<![CDATA[Gilbert Kelvin Widarta]]>;
<![CDATA[Tanti Octavia]]>;
<![CDATA[I Gede Agus Widyadana]]>
<![CDATA[ Jurnal Titra Vol 9, No 2 (2021): Jurnal Titra ]]>
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<![CDATA[This final project is done to design a Production Planning and Inventory Control system (PPIC) system for Bed Sheet X company. Currently, Bed Sheet X company does not have yet a PPIC system. Company is produced the products only to fulfill their maximum stock. The design of the PPIC system in this final project includes forecasting, designing Master Production Schedule (MPS) and Material Requirment Planning (MRP), and calculating lot sizing. Some forecast methods are compared in term of Mean Absolute Deviation (MAD) value. The Winter's Multiplicative method is the best method for each type of fabric. The Winter’s Multiplicative MAD value is 71.875. The lot sizing method used is Wagner Whitin Algorithm (WWA). The total cost of raw materials’ procurement is Rp. 34,968,493. After designing the PPIC system, a Visual Basic Application (VBA) is made to make it easier for users to do a production planning.]]>
<![CDATA[Upaya Peningkatan Skill dan Knowledge Operator untuk Handling Defects pada PT. X ]]>
<![CDATA[Nia Adela Saputra]]>;
<![CDATA[Herri Christian Palit]]>
<![CDATA[ Jurnal Titra Vol 9, No 2 (2021): Jurnal Titra ]]>
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<![CDATA[PT. X is a company that produces cigarette filter products in Indonesia. PT. X always makes continuous improvement so that the products produced are of the best quality to maintain the trust of customers. One of the improvements that will be made by PT. X is to improve operator skills and knowledge, so as to increase operator productivity. A production line is said to be productive if the production target on the machine has been met. If the production target is met, the machine downtime will also be lower. One of the factors that cause downtime is the occurrence of defects. Based on the AR (availability rate) report data that has been collected by PT. Previously, the average time for handling defects on 10 machines for 10 weeks was 123.47 minutes per shift or 41.15% of the average production up-time for each shift. This makes the machine's AR value only at 60-70%. If you look at the KPIs that have been determined by the company, the company's target for the AR value is > 85%. The high average downtime causes production results to often do not reach the target and make the machine AR percentage decrease. The higher the downtime percentage, the less finish good will be generated.]]>
<![CDATA[Upaya Pengurangan Waktu Proses Changeover Pada Mesin Fisher Pada Perusahaan Kemasan Kosmetik ]]>
<![CDATA[Dhamma Prabha Dewa]]>;
<![CDATA[I Nyoman Sutapa]]>
<![CDATA[ Jurnal Titra Vol 9, No 2 (2021): Jurnal Titra ]]>
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<![CDATA[The changeover time that occurred in one of the departments at companies had a pretty big time. Therefore, Improvements are needed in order to reduce the changeover time. The method that will be used to reduce the changeover time is by using the DMAIC method and assisted by the Single Minute Exchange of Dies (SMED) method. The study began by observing the machine that had the longest changeover time. The observations were carried out using the SMED method and analyzed using the SMED method as well. The results of the analysis will be a proposed Improvement for the machine in question. The results of the proposed Improvements are divided into two, some can be applied directly, and some cannot be applied directly due to certain conditions. Implementations that can be carried out directly will be observed and controlled so that they can run as expected, while those that cannot be carried out directly will only be in the form of ideas or prototypes as an illustration for the company.]]>
<![CDATA[Analisis Perbedaan antara Perencanaan dan Kebutuhan Tenaga Kerja Aktual menggunakan Metode DMAIC untuk Produk Compact, Jar, dan Lipstick ]]>
<![CDATA[Joshua Fernando Swanto]]>;
<![CDATA[Prayonne Adi]]>
<![CDATA[ Jurnal Titra Vol 9, No 2 (2021): Jurnal Titra ]]>
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<![CDATA[Human resource planning in the company is needed so that the company can prepare workers before starting the production process. Planning errors can cause financial problems, production problems and other problems. This research was conducted due to the difference between planning and actual labor requirements for compact, jar and lipstick products. Planning the company's workforce needs using the help of SAP software, and the company will make adjustments on the production floor if there is an excess or lack of labor. Changes in the number of workers also make changes in labor productivity. Therefore, differences in the number of workers can be identified based on differences in the value of productivity that is planned and actual. To optimize planning, it requires root cause analysis using the DMAIC method and 5 whys analysis. By finding the root cause of the problem, the company can immediately take corrective action and improve their company.]]>
<![CDATA[Penerapan Toyota Business Practice (TBP) dalam Menurunkan Jumlah SPO Delay di PT TMMIN ]]>
<![CDATA[Yosafat Cahya]]>;
<![CDATA[Benedictus Rahardjo]]>
<![CDATA[ Jurnal Titra Vol 9, No 2 (2021): Jurnal Titra ]]>
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<![CDATA[PT. Toyota Motor Manufacturing Indonesia (PT TMMIN) is one of the major companies in Indonesia engaged in the automotive sector. PT TMMIN acts as a manufacturer and also as an exporter of cars and Toyota components. One component exported by PT TMMIN is a sample part which the component used as a trial for new project in the other Toyota affiliation. Export documents from sample parts called Sample Part Order (SPO). During handling, there are some SPO delayed which will have an impact on the company's Key Performance Indicator (KPI) and the image of PT TMMIN in the global affiliate as an exporter. An analysis to solve problems use Toyota Business Practice (TBP) tools and problem tree diagram. The improvements are summary of SPO, renewal of new phase 1 workflows, and weekly progress. The improvements have a positive effect, which reduce days of delay from 15 days to 0 days in the part confirmation, exporter reply delay decreasing from 71% on November 2018 into 0% delay on May 2019, also reducing delay shipment by 25% from November 2018 to 17% on May 2019. Expectations from the design of new information systems are to re-reduce the number of delays from SPO and facilitate the SPO handling process which benefits to PT TMMIN.]]>
<![CDATA[Perancangan Pengurangan Lead Time Produksi pada Perusahaan Produksi Mebel ]]>
<![CDATA[I Dewa Made Tastra Asrama]]>;
<![CDATA[I Nyoman Sutapa]]>
<![CDATA[ Jurnal Titra Vol 9, No 2 (2021): Jurnal Titra ]]>
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<![CDATA[This furniture production company has a problem with it’s slow production lead time. The company was given a target by the customer to complete the product within 9 days, but the product was completed in 11,59 days. The method used is value stream mapping, fishbone diagram, improvement using brainstorming method, and control using administrative control. The root cause of the slow production lead time is in the welding process that there’s no Standard Operating Procedure (SOP) and in the weaving process due to some workers unskilled in weaving. The proposal from this design is to make welding SOPs and provide training to slow workers so they can work faster.]]>
<![CDATA[Analisis Perbedaan antara Perencanaan dan Kebutuhan Tenaga Kerja Aktual menggunakan Metode DMAIC untuk Produk Bottle dan Cap ]]>
<![CDATA[Martin Theo Purnomo]]>;
<![CDATA[Prayonne Adi]]>
<![CDATA[ Jurnal Titra Vol 9, No 2 (2021): Jurnal Titra ]]>
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<![CDATA[This research was conducted to analyze the causes of the differences between planning and actual labor requirements for Bottle and Cap products at PT X. Planning for manpower requirements were calculated through SAP software, while the actual labor requirements were carried out by manual calculation of production process requirements. Analysis of the causes of the problem is carried out using the Define, Measure, Analyze, Improve, and Control (DMAIC) method. The DMAIC method is a method commonly used in Six Sigma to solve problems. After doing the analysis, it is found that the differences that occur are caused by changes in people's needs from the time of planning to the actual production. Changes in people's needs are caused by production problems (reject, downtime, and loss hour), and improper planning. So that the root cause of the difference in planning and actual productivity is; machine failure or worker error, as well as outdated planning data.]]>
<![CDATA[Perancangan Excellent Management System (EMS) pada Standarisasi Aset Kendaraan di PT SPIL ]]>
<![CDATA[Richardo Caprianto]]>;
<![CDATA[I Gede Agus Widyadana]]>;
<![CDATA[Nova Sepadyati]]>
<![CDATA[ Jurnal Titra Vol 9, No 2 (2021): Jurnal Titra ]]>
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<![CDATA[PT Salam Pacific Indonesia Lines (SPIL) is a company engaged in shipping logistics and operates in 42 branches spread throughout Indonesia, With the increase in the size of the company, the number of vehicles used for automatic operations increases, The difficulty of transport maintenance and complicated administrative processes is enough to hinder PT SPIL to operate on field. Therefore, the researcher created a project to standardize the management process with an Excellent Management System (EMS). EMS is a standardized system according to the administrative needs of PT SPIL, EMS has 3 important features, namely transport document extension, transport service, and transport rotation which also applies important industry knowledge such as simple moving average, weighted moving average, exponential smoothing along with the error. This research will result in standardization for PT SPIL vehicle asset management in document extension, vehicle repair, and when you want to rotate the vehicle in the form of existing forms and reminders and there is a calculation to measure the number of kilometers each day on EMS. The results of this EMS will later be used for the YES department at PT. SPIL.]]>
<![CDATA[Upaya Mengatasi Permasalahan Lead Time Pembelian di PT. X ]]>
<![CDATA[Monica Iko Marita]]>;
<![CDATA[Herri Christian Palit]]>
<![CDATA[ Jurnal Titra Vol 9, No 2 (2021): Jurnal Titra ]]>
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<![CDATA[PT. X is a manufacturing company engaged in the production of cosmetic packaging. This study focuses on the purchasing process in the Purchasing Department. The problem faced by the Purchasing Department is the lead time for submitting a purchase requisition (PR) to making a purchase order (PO). The standard set by the company is four days. From 2018 to January 2021, 28.45% of purchases did not meet lead time standards. Improvement efforts made were Data Cleaning, naming standardization, making part numbers, submitting PR using email, updating PR forms, and inventory management. After making efforts to improve the percentage of purchase lead times that exceed the four-day span in the PR to PO process, it is 10.89% in February to May 2021. The decrease obtained from the improvements made is 17.55%.]]>
