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<![CDATA[Pembaharuan Dokumen HIRARC di PT. Schneider Indonesia Cikarang ]]>
<![CDATA[Elny Eanantha Mangeka]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[PT. Schenider Indonesia Plant Cikarang has had Hazard Identification Risk Assessment and Risk Control document is based on OHSAS 18001:2007. PT. Schneider Indonesia Plant Cikarang has made changes in producing acitivities and HIRARC forming procedur throughout 2014. This study had a purpose to update the HIRARC documents to be suitable with circumstances of the company nowadays. HIRARC 2015 documents illustrated that risk levels from the hazards that were identified were 2798 low level risks, 429 moderate low level risks, 8 high level risks, and no risk is categorized in extremely high level. The hazards that were in high level risk would be re-elaborated with the danger identification and risk assessment. The hazard had high level risk were in LV production area and legal GA-subcont department. Dangers that have been identified will be controlled, which control the risks are of two types, that is current control and addtional action.]]>
<![CDATA[Perbaikan Manajemen Pergudangan Plant B di PT XYZ ]]>
<![CDATA[Erens Feliciano Kusuma]]>
<![CDATA[ Jurnal Titra Vol 5, No 2 (2017): vol 5 no 2, Juli 2017 ]]>
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<![CDATA[PT. XYZ wants a good warehouse management because of the large number of motorcycle tires produced. Warehouse plant B PT XYZ is a storage for OEM tires, which is the highest quality tires. The problems that exist in warehouse plant B are FIFO (First In First Out) system, tire defect when stored, and lack of rack placement. The proposed improvements are layout, check sheet, control board, and rack for plant B. Goals from this thesis are increasing warehouse management system plant B to meet customer requirements.]]>
<![CDATA[Identifikasi Waste dengan Menggunakan Value Stream Mapping dan Upaya Perbaikan Kinerja di Gudang PT. Y ]]>
<![CDATA[Monica Purdiani Purnomo]]>;
<![CDATA[Indriati Bisono]]>
<![CDATA[ Jurnal Titra Vol 2, No 2 (2014) ]]>
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<![CDATA[PT. Y is one of the leading cigarette manufacturers in Indonesia. PT. Y has four warehouses i.e. DIM SKM, SPP, clove, and leaf. The company conducts continuous improvement at these warehouses, aims at lean management. Value stream mapping, one of the lean-management methods, is used to indentify waste at those warehouse. Two types of waste were found in DIM SKM warehouse, i.e. unnecessary movement and transportation waste. We proposed a new procedure to return material and a new transportation schedule. The new schedule saves one trip. Waste that is found in SPP’s raw material warehouse is waiting in which we proposed a new store location. In SPP’s production warehouse, we proposed a new schedule for goods delivery that saves two trips. To reduce unused employee creativity waste in clove warehouse we proposed a monitoring form and a new procedure. The new procedure reduces one employee. To reduce transportation waste in leaf warehouse the OTM warehouse was relocated so as the transport time save 4.5 minute/trip. These proposed improvements have been approved by the management and been implemented. The results give significant impacts.]]>
<![CDATA[Penurunan Penyusutan Serpihan Emas di Departemen Hollow PT. Untung Bersama Sejahtera ]]>
<![CDATA[Anthony Wasisto]]>
<![CDATA[ Jurnal Titra Vol 4, No 1 (2016): Jurnal Titra ]]>
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<![CDATA[PT Untung Bersama Sejahtera (UBS) is a gold jewelry manufacturing company. PT. UBS is facing mass shrinkage problems which is about 3.16% during the manufacturing process. Most of the shrinkage occurs in the Hollow Division at PAK and PAF. The purpose of this study is to reduce the shrinkage which occurs in the Division Hollow by using DMAIC method. Based on direct observation in PAK and PAF there are several problems which cause shrinkage: container vessel gold flakes that do not fit the size of the milling machine, there is no cover on the front of the milling machine, the gold flakes fall to the floor, and the gold flakes that stick to the sandals. Improvement on the PAK and PAF are done by machine modifications, floor space repair, and control the actions that have been made. Shrinkage can be reduced up to 1.28% when improvement applied in UBS.]]>
<![CDATA[Improvement Manajemen Bahan Baku Kertas dengan MRP I pada PT. X ]]>
<![CDATA[Richard Richard]]>;
<![CDATA[Jani Raharjo]]>
<![CDATA[ Jurnal Titra Vol 7, No 2 (2019): Jurnal Titra ]]>
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<![CDATA[Company X is a box manufacturing industry. The business concept used by the Company X is make to order, where the production starts if there is a demanded from the consumers by order. The production process is adjusted to the consumers’ demand because specific products are specified by the consumers. Large number of specific demand by the consumers requires the company to manage raw materials well. Management system in the company is still in a poor condition, resulting in exceeded paper raw material stock and lost sales because of the insufficient paper raw material to help the production process. The purpose of this research is to improve the management of paper raw material in order to optimize the ordering system of paper raw material and to avoid excessive stock and lost sales. The method used to solve the problem is Material Requirement Planning I with the concept of demand forecasting. The result of Material Requirement Planning can help the company to manage paper raw material and ordering paper raw material optimally. The profit obtained by the company ordering paper raw material optimally can decrease the amount of ordering paper raw materials by 17%.]]>
<![CDATA[Upaya Pencapaian Target Output Mesin Injeksi 7 di PT. X ]]>
<![CDATA[Kelly Kelly]]>
<![CDATA[ Jurnal Titra Vol 6, No 2 (2018): Jurnal Titra vol. 6 No. 2, Juli 2018 ]]>
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<![CDATA[PT. X is an international shoe factory, located in Indonesia. PT. X has two factories, i.e., Factory 1 and Factory 2. Those factories produce two different types of footwear based on the Europe season, that is, the Autumn-Winter footwear and the Spring-Summer footwear. The objective of the topic is increasing the target output in the injection machine. To increase the target output, we first identified the problem in the injection machine from the machine setting and machine management point of views. In the machine setting, we found that the injection time is over the standard allowance time. While in the machine management, the delay caused by the improper roughing laser increased the loss of pairs in the production line. After some improvements have been made, the average of actual output increases from 141.85 pairs/hour to 154.4 pairs/hour.]]>
<![CDATA[Peningkatan Kapasitas Produksi pada PT. Adicitra Bhirawa ]]>
<![CDATA[Karine Santoso Putri]]>;
<![CDATA[I Gede Agus Widyadana]]>;
<![CDATA[Herry Christian Palit]]>
<![CDATA[ Jurnal Titra Vol 3, No 1 (2015) ]]>
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<![CDATA[Currently, PT. Adicitra Bhirawa wants to increase their production capacity from 120 truck boxes per month into 250 truck boxes per month. The increasing of production capacity is applied by changing their production system from the piecework production system into line production system. The line production system is more efficient than the piecework production system in terms of the worker productivity. Line production system is designed using two heuristic methods of line balancing, Kilbridge-Wester and Helgeson-Birnie. The result shows Kilbridge-Wester gives the better result with 15 workstations. The proposed line production system can achieve the production target and increase the monthly worker productivity from 5.7 truck boxes/worker to 11.9 truck boxes/worker. A proposed plant layout is applied in order to support the new line production system.]]>
<![CDATA[Penentuan Lokasi Depo dan Jalur Pengiriman Bantuan Bencana di Kabupaten Pasuruan, Jawa Timur ]]>
<![CDATA[Hans Christian]]>;
<![CDATA[I Gede Agus Widyadana]]>
<![CDATA[ Jurnal Titra Vol 4, No 2 (2016): Jurnal Titra ]]>
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<![CDATA[This research was conducted to the determination of the location of depot and disaster relief delivery line by minimizing delivery distance from one location to another. Method used in this research is one of VRP which is Evolutionary Algorithm by using each village as chromosome. The object of this research is distance between villages within Pohjentrek and Gondang Wetan district. The result of this research shows that the optimum delivery distance of Pohjentrek District is 92.8 kilometers and the best location for the depot is in Legowok Village. The optimum delivery distances for Gondang Wetan District is 81 kilometers and the best location for the depot is in Gondangrejo Village.]]>
<![CDATA[Peningkatan Efisiensi Manpower Berdasarkan Prinsip Shoujin di Area Produksi Head Lamp PT Astra Otoparts Divisi Adiwira Plastik ]]>
<![CDATA[Robert Gorevi Sanjaya]]>;
<![CDATA[Herry Christian Palit]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[Regional Minimum Wage (RMW) enhancement in Kab. Bogor is adequately high which in 2013, the RMW increasing 61% from 2012. RMW enhancement which not followed with manpower (MP) efficiency could became a disadvantage for company. The initial condition evaluation indicate the MP efficiency value is 45% and the line efficiency value is 70,5%. Total initial manpower allocation is 8 MP. Improvement executed which consider to customer demand and production capability. Evaluation result indicates there’s unbalance work load distribution of each MP. Improvement planned such as balancing the work load of each MP, machine modification, and re-layout the production area. The implementation based on shoujin principle’s resulted manpower saving from 8 MP to 6 MP, which the MP efficiency value is 53% and the line efficiency value is 85,8%. Standardized work did as well as the control item in order to stabilize the improvement process. The next step is the analysis of production capability to face the increasing of customer demand. This analysis concluded that production needed additional overtime and additional work shift (for November only) in order to fulfill the customer demand.]]>
<![CDATA[Pengaruh Peletakan Display Produk Berdasarkan Prinsip 5R dan Planogram terhadap Peningkatan Penjualan: Studi Kasus pada Ritel X di Lamongan ]]>
<![CDATA[Ricky Haryanto]]>;
<![CDATA[Tanti Octavia]]>;
<![CDATA[Rachmat Sugianto]]>
<![CDATA[ Jurnal Titra Vol 6, No 2 (2018): Jurnal Titra vol. 6 No. 2, Juli 2018 ]]>
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<![CDATA[This research attempts to improve the sales of a convenience store. The proposed improvements are done using 5R and planogram concepts. Planogram is applied to classify the products and to determine the locations of the racks. The Implementation has been done and it showed 200 of 475 items has increased in number of sales. The average weekly demand for the increased items is 62 units. The implementation is applied during fasting period where the highest priority of buyers is foods and drinks. Therefore, for drugs and cigarettes has the smallest the number of sales.]]>
