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<![CDATA[Pengukuran Beban Kerja Pada Departemen PPIC di PT. X ]]>
<![CDATA[Hendrawan Robby Wijaya]]>;
<![CDATA[Prayonne Adi]]>
<![CDATA[ Jurnal Titra Vol 5, No 2 (2017): vol 5 no 2, Juli 2017 ]]>
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<![CDATA[PT. X is a company engaged in manufacturing and offset printing services. Problems contained in PT. X that is often a change of head of department in PPIC in accordance with the existing job description. The purpose of this study is reducing the labor costs and evaluating the workload on the PPIC department. The steps that performed is observing labor activity, and the data of productive time will be processed by using the method of Full Time Equivalent (FTE). FTE will be the company as the determination in the number of standard labor of PPIC department. The result of FTE Staff Administration is 1.062578 in which it takes one person. FTE Staff Inventory of Paper is 1.2277 in which it takes one person. FTE Staff Inventory of Ink and Supporting Material is 1.1428 2277 in which it takes one person. FTE Staff Planner Offset is 1.147276 in which it takes one person. FTE Staff Planner Finishing is 1.2925 in which it means overloaded, but it needs a change of working method, so it only takes 1 person. FTE Staff Inventory Single Face and Planner Subcontract is 1.206601 in which it takes one person. The number of employees have been ideal, however it needs a change of working method for Staff Planner Finishing that be overloaded.]]>
<![CDATA[Optimalisasi Tata Letak Lantai Produksi SNC PT. SEMB PEM ]]>
<![CDATA[Francisca Ovi Santoso]]>;
<![CDATA[Felecia -]]>
<![CDATA[ Jurnal Titra Vol 2, No 2 (2014) ]]>
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<![CDATA[Management PT. SEMB decided to moving warehouse outside plant, so that PT. SEMB PEM has to do re-layout. PEM warehouse temporary will be moved to first floor, second and third floor will be used for production area. Re-layout also change the concept of layout, from product family concept layout to process concept layout. process concept layout will be devided into 3 process, there are preparation area, main line area, and also back end area. Process layout makes finished goods closer to outgoing to be shipped to customer. We are interested to finding more effective layout for PT. SEMB PEM. we just calculationg moment based on flow and distance for method we used in this study. SNC is one of group product in PT. SEMB PEM which divided into two production floor before, become into one after re-layout. As the result, we found that our suggestion layout which based on product family concept layout better than others with 7851.47 as total moment which 34% more effective than new layout and 6% more effective than old layout. Total moment of old layout is 8316.38, and the new layout is 11972.53.]]>
<![CDATA[Penentuan Rute dan Penjadwalan Kendaraan untuk Pengiriman Spon di CV. Prima Maju Jaya ]]>
<![CDATA[Thomas Hariono]]>;
<![CDATA[Herry Christian Palit]]>
<![CDATA[ Jurnal Titra Vol 4, No 2 (2016): Jurnal Titra ]]>
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<![CDATA[Competition in the industry is getting tighter forcing every company to have a strate-gy to minimize operational costs. Strategies that can be done to shipping cost reduction. Delivery is very influential in the company's operating costs, and one method that can help the enterpris-es to determine which method of service Vehicle Routing Problem (VRP). VRP has several ways of settlement to this problem, one of which is the Savings Method or the method of Clarke and Wright. Scheduling of vehicles to make deliveries also the key to be able to set the number of ve-hicles that will be used so it does not do waste. Research in this final project will determine the route and vehicle scheduling for the better through these factors, the volume of goods, arrange-ment of goods, and vehicle scheduling. The results of this study provide improvements to the company with an average percentage of 19.68% for vehicle fuel cost savings.]]>
<![CDATA[Penurunan Resiko Pada Departemen Key Account Management Divisi Ekspor di PT. XXX ]]>
<![CDATA[William Gunawan]]>;
<![CDATA[Felecia Felecia]]>
<![CDATA[ Jurnal Titra Vol 7, No 2 (2019): Jurnal Titra ]]>
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<![CDATA[PT. XXX is a custom broker company and KAM department is a department that specialized in handling all shipment requirement for PT. Y. This risk reducement is carried out for avoiding complaints from VIP customer. The activities that observed is start from when the worker receive shipment plan from PT. Y, preparing all clearance documents until the goods received by the consignee. There are 59 risky activities found and 27 were considered prioritized based on FMEA method and RPN scoring. Risk that considered prioritized if the activities has a high RPN value where the RPN is affected by probability, detection, and severity. Prioritized activites such as incorrect data in documents is considered prioritized. All prioritized activites will be given solution and documented as work instruction. All the work instructions will be socialized to every worker and if done properly it will reduce risk that occur in the company both time and financially and it will reduce 45.8% from 27 risk that prioritized from 59 risky activities.]]>
<![CDATA[Analisa Kelayakan Pembelian Mesin Packaging 1Kg pada PT. X Berdasarkan Aspek Teknis, Lingkungan Kerja, dan Finansial ]]>
<![CDATA[David Suhendra]]>;
<![CDATA[Benedictus Rahardjo]]>
<![CDATA[ Jurnal Titra Vol 6, No 2 (2018): Jurnal Titra vol. 6 No. 2, Juli 2018 ]]>
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<![CDATA[The purpose of this research is to analyze the feasibility of buying a packaging machine 1kg that will be done by PT. X. The analysis includes three aspect that is technical, work environment and financial. The analysis of technical aspect will be choosing which machine should PT. X buy, the analysis of this aspect using value assessment methods. There are two machine offered with different specification, based on analysis machine A has better value than machine B therefore PT. X should buy machine A. The work environment aspect will be analyzed of social impact for workers compared to government regulations. In this research work environment element that used is noise, based on observation the work environment in PT. X is appropriate with government regulation. Financial aspect is analyzed with three methods that is NPV, IRR, and payback period. The result is NPV Rp. 58.882.595,86, with an IRR 37.67% and payback period 2.09 years. It is concluded that buying a packaging machine 1 kg at PT. X is feasible based on three aspect that has been assessed.]]>
<![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.]]>
<![CDATA[Perancangan Perbaikan Mutu Layanan Klinik Vincentius Kristus Raja ]]>
<![CDATA[Fendelina Tirza]]>;
<![CDATA[I Nyoman Sutapa]]>
<![CDATA[ Jurnal Titra Vol 5, No 1 (2017): JURNAL TITRA ]]>
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<![CDATA[Penelitian ini dilakukan untuk mengetahui indicator-indikator kualitas layanan apa saja yang menurut pasien Klinik Vincentius Kristus Raja yaitu tingkat kepentingannya tinggi namun tingkat kepuasannya rendah dan memberikan usulan-usulan perbaikan guna meningkatkan kualitas layanan Klinik Vincentius Kristus Raja. Metode yang digunakan adalah metode analisa gap servqual yang didalamnya juga termaasuk analisa kuadran untuk menentukan indikator mana saja yang harus diperbaiki. Penelitian dilakukan dengan kuesioner dengan responden pasien Klinik Vincentius Kristus Raja. Hasil yang didapatkan dari pengolahan data penelitian adalah terdapat 7 usulan perbaikan yang dapat digunakan untuk meningkatkan mutu layanan Klinik Vincentius Kristus Raja.]]>
<![CDATA[Perancangan Alat Ukur Penilaian Kinerja di PT X dengan Menggunakan Balanced Scorecard ]]>
<![CDATA[Silvia Floretta Brillianty]]>;
<![CDATA[Liem Yenny Bendatu]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[PT X is one of the companies in Surabaya which producing coconut oil and palm oil. This study was conducted to generate a design of performance measurement in PT X, based on the balanced scorecard’s four perspectives. The design focused on the Department of Plant 1 and Plant 2, which are the core department in the production section. Balanced scorecard covers the measurement of strategic design, program matrix design and Key Performance Indicators for each level positions. The measurement of strategic design is divided into three parts, namely the srategic measurement for PT X in general, Department of Plant 1 and Department of Plant 2. Program matrix consists on current programs and also suggestions on new programs to achieve the company’s target. The Key Performance Indicator covers four levels of the existing positions in each Department of Plant 1 and Department of Plant 2, which are Section Head, Deputy Section Head, Supervisor and Operator.]]>
<![CDATA[Evaluasi Efektivitas Sistem Manajemen Mutu ISO 9001:2015 pada PT. Wellgan Gemilang ]]>
<![CDATA[Febita Gioviansisca Massie]]>;
<![CDATA[Jani Raharjo]]>
<![CDATA[ Jurnal Titra Vol 7, No 1 (2019): Jurnal Titra ]]>
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<![CDATA[This research was conducted to evaluate the ISO 9001: 2015 Quality Management System at PT. Wellgan Gemilang. The implementation of the ISO 9001:2015 Quality Management System (QMS) at PT. Wellgan begins with a decision (Gap Analysis) between the requirements of the ISO 9001: 2015 QMS and the fulfillment of the documents which PT. Wellgan has and the implementation of the company. The results of the initial gap analysis were 61.97%, still requiring fulfillment of ISO 9001:2015 requirements by making documents which are required by ISO 9001: 2015. QMS. The design and manufacturing of documents are document control, design and development, inappropriate product control, Audit Internal and management meetings. The socialization of the implementation of ISO 9001:2015 QMS has been carried out by Top Management and all staff of PT. Wellgan Gemilang. Evaluating the effectiveness of implementing ISO 9001: 2015 QMS has been done by conducting an internal audit. Internal audit results found 1 minor findings (the system did not run properly) and 12 observations (increases). The findings of 1 minor and 12 observations shows that PT. Wellgan were effective in implementing ISO 9001: 2015. The final gap analysis shows that the fulfillment of costs based on the ISO 9001: 2015 clause is 91.43%.]]>
<![CDATA[Perbaikan Tata Letak Fasilitas Departemen Sheet Metal 1 PT. MCP ]]>
<![CDATA[Meylinda Pramono]]>;
<![CDATA[I Gede Agus Widyadana]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[Improvements layout on the sheet metal 1 department at PT. MCP held 45.89% due to backtracking that occurs when the operator does the production process. This improvement layout is built to match better layout for PT. MCP. The method used is the method of calculation of the moment without any cost calculation. Total moment of initial layout is 1,785,988.5. Improvement facility layout on sheet metal 1 department uses two methods. 2-Opt and CRAFT are both the methods. Calculations for 2-Opt method does not produce a total of better moment than the moment of the first layout, but the percentage of backtracking decrease to 38.95%. 2-Opt layout still can not be applied to the real situation because the moment is used as a reference. Otherwise total moment of CRAFT method generate better moment than the moment of the initial layout that is equal to 1,656,291.8 and percentage of backtracking also decreased to 23,69%. Layout CRAFT produced by the method can be applied to the real situation in the department of sheet metal 1 PT. MCP.]]>
