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Jurnal Titra
Published by Universitas Kristen Petra Surabaya
ISSN : -     EISSN : -     DOI : -
Core Subject : Engineering,
Industrial & Manufacturing Engineering
Arjuna Subject : -
Articles 949 Documents
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Upaya Pengurangan Produk Cacat Dengan Metode DMAIC Di PT.X Nico Carol Harsoyo; Jani Raharjo
Jurnal Titra Vol 7, No 1 (2019): Jurnal Titra
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Abstract

The DMAIC method is used to solve problems that exist in PT. X in terms of the quality of feed produced. The DMAIC method can identify the highest type of disability by using pareto charts, knowing the root of the problem using fishbone diagrams and knowing the solutions that can be implemented to minimize the occurrence of defective products using FMEA. The results of the study that the highest type of disability is abnormal texture consisting of streaks, high flour and pellet escapes. The root problem of the disability is the pelletizing process and the sieving process. The proposed improvement is to modify the engine and provide coaching to the operator to be more routine in maintaining cleanliness and checking the engine elements used for the production process.
IMPROVING PRODUCTION BASE ON MATERIAL PLANNING Nico Adisaputra Wiyono; Prayonne Adi
Jurnal Titra Vol 5, No 2 (2017): vol 5 no 2, Juli 2017
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Abstract

Project Material Planning is a project that regulates the priority of material production to help increase the production capacity of PT.X. PT. X can increase production and reduce losstime shortage material by using digital dashboard material (DMD), in addition to the existing data quality can be improved to facilitate data processing for improvement by management. The data contained in the DMD is a combination of data from PPC, engginering and Production Departments containing spec item, stock of goods, capacity of material production machine. This final project aims to increase the production of PT. X and improve the quality of data on the production floor. DMD uses the concept of single source in order to more easily do control and data used the same for each department.
PERANCANGAN KEY PERFORMANCE INDICATOR OPERATOR DAN FOREMAN DEPARTEMEN QUALITY CONTROL DI PT. X Yenny Vebriana; Liem Yenny Bendatu
Jurnal Titra Vol 2, No 2 (2014)
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Abstract

PT. X, is a bicycle company, tries to meet the needs of local and international con-sumers. Meeting the needs of the consumer must be accompanied with quality products espe-cially international standards. Thus, high skill employees both in production and Quality Control departments are in need. Key Performance Indicator (KPI) is one of the tools for measuring the staff skills. In this project we design the Key Performance Indicator s based on Balanced score card to the level of foreman and operators at Incoming Department and Assembly Department. Design of Key Performance Indicator s based on Balanced score card to the level of foreman and operators Department Incoming and Assembly consists of 2 perspectives which are customer per-spective and learning and growth perspective. Customer perspective is based on the work fore-man and operators with regard to the level of accuracy checking of goods that meet the standard specification while learning and growth perspective consists of two tests, i.e. written and practice tests. The test material for the Incoming Department foreman or operatorare namely checking part measurements, checking surface condition, standard specification, checking each part type, and knowledge of measuring instruments used. The test material for the Assembly Department foreman are namely knowledge of measuring instruments used, describing an assembly production line, the standard specification, assembly of bicycles in accordance with the function of each part.
Penerapan Weekly Order Change untuk Mengurangi Waktu Pemesanan di PT Toyota Motor Manufacturing Indonesia Kevin Alim Sompie; I Gede Agus Widyadana
Jurnal Titra Vol 4, No 2 (2016): Jurnal Titra
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Abstract

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.
Total Productive Maintenance di PT. X Daniel Limantoro; Felecia -
Jurnal Titra Vol 1, No 1 (2013)
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Abstract

PT X merupakan perusahaan yang bergerak di bidang pembuatan keramik. Permasalahan yang sering terjadi adalah kerusakan mesin yang tidak menentu waktu kerusakannya sehingga menyebabkan proses produksi terhenti secara tiba-tiba dan waktu produksi menjadi lebih lama. Sistem maintenance yang dimiliki oleh perusahaan saat ini adalah sistem corrective maintenance.Upaya untuk mempersiapkan penerapan TPM dilakukan dengan menghitung MTBF dan MTTR untuk masing-masing komponen mesin yang mengalami kerusakan. Penghitungan OEE dan analisa six big losses juga dilakukan untuk mengetahui nilai efektivitas mesin yang dimiliki oleh PT X. Hasil analisa six big losses digunakan untuk mengetahui faktor-faktor yang mempengaruhi nilai efektivitas mesin.Kesimpulan yang didapatkan setelah melakukan penghitungan MTBF, MTTR, OEE dan analisa six big losses adalah nilai OEE saat ini 89.9263%. Faktor reduce speed losses merupakan faktor terbesar yang mempengaruhi efektivitas mesin. Efektivitas mesin dapat ditingkatkan dengan memperbaiki faktor-faktor dari six big losses yang mempengaruhi nilai efektivitas serta perbaikan kepada sistem corrective maintenance perusahaan saat ini dan mengusulkan sistem preventive maintenance dan predictive maintenance. Penggunaan predictive maintenance dapat menurunkan frekuensi kerusakan mesin kiln sebesar 79.83%, mesin press sebesar 72.32%, dan mesin glasir sebesar 73.97%.
Analisis Gap Penerapan Sistem Manajemen Mutu ISO 9001:2015 di PT X Antony Indra Nasikin; Benedictus Rahardjo
Jurnal Titra Vol 7, No 2 (2019): Jurnal Titra
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Abstract

PT X is a company that works in the textile industry which export its product for the international markets. The company’s Quality Management System department make an effort to applicate the ISO 9001:2015 management system as best as possible.  The market for textile products are filled with competitors and because of that they need to improve the quality of the products and performance so they could compete. The quality management system if properly applicated will ensure that the company reaches its goals. The purpose of this research is to conduct gap analysis to know if there is any differenece between the actual condition and the standard condition that is expected from the quality mangement system which will be use to determine corrective actions. Results from the gap analysis shows that every clause got a percentage of 87% and above, this means for the most part that the company has implemented the ISO 9001:2015 accordingly to its standards. Percentage of clause 4-10 are as follows 92%, 92%, 96%, 87%, 90%, 95%, 100%.
Studi Kelayakan Bisnis dalam Usaha Jasa Pijat Profesional untuk Penyandang Tunanetra Wasthy Novantri; Kriswanto Widiawan
Jurnal Titra Vol 6, No 2 (2018): Jurnal Titra vol. 6 No. 2, Juli 2018
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Abstract

This research was conducted to find out how the business feasibility level of professional massage services business for the blind. A suitable competing strategy for designing a new business can be done with Business Model Canvas. The business feasibility level is analyzed from the market, social, technical, and financial aspects. Data collection techniques for market analysis were conducted by interviewing 38 respondents and supported by social aspects to describe the perception of the common people towards masseuse blind. Technical analysis shows the location of the business, and the management of the company. This business requires an initial investment of Rp 122,434,500.00, has a 1.2 year payback period that is smaller than the target economic life for 5 years.
Perbaikan dan Penentuan Critical Point SOP Sales Order Rivan Setiawan Sudiro; I Nyoman Sutapa
Jurnal Titra Vol 3, No 2 (2015)
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Abstract

PT X is a chemical manufacturer, which has ISO 9001:2008 certified. However, there is no time limit and explicit documents references on each department in PT X. Additionally, the critical points of the current procedures are also not yet specified, so that it is difficult to determine which activities are important to be implemented. Therefore, this research aims are improving and determining the critical points on each operating procedure, i.e. sales order, purchasing, customer complaint, and customer satisfaction. The research is conducted through observation and interviews. As the results, now the time limit of each operating procedure is clear, the required documents are explicitly written, and the critical points are specified.
IMPLEMENTASI LEAN SIX SIGMA UNTUK MENINGKATKAN KUALITAS SISTEM KINERJA PAYROLL FUNCTION PT X DENGAN MEMINIMALKAN BERBAGAI WASTE Ricky Yohanes; Jani Rahardjo
Jurnal Titra Vol 6, No 1 (2018): Jurnal Online Teknik Industri
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Abstract

Payroll function has role in the scope of salary payment, employees social security service, and tax payment. Payroll function has five performance targets that must be met. The performance targets are timeliness, completeness of elements, completeness of employees, no complaints, and accuration of the calculation resuluts. Each performance target has critical to quality details that must be met by each type of process. Processes that do not meet critical to quality will be included to the category of failure process. Initial measurements indicate 34 delay processes, 18 processes get complaints, five processes of incompleteness employees, three processes of incomplete elements, and three processes done with inaccurate calculations from 304 total processes. Calculation from number of failures resulted total (Defect per Million Opportunity) DPMO with 55.360,28 value. Conversion result from total DPMO can be obtained sigma quality level of performance system payroll function PT X with 3,11 sigma quality level. The lean six sigma philosophy is used in this research to improve the quality of performance system payroll function PT X. The processes that prioritized for improvement are the process of replacing KPJ, providing hospital partnership information, providing JHT JP contribution balance from daily piecerate employees, and work accident claims to the MBA. Improving the process of replacing the KPJ can reduce 86,3% non value added time. Improvement of hospital partnership information can reduce 99,8% non value added time and eliminate potential complaints on the process. That improvement of providing JHT JP contribution balance from daily piecerate emoployees can eliminate non value added time and eliminate potential complaints. All improvements to the process that has been implemented in the performance system payroll function PT X can improve the quality from 3,11 sigma quality level to 3,72 sigma quality level.
PENENTUAN JOB GRADING DI PT X Fulvian A. Lukito; Debora Anne Y.A.
Jurnal Titra Vol 2, No 2 (2014)
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Abstract

PT X does not yet have the correct payrool system, so PT X wants to try to use the payrool system with job grading method. Job grading is a method for work grouping to determine the grade of a position based on the job description. Job grading method use several factors to evaluate position. These factors are know-how, area of responsibility, problem solving, and working condition. The result of job grading in PT X shows there are 4 levels: each level consisting of 2 sub levels. The result can be used in HR Department to determine employee salaries in PTX. There are 2 positions that are not in accordance with the name the of existing position. Both of these positions are head engineering and head of sales and marketing. Based on the level of difficulty of the work, both positions are equivalent to managerial level.

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