cover
Article Per Year (5 Year)
All
Home Page
OAI Link
Editorial Team
Contact
Reviewer
Google Scholar
Contact Name
-
Contact Email
-
Phone
-
Journal Mail Official
-
Editorial Address
-
Location
Kota surabaya,
Jawa timur
INDONESIA
Jurnal Titra
Published by Universitas Kristen Petra Surabaya
ISSN : -     EISSN : -     DOI : -
Core Subject : Engineering,
Industrial & Manufacturing Engineering
Arjuna Subject : -
Articles 949 Documents
 69   70   71   72   73 
Perancangan Evaluasi Karyawan pada PT. X Melisa Chan; I Nyoman Sutapa
Jurnal Titra Vol 10, No 2 (2022): Jurnal Titra 10(2) Juli 2022
Publisher : Jurnal Titra

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Human Resource Development is a department that works in the field of legal documents and applies company regulations to employees. In addition, Human Resource Development also conducts evaluations for employees which are used to assess employee performance while working at a company. Every company has its own criteria and standards for assessing its employees and employee appraisal must be measurable by many criteria and must be balanced in its assessment between duties and responsibilities. PT. X has four assessment criteria, namely employee attendance, complying with company regulations, competence and cleanliness. Standards owned by the company must be specific according to employee competence and relevant to employee performance. Employee evaluation conducted by PT. X will be seen whether it is in accordance with the SMART method.
Upaya Mengatasi Permasalahan Lead Time Pembelian di PT. X Monica Iko Marita; Herri Christian Palit
Jurnal Titra Vol 9, No 2 (2021): Jurnal Titra
Publisher : Jurnal Titra

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

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%.
Perancangan Sistem Informasi dan Tempat Penyimpanan Master Warna untuk PT UBS Erik Tanzil; Iwan Halim Sahputra
Jurnal Titra Vol 8, No 2 (2020): Jurnal Titra 8(2) Juli 2020
Publisher : Jurnal Titra

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

PT UBS is a company that produces gold jewelry. Finishing process at PT UBS involves plating and final QC process that needs color masters. Color masters are finished goods that are stored as color standards. The color masters have an expiration date. The company has 4 problems: color masters are not easy to be located to be used during the final QC process, many color masters are out of date, the overstock of some color master candidates, and sometimes they found no colos master candidates. The objectives of this study are to design information system for the color master expiration dates, to design information system for the color master candidates, and to design a new storage for the color masters. Microsoft Excel with Visual Basic for Applications (VBA) is used to design the information systems. SketchUp and anthropometry data are used to design the new storage. The results of this study are 2 information systems and 1 storage design. The information systems will facilitate expiration dates control and inventory control. The storage design will increase efficiency of final QC process since color masters are located easily.
Problem Solutions of Increasing Inventory Level for Consignment Material at PT Schneider Electric Batam Jonathan Edward; Benedictus Rahardjo
Jurnal Titra Vol 9, No 2 (2021): Jurnal Titra
Publisher : Jurnal Titra

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

The raw material used for the production process, 70% comes from outsourcing. This high percentage is the main challenge for PT SEMB to control and ensure raw material is ready when needed. The consignment model has a minimum limit and a maximum limit. The material will be kept at PT SEMB, while not being used these raw materials still owned by the suppliers, and the place to keep this material is not registered as PT SEMB in the system. This means consignment material should have a low inventory level because the ownership will change only when the material is used, but the problem is from January to March 2019 inventory level consignment material has increased. One of the main problems is outdated information for material limits (min-max). This problem solved by making tools that can adjust materials limit (min-max) with the production process and at the same time, it's adjusted with the manpower to do the replenishment process at Lot 15. Improvement also made by changing the person who doing open consignment from leader Lot 15 to warehouse leader Sensor plant. The results for this improvement are decreasing average inventory levels from $362,221 (January-March 2019) to $240,327 (May 2019). Decreasing is approximately 33%
Upaya Penurunan Persentase Rework pada UD. X Felicia Fernanda; Felecia Felecia
Jurnal Titra Vol 10, No 1 (2022): Jurnal Titra Januari 2022
Publisher : Jurnal Titra

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

UD. X is a company that manufacturing saws type bandsaw 44, 42, 36, 28, 2”, eva, sponge, bi-metal, horizontal, meatbandsaw, and scrollbandsaw. UD. X customers comes from various regions in Indonesia, like Medan, Ambon, Bali, Fak-Fak, Sorong, Manokwari, Bintuni, and Wasior. The obstacle is the percentage of rework in 2020 reached 5.79%. At UD. X all defective saws will be reworked which will delay the production schedule and deliveries. Therefore, this study is to reduce the percentage of rework using DMAIC. Pareto diagram shows there are three main types of defects, namely wave defects, thickened results, and thin joints. Cause-and-effect diagram shows that the cause is in man, method, and machine factors. There were five proposals made, four of them were successfully implemented, namely the manufacture of DRB, daily production boards, SOP, and track record of maintenance machines. One proposal that postponed is the manufacture of a joint thickness checking plate due to time constraints. After implementation, there was a decrease in the percentage of rework by 1.22% from January-December 2020, bringing the percentage of rework in November 2021 to 4.57%. Control efforts made include the use of daily production boards, monthly evaluations, utilization of track record, DRB, and SOP.
Perancangan dan Implementasi Role Model pada Ruang Kerja dengan Konsep 5S di PT Jindal Stainless Indonesia Felix Surya Wiranata; Prayonne Adi
Jurnal Titra Vol 10, No 2 (2022): Jurnal Titra 10(2) Juli 2022
Publisher : Jurnal Titra

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

PT. Jindal Stainless Indonesia is a manufacturing company in the stainless steel industry which is currently in the process of making improvements to the 5S work culture. Improvements began in the workspace by designing a role model in workspace with 5S concept. 5S is a method originating from Japan that aims to organize and maintain an intensive work area. The design of the workspace role model with the 5S concept is carried out in the workspace of the SHE and HRD Department. The seiri stage is the activity of selecting and sorting items in each area of the workspace. The seiton stage is an activity to tidy up existing items. The seiso stage is an activity to clean the space and work area. The seiketsu stage is an activity of applying the 5S standard. The shitsuke stage is a 5S discipline activity. With the workspace role model that has been created, the implementation of 5S in other workspaces will be easier. The result of designing and implementing a workspace role model with the 5S concept is the existence of a workspace role model with the 5S concept that can be used as a reference in implementing 5S in the workspace.
Mereduksi Waste pada Alur Perpindahan Material dengan Menggunakan Metode Value Stream Mapping di PT Hartono Istana Teknologi Thomas Christopher Wong; Jani Rahardjo
Jurnal Titra Vol 8, No 2 (2020): Jurnal Titra 8(2) Juli 2020
Publisher : Jurnal Titra

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

PT Hartono Istana Teknologi manufactures LED TV by mapping production areas from support, BMS, final assembly and packing. One of their problem is in shipping. Sometimes, there are delay in shipping and the materials are more/less than it should be. It is suspected that there are some wastes that cause these problems. Therefore, the overall time datas are taken to see the cycle time, making value stream mapping to see the waste that occurs. After seeing the analysis, the problems are found, there are waste overprocessing, waste waiting, and waste inventory. To find the root of the problems are using tools cause & effect diagrams. Each settlement should be found to reduce the wastes. Minimizing wastes is expected to reduce excessive time in unpacking material, transfering material, checking materials in real time, reducing the delayed matterials shipping and reducing the operators.
Perancangan Departemen Business Development di PT X Kelvin ayadi Figo; Felecia Felecia
Jurnal Titra Vol 9, No 2 (2021): Jurnal Titra
Publisher : Jurnal Titra

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

PT X is a company which produced galvalume. The company located in Driyorejo, Gresik produces various types of galvalume, including galvalume gutters, galvalume truss, roofing galvalume and hollow galvalume. The company recently created a Business Development department to support the business movement of the company. This new department does not have a business process, job specification and key performance indicators to achieve the goals of this department. In addition, the business development department also does not have a clear job description because it has not been validated by the company. The system redesign of the business development department is needed so that this department can achieve its goals optimally. The existence of business process, job specifications, key performance indicators and clear job descriptions will help workers in the business development department to work better. The result of the business process created is to minimize miscommunication and debate among workers in the business development department. The KPI that has been designed cannot be measured for its implementation because the data is not yet available in the ERP.
Usulan Pengendalian Persediaan dengan Mempertimbangkan Kapasitas Gudang di PT. Charoen Pokphand Indonesia Dillwyn Felix Johono; Tanti Octavia
Jurnal Titra Vol 8, No 2 (2020): Jurnal Titra 8(2) Juli 2020
Publisher : Jurnal Titra

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

PT. Charoen Pokphand is a company engaged in the animal feed industry. The company wants to make continuous improvements to facilitate the distribution of animal feed. The initial improvement that needs to be done is to control the amount of inventory of a product by looking at the demand from consumers. The determination of safety stock uses the ABC classification method, where the ABC classification divides based on classes. There are 3 classes, namely class A, class B, and class C.The purpose of ABC classification is to help companies to see priority inventory in storage in the sense that much is needed by consumers. The writing of this Final Project report shows that the warehouse capacity is 254.592 kg and the capacity of goods for safety stock required is 192.091 kg so that the warehouse can store goods for safety stock maintenance for the next 3 days with the remaining warehouse capacity of 62.501 kg.
Identifikasi Pemborosan dengan menggunakan Cycle Time pada Plant 1 di PT. X Emmanuelle Naomi Eleonora Njoradi; I Gede Agus Widyadana
Jurnal Titra Vol 10, No 2 (2022): Jurnal Titra 10(2) Juli 2022
Publisher : Jurnal Titra

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

This company has several production lines and make to order systems where production is conducted after consumer orders are received. The company uses formula calculations to find the estimated time required to complete each order. The result of production process time is used for decision making of selling price and time of order completion. Thus, it is important to do cycle time monitoring so this company can discover the cause of non-value added. This research was conducted by performing observation to obtain cycle time data. The retrieved data are processed to discover waste analysis. Improvements are given to each root of the problem that has the highest waste value. Those values belong to several activities such as picking up wood, waiting because the heating sheet is not ready, picking up tools, talking, and waiting because the expand machine is still in use. The proposed improvements for those activities are to make inventory buffers, update working instructions, alter operator tasks, expand machine training, reevaluate production targets, and provide trolly tools.

Page 71 of 95 | Total Record : 949

 69   70   71   72   73 

Filter by Year

2013 2023


Reset
Filter By Issues
All Issue Vol 11, No 2 (2023): Jurnal Titra 11(2) Juli 2023 Vol 11, No 1 (2023): Jurnal Titra 11(1) Januari 2023 Vol 10, No 2 (2022): Jurnal Titra 10(2) Juli 2022 Vol 10, No 1 (2022): Jurnal Titra Januari 2022 Vol 9, No 1 (2021): Jurnal Titra 9(1) Januari 2021 Vol 9, No 2 (2021): Jurnal Titra Vol 8, No 2 (2020): Jurnal Titra 8(2) Juli 2020 Vol 8, No 1 (2020): Volume 8 No 1 Vol 7, No 2 (2019): Jurnal Titra Vol 7, No 1 (2019): Jurnal Titra Vol 7, No 1 (2019): Jurnal Titra Vol 6, No 2 (2018): Jurnal Titra vol. 6 No. 2, Juli 2018 Vol 6, No 1 (2018): Jurnal Online Teknik Industri Vol 5, No 2 (2017): vol 5 no 2, Juli 2017 Vol 5, No 1 (2017): JURNAL TITRA Vol 4, No 2 (2016): Jurnal Titra Vol 4, No 1 (2016): Jurnal Titra Vol 3, No 2 (2015) Vol 3, No 2 (2015) Vol 3, No 1 (2015) Vol 3, No 1 (2015) Vol 2, No 2 (2014) Vol 2, No 2 (2014) Vol 2, No 1 (2014) Vol 2, No 1 (2014) Vol 1, No 2 (2013) Vol 1, No 2 (2013) Vol 1, No 1 (2013) Vol 1, No 1 (2013) More Issue