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All Journal Jurnal Manajemen Teknologi Journal of Business and Management The Indonesian Journal of Business Administration Jurnal Administrasi Kesehatan Indonesia The Asian Journal of Technology Management (AJTM) International Research Journal of Business Studies (E-Journal)
Mursyid Hasan Basri
School of Business and Management, Institut Teknologi Bandung, Indonesia
Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Health Professions Social Sciences

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Business Solution for Low Utilization of CVC Station in Heavy Oil Operations PT Chevron Pacific Indonesia Eko Nugroho, Andy; Hasan Basri, Mursyid
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract. In current situational, oil and condensate still valuable in market even though price was fluctuates and tend to decrease. Oil companies project push initiatives to run effectively and efficiently, especially for cost spending. Moreover for PTCPI in Indonesia, has end of contract in 2021, which make management hurdle to spend more cost for long time project and economically promising.Production 1 Team Duri Field has 8 Casing Vapor Collection (CVC) stations to separate and vapors condense of receiving fluids from casing of production wells. 18,000 bfpd average of vessel capacity provided are enough to handle production as forecasted. But actually it is only 6% of total vessel capacity where fill up the fluid supply. It means that low utilization of facility was occurred. After doing Root Cause Analysis (RCA) using why tree method, all factor affected in facility utilization are proper condition include cost reduction.  Each of the attributes need to cross-linked with variable of impact criteria as company requirement to get the best alternative chosen as strategy to be applied.  Comprehensive analysis of CVC station based on capacity utilization rate current and future, forecast of total fluids processing, and room space capacity itself processing system are needed for utilization existing station without sacrifice the production. Based on focus group discussion for several selected alternatives, taking one or more CVC station to consolidate processing facilities is chosen.  7 of 16 best consolidation alternatives of station were chosen using decision driver. After comparing each capacity utilization rate and no processing station duplication, multiple processes were generated by using interconnection lines with 2 CVC and FFC station still kept to be operated. Other stations need to be shut down and proposed to demolish after getting approval from SKKMigas. This business solution will be implemented during 20 weeks since initialing proposal strategy, sequential for execute the scenario, and it has potentially to increase 33 – 83% vessel capacity and give 64% cost spend reduction. Keyword: vessel capacity, utilization, interconnection lines, cost spend reduction
Improvement of Delivery Time at Y Group Rachmanda, Reza; Hasan Basri, Mursyid
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Y Group is a modern retail company in Bandung. They deliver products to their branch in West Java, Jakarta and middle Java. They have 35 branch throughout Bandung. To become the best retail, they always evaluate their performance each month. But in recent months Y Group distribution always late and resulted in unnecessary expenses. The most unnecessary expenses are in driver’s overtime. It cost the company almost 20% to 30% of total expenses each month. Y Group already tracked and recorded the distribution process in the system so they know which part of the process that caused late delivery. Because of the business issue first identified from the late delivery, a conceptual framework is developed based on the factors that influencing late delivery. The factors are, distribution network, storage facility, inventory management, information and transportation. After the business analysis and ended with finding the root cause of the problem using current reality tree (CRT), there are six root cause that causing late in delivery. The cause are, flawed loading process, limited manpower at branch, flawed loading process, worker carelessness, unskilled worker and accident. There are internal root cause that will solve by Y Group distribution center and some external root cause that cannot be solve by Y Group because it is outside their control. The root cause that will not be discussed are limited manpower at branch and accident. After considering several alternatives for each root cause, there are three solutions that were chosen to solve the late delivery in Y Group. The solution for flawed loading process is to use a belt conveyor to help accelerate the loading process after consideration of cost, time and feasibility of the alternatives. The solution for flawed unloading process is to add more worker from the distribution center to the branch to help the unloading process. This alternative will accelerate the unloading process beside other alternatives after consideration of cost, time and feasibility. The last solution is to solve both the unskilled worker and worker carelessness because after the consideration of the alternatives the chosen alternative for both root cause is to conduct a training program. Keywords: modern retail, distribution, late delivery, distribution process
Determining The Number of Machine at Seize Car Wash and Detailing Using Simulating Method Kurnia, Johan; Basri, Mursyid Hasan
The Indonesian Journal of Business Administration Vol 2, No 5 (2013)
Publisher : The Indonesian Journal of Business Administration

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Seize car wash and detailing started its business in 2009. At that moment Seize starting a business car wash with 2 hydraulic washer unit. Beginning in 2011 the owner of the car wash and detailing Seize plans to increase the number of washing machine hydraulics by 3 units, bringing the total hydraulic washing machine there are 5 units. In April 2011, Seize car wash and detailing has begun to operate using 5 units of hydraulic washing machine simultaneously. After the addition of the washing machine, the queue consumers appear significantly reduced. Additional machines to minimize the queue, caused another problems instead. At certain days when the customers are few, the 5 machines are in standby to anticipate customers. While in fact at those certain days some of the machines are not operated at all. These idle machines actually adding costs for the company. On the other hand, when it’s on peak even 5 machines are not enough. This is indicated by a long queue of customers on those days. These lead to the question of whether Seize’s capacity too small? Or is it too large already? Operational time Seize car wash and detailing starts at 08:00 until 18:00, the total time is 10 hour operations. Based on the calculations (ideal condition), Seize is capable of serving up to 100 customers each day. The study for this case using queuing theory and will be done using simulation method with igrafx, which will analyze changes of the capacity to the amount of customers. The simulation showed that if the average customer interval is every 15 minutes, the required capacity is 3 machines on standby.Keywords: capacity, utility, queuing, simulation, car wash.
Electronic Medical Record Design to Enhance Hospital Performance (Case Study JAVACARE Hospital) Nugraha, Andri Bagus; Basri, Mursyid Hasan
The Indonesian Journal of Business Administration Vol 3, No 2 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. In terms of obtain accreditation from Joint Commission International (JCI) and fulfill the government’s Minimum Service Standards (SPM), JAVACARE Hospital should perform several improvements in their business process especially in process integration.In this final project, the problem identification is using Current Reality Tree (CRT) method. The result of this method is shows that there’s no integrated system could raise the problems such as coordination problem between doctors in patient handling, coordination between doctor and medical record coder in term of pricing, and reporting problem which caused by long time to gather the data or the data is not even exists. Those problems will affect the hospital accreditation from JCI and SPM fulfillment.The objective in this final project is to facilitating the hospital with designing electronic medical record system which integrated with the other process in the hospital. The system type is Executive Information System. Performance measurement hospital also designed which using Integrated Performance Measurement System (IPMS) that developed by Dermawan Wibisono.. IPMS will become a framework to map the SPM performance variables, determine the weight of the variables, and find the linkage between the variables. So that, The Electronic Medical Record will become facilitator for user to input the data and those data will be measured and shown in performance dashboard. The expected result in this final project is with the implementation of Electronic Medical Record can integrating the hospital processes, improving hospital performance and real-time monitoring the hospital performance.
Solving The Shortage of Raw Material in Mayora Group Evelyn, Evelyn; Basri, Mursyid Hasan
The Indonesian Journal of Business Administration Vol 3, No 9 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract-Increase of sales from one period to another. One reason that causes Mayora’s sales to be increased is the increased population, followed by the expansion that the company has done before. Mayora products cover a range of coffee, chocolate, candy, instant food, biscuit, wafer, and beverage. Mayora group consists of 5 subsidiary companies and one distribution center. Currently, Mayora is facing is the problem in raw material which always in the shortage condition. The availability of raw material for a big class of company like Mayora will be a potential problem faced by the company.There are some factors that influence the shortage of raw material which are the market price fluctuation, availability or infinity, growth for customers, the risks leading from supplying the raw material, decreased stock level, quality, imbalance production with the capacity, and economic downturn or inflation. Several theories are used in other to help justify the position of Mayora in the market, consist of: definition of raw material and commodity, five Porter forces, Fine et al, Kraljic’s framework, and Marshall L Fisher. By using those theories, the situation of Mayora business can be clearly defined and the writer is being able to justify six factors that influence the shortage of raw material in the real condition, they are: the amount of raw material consumed, high bargaining power of supplier, failure in harvest season, suppliers’ interest, delivery time, and seasonal trend. After doing root cause analysis and making the fishbone diagram, then the two root causes that are going to be examined is chosen, which are no change in Mayora’s production capacity, and only few competitive and competent supplier. Based on these two root causes that have been defined, some alternatives is chosen in other to solve the problem. Then, the analytic hierarchy process (AHP) is used to determine which solution to implement. After the AHP calculation, the solutions of optimizing the job of sales team in doing forecast and strategic partnering with local farmers will be chosen. The detail of implementation in terms of steps, resources (time, money, and people) required will be explained further.Keywords: raw material, supplier, shortage, forecast, partnering
Business Process Redesign for Intensive Care Unit in Javacare Hospital Febrina, Imelda; Basri, Mursyid Hasan
The Indonesian Journal of Business Administration Vol 3, No 3 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Hospitals play an important role in the health care system as the main provider and server of health care. The state of health care development in Indonesia poses new challenges for hospital. In 2011, government issued a program of Universal Health Coverage (UHC) or known as Jaminan Kesehatan Nasional (JKN) to the entire people of Indonesia. The program aims to ensure that everyone is able to get health care needed.  Moreover, according to Regulation of the Ministry of Health of Indonesia Republic No.012 in 2012, due to improve hospitals’ health care service quality, hospital is required to follow the national accreditation and in an effort to improve competitiveness, hospital may follow international accreditation. To have an understanding of the hospital readiness in order to overcome the challenges, Javacare Hospital determines exploration towards factors that affect the quality of health care in hospitals. The analysis result showed that there are some weaknesses in the business process carried out by Javacare Hospital.  For that matter, Javacare Hospital needs to redesign the business process. Redesigning the business process, there are steps to be concerned: (1) methodology determination, (2) business direction definition, (3) scope and targets identification, (4) business process design, (5) implementation plan, and (6) business process implementation. Business process design is performed by using simplified Business Process Modeling Notation (BPMN). As the result, researcher creates new business process for intensive care unit in Javacare Hospital according to the requirement contain in Standar Pelayanan Minimal Rumah Sakit (SPM-RS) and JCIA Standard for Hospital. Using the new business process, it is expected that intensive care unit can support Javacare Hospital in the implementation of JKN as the government program and to obtain hospital accreditation.The implementation of new business process will caused many changes in hospital. Change management is a key component to implementation succeeds. There are four areas to address in change management: sponsorship, resistance to change, change agent skill, and organization culture and leadership. Keyword: business process reengineering, hospital accreditation, intensive care unit  
Improvement of The Procurement Delivery Time in PT Len Industri (Persero) Novryadin, Nauzie; Basri, Mursyid Hasan
The Indonesian Journal of Business Administration Vol 1, No 6 (2012)
Publisher : The Indonesian Journal of Business Administration

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One of the problems facing today in PT Len Industri is the speed in the procurement of goods. Based on procurement data in 2009 to 2011 there is an increase of time delays in the procurement delivery in that 3 years.To find the root cause of the problems faced, we used the CRT (Current Reality Tree) method. As there is no sufficient quantitative data, to find the root cause, more qualitative assessment were used, based on key stakeholder experience, through interview and discussion session. From the CRT method we found  9 (nine) root causes.There are several alternatives that could be used as solutions to overcome the root cause. The alternatives are divided into 3 (three) parts, namely the Procedure & Process (Simplification of procedures and Control Card & Form),  Human Resources (Improve the HR capability and Recruitment for New Employee ) and Information System (Information systems  Improvement and E-procurement).Implementation plan of the solutions offered above is divided to three following periods short term, medium term and long term. With the total cost of the improvement plan of Rp. 213.6 million and could be removed the potential fines between Rp. 19.6 million per day up to Rp. 35.3 million per day, it is time for the management of PT Len Industri to undertake corrective action to procurement system as proposed by this Final Project Keywords:  Procurement, Delivery Time, CRT,  e-Procurement
Maintaining Material Handling Equipment at Direct Reduction Plant PT Krakatau Steel Suryowidagdo, Harry; Basri, Mursyid Hasan
The Indonesian Journal of Business Administration Vol 2, No 14 (2013)
Publisher : The Indonesian Journal of Business Administration

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Looking forward business situations, management  of PT Krakatau Steel (Tbk) including Direct Reducton Plant (DRP),  tries to increase employee productivity by streamlining the organization and letting position left by retired person empty, but on the  other side there is a generation gap between experienced existing personnel and new hired employee. Another aspect in DRP is increasing capacity by implementing Zero Reformer Process (ZR) and decreasing raw material handling stockyard which is used by new Blast Furnace (BF) project,  Decreasing person and increasing capacity may bring operational difficulties and not optimal in DR Plant  maintenance. To achieve productivity targets and avoiding operational and maintenance difficulties, there are two major possibilities, 1. Not outsourcing which are: keeping current  organization and contract scheme condition (do nothing), applying new organization structure which eliminating and merging some position, and operating without any outsource personnel. 2. outsourcing, which are: manpower contract for Operation & Maintenance (O&M)., maintenance service contract, full maintenance contract (include spare part) and Full O&M Contract. Each option is given the advantage, disadvantage and constraints including cost, risk and also  government regulations . To choose options, we use AHP process, comparimg each alternative with predicted cost and risk factor for each option. The result of the study brings Operation & Maintenance Contract (O&M) is the most suitable among options. Implementing this option may need preparation in reviewing existing contract and preparation in completing equipment data and procedures. This study took part in pellets raw material handling process which decision steps can also be applied to other location in DR Plant and possibility for whole factory. Keywords: maintenance , raw material handling, not optimal,  risk, AHP, outsourcing. 
Reducing Coil Break Rejection At Hot Skin Pass Mill PT Krakatau Steel Mardiana, Dicky; Basri, Mursyid Hasan
The Indonesian Journal of Business Administration Vol 2, No 10 (2013)
Publisher : The Indonesian Journal of Business Administration

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Coil break rejection at Hot Skin Pass Mill PT Krakatau Steel is a repetitive claim from consumer and target of quality objective is still out of target. Coil break is surface defect of hot rolled coil with appearance of surface looks some areas of small lines transverse to rolling direction, low contrast to surface white or black lines. Lower yielding point of the hot rolled coil tends to have coil break rejection. Hot Skin Pass Mill (HSPM) is dedicated to prevent coil break. Anti Coil Break is the equipment at the entry section of HSPM which has main function to prevent coil break. If this equipment works properly then coil break rejection on the surface of strip can be prevented. Engineering, operation, and organization category can influence the rejection. Engineering : Anti Coil Break parameter, inspection of equipment, and quality of strip inspection. Operation: Adjustment of Finishing Temperature-Coiling Temperature and operation parameter HSPM. Organization : Span of control too wide and organization alignment. Each factor will be analyzed by Root cause analysis find the root of problem. Each category of engineering, operation, and organization will be analyzed to recommend as implementation plan. Alternative solutions proposed are : improvement of equipment reliability, redesign Anti Coil Break Roll, implementation of Statistical Process Control, review Quality Product Level, empowerment of structures, and alignment of organization. Each alternative was evaluated to propose as implementation plan. Implementation plan consists of the mandatory plan or the highest priority of each category. Keywords : coil break, PT Krakatau Steel, hot rolled coil, yielding point, finishing temperature, coiling temperature.
Business Process Redesign for Inpatient Installation in Javacare Hospital Hakim, Audi; Basri, Mursyid Hasan
The Indonesian Journal of Business Administration Vol 3, No 2 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract - One of Ministry of Health programs that purposed to improve the service quality of hospital services is accreditation program. KARS (Komisi Akreditasi Rumah Sakit) was appointed as an as an independent agency that implementing accreditation of hospitals. Javacare Hospital already accredited by KARS in 2011 and should renew its accreditation in 2014. However, KARS has established new accreditation standards in 2012 with major changes with the previous accreditation standards.  Javacare Hospital should response to the change in KARS accreditation standards and adapts its business to it. Business situation in Javacare Hospital was analyzed based on 5 pillars that influenced its business: customer, environment, people, process, and technology. From business analysis, it was found that there are problems in process and technology pillars in Javacare Hospital. The right way to transform organization is to begin with people and process, then make sure the technology is set up to follow people and process rollout in integrated manner. Based on this consideration, the solution for Javacare Hospital should start with process first, then technology. The proposed solution for Javacare Hospital is to make a documented business process that aligned with the new KARS accreditation standard.  The methodology of the documented business process design takes approach from the methodology of the business process reengineering design. The scope that selected to be designed in this final project is inpatient installation. KARS accreditation standards and hospital minimum service standards (SPM) points were mapped on the business process. Then the business process design was checked by practitioners in Javacare Hospital. There are several steps in this final project’s action plan. The first is to build leader’s commitment because it plays a critical sponsor role to carry out the plans. The second is socialization to ensure those who are affected by change are actively engaged and informed. The third is to perform pilot project before the actual implementation. During the pilot project, there will be several periodic evaluations. Keyword: KARS Accreditation, Business Process, Inpatient Installation, Hospital SPM
Co-Authors Adhiutama, Akbar Afrianda, Arif Andri Bagus Nugraha, Andri Bagus Audi Hakim, Audi Dicky Mardiana Eko Nugroho, Andy EVELYN EVELYN Farmaciawaty, Desy Anisya Farmaciawaty, Desy Anisya Gatot Yudoko Giusti Reza Gumilang Harry Suryowidagdo Hutagaol, Jesica Imelda Febrina, Imelda Iwan Sulistyo Johan Kurnia Krisna Putra Kurniawan, Muslim El Hakim Muhammad Abirafdi Muhammad Rafi Fathurahman Mustain, Khabib Nauzie Novryadin Prameswari, Santika Prawira Fajarindra Belgiawan Rachmanda, Reza Rachmania, Ilma Nurul Rachmania, Ilma Nurul Rahmat Mulyanto Sari, Alivia Nurlita Utama, Akbar Adhi Widjaja, Fransisca Budyanto Widjaja, Fransisca Budyanto