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Journal : Jurnal Taguchi : Jurnal Ilmiah Teknik dan Manajemen Industri

ANALISIS FAKTOR PENYEBAB PRODUK CACAT DENGAN MENGGUNAKAN METODE SEVEN TOOLS DI PT ADIS DIMENSION FOTWEAR Pipit Hedlisa; Asep Rahmatullah; Dedy Khaerudin
Jurnal Taguchi : Jurnal Ilmiah Teknik dan Manajemen Industri Vol. 1 No. 1 (2021): Jurnal Taguchi : Jurnal Ilmiah Keilmuan Teknik dan Manajemen Industri
Publisher : LPPM Universitas Bina Bangsa

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (550.808 KB) | DOI: 10.46306/tgc.v1i1.8

Abstract

       The presence of rejected products in the Phylon Injection departement in PT Adis Dimension Footwear is still considered by the negligence of Workers, Methode, Machine, Materials and the Environment that cause company losses because the company must reproduce to replace reject products.        The research was conducted to determine and analyze the level of defective products that occurred during 2017 and 2018, find out the highest types of reject, and know the factors causing these defective products.        This research was conducted with a case study qualitative approach (descriptive approach). Data collection by conducting interviews, observation, and documentation. Research procedures using the theory of Milles and Huberman. Data validity was done by triangulation. Moreover, Seven Tools is the method in this research.           The results of the analysis using the Pareto Diagram of rejecting in 2017 and 2018 were 171.164  pcs, and the highest reject was produced by burning, namely 58.414 pcs, of other types of reject, namely bubbles as many as 47.936 pcs, dirty as many as 37584 pcs, deformed as many as 14.770 pcs, hole as 8513 pcs and tearing as many as 3.947 pcs. The highest reject histogram was burning, which was 112353 pcs, and the Control Chart had p values out of UCL and LCL, which means that the product defect rate exceeded the control limit.        Based on the analysis results using the Seven Tools method, it can be concluded that the Seven Tools methode can find out the problems that occur in the company.
PERENCANAAN PENJADWALAN PEMELIHARAAN MOTOR LISTRIK TATUNG T60 L NOMOR 3 MENGGUNAKAN METODE RELIABILITY CENTERED MAINTENANCE DI PT LUHAI INDONESIA - CIKANDE M. Ramdani; Dedy Khaerudin
Jurnal Taguchi : Jurnal Ilmiah Teknik dan Manajemen Industri Vol. 1 No. 2 (2021): Jurnal Taguchi : Jurnal Ilmiah Keilmuan Teknik dan Manajemen Industri
Publisher : LPPM Universitas Bina Bangsa

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (466.132 KB) | DOI: 10.46306/tgc.v1i2.15

Abstract

PT. Luhai Indonesia adalah perusahaan yang memproduksi katup ban. Untuk menjaga keberlangsungan proses produksi tetap berjalan, menghasilkan kualitas yang baik, tentunya tidak terlapas dari peranan mesin yang beroprasi selama proses belangsung. Berhentinya salah satu mesin beroprasi dikarenakan rusak akan menyebabkan downtime yang merugikan perusahaan dalam aspek material, ekonomi maupun waktu.Analisa terhadap penelitian ini adalah utuk mengoptimalkan system pemelihaharaan kerusakan mesin dengan pendekatan Reability Centred Maintenance maka dapat di rumuskan sebagai beriku: untuk mengetahui hasil analisis menggunakan metode Reliability Centered Maintenance (RCM) pada Motor Listrik Tatung T60 L Nomor 3 di PT. Luhai Indonesia. Untuk membuat perencanaan penjadwalan perawatan yang optimal pada Motor Listri Tatung T 60 L Nomor 3.Penelitian ini menggunkan metode Reliability Centered Maintenance dengan melakukan analisis untuk penjadwalan.Kesimpulan menunjukan bahwa dari 4 komponen diantaranya bearing, rotor, poros penggerak, dan terminal box. Pemeliharaan penjadwalan motor listrik Tatung T60 L nomor 3 dengan jadwal yang direkomendasikan
ANALISIS STRATEGI PENGEMBANGAN USAHA TAS RANSEL DI CV. RIFKY ARAFA DENGAN MENGGUNAKAN METODE SWOT DAN QSPM Akbar Nugraha; Dedy Khaerudin; Isnaini Mahuda
Jurnal Taguchi : Jurnal Ilmiah Teknik dan Manajemen Industri Vol. 3 No. 1 (2023): Jurnal Taguchi : Jurnal Ilmiah Keilmuan Teknik dan Manajemen Industri
Publisher : LPPM Universitas Bina Bangsa

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.46306/tgc.v3i1.63

Abstract

CV. Rifky Arafa is a type of micro, small and medium enterprise (UMKM) which is engaged in the convection sector. Located in Kadugenep, Kab. Serang-Banten, it is also included in the center of the bag industry because the majority of the population are bag craftsmen. The beginning of this business was founded in 1997 by Bpk. H. Rohman’s and his brother, he used to work as a convection tailor in Jakarta. One year later, coinciding with the 1998 monetary crisis, caused many convection businesses in Jakarta to go bankrupt so that the migrants from Kadugenep Village automatically returned to their hometowns. The purpose of this research is to find out how the results of the analysis of business development strategies that must be carried out by CV. Rifky Arafa best done. And what are the results of the analysis using the SWOT and QSPM methods. The analysis used to formulate the strategy is the IFE matrix, EFE matrix, IE matrix, SWOT matrix and QSPM. Internal factors that influence the strength factor in developing a backpack business are three factors with the highest value, namely quality products, maintaining the quality of raw materials well, and CV. Rifky Arafa already has a business license (0.395), from the weakness factor, namely the need for additional capital costs to develop a business, especially CV. Rifky Arafa (0,129). While the external factors that influence the opportunity factor are the need to use sophisticated machines to increase production (0,603), and the threat factor is the increase in market demand in a certain month (0,235). CV. Rifky Arafa is in a position (growth and build) or grows and develops with IFE (3,161) and value of EFE is (3,066). The largest TAS value with a value of 8,000 is the need for work motivational guidance to its employees, and also the need for additional costs to develop a business in the bag industry center, especially on CV. Rifky Arafa