Articles
<![CDATA[Perbaikan Proses Transaksi Kepersonaliaan Departemen C&B Services PT. X ]]>
<![CDATA[Livia Vionita]]>;
<![CDATA[Herry Christian Palit]]>
<![CDATA[ Jurnal Titra Vol 4, No 1 (2016): Jurnal Titra ]]>
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<![CDATA[PT. X is a multinational manufacture company which produces consumer goods. PT. X expects to improve personnel transaction processes in C&B (Compensation and Benefits) Services Department by reducing steps in each transaction by at least 5% and the average processing time by at least 10%. The steps to achieve the objectives are evaluating the existing steps then simplifying it. Workload calculation using FTE (Full Time Equivalent) method by simplifying the task measurement and converting work load hours into number of human resources required. The implementation results show the steps are decreased by 18.06% and average processing time is decreased by 20.79%, which is exceeding company’s targets. These results affect the Specialist’s work load as well as total number of human resources from 6 to 5 personnels. ]]>
<![CDATA[Rancangan Perbaikan Beban Kerja Staf di Departemen Purchasing PT Insera Sena ]]>
<![CDATA[Joan Yuwono]]>;
<![CDATA[Herry Christian Palit]]>
<![CDATA[ Jurnal Titra Vol 2, No 1 (2014) ]]>
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<![CDATA[Process of bicycle’s raw materials procurement in PT Insera Sena is handled by Purchasing Department. The problem in the Purchasing Department is employee’s workload at the level of Purchasing head and staff is not balanced. Workload among employees during observation is between 72.56% to 117.46% with average of workload is 97.05%. The evaluation shows that activity performed by Purchasing head and staff are not according to job description and work procedures. Some improvement plans are simulated and workload is between 82.85 % to 99.92 % with average of workload is 92.46 %. These improvement plans can save Rp 10.906.711,11 per year with assumption the minimum wage of Sidoarjo in 2013 is about Rp 1.720.000,00.]]>
<![CDATA[Perancangan Modul Verifikasi dan Metode Pemeriksaan Peralatan Produksi Sigaret Kretek Tangan di PT “X” ]]>
<![CDATA[Deisy Ongke]]>;
<![CDATA[Herry Christian Palit]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[PT “X” is one of the hand-rolled manufacturers cigarettes which using manual process to produce the cigarettes. There were no standardization for verify the production tools. So that every operators could verify those tools in different manners and in fact it caused problems in the production floor. Therefore, a standardization procedures, which is align with the company specification, is an obligatory. As the result of this work, we designed 21 modules for all brands manufactured by PT “X”. Moreover, the study successfully establishes standard procedure, verification form, and verification report which can help maintenance operator to perform production tools verification in every locations.]]>
<![CDATA[Perancangan Sistem PPIC di PT. Mustikarama Citraperdana ]]>
<![CDATA[Novia Veronika Yuliani]]>;
<![CDATA[Herry Christian Palit]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[PT. Mustikarama Citraperdana is a manufacturing industry that produces safety box. This company has been developing which is known from the increase of demand, production volume, and also the types of product. Problem faced by PT. Mustikarama Citraperdana is sending customer order does not match the shipment date by a percentage of 52.44%. Initial observations, inaccuracy of time in order delivery caused by the production planning problem that is not appropriate.This thesis will design improvements to overcome the problem of production planning that caused the company experienced difficulties in the form of an order sending customer order does not match the shipment date. The design improvements are given in the form of production planning and inventory control of raw materials.]]>
<![CDATA[PENENTUAN KEBUTUHAN JUMLAH TENAGA KERJA PADA DEPARTEMEN MPC DI PT. XYZ ]]>
<![CDATA[Hanna Stephanie Sugiono]]>;
<![CDATA[Herry Christian Palit]]>
<![CDATA[ Jurnal Titra Vol 4, No 2 (2016): Jurnal Titra ]]>
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<![CDATA[PT. XYZ adalah anak perusahaan asing dari X-group yang bergerak pada bidang plastik packaging kosmetik. PT. XYZ berusaha menekan biaya tenaga kerja dengan menentukan kebutuhan jumlah tenaga kerja di tiap departemen. Penelitian ini dilakukan pada Departemen MPC. Penelitian ini bertujuan untuk mengurangi biaya tenaga kerja dengan mengevaluasi beban tenaga kerja pada Departemen MPC. Metode yang digunakan adalah metode Full Time Equivalent (FTE). FTE digunakan untuk menghitung beban kerja karyawan, dimana hasilnya dijadikan dasar untuk menentukan kebutuhan tenaga kerja Departemen MPC. Total nilai FTE operator mixing adalah 2,8 yang berarti membutuhkan tiga orang. Nilai FTE operator giling adalah 1,08 yang berarti membutuhkan satu orang. Nilai FTE teknisi colouring adalah 0,74 yang berarti membutuhkan satu orang. Jumlah karyawan yang dibutuhkan pada kondisi awal enam orang berkurang menjadi lima orang.]]>
<![CDATA[Perancangan Sistem Manajemen Gudang Tepung di PT X ]]>
<![CDATA[Mintarto Leopatria]]>;
<![CDATA[Herry Christian Palit]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[Management system at powder warehouse in PT X still has many problems within. Improvement in management system needs to be done to overcome that problem. The difference between actual product’s amounts and the record, unscheduled planning production, and unorganized warehouse layout are the problem of this company. Improvement for the record of actual product inside warehouse is done to match the record of administration record. This process would be necessary to reduce the gap in stock opname process. MPS can be use to determine the ideal time and the ideal amount of total production for company, so that the inventory cost could be reduced. The result of MPS could reduce the inventory cost in amount of 48.8%. Inventory turn over in the warehouse became better. The day sale in inventory was reduced from 14 days to only 6 days.]]>
<![CDATA[Penjadwalan Produksi Pakan Ternak di PT Charoen Pokphand Indonesia Sepanjang ]]>
<![CDATA[Tommy Alvianto Ongkodjojo]]>;
<![CDATA[Herry Christian Palit]]>
<![CDATA[ Jurnal Titra Vol 2, No 2 (2014) ]]>
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<![CDATA[PT Charoen Pokphand Indonesia Sepanjang is an animal feed production company. Schedulling that is done by PPIC Departement focus only on animal feed code and quantity. Schedulling animal feed for every pellet machine do not arranged yet, so the setup time for every machine is high. Schedulling system updates had been done with LRPT (longest remaining processing time) method. Schedulling system that had been made can reduce the production setup time and time to finish all animal feed. The time to finish all animal feed can be reduced 4,87% after implemented schedulling system. Different time for company with schedulling system can produce 124,2 tonnage animal feed. Percentage setup machine decrease 5,88% for machine 1, 35,71% for machine 2 and 50% for machine 4. Percentage setup machine increase 22,22% for machine 3.]]>
<![CDATA[Rancangan Sistem Perencanaan Produksi dan Pengendalian Persediaan dengan Mempertimbangkan Efisiensi Biaya Pada PT. X ]]>
<![CDATA[Yunita Velany Sulayman]]>;
<![CDATA[Herry Christian Palit]]>
<![CDATA[ Jurnal Titra Vol 1, No 2 (2013) ]]>
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<![CDATA[PT. X is a manufacturing company with produce crude oil and cooking oil. The company has problem with determination appropriate of ROP which caused stock out in some products that produced by PT. X. Analyze of stock out condition did while 2011 and 2012. PT. X apply make to stock system. Metode that used at this project is continuous review policy to determine the appropriate of ROP and minimize the cost which adjusted with PT. X condition. The results of improvement of opportunity is there are different ROP and maximum capacity. The improvement will analyzed of the cost and compared with actual system. Cost reduce that resulted are 22% for first improvement and 15% for second improvement. Company can consider both of improvement with their profit.]]>
<![CDATA[Perancangan Sistem Suplai Tanpa Penambahan Tempat di PT Toyota Motor Manufacturing Indonesia (PT TMMIN) ]]>
<![CDATA[Christianto Felix Juwono Suganda]]>;
<![CDATA[I Gede Agus Widyadana]]>;
<![CDATA[Herry Christian Palit]]>
<![CDATA[ Jurnal Titra Vol 2, No 2 (2014) ]]>
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<![CDATA[PT Toyota Motor Manufacturing Indonesia (PT TMMIN) in 2014 is preparing the implementation of new engine type TR-Kai. Additional types of engine TR-Kai need additional type of new components too. Additional types of TR-Kai component means need additional space for placement, but the problem is unavailable space. The supply system design method includes layout change, equipment (material handling) and also system (works cycle) which is delivered well. The countermeasure idea is to change the material handling usage and also implementation direct supply system. Direct supply system in regular working time has reduced lead time almost 2 days of safety stock. Direct supply reduces 33.3% of inefficient handling, reduce hoist usage (safety matter) between 80,2% up to 93.4% each day, and also reduce 81.5% of forklift usage (safety matter). The evaluation result of this system is able to reduce 33.3% of manpower supply and monthly cost saving up to 46.2% with a Break Event Point (BEP) during 4 years 7.5 months.]]>
<![CDATA[Perbaikan Manajemen Pergudangan pada PT. FSCM ]]>
<![CDATA[Zeus Abdi Yuwono]]>;
<![CDATA[Herry Christian Palit]]>
<![CDATA[ Jurnal Titra Vol 3, No 2 (2015) ]]>
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<![CDATA[Management at finished goods warehouse owned by PT. FSCM Manufacturing Indonesia is less effective. That problem makes the warehouse becomes disorganized. The suggested designs to improve warehouse management include optimizing the warehouse capacity, redesigning of the warehouse layout, and improving goods placement system. Additionally, measurement of warehouse performance makes warehouse management better. As the results, after the implementation of the new design, the warehouse is now well organized and itsperformance is improved.]]>
