Garuda - Garba Rujukan Digital

Article Per Year (5 Year)

All

MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah

jurnalmpi
Website

Published by Institut Pertanian Bogor

ISSN : - EISSN : - DOI : -

Core Subject : Engineering,

Industrial & Manufacturing Engineering

Manajemen IKM merupakan Jurnal Pengembangan Manajemen Industri Kecil Menengah (IKM) yang diterbitkan oleh Program Studi Industri Kecil Menengah (MPI) Sekolah Pascasarjana IPB sejak September 2006, memuat kegiatan dunia usaha kecil menengah (UKM), khususnya IKM beserta instansi yang terkait seperti perbankan, departemen teknis dan usaha swasta besar dan petani/nelayan. Manajemen IKM terbit setiap 6 bulan sekali (Februari dan September) dan ditujukan sebagai wadah untuk mengkomunikasikan hasil-hasil penelitian dari kajian tugas akhir mahasiswa MPI, khususnya yang terkait dengan pembinaan dan pengembangan IKM. Namun demikian, tulisan yang diterima Manajemen IKM terbuka bagi berbagai kalangan yang memiliki ketertarikan dalam pembinaan dan pengembangan IKM, baik itu peneliti, penyuluh, maupun pengusaha. Dengan diterbitkannya jurnal ini, maka kedepannya diharapkan lebih dipahami potensi, kendala dan pengembangan IKM melalui pendekatan holistik dan sinergi yang dilihat dari faktor-faktor ekonomi, manajerial dan faktor-faktor lainnya seperti kemitraan. Perintisan jurnal sebagai berkala ilmiah berwawasan nasional dimulai sejak Februari 2006 dengan nama Jurnal MPI dengan No. ISSN 1907-3127 yang memuat 9 judul artikel pada setiap edisi. Mulai terbitan edisi September 2009, judulnya dirubah menjadi Jurnal Manajemen IKM dengan No. ISSN 2085-8418. Jurnal Manajemen IKM selama ini mampu menjadi sarana penyebarluasan informasi ilmiah kepada para dosen atau peneliti lainnya, maupun masyarakat pengguna, serta sarana pengembangan.

Arjuna Subject : -

Articles 10 Documents

Search results for , issue "Vol. 12 No. 1 (2017): Manajemen IKM" : 10 Documents clear

Analisis Kebutuhan Pelatihan Karyawan Divisi Perbengkelan di Perusahaan Komponen Otomotif Bahan Karet Aulia Rizqi Nur Abidi; Nurmala K Pandjaitan; Joko Affandi
MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah Vol. 12 No. 1 (2017): Manajemen IKM
Publisher : Institut Pertanian Bogor

OBK is the company's acquisition in 2013. This acquisition led to a change in the managerial rank that influence new policies were implemented company. New policy of employee development as an effort to increase the performance of the company. This study aimed to analyze the perception of Workshop division employee of accomplished trainings at OBK Company and their improved performance after the training. This study analyze the relationship between the respondents perceptions towards accomplished training activities and the perceptions towards performance after the training. The perception data were processed using an average test score, the correlation using Pearson’s rank test and training Need Assessment Tool (TNA-T) to analyze the employee training needed. The results showed that the perception of production and PPIC subdivisions are satisfied with the training organized by the company and the perception of Maintenance and QC subdivision are quite satisfied. Perception on the improved performance of Production, QC and PPIC subdivisions after the training is increased on the average. Meanwhile the performance of Maintenance subdivision is enough. The relationship between the variables of training and improved performance in Production, PPIC, QC and Maintenance subdivision has a positive direction. This shows that the higher the perception of the training, the higher the perception of improved performance. A strong and significant relationship between training and improved performance are on Production, QC and PPIC subdivisions. Respondent perceptions on these subdivisions are high on the average. On the Maintenance subdivision, the relationship is low and not significant between training and performance. Low relationship is assumed to occur because the assessments of respondents tend to vary on the training variable. The result of TNA tools that training is required by all respondents but not urgent.

Penerapan Cara Pembenihan Ikan yang Baik dalam Meningkatkan Kinerja UMKM Pembenihan Udang di Kabupaten Barru, Provinsi Sulawesi Selatan Fatimah Sau; Ma'mun Sarma; Wini Trilaksani
MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah Vol. 12 No. 1 (2017): Manajemen IKM
Publisher : Institut Pertanian Bogor

Shrimp is one of the leading commodity of fishery sector in Indonesia because the number of export increasing the foreign exchange for this country. In globalization era, business has fierce competition, so that the quality is a keyword to succeed. Therefore, shrimp hatcheries must be certified. The objectives are to: (1) study the related Good Hatchery Practices (GHP) regulation, (2) Analyze the relationship of application of GHP on shrimp hatchery performances, (3) measure the performance of shrimp hatcheries, (4) identify the Gap of the application of GHP. Content analysis, multiple regression analysis and important-performance analysis (IPA) was used to process the data. Result of content analysis showed that there were no regulation contain the obligation that every farmer must be certified in order to control the seed shrimp quality. Result of multiple regression analysis revealed that the application of GHP had positive impact on shrimp hatchery performances and the most influence factors were food safety and environment. Important-performance analysis showed that the best performance was the availability of adequate production equipment. Average production after applied the GHP principles showed that production increased by 19%. Level of concordance between expectation and performance on hatcheries to meet customer satisfaction and consistency of GHP implementation showed a negative gap value by -1.118, overall performance on hatcheries have not meet customer satisfaction and inconsistent implementing GHP principles

Perumusan Strategi Operasi-Produksi Kosmetik (Studi Kasus PT ANI) Rizda Dwiyanti; Musa Hubeis; Gendut Suprayitno
MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah Vol. 12 No. 1 (2017): Manajemen IKM
Publisher : Institut Pertanian Bogor

Policy ASEAN Economic Community (AEC) lead to competition in the cosmetics industry is increasing. Performance operation-production must be increased in order to produces cosmetic quality standards of ASEAN. Research conducted in medium-scale cosmetic companies PT ANI, with the aim of determining the mission and objectives, business strategy, operating strategy based on priority performance goals operation-production function and formulate strategy and policy for operation-production resource and process development. Research methods with descriptive qualitative and and analysis tools used are SWOT analysis, SFAS matrix, Porter Generic Strategy, TOWS matrix, operations strategy matrix and the AHP for weighting internal/eksternal strategic factors and prioritize operation-production strategy determination. Based on the results of this study concluded that PT ANI mission is produce facial and personal care cosmetics using natural active ingredients that are safe and good quality, to capture domestic and overseas niece market. The company's business strategy is competitive strategy of differentiation focus and serve the manufacture of face and personal care cosmetics with variants and volume according to customer requirements. The development of resources and operation-production processes priority is to meet the five performance objectives, namely quality (0,454), reliability (0,270), flexibility (0,147), speed (0,082) and cost (0,048). On the other hand operation-production strategic priority to meet the performance targets is a process technology (0,425), supply chain network (0,235), capacity (0,206), the development and organization (0,133).

Pengembangan Model Bisnis Daur Ulang Sampah Plastik di CV Majestic Buana Group Heri Susanto; Arief Daryanto; Iwan Setiawan
MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah Vol. 12 No. 1 (2017): Manajemen IKM
Publisher : Institut Pertanian Bogor

Plastic waste which is not handling properly will disrupt the enviromental balance. The plastic waste should be seen as a resource which has economic value and can be a chance of business. This study aim is to create business model development of plastic waste recycling in CV. Majestic Buana Group (MBG). The study uses descriptive analysis with the approachment method namely Business Model Canvas, Delphi Method, SWOT (Strength, Weakness, Opportunities, Threat) and Blue Ocean Strategy. It is done by purposive sampling method in the five company division (production, finance, marketing, HRD and expert). The result shows that the business model development can be amphasized on three elements; key resources, key partner and value propositions. The development of key resources can be done through writing business books and becoming a speaker of business seminar. It is adapted by the company vision to be able to transfer knowlegde as much as possible to the society. The key partners development is based on the result of SWOT analysis that shows major weakness compared to the other elements, therefore it is needed to give an anticipation by making new partnership with central production of plastic waste dan reducing the commercial partnership with the existing plastic waste supplier. The development of value proposition element is also based on the result of SWOT analysis which shows major strength and has a great opportunity. It can be utilized to strengthen the business model by using the company's expertise to design a household scale machine.

Strategi Pengembangan Usaha Produk Tekstil di PT Priangan Sentosa Tasikmalaya, Jawa Barat Dedi Siswana Kurniadi; Rizal Syarief; Ani Suryani
MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah Vol. 12 No. 1 (2017): Manajemen IKM
Publisher : Institut Pertanian Bogor

Textile product industry has an important role in the economy Tasikmalaya City, because contributing 42,1% to manufacturing industry. Manufacturing industry contributing 14.6% to the GRDP Tasikmalaya City. The problem faced by the industry of textile products is the increase in raw material prices, rising labor costs, the entry of lower-priced imported products, intense competition with similar companies and reduced orders from buyers. In an effort to maintain the continuity of their business, it is necessary to develop a strategy of business development. The purpose of this study was to analyze the internal and external conditions, the formulation of strategic alternatives, prioritization and selection of strategic business development strategy PT PS. Results Internal Factor Evaluation (2.692) and External Factor Evaluation (2.334) puts the company's position in Cells V (companies should be preserved and maintained through market penetration strategies and product development. Methods of SWOT result formulation of strategies: (1) take advantage of competition among suppliers to obtain raw materials at the lowest offer price, (2) Increasing production by expanding the partnership, (3) promotion, (4) expand the marketing area, (5) maintain the quality of raw material, (6) improve product quality, (7) makes dyeing, (8) machine maintenance and machine engineering (9) labor skills training. Quantitative Strategic Planning Matrix (QSPM) puts the promotion strategy as a priority. Implications of managerial are: (1) Aspects of production need to be supported by increased economies of scale by improving partnerships with other entrepreneurs, supplier selection, take advantage of the effects of learning and experience, (2) Aspects of HR need to increase the skills of workers, (3) Financial Aspects through cash payments from buyers and increased allocation of marketing costs, (4) marketing aspect through targeting the wholesale level market, expand marketing and mainte-nance of customer loyalty and (5) Aspects of technology through the restructuring of the machine.

Perencanaan Strategik Sistem Informasi Pengembangan Usaha UD Vier 57 Sehat Bergizi Rizki Fadli; Muhammad Syamsun; Wini Trilaksani
MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah Vol. 12 No. 1 (2017): Manajemen IKM
Publisher : Institut Pertanian Bogor

Small, medium to large companies in the computerization era is required to satisfy the customer needs. The existence of internet allow customer to receive information over the world. internet usage has been used by UD Vier 57 Sehat Bergizi in 2016, but there are no significant impact on production or number of agents. This study has three main objectives that include the following: (1) to identify the implementation of information system in UD Vier 57 Sehat Bergizi, (2) to analyze the needs of information system to improve the company’s competitive advantages and (3) to identify and recommend appropriate business development strategy. Analysis data was used in this study are value chain analysis, five competitive forces porter and SWOT (Strengths, Weakness, Opportunities dan Threats) analysis. Sample that used in this research was 2 respondents. This study showed that the use of information technology in UD Vier 57 Sehat Bergizi is not optimal. IFE score was 3,098 described that the strength owned by UD Vier 57 Sehat Bergizi can overcome it weakness fairly enough. EFE score was 3,339 described that UD Vier 57 Sehat Bergizi was good enough in responding the opportunity and minimize the threat. Score combination of EFE and IFE in IE matrix located in quadrant IV, grow and build. Strategy that fit to UD Vier 57 Sehat Bergizi was intensive strategy (market penetration, market development and product development). SWOT analysis produces 6 alternative strategy formula. Based on calculation in Quantitative Strategic Planning matrix, the most interesting strategy produced was increase marketing intensively and efficiently through online media.

Faktor-Faktor yang Memengaruhi Kinerja dan Kepuasan Tenan di Inkubator Bisnis IPB - Kristianingsih; Ujang Sumarwan; Rokhani Hasbullah
MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah Vol. 12 No. 1 (2017): Manajemen IKM
Publisher : Institut Pertanian Bogor

Business incubator is an assistance agency for beginner business which is believed to be able to generate professional, independent, and competitive entrepreneurs. This research aims to identify factors influencing the performance of business incubator’s tenants, and evaluate tenants’s satisfaction during their participation in business incubator. This research is conducted in Business Incubator of IPB by interviewing both inwall tenants and outwall tenants. The data obtained are analyzed using, Wilcoxon test with SPSS software, Importance Performance Analysis (IPA) and Customer Satisfaction Index (CSI). Result of this research reveals that performance of inwall and outwall tenants are shown by the increase of gross profit, profit, number of employee, increase of product variants, number of customer, participation in training, the presence of business assistance, participation in training, the presence of business assistance, expansion of business place, expansion of business place. marketing expansion or number of agent, and the decline of complaints experienced by tenants. According to the calculation result of IPA,CSI, tenant satisfaction level on business incubator is categorized as good. Factor that is considered need to be improved by Business Incubator of IPB is adequate human resources performance improvement, especially for assistance and service toward tenants.

Strategi Peningkatan Kinerja Balai Benih Ikan Dinas Kelautan dan Perikanan Kabupaten Sukabumi Sri Padmoko; - Marimin; M Hasjim Bintoro
MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah Vol. 12 No. 1 (2017): Manajemen IKM
Publisher : Institut Pertanian Bogor

Regional Technical Implementation Unit (UPTD) of Fish Nurtury Center (BBI) Cimaja plays important role in providing high quality fish seeds and broodstock in Sukabumi as well as in supporting District Own Source Revenue (PAD). Presence and performance of UPTD BBI Cimaja are highly meaningful for enhancing production of edible freshwater fish. The aim of research is to (1) determine performance of UPTD BBI Cimaja based on Balanced Scorecard; (2) investigate factors affecting performance of UPTD BBI Cimaja based on Balanced Scorecard; and (3) develop strategy for improving performance of UPTD BBI Cimaja based on Balanced Scorecard. The performance was determined based on balanced scorecard using AHP software, while the strategy development for improving main task and function of BBI Cimaja was processed using SWOT and AHP. Based on balanced scorecard perspective, the maximum performance of UPTD BBI Cimaja has not been reached, thus the improvement through intensive and aggressive strategy of growth and development is required. The results showed 23 factors influencing performance of UPTD BBI Cimaja, consisting of 2 financial factors, 10 customer factors, 6 internal factors, and 5 learning and growth factors. Based on AHP and SWOT analysis, the concrete strategy for performance enhancement regarding to customer perspective was translocation that provides sufficient water sources, and new fish pond construction supported by Regional Government Budget (APBD) to maintain BBI reputation, as well as increase in seed diversity and production to improve number of customers.

Analisis Tingkat Kepuasan Anggota dan Strategi Pengembangan Koperasi (Studi Kasus Koperasi Kredit Sehati Jakarta) Leonardi Pratama; Aida Vitayala S Hubeis; Nora H Pandjaitan
MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah Vol. 12 No. 1 (2017): Manajemen IKM
Publisher : Institut Pertanian Bogor

Improving member satisfaction is very important to be taken by credit unions because the cooperative benefit taken from the provision of credit to members. The purpose of this research is (1) determine the level of interest and the level of performance Kopdit Sehati, (2) determine member satisfaction Kopdit Sehati, (3) develop alternative strategies Kopdit pegembangan Sehati. The method used in this study is descriptive analysis, Importance Performance Analysis (IPA), Customer Satisfaction Index (CSI) Internal Factors Evaluation (IFE), External Factor Evaluation (EFE) Analysis Internal External (IE) and the Strengths, Weaknesses, Opportunities and Threats (SWOT). The number of respondents in this studies as many as 100 members of the cooperative. The analysis showed that the overall level of performance Kopdit Sehati (3.98) still does not meet the expected level of interest by members of (4.14). Based on the attributes of IPA obtained priority for repair that Kopdit services using information technology media, availability of information brochures, Kopdit have professional managers, innovation of products offered, the education for members and establish communication with members as well. Based on the calculation of CSI, the service level of 79.78 percent Kopdit Sehati. This means that the level of satisfaction index Sehati Kopdit member located between the range of 0.66 to 0.80, which means members are satisfied with the performance of services Kopdit Sehati. After weighting and scoring through IFE matrix (2.64) and matris EFE (2.86). IE matrix shows that the position Kopdit Sehati is in cell V, can be managed with a strategy to maintain and sustain namely by using market penetration strategies and product development could be the most appropriate for Kopdit Sehati. The development strategy Kopdit Sehati generated from SWOT Matrix and QSPM obtained five priorities suggested strategies are: (1) Development of branch offices and place of service members, (2) Innovation product savings and loans (3) Increase the dissemination of cooperatives to the community, (4) Increases number of employees, and (5) Increase the effective promotion activities.

Penetapan Skala Industri Batik Rumahan Menurut Kriteria Lokal: Studi di Desa Jarum, Kabupaten Klaten Widhi Handayani; Arianti Ina Restiani Hunga; A Ign Kristijanto
MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah Vol. 12 No. 1 (2017): Manajemen IKM
Publisher : Institut Pertanian Bogor

Bayat Sub-district of Klaten Regency has been supplying batik to Yogyakarta and Surakarta since the 1960’s. The role of Bayat as a batik provider is inseparable from Jarum village, which was officially established as a tourism village by the Government of Klaten Regency in 2014. Considering that batik is produced under Putting Out System (POS) which employs home workers, the industrial scale criteria applied to formal industry is less appropriate if it will be applied to batik home-industry as a micro-small scaled industry. This research was conducted to describe the profile of batik industry in Jarum village as well as arrange criteria used by Jarum people to determine the scale of batik industry. This qualitative research data was collected by interview, observation, documentation, and literature study. The results showed that there were 19 industries producing batik cloth, 10 industries producing batik woodcraft, 1 industry producing batik T-shirt, and 1 industry producing batik painting. Based on local perception, 7 industries were categorized as large, 13 industries were categorized as moderate, and 11 industries were categorized as small. The criteria used to establish the industrial scale were production scale, number of employees, and marketing reach. Only 5 industries found to apply natural colorants for batik clothes production, while synthetic dyes were applied broadly for batik clothes, batik T-shirt, batik woodcraft, and paintings. Natural colorants less desirable by batik Juragans who use synthetic dyes because the application of natural dyes will prolong the production, limits the scale of production, tend to shows uncontrolled quality, and more difficult to sell.

Page 1 of 1 | Total Record : 10

Filter by Year

2017 2017

Filter By Issues

All Issue Vol. 18 No. 1 (2023): Manajemen IKM Vol. 17 No. 2 (2022): Manajemen IKM Vol. 17 No. 1 (2022): Manajemen IKM Vol. 16 No. 1 (2021): Manajemen IKM Vol. 16 No. 2 (2021): Manajemen IKM Vol. 15 No. 2 (2020): Manajemen IKM Vol. 15 No. 1 (2020): Manajemen IKM Vol. 14 No. 2 (2019): Manajemen IKM Vol. 14 No. 1 (2019): Manajemen IKM Vol. 13 No. 2 (2018): Manajemen IKM Vol. 13 No. 1 (2018): Manajemen IKM Vol. 12 No. 2 (2017): Manajemen IKM Vol. 12 No. 1 (2017): Manajemen IKM Vol. 11 No. 2 (2016): Manajemen IKM Vol. 11 No. 1 (2016): MANAJEMEN IKM Vol. 10 No. 2 (2015): MANAJEMEN IKM Vol. 10 No. 1 (2015): Manajemen IKM Vol. 9 No. 2 (2014): Manajemen IKM Vol. 9 No. 1 (2014): Manajemen IKM Vol. 8 No. 2 (2013): Manajemen IKM Vol. 8 No. 1 (2013): Manajemen IKM Vol. 7 No. 2 (2012): Manajemen IKM Vol. 7 No. 1 (2012): Manajemen IKM Vol. 6 No. 2 (2011): Manajemen IKM Vol. 6 No. 1 (2011): Manajemen IKM Vol. 5 No. 1 (2010): Manajemen IKM Vol. 4 No. 2 (2009): Manajemen IKM Vol. 4 No. 1 (2009): Jurnal Magister Profesional Industri Kecil Menengah Vol. 3 No. 1 (2008): Jurnal Magister Profesional Industri Kecil Menengah Vol. 2 No. 1 (2007): Jurnal Magister Profesional Industri Kecil Menengah Vol. 1 No. 2 (2006): Jurnal Magister Profesional Industri Kecil Menengah Vol. 1 No. 1 (2006): Jurnal Magister Profesional Industri Kecil Menengah More Issue

Home Page

OAI Link

Editorial Team

Contact

Reviewer

Google Scholar

Contact Name
-

Contact Email
-

Phone
-

Journal Mail Official
-

Editorial Address
-

Location
Kota bogor,

Jawa barat

INDONESIA

Abstract

Abstract

Abstract

Abstract

Abstract

Abstract

Abstract

Abstract

Abstract

Abstract

Home Page

OAI Link

Editorial Team

Contact

Reviewer

Google Scholar

Contact Name -

Contact Email -

Phone -

Journal Mail Official -

Editorial Address -

Location Kota bogor, Jawa barat INDONESIA

Abstract

Abstract

Abstract

Abstract

Abstract

Abstract

Abstract

Abstract

Abstract

Abstract

Contact Name
-

Contact Email
-

Phone
-

Journal Mail Official
-

Editorial Address
-

Location
Kota bogor,

Jawa barat

INDONESIA