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"ABSTRAKTesis ini membahas mengenai manajemen operasional pada salah satu bank di Indonesia. Kegiatan operasional yang dianalisis adalah proses pencairan kredit, khususnya segmen otomotif, karena proses tersebut merupakan proses penting dalam operasional perbankan. Analisis berfokus pada penggunaan Critical Path Method (CPM) untuk mendapatkan gambaran terkait jalur kritis dari proses dan Program Evaluation and Review Technique (PERT) untuk mendapatkan kemungkinan tercapainya penyelesaian proses sesuai dengan target yang ditentukan. Hasil analisis menunjukkan bahwa hampir setiap aktivitas dalam proses tersebut merupakan jalur kritis dan adanya kemungkinan sebesar 77% proses dapat diselesaikan sesuai target waktu yang ditetapkan.

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ABSTRACT

This thesis discusses the operational management at one of the banks in Indonesia. The operational activity discussed in this thesis is related to credit disbursment process, in particular the automotive segment, because the process is an important process in the banking operations. Analysis focuses on the use of Critical Path Method (CPM) to get an overview of the process related to the critical path and Program Evaluation and Review Technique (PERT) to give possibility in completing the process in accordance with the specified target. The analysis showed that almost every activity in the process is in the critical path and the possibility is 77% that process can be completed on targeted time."

"Karya akhir ini merumuskan perencanaan kebutuhan material dengan menggunakan model optimasi dua eselon terintegrasi untuk setiap eselon pada PT. ABF Indonesia. Tujuan akhir dari perencanaan kebutuhan material ini adalah untuk menunjukkan bahwa dengan perhitungan yang terintegrasi dapat mengoptimalkan biaya operasional yang dikeluarkan setiap eselon. Perhitungan perencanaan kebutuhan material ini menggunakan gabungan dari model kebutuhan material yang dikembangkan ole Hadley-Whitney dan Bahagia (1999). Pengintegrasian antar eselon terintegrasi terkait dalam satu rantai pasok PT. ABF lndonesia . Penelitian ini hanya dilakukan pada eselon pelanggan dan eselon produsen saja. Perencanaan distribusi model ini dilakukan secara terpadu dan terkoordinasi oleh eselon produsen, sehingga dapat memenuhi permintaan tepat pada waktunya dan memberikan total biaya operasi yang optimal. Dari hasil perhitungan dapat dilihat bahwa perhitungan biaya operasional untuk setiap eselon terintegrasi dapat menurunkan biaya operasional sebesar 15,86% sampai dengan 82,17% setiap harinya. Penurunan biaya operasional ini tentu saja akan membawa dampak positif bagi kinerja perusahaan.

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This thesis is to formulate the materials requirement planning by using two-echelon optimization model integrated for each echelon in the PT. ABF Indonesia. The final goal of this paper is to show that the calculation that can be integrated to optimize operational cost incurred for each echelon. The calculation of material requirement planning is using collaboration model which introduce by Hadley Whitney and Bahagia ( 1999). This paper only implemented for 2 echelon only customer side and producer side. Since in this model. we can calculate material requirement for each echelon integrated, it will give optimize operational cost for each echelon. At the end of this paper, it show that by using this calculation the operational cost reduce approximately 15,86% until 82.17% per day."

"Karya akhir ini membahas tentang evaluasi pemesanan dan pengiriman Suku Cadang menara BTS pada PT. Telkomsel. Proses yang ada diduga tidak efektif dan memakan waktu lama. Rekomendasi perbaikan proses tersebut dibasilkan berdasarkan sudut pandang supply chain dengan secara khusus membahas proses perbaikan yang cepat, efektif dan lead time yang pendek. Pemecahan masalah hasil analisis proses pemesanan dan pengiriman barang bertujuan agar perbaikan menara BTS bel)alan dengan cepat Darnpak dari cepatnya penanganan gangguan menara BTS adalah kepuasan pelanggan pada suatn daerah dan jaminan perolehan revenue perusahaan yang berasal dari pemakaian layanan oleh pelanggan.

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The thesis evaluates the existing process/procedure regarding to how to order and deliver the spare parts needed for base station tower in PT. Telkomsel The existing process/procedure is suspected to be ineffective because lead time still takes relatively long time from the order to deliver the spare part to the distribution. The new process is made based on supply chain point of view with specifically discussing about effective process. controHable output and short lead time. The goal of order and deliver:y process recommendation is recovering process base station tower in PT. Telkomsel run fast. Positive impacts of fast recovery base station tower are customer satisfaction in particular area and revenue collection that come from the usage of customers.

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"Fasilitas Integrated Cold Storage sangat dibutuhkan oleh Kementerian Kelautan dan Perikanan. Pembangunan fasilitas ICS di Kabupaten Kampar oleh PT. S di tahun anggaran 2018 membuktikan bahwa manajemen proyek yang efektif harus diterapkan. Satu cara untuk menilai kinerja manajemen proyek PT. S adalah dengan menilai proses kontrol biaya selama proyek tersebut. Kontrol biaya adalah proses pengawasan status proyek untuk memperbaharui biaya proyek dan mengatur perubahan pada biaya dasar. Proses kontrol biaya dianalisa menggunakan Earned Value Analysis. Hasil dari penelitian ini menunjukkan bahwa manajemen proyek dari PT. S menghadapi banyak tantangan dalam mempertahankan planned values. Tantangan terbesar datang dari faktor-faktor penyebab keterlambatan di fase konstruksi yang mencakup cuaca, kualitas rendah dari SDM dan distribusi barang dan material. Hasil analisa kasus ini berujung pada kerangka manajemen proyek yang bisa digunakan untuk pekerjaan selanjutnya.

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Integrated Cold Storage facilities are much needed by Indonesian Marine and Fisheries Ministry. The construction of ICS facility in Kampar District by PT.S in fiscal year 2018 proved that efficient project management must be implemented. One way to measure the performance of PT. S PM is by examining the control cost process throughout the project. Control Costs is the process of monitoring the status of the project to update the project costs and managing changes to the cost baseline. Control cost process is analyzed using Earned Value Analysis.

The results showed that PT. S was not able to manage their cost efficiently The biggest challenge is caused by delaying factors in construction phase which include weather, low quality in manual labor and distribution of materials and goods. The analysis resulted in improved project management framework that can be used in future projects."

"Tesis ini merupakan pembahasan dari studi kasus perbankan yang terjadi pada salah satu bank yang sedang berkembang di Indonesia. Analisis ini terfokus pada kinerja sistem operasional Bank ABC sebagai bank lokal baik dari segi waktu maupun biaya yang dibutuhkan. Sistem operasional yang dibahas dalam tesis ini akan direfleksikan melalui proses transfer LLG dan RTGS (Activity Diagram dan CPM). Hasil analisis ini diharapkan dapat memperbaiki kinerja proses transfer pada sistem operasional sehingga kinerja waktu dan biaya yang digunakan dapat ditingkatkan.

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This thesis is a discussion about banking case study that occurred at one of a growing bank in Indonesia. This analysis focused on the performance of Bank ABC operational system as a local bank in terms of both time and cost required. Operating systems discussed in this thesis will be reflected through the LLG and the RTGS transfer process (using activity diagram and CPM). The results of this analysis are expected to improve performance on the transfer process so that the performance of operational systems can be increased."

"ABSTRAKTesis ini membahas implementasi e-procurement dengan mengambil studi kasus di PT. Pembangunan Jaya Ancol, Tbk(PJA). Penelitian ini adalah penelitian kuantitatif dan kualitatif dengan desain deskriptif. Penelitian didahului oleh penelitian kuantitatif, kemudian dalam memberikan saran berupa implikasi manajerial, peneliti menggunakan alat fishbone diagram. Hasil penelitian menunjukkan bahwa variabel perceived benefit of e-procurement, perceived barriers to e-procurement implementation, dan critical success factors in e-procurement berpengaruh signifikan terhadap variabel perceived future organizational with e-procurement. Oleh karena itu, setiap unsur variabel perceived benefit of e-procurement dan critical success factors in e-procurement harus diimplementasikan dalam adopsi e-procurement. Sedangkan variabel perceived barriers to e-procurement implementation harus dihindari dalam adopsi e-procurement. Dalam rangka pengembangan sistem dan perbaikan kinerja, PJA perlu memperhatikan 4 variabel yakni manusia, sistem, proses, dan rekanan

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ABSTRACTThe focus of this study is to implement e-procurement on sourcing peformance at PT. Pembangunan Jaya Ancol, Tbk. This research are quantitative descriptive and qualitative descriptive. Research was preceded by quantitative research, then to provide advice in form of practical implication, researcher used fishbone diagram tool. The result of this study shows these variabels are perceive benefit of e-procurement, perceived barriers to e-procurement implementation, and critical success factors in e-procurement give significant impact to several of perceived future of e-procurement. Therefore, each of these variable elements from perceive benefit of e-procurement and critical success factors in e-procurement must be present in a implementation of e-procurement. Also each of these variable perceived barriers to e-procurement implementation elements from must be avoid in a implementation of e-procurement. In the framework of system development and performance improvement, PJA needs to pay attention to 4 variables namely human, system, process, and partner."

"Sebagai negara dengan jumlah penduduk muslim terbesar di dunia, Indonesia memerlukan distribusi produk makanan dan minuman halal yang tetap terjamin kehalalannya sampai ke tangan konsumen. Konsep logistik halal bertujuan untuk menjaga suatu produk halal agar tetap terjamin kehalalannya walau pun melewati berbagai fase dalam proses rantai pasok. Permasalahan yang diangkat dalam tesis ini adalah mengenai sejauh mana penerapan konsep logistik halal tersebut di perusahaan penyedia jasa logistik PT. Lex Indonesia.Metode yang digunakan adalah dengan melakukan wawancara terhadap jajaran direksi, manajemen dan pelaksana di PT. Lex Indonesia terhadap kerangka kerja konseptual di logistik halal. Dari hasil pengolahan data wawancara didapat kesimpulan bahwa prinsip-prinsip konsep logistik halal tersebut sebagian besar sudah diterapkan di PT. Lex Indonesia.

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As a country with the largest Muslim population in the world, Indonesia requires the halal guaranteed food and beverage products distribution for the customer. Halal logistics concept is to maintain a halal product although it is distributed if passing through the various phases in the supply chain. This thesis observes the implementation of the halal logistics concept at one of the logistics services provider company, PT. Lex Indonesia.

The method used is by conduct interviews with the directors, management and executives at PT. Lex Indonesia about the halal logistics concept. It is concluded that the most of the halal logistics concept have been implemented by PT. Lex Indonesia."

"ABSTRAKTesis ini membahas pengaruh identifikasi waste dan penerapan metode lean terhadap proses distribusi produk selular yang efektif pada PT XYZ Tbk (?perusahaan?). Metode penelitian dilakukan melalui survei kuesioner terhadap pihak outlet yang mendistribusikan produk selular perusahaan kepada pelanggan dan wawancara terhadap narasumber yang memiliki kompetensi di dalam proses distribusi. Pre-test kuesioner dilakukan terhadap 30 responden untuk mengetahui tingkat pemahaman atas pernyataan di dalam kuesioner. Sejumlah 163 responden merupakan pihak outlet yang berlokasi di area Jakarta Selatan terpilih sebagai objek penelitian. Dari hasil survei kuesioner, mayoritas responden adalah pihak pengelola outlet yang telah beroperasi selama 1-3 tahun (62%), memiliki rata-rata penjualan per bulan kurang dari Rp 10 juta (80%), dan memiliki pendidikan terakhir adalah Sekolah Menengah Atas (50%). Analisis korelasi dan regresi linear berganda dilakukan selanjutnya atas hasil survei kuesioner. Hasil penelitian menunjukkan bahwa pertama, terdapat waste yang sering terjadi di dalam proses distribusi produk selular perusahaan, yaitu keterlambatan pengiriman, duplikasi, komunikasi yang tidak perlu, dan transaksi bermasalah pada pelayanan jasa. Kedua, identifikasi waste dalam proses distribusi selular dan penerapan metode lean memiliki hubungan yang searah dan erat dengan proses distribusi yang efektif. Ketiga, terdapat pengaruh sebesar 52,8% dari identifikasi waste dan penerapan metode lean terhadap proses distribusi produk selular perusahaan yang efektif. Keempat, analisis sebab-akibat (Fishbone Diagram) membantu manajemen untuk mengidentifikasi akar penyebab utama dari waste serta solusi yang tepat untuk perbaikan

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ABSTRACTThe thesis describes about analysis of waste identification and lean method implementation influences to Effective Distribution Process of Cellular Products in PT XYZ Tbk (?the Company?). Research method was performed through questionnaire survey to outlet?s person in-charge who distributes the Company?s cellular product to customer and performed interview to people who have competency in the distribution process. Pre-test of questionnaire was performed to 30 respondents to know their understanding level of statements in the questionnaire. A total of 163 respondents of outlet?s person in-charge located in South Jakarta area were choosen as the research objects. From the questionnaire survey result, the majority of respondents were outlet?s person in-charge whose outlets have been operated for 1-3 years (62%), earned average monthly revenue of less than Rp 10 million (80%), and have latest education of Senior high school (50%). Correlation and multiple linear regressions analysis were performed on the questionnaire survey result afterward. The research result showed first, the 4 (four) wastes which often occurred in the distribution process of company?s cellular product, such as late delivery, duplication, unnecessary communication, and failed transaction in providing services. Second, waste identification in cellular product distribution and lean method implementation have strong relation and same direction with effective distribution process. Third, there was a 52.8% influence of waste identification and implementation of lean method to the effective distribution process of company?s cellular product. Fourth, the cause-effect analysis (Fishbone Diagram) assists management to identify the main root causes of waste and accurate solution for improvement"

"[ABSTRAKTesis ini bertujuan untuk menjelaskan bagaimana penerapan Six Sigma di PT SKF Indonesia serta melakukan perbaikan proses bisnis di area produksi PT SKF Indonesia dalam menurunkan waktu resetting di CH 2, 3 & 4 menggunakan metodologi Six Sigma. Penelitian dilakukan dengan mengikuti tahapan yang ada dalam DMAIC serta menggunakan tools Six Sigma untuk memperbaiki proses resetting. Untuk menguji perbaikan yang telah dilakukan, digunakan metode statistik untuk membandingkan data sebelum dan sesudah menggunakan Normality Test dan Two Sample T-Test. Penelitian ini dilakukan dalam kurun waktu Januari hingga Juni 2015 dimana data baseline diambil dari Januari ? Maret 2015 dan improvement dilakukan mulai April 2015 dimana pengukuran waktu resetting setelah perbaikan dilakukan dari April ? Juni 2015. Pada akhirnya, penerapan Six Sigma ternyata mampu mengurangi waktu resetting di CH 2, 3 & 4 dari 4,7 jam menjadi 3 jam. Pengurangan 1,7 jam ini jika dikalikan dengan jumlah resetting di tahun 2014 dan dikalikan dengan rate per hour production line maka akan memberikan pemasukan sebesar 4,2 Miliar dan sebagian dari pemasukan tersebut dapat dijadikan sebagai insentif bagi operator pelaksana resetting untuk memberi semangat sehingga improvement yang telah dilakukan akan terus berjalan;

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ABSTRACTThis thesis aims to explain how the application of Six Sigma in PT SKF Indonesia as well as the conduct of business process improvement in the production area of PT SKF Indonesia in reducing the time resetting in CH 2, 3 & 4 using Six Sigma methodology. The study was conducted by following stages in DMAIC and using Six Sigma tools to improve the process of resetting. To test the improvements made, statistik method was used to compare data before and after using normality Test and Two Sample T-Test. This research was conducted in the period January to June 2015 where baseline data taken from January to March 2015 and improvement conducted from April 2015 in which the measurement time resetting after the repair is done from April to June 2015. In the end, the application of Six Sigma was able to reduce the time resetting in CH 2, 3 & 4 from 4.7 hours to 3 hours. This reduction of 1.7 hours when multiplied by the number of resetting in 2014 and multiplied by the rate per hour production line will provide revenues of 4.2 billion and a portion of the revenue can be used as an incentive for operators implementing resetting to encourage that improvement has done will continue to run.;This thesis aims to explain how the application of Six Sigma in PT SKF Indonesia as well as the conduct of business process improvement in the production area of PT SKF Indonesia in reducing the time resetting in CH 2, 3 & 4 using Six Sigma methodology. The study was conducted by following stages in DMAIC and using Six Sigma tools to improve the process of resetting. To test the improvements made, statistik method was used to compare data before and after using normality Test and Two Sample T-Test. This research was conducted in the period January to June 2015 where baseline data taken from January to March 2015 and improvement conducted from April 2015 in which the measurement time resetting after the repair is done from April to June 2015. In the end, the application of Six Sigma was able to reduce the time resetting in CH 2, 3 & 4 from 4.7 hours to 3 hours. This reduction of 1.7 hours when multiplied by the number of resetting in 2014 and multiplied by the rate per hour production line will provide revenues of 4.2 billion and a portion of the revenue can be used as an incentive for operators implementing resetting to encourage that improvement has done will continue to run., This thesis aims to explain how the application of Six Sigma in PT SKF Indonesia as well as the conduct of business process improvement in the production area of PT SKF Indonesia in reducing the time resetting in CH 2, 3 & 4 using Six Sigma methodology. The study was conducted by following stages in DMAIC and using Six Sigma tools to improve the process of resetting. To test the improvements made, statistik method was used to compare data before and after using normality Test and Two Sample T-Test. This research was conducted in the period January to June 2015 where baseline data taken from January to March 2015 and improvement conducted from April 2015 in which the measurement time resetting after the repair is done from April to June 2015. In the end, the application of Six Sigma was able to reduce the time resetting in CH 2, 3 & 4 from 4.7 hours to 3 hours. This reduction of 1.7 hours when multiplied by the number of resetting in 2014 and multiplied by the rate per hour production line will provide revenues of 4.2 billion and a portion of the revenue can be used as an incentive for operators implementing resetting to encourage that improvement has done will continue to run.]"

"[ABSTRAKDepartmen pembelian telah bergeser dari sekedar kegiatan administrasimenjadi suatu fungsi strategis dalam perusahaan. Kemampuan departmenpembelian dalam membeli barang atau jasa secara strategis memungkinkanperusahaan untuk melakukan efisiensi biaya dan di saat bersamaan akanberkontribusi terhadapa daya saing perusahaan melalui kerjasama strategis denganpenyedia jasa atau barang. Salah satu alat yang umum digunakan dalam menyusunstrategi pembelian ialah dengan menggunakan purchasing portfolio matrix untukmengetahui strategi yang tepat untuk masing-masing komoditas.PT.XYZ ialah salah satu perusahaan minyak dan gas bumi mencoba untukmenyusun strategi pembelian mereka. Untuk membatasi jumlah komoditas yangakan dianalisa, maka dilakukan analisa pengeluaran untuk mendapatkan daftar 25komoditas yang memiliki nilai pembelian terbesar dalam 3 tahun terakhir. Duaparameter digunakan untuk menyusun purchasing portfolio matrix ialah resikoketersediaan dan faktor keuntungan. Berdasarkan kedua parameter, PT.XYZ dapatmenyusun strategi pembelian mereka untuk masing-masing komoditas.

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ABSTRACTPurchasing has shifted from clearical function into strategic function.Purchasing department ability to purchase material and services in more strategicway will enable company to save a lot of money and at the same time enablecompany to achieve competitive advantage through strategic partnership. The mostcommon tool to define purchasing strategy is by using purchasing portfolio matrixto define which strategy is suitable for specific commodity.PT.XYZ which was one of oil and gas company is trying to develop theirpurchasing strategy. To limit the commodity type, spending analysis is performedto obtain top 25 commodities that contribute to highest purchasing value within lastthree years. Two parameters are used when developing purchasing portfolio matrixare supply risk and profit impact. Based on those parameters, those 25 commoditiesis mapped into purchasing portfolio matrix depend on the value of profit impact andsupply risk for each specific commodity. Based on the matrix result, PT.XYZ candefine better purchasing strategy for each commodity, Purchasing has shifted from clearical function into strategic function.Purchasing department ability to purchase material and services in more strategicway will enable company to save a lot of money and at the same time enablecompany to achieve competitive advantage through strategic partnership. The mostcommon tool to define purchasing strategy is by using purchasing portfolio matrixto define which strategy is suitable for specific commodity.PT.XYZ which was one of oil and gas company is trying to develop theirpurchasing strategy. To limit the commodity type, spending analysis is performedto obtain top 25 commodities that contribute to highest purchasing value within lastthree years. Two parameters are used when developing purchasing portfolio matrixare supply risk and profit impact. Based on those parameters, those 25 commoditiesis mapped into purchasing portfolio matrix depend on the value of profit impact andsupply risk for each specific commodity. Based on the matrix result, PT.XYZ candefine better purchasing strategy for each commodity]"