Articles

Assessing Organizational Restructuring and Crafting Solutions to Manage Workload in Shared Service and Support Unit – PT Telkom Regional III

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This study aims to evaluate the impact of organizational restructuring on employee workload and satisfaction in the Shared Service & Support Unit of PT Telkom Regional III. A mixed-method approach was employed, combining qualitative and quantitative data collected through questionnaires, secondary data, and open surveys or discussions. The analysis results indicate that the average weekly overtime hours increased from 3 hours to 6.7 hours, with 43% of employees reporting a significant increase in workload, 43% indicating high stress levels, and more than 71.4% feeling burdened by their tasks since the restructuring. Furthermore, the factors causing excessive workload were identified using a Fishbone Diagram, which included a 55% reduction in the number of employees from 22 to 10, inefficient work processes, and a lack of technological investment. Based on these findings, workload management strategies were developed using the NASA TLX method and job design principles. These strategies include task redistribution, enhanced employee training, and the use of technology to automate manual tasks. The implementation of these strategies is expected to reduce excessive workload and improve employee well-being and satisfaction, thereby supporting operational efficiency and overall organizational success.

Reducing the Delayed Lead Time of Purchase Requisition to Purchase Orders for Standard Part Commodity in the Procurement Department of the Avionics Sector

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The efficiency and effectiveness of procurement processes perform a critical role in the smooth operation of organizations, particularly in industries with intricate supply chains, such as the aviation sector. This thesis focuses on the delayed lead time of purchase requisitions to purchase orders for standard part commodities inside Procurement Department. Through a comprehensive analysis of the procurement workflow, data collection, and interviews with key stakeholders, this study aims to identify the root causes and consequences of the delayed lead time in the procurement and also determine the best strategy supply chain for the procurement department. The root cause reveals several factors that contribute to the delayed lead time, such as ineffective and inefficient processes, manual working procedures, particularly in the negotiation and evaluation process between buyer and Supplier, bureaucracy in the document, poor in managing and updating the data of requirements supplier, no back up for new prospect supplier, and a lack of monitoring and communication between internal and external departments. Furthermore, the consequences of this delay include delays in following processes in other departments, increasing the potential of product delivery delays to clients, and affecting customer satisfaction. Based on the findings of these studies, several business solutions have been proposed to address these challenges. The conclusion of the entire analysis process is the implementation of e-procurement with a vendor management system. By implementing these suggestions, the Procurement Department significantly reduced the lead time by 65%. The benefits obtained lead to increased operational efficiency, reduced possibility of product delays to consumers, and increased customer satisfaction.

Proposing Business Growth of PT. DECRA Group Indonesia through Knowledge Management

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The informatics industry market has shown promising growth in the post-COVID era, presenting certification companies with lucrative business opportunities. The informatics market’s GDP growth rate ranks fourth among other fastest-growing industries in Indonesia, demonstrating a 7.19% increase from 2022 to 2023. PT. DECRA Group Indonesia, a certification company, have intention to penetrate a new market which is IT Industry. Knowledge plays a crucial role in the certification process, especially ISO auditors are required extensive knowledge across various business types. Therefore, this research focuses on exploring the role of knowledge management in supporting the growth of PT. DECRA Group Indonesia. The study aims to investigate how knowledge management approaches can enable DECRA Group Indonesia to improve their resources and capitalize on the IT market. The data collection method in this research involves gathering qualitative data through interviews with the business owner and HR manager as the primary sources. These interviews aim to gain an in-depth understanding of their perspectives on the company’s business growth. Additionally, secondary data sources such as the company’s website, competence review forms, and lists of employee competencies will be utilized to supplement the research. The analysis employs Goal-Analysis approach using Fishbone Diagram model to identify what key areas in achieving company’s goals. Building upon the analysis, KM Framework Table is constructed based on the People, Process, and Technology for each improvement that need to be made. Then SECI Model, derived from the KM Framework Table, guides the implementation of knowledge management practices, facilitating the conversion of tacit knowledge into explicit knowledge to foster innovation and organizational learning. Furthermore, to ensure successful implementation in SECI model, an Integrated Learning Cycle model is developed, which takes into consideration the communication channels and learning processes that are crucial for the effective knowledge transfer and acquisition. To facilitate the practical implementation of knowledge management strategies, a KM Roadmap is developed by providing a simple-structured approach for DECRA in aligning its people, processes, and technology considerations to support knowledge management initiatives. In conclusion, this research emphasizes the critical role of knowledge management in driving business growth for PT. DECRA Group Indonesia, enabling the company to enhance its internal operations, develop competencies, capitalize IT market successfully, and leverage knowledge as a strategic asset for sustained innovation and competitive advantage.

Proposed Improvement of Logistic Operations to Increase Service Level Agreement (SLA)

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In the digital era, e-Commerce or online shopping is a big breakthrough in the world of buying and selling services on the Internet, the success of e-Commerce is inseparable from the success of its shipping services or logistics partners. The level of customer satisfaction must be balanced with the delivery performance since the customer buys until the item received. SEI is a company engaged in delivering package. SEI is one of the delivery services which provide the delivery service end to end from the First mile to the Last mile. Thus, SEI should be able to control the performance of their shipment from pick up until successfully delivered to the customer. The most significant volume of SEI comes from the marketplace (e-Commerce) or sellers. Therefore, the customer satisfaction level also determines the shipping company’s performance or they called service level agreement (SLA). SEI recorded to have untargeted SLA within this current 3 months. This research aims to find the problems and the suitable solutions of the shipping company operations that affect service level agreement scored. The methodology used for this research is both qualitative and quantitative data. Data collection is primarily based on an interview with the internal stakeholder of the company to find the root causes of the problem. The root cause analysis evaluation is done by interviewing several stakeholders about the performance and quality of the shipping company. The secondary data comes from historical data from SEI used to know the current and previous performances. The historical data has been taken during 2022. The output of the root cause analysis illustrated in the Cause-Effect

Diagram or usually called Fishbone Diagram. After find the root causes, the suitable solutions for this SLA’s problem proposed by DMAIC method. DMAIC is part of Six Sigma method, one of the quality management tools that aimed to manage quality improvement activities throughout an organization/company.

The Digitalization of Distributor Management System at Pertamina Lubricants: Issues and Solutions on the Implementation Stage

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Pertamina Lubricants has stated digital transformation as one of its breakthrough projects to accelerate digitalization as one of its strategic initiatives. This strategic initiative has objectives to enhance channel management and the capability of distributors as strategic business partners to achieve their sales volume target set by the management of Pertamina Lubricants. This journal aims to evaluate and improve the digital distributor management system to help distributors of Pertamina Lubricants achieve their sales volume target.

Risk Mitigation Strategy and Efficiency Improvement of PT Gasses Logistic Transportation using Six Sigma DMAIC Method

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PT Gasses Logistic is one of the companies that operates in the downstream oil and gas industry that focuses on providing logistic services and other support. From oil, gasses, to lubricant, together with their partnership, PT Gasses Logistic are responsible of transporting those goods to their consumers across Indonesia. Also, PT Gasses Logistic is the subsidiary/child company from one of the biggest state-owned enterprises in Indonesia. The core business of PT Gasses Logistic is transportation, that is why every type of problem in transportation needed to be solved quickly.
Through this research, it is identified 4 problems by using Pareto Chart. The problems are work & traffic accident, losses while loading & unloading operation, risk in damaging MESRAN MIN 40, and risk in damaging RORED EPA MIN 90. Those problems will be evaluated with risk management framework and analyse further using Six Sigma DMAIC method. Risk management framework will be used to identify the risk rating for each risk, which will be used when planning the mitigation strategies. Six Sigma DMAIC method will identified what is the problem, how it the performance regarding the process related to the problem, what is the root causes, how to improve it, and how to control it.
After using the risk management framework and Six Sigma DMAIC method, it is found that the root causes of the problems, which is identified by using fishbone diagram tools, is People and Machine. The author then provided the risk mitigation strategies solution of improvement, the implementation plan, and how to control it. With this research, the author hopes that it will help reducing/mitigating any losses received by PT Gasses Logistic incurred by those problems.