Articles

Exploring the Frontiers: A Comprehensive Review of Augmented Reality and Virtual Reality in Manufacturing and Industry

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Augmented reality (AR) and virtual reality (VR) are revo- lutionizing manufacturing practices by offering immersive and interactive experiences. This review paper synthesizes current research on AR and VR’s applications, benefits, and challenges in manufacturing, covering design, training, maintenance, and quality control. Key findings highlight the applications and positive impact of AR/VR on efficiency, cost management, and quality control in manufacturing processes. Industries are in- creasingly adopting these technologies to enhance productivity and reduce errors. However, challenges such as cost, techno- logical infrastructure, and integration into existing workflows remain significant barriers. In conclusion, integrating AR and VR in manufacturing holds immense potential to transform traditional methods and improve operational efficiency. This paper advocates for broader implementation and research to harness the full benefits of immersive technologies in manufacturing.

Optimization of Staffing Levels and Personnel Budgeting Through Standardized Job Descriptions and Workload Analysis: A Case Study of Operations Director 1’s Projects at PT Wijaya Karya (Persero) TBK

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This research addresses the critical business issue of optimizing staffing levels and streamlining personnel budgeting within WIKA through the standardization of job descriptions and the determination of optimal personnel numbers. The study, driven by three key research questions, involved analyzing data from 26 medium-scale projects using Lean Office tools and Workload Analysis formats. Standardizing job descriptions led to a significant reduction in redundancies, with the Commercial section decreasing from 81 to 74 roles, Engineering from 37 to 21, and Finance & HC from 34 to 24. Optimal staffing levels were established by validating average working times with expert judgment, resulting in a more efficient allocation of human resources. This optimization saw the Finance & HR team reduce from 6 to 5 employees, Engineering from 9 to 8, and Commercial from 6 to 5, increasing individual work times and ensuring alignment with operational needs. Proper budget standards for personnel costs were developed by comparing historical and current data, leading to significant cost savings: Rp 243.69 million in Finance & HC, Rp 213.91 million in Engineering, and Rp 127.02 million in Commercial. These findings demonstrate that WIKA can enhance its operational performance and efficiency by implementing standardized job descriptions, optimal staffing levels, and accurate budget standards. Recommendations include adopting these standards across all medium project classifications and maintaining regular reviews to ensure continuous improvement, ultimately supporting sustainable growth in the construction industry.

Proposed Business Strategy to Ensure Continuity in Construction Company (Study Case of PT Rekayasa Industri)

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PT Rekayasa Industri (Rekind) is strategically shifting from Engineering, Procurement and Construction (EPC) to Operations and Maintenance (O&M) to improve financial stability and operational efficiency. This study explores reasons behind Rekind’s financial difficulties despite undertaking numerous large-scale projects and examine the strategic steps required for a successful transformation. Using Soft System Methodology (SSM) to analyse qualitative data collected through interviews, developing a comprehensive understanding of the organizational, financial, legal and operational complexities involved. The study identifies key transformation steps, including restructuring organizational framework, enhancing risk management practices, and fostering long-term relationships. The proposed transformations aims to achieve better financial performance, increased efficiency and a more sustainable business model, ensuring Rekind’s future growth and stability.

Analysis of Supply Chain Management Practices in Stevedoring Business to Improve Operational Performance at PT Kutai Jaya Pundinusa

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PT Kutai Jaya Pundinusa (KJP) operates in the dynamic and competitive stevedoring industry, leveraging on its established brand, skilled workforce, strong operational strategy, and certifications such as ISO. This research explores new competitive dimensions for KJP through thematic analysis, PESTLE, Porter’s Five Forces, and SWOT analysis. Using a qualitative research design, including in-depth interviews with internal and external stakeholders, the research identified opportunities and challenges facing KJP. The proposed vision is to become a leading and innovative stevedoring company by embracing digital transformation and sustainable practices. The key strategies proposed include improving operational efficiency, digital transformation, human resource development, expanding market reach, and strengthening customer relationships. The programmes formulated include process mapping, adoption of new technologies, employee training, market research, strategic partnerships, and customer relationship management (CRM) systems. The study also emphasised the importance of overcoming internal challenges such as reliance on manual processes, high dependence on key suppliers and customers, and resistance to change among senior employees. Recommendations include investment in advanced digital technologies, exploration of new markets, and promotion of sustainable practices to ensure long-term growth and competitiveness in the stevedoring industry. By aligning strategic objectives with the proposed vision, KJP aims to successfully navigate the competitive landscape and achieve sustainable growth.

The Bottom-Line Choice: Lease vs. Buy – A Business Owner’s Guide

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This comprehensive guide navigates businesses through the intricate decision-making process of leasing versus buying, addressing the pivotal capital conundrum they face. The framework begins with a meticulous financial fitness check, evaluating cash flow, budget constraints, and long-term projections. Exploring various types of leases provides a nuanced understanding of leasing advantages, from flexibility to off-balance sheet financing. Conversely, ownership’s power is analysed, emphasizing control, stability, and long-term value creation. The guide integrates risk mitigation strategies for both options, emphasizing the importance of negotiating favourable terms and conducting due diligence. As businesses stand at the crossroads, this guide serves as a strategic compass, empowering informed decisions aligned with financial goals, operational needs, and sustained success in the dynamic business landscape.

 

Green Human and Operational Capital on Operational Efficiency: The Role of Green Intellectual Capital

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This study investigates the relationship between green human capital, green operational capital, green intellectual capital, and organisational operational efficiency. It also investigates the function of green intellectual capital in moderating these interactions. Green human capital relates to individuals’ environmental knowledge and abilities, whereas green operational capital refers to the physical resources and technologies that support sustainable operations. Green intellectual capital refers to an organisation’s collective environmental knowledge, innovative thinking, and capacities. The study emphasises the interdependence of these variables and their impact on operational efficiency. Green intellectual capital, it is discovered, mediates the linkages between green human capital and operational efficiency, as well as green operational capital and operational efficiency. The findings highlight the necessity of cultivating a sustainable culture and investing in developing green resources and competencies to improve operational efficiency. This study adds to the body of knowledge on green management and offers useful insights for organisations seeking to establish sustainable operational practices and competitive advantages.