Integration the 6th category business excellence framework, the 8th clause ISO 9001:2015 and the 6th category KPKU Indonesia framework

KPKU (Kriteria Penilaian Kinerja Unggul) Indonesia framework 2015 adopted Business Excellence Framework 2013-2014, that is a framework used by the “Ministry of State-Owned Enterprises” of the Republic of Indonesia to assess the performance of SOEs in Indonesia. One of the KPKU criteria is the operation, that is the most dominant criteria in company performance. They are proven by the score in Baldrige Excellence Framework (110 point is the highest score) for product and process results which are influenced by operational criteria in the 6th category of BEF. Currently, Indonesia does not have yet business excellence framework based on companies in Indonesia and does not have yet Indonesia operational excellence model, either in Indonesia or based on previous research. Currently, there is no model that integrates (Baldrige Excellence Framework, ISO 9001: 2015, and KPKU). This research will develop the Indonesia operational excellence model based on the Baldrige Excellence Framework, ISO 9001:2015, and KPKU Indonesia framework. Stage of the research is the literature survey, identifying the 6th Category Baldrige Excellence Framework; KPKU and the 8th Clause ISO 9001:2015, and integration the 6th KPKU framework and the 8th Clause ISO 9001:2015 to the 6th Category Baldrige Excellence framework. The results of the study are the Indonesian operational excellence framework that consists of 5 criteria and 14 sub-criteria, namely Product and Process Design, Process Management, Process Efficiency and Effectiveness, Process Improvement, and Safety and Emergency Preparedness. This model is appropriate for company performance measurement, especially operational performance

Integration the 6th category Business Excellence Framework, the 8th clause ISO 9001:2015 and the 6th category KPKU Indonesia Framework

Abstract: KPKU (Kriteria Penilaian Kinerja Unggul) Indonesia framework 2015 adopted Business Excellence Framework 2013-2014, that is a framework used by the “Ministry of State-Owned Enterprises†of the Republic of Indonesia to assess the performance of SOEs in Indonesia. One of the KPKU criteria is the operation, that is the most dominant criteria in company performance. They are proven by the score in Baldrige Excellence Framework (110 point is the highest score) for product and process results which are influenced by operational criteria in the 6th category of BEF. Currently, Indonesia does not have yet business excellence framework based on companies in Indonesia and does not have yet Indonesia operational excellence model, either in Indonesia or based on previous research. Currently, there is no model that integrates (Baldrige Excellence Framework, ISO 9001: 2015, and KPKU). This research will develop the Indonesia operational excellence model based on the Baldrige Excellence Framework, ISO 9001:2015, and KPKU Indonesia framework. Stage of the research is the literature survey, identifying the 6th Category Baldrige Excellence Framework; KPKU and the 8th Clause ISO 9001:2015, and integration the 6th KPKU framework and the 8th Clause ISO 9001:2015 to the 6th Category Baldrige Excellence framework. The results of the study are the Indonesian operational excellence framework that consists of 5 criteria and 14 sub-criteria, namely Product and Process Design, Process Management, Process Efficiency and Effectiveness, Process Improvement, and Safety and Emergency Preparedness. This model is appropriate for company performance measurement, especially operational performance.   Keywords: Integration, Baldrige Excellence Framework, ISO 9001:2015, KPKU, operational excellence

Decision support system in determining the location of new supermarket branches using the copras method

Supermarkets are one of the ideal and profitable retail business sectors to try because they are located in various urban and rural areas. This causes many people to be interested in setting up a supermarket. However, determining a strategic location is not easy and requires many strategic location considerations. The research objective is to develop a Decision Support System (DSS) to determine the location of new supermarket branches using the Complex Proportional Assessment (COPRAS) method, which is expected to be helpful for management and supermarket partners as a business strategy. The COPRAS method excels in calculating alternative utilities and selecting the best alternative. There are nine criteria (land rental price, distance to competitors, security, distance to education, warehouse distance, cleanliness, land area, building price, crowd) and five alternative locations (Juanda, Hos Cokroaminoto, Bayangkara, Batoro Katong, Sumoroto) are considered. This research created a web-based DSS that selects the best location for supermarket, with Juanda (A1) ranked first and scored 100, followed by Somoroto (location A5) with a score of 99.861, Bayangkara (A3) with a score of 97.099, Batoro Katong (A4) with a score of 91.293, and HOS Cokroaminoto (A2) with a score of 88.877. From the results of the COPRAS calculation, it can be concluded that Juanda is the best location to build a new supermarket branch location. This result provides a valuable tool for management and supermarket partners seeking to make informed decisions about branch expansion strategies

Minimasi Waste Defect di PT Eksonindo Multi Product Industry dengan Pendekatan Lean Six Sigma

PT Eksonindo Multi Product Industry (EMPI) merupakan salah satu Perusahaan manufaktur yang memproduksi tas. Jenis tas yang diteliti dalam penelitian ini fokus pada jenis tas exsport. Dalam proses produksi ditemukan waste defect yang mempengaruhi waktu produksi pencapaian target produksi. Berdasarkan data Perusahaan, rata-rata defect rate pada bulan Januari-Desember tahun 2012 berada diatas batas toleransi Perusahaan yaitu diatas 8%. Oleh karena itu, perlu dirancang suatu perbaikan terhadap proses produksi tas dalam upaya meminimasi waste defect. Dalam upaya meminimasi waste defect, digunakan metode lean six sigma. Tahapan yang dilakukan mengikuti tahap DMAIC (define, measure, analyze, improve) serta menggunakan tools lean untuk melakukan perbaikan proses. Tahap define, dilakukan pengGambaran diagram SIPOC dan VSM. Tahap measure, dilakukan penentuan CTQ, KPI's waste defect, pengukuran stabilitas dan kapabilitas proses. Tahap analyze, menentukan akar penyebab masalah dengan fishbone chart, 5 Why, dan FMEA. Tahap improve diberikan usulan perbaikan dari hasil FMEA untuk meningkatkan kualitas proses produksi tas.  Berdasarkan hasil tahap analyze diketahui bahwa defect dominan yang ditemukan adalah Kejiret/terlipat, Stelan kurang dalam, Stelan keriput/kerut, kotor, dan Pasang pongpok terbalik. Selanjutnya di tahap improve, diberikan usulan dalam mengatasi akar penyebab masalah untuk meminimasi waste defect diantaranya, pengadaan display, pemeriksaan kondisi part secara rutin di awal persiapan proses produksi, penggantian part pada interval waktu tertentu, pengarahan pada operator, dll

Perancangan Standard Operating Procedure untuk Menyusun Rpjmd Kabupaten Bandung dengan Memenuhi Peraturan Menteri dalam Negeri dan Iso 9001:2008 Klausul 7.3 Berdasarkan Metode Business Process Improvement

Rencana Pembangunan Jangka Menengah Daerah (RPJMD) merupakan salah satu rencana pembangunan pemerintah yang dibuat untuk perencanaan selama lima tahun. Badan teknis pemerintahan yang bertanggung jawab membuat rencana pembangunan termasuk RPJMD adalah Badan Perencanaan Pembangunan Nasional (Bappenas) dan Badan Perencanaan Pembangunan Daerah (Bappeda). Pemerintah telah memiliki kebijakan yang mengatur mengenai tahapan-tahapan untuk menyusun perencanaan pembangunan, termasuk RPJMD yaitu Peraturan Menteri Dalam Negeri No. 54 Tahun 2010. Peraturan Menteri Dalam Negeri merupakan panduan umum dalam menyusun perencanaan pembangunan untuk seluruh daerah, salah satunya adalah Kabupaten Bandung. Dalam hal ini, Kabupaten Bandung memiliki beberapa masalah untuk menyusun RPJMD, yaitu tidak adanya pedoman teknis dan ketidakmerataan pekerjaan antar pegawai dalam merancang RPJMD. Hal ini berdampak dengan terjadinya revisi RPJMD Kabupaten Bandung pada periode 2011-2015 pada tahun 2013. Pada penelitian ini akan dibuat Standard Operating Procedure (SOP) dalam menyusun RPJMD Kabupaten Bandung yang memenuhi requirement Peraturan Menteri Dalam Negeri No. 54 Tahun 2010 berdasarkan metode Business Process Improvement (BPI) untuk meminimasi dan mengeliminasi masalah yang terjadi. Selain Peraturan Menteri Dalam Negeri, SOP yang dibuat memenuhi requirement ISO 9001:2008 Klausul 7.3. Peran ISO 9001:2008 Klausul 7.3 dalam menyusun RPJMD adalah memastikan bahwa output yang dihasilkan dalam sebuah perancangan dapat sesuai dengan input requirement dan stakeholders requirement. Metode BPI digunakan untuk memperbaiki bisnis proses yang akan menjadi urutan proses dalam SOP dengan dilakukan analisis aktivitas dan analisis streamlining. Penelitian ini menghasilkan model konseptual untuk memperbaiki proses bisnis penyusunan RPJMD

Comparative study of business excellence frameworks and awards in Southeast Asian Countries

Many countries have initialized and adopted the business excellence framework to encourage high-quality achievements and be recognised internationally, including in Southeast Asian Nations (ASEAN). ASEAN as an economic and political organization of 11 countries located in Southeast Asia, established a business excellence framework to promote international organizational excellence and serve as national quality awards, which most of them adopted the Baldrige Excellence Framework (BEF). This study utilizes the accumulation and analysis of qualitative information using several sources and evidence from the business excellence frameworks and awards in ASEAN countries. This paper presents analytical comparisons of various aspects of the framework, such as their goals, award and recognition, categories, and score points (scores). It also discusses the similarities and differences among them