MONTE CARLO SIMULATION FOR ANALYZING OPERATING THEATRE UTILIZATION SIMULASI MONTE CARLO DALAM MENGANALISIS UTILISASI KAMAR OPERASI

Background: Previous researches in different countries studiedabout operating theatre performance, but in Indonesia lessresearch has been conducted. Operating theatre performanceis measured by utilization rate, however the way utilizationmeasured in practice is different with the general terminology.We conduct research in one referral hospital. It was declaredthat although the utilization of operating theatre is not high,many patients wait for the services. Therefore, the objectivesof this research are to validate the low utilization rate and toidentify causes of unutilized capacity of operating theatre.Method: This research applied statistical description methodto analyze the utilization with general terminology, and theMonte Carlo simulation is run to identify what factors that causeunutilized capacity. Three scenarios are used in the simulation.First scenario is simulation with no cancellation occurs,the second is simulation with cancellation, and the third scenariois simulation for determining unutilized capacity due towaiting and idle time in operating theatre.Results: This study has successfully revealed factors causingunutilized capacity of operating theatre i.e. number of cancellation,waiting for facilities, and idle capacity. Our studyshows that 1% of cancellation rate will reduce utilization about1%. This study also indicates that unutilized capacity due towaiting for facilities and idle capacity in these operating theatresis fairly high.Conclusion: It had confirmed that operating theatres in thehospital are in low utilization and need for improvement. Determiningutilization rate with Monte Carlo simulation provides moreinformation to hospital manager for decision making process.Keywords: operating theatre, utilization, monte carlo simulation,healthcare service

Cost Reduction in Steel-Making Through The Application of Scheduling using Decision Support System

Basic metal industries, which include steel industry, are very sensitive to raw material costs. As a result, volatility and rate of increase in raw material costs have a significant impact on the sustainability of the steel industry. To offset the margin pressure due to the current problem, the company should focus on improving operational efficiency by running various programs in order to reduce operating costs and improve the quality of the output. As a complement to these steps, this paper will specifically introduce the Decision Support System (DSS) to solve production scheduling issue in steelmaking operations. The purpose of the scheduling are to reduce the waiting time between the processes in the steel making as well as to increase the yield, which in turn can be used to reduce the cost of production. The simple loading heuristics with forward and backward loading will be used to solve scheduling problems.The basic idea of the proposed system is to treat Continuous Casting Machine (CCM) process as a capacity-constrained resource. On this approach, CCM treated as a determinant of the production rate to entire system. Time scheduling in the steelmaking operation have high complexity due to the strict requirements and uncertainties. The design solution using the DSS is intended also to anticipate when the assumptions fail or not fulfilled, so that manual intervention is needed to bridge the gap in making a feasible schedule.DSS would have an important role in daily operation of steel making to reduce cost. This role will become a vital role in the future, in line with the use of hot metal from the Blast Furnace to Electric Arc Furnace (EAF), since arrival of hot metal would occur periodically in a certain time interval. Keywords: Steel making, Scheduling, Theory of Constraints, Decision Support Syste

IMPROVEMENT ON DELIVERY SERVICE IN DROPSHIPPER COMPANY: CASE OF AQUARIST FARM

Despite the rapid increase of E-commerce users, there are some issues available, such as customer’s behaviour, payment infrastructure, logistic infrastructure, legal and regulation infrastructure. However, in this journal, only logistic infrastructure is discussed. Currently, Aquarist Farm, a drop shipper company based on livestock, also has problems on logistic which lead to poor delivery service. To find the root causes, conceptual framework is developed based on the 5 delivery service qualities (tangibility, empathy, reliability, responsiveness, assurance). After being surveyed, the customer concerns are on the Empathy and Tangibility of the delivery service. There are 6 root causes to be discussed in this research: document error, Aquarist Farm policy, few numbers of suppliers, supplier’s attitude, lack of response of Aquarist Farm, lack of website information.After calculating the result from criteria and impact, The best solution for each root causes is giving compensation to the customer for document error, consolidating number of routes for Aquarist Farm policy, making own farm for few number of suppliers, changing supplier for supplier’s attitude, setting a reminder to reply for lacking of response to customer, adding more website for lacking of website information..Keywords: Drop shipper, E-commerce, service quality, delivery servic

Maintaining Material Handling Equipment at Direct Reduction Plant PT Krakatau Steel

Looking forward business situations, management  of PT Krakatau Steel (Tbk) including Direct Reducton Plant (DRP),  tries to increase employee productivity by streamlining the organization and letting position left by retired person empty, but on the  other side there is a generation gap between experienced existing personnel and new hired employee. Another aspect in DRP is increasing capacity by implementing Zero Reformer Process (ZR) and decreasing raw material handling stockyard which is used by new Blast Furnace (BF) project,  Decreasing person and increasing capacity may bring operational difficulties and not optimal in DR Plant  maintenance. To achieve productivity targets and avoiding operational and maintenance difficulties, there are two major possibilities, 1. Not outsourcing which are: keeping current  organization and contract scheme condition (do nothing), applying new organization structure which eliminating and merging some position, and operating without any outsource personnel. 2. outsourcing, which are: manpower contract for Operation & Maintenance (O&M)., maintenance service contract, full maintenance contract (include spare part) and Full O&M Contract. Each option is given the advantage, disadvantage and constraints including cost, risk and also  government regulations . To choose options, we use AHP process, comparimg each alternative with predicted cost and risk factor for each option. The result of the study brings Operation & Maintenance Contract (O&M) is the most suitable among options. Implementing this option may need preparation in reviewing existing contract and preparation in completing equipment data and procedures. This study took part in pellets raw material handling process which decision steps can also be applied to other location in DR Plant and possibility for whole factory. Keywords: maintenance , raw material handling, not optimal,  risk, AHP, outsourcing.Â

Performance Management System Design Based on Balanced Scorecard in PT Krakatau Tirta Industri

The business environment is growing very fast including water business. Investment in clean water becomes more open to private national and foreign. Technology developments in the field of clean water grow fast both in terms of water quality and efficiency so the competitions become very important issue.  The company wants its business remains sustainable so it not just focuses on the financial performance but also focus to all aspects affecting the long-term business viability. This problem can be solved by using a framework that can align the business situation, the company's vision, strategy and operational objectives also monitor the realization. One framework that can meet the needs is the balanced scorecard (BSC). BSC consists of four perspectives: financial perspective, customer perspective, internal process perspective and learning and growth perspectives. Research has been done in this final project resulted performance management system design based on the balanced scorecard in PT. Krakatau Tirta Industri. Application of BSC is focused on achieving sustainable financial growth with emphasis to the completion of the raw water shortage problems and business development. Execution is the key step that PT. KTI has an objective goal to encourage employees to have high productivity in their strategy map. Strategy map than deployed to the division level that all available resources are used to achieve the targets set in order to achieve the company's vision as a world class water supply company. Application BSC is expected to support the achievement of the company's vision to provide good value to consumers; businesses develop and improve internal processes become more efficient and effective, workforce competency development as demanded changes, effective organization and good organizational culture. Application of balanced scorecard requires commitment and participation of all parties, especially top management. Monitoring and evaluation should be carried out periodically by top management in order to produce feedback to achieve its targets.  Keywords: Performance management system, balanced scorecard, feedback.Â

Improvement of The Procurement Delivery Time in PT Len Industri (Persero)

One of the problems facing today in PT Len Industri is the speed in the procurement of goods. Based on procurement data in 2009 to 2011 there is an increase of time delays in the procurement delivery in that 3 years.To find the root cause of the problems faced, we used the CRT (Current Reality Tree) method. As there is no sufficient quantitative data, to find the root cause, more qualitative assessment were used, based on key stakeholder experience, through interview and discussion session. From the CRT method we found  9 (nine) root causes.There are several alternatives that could be used as solutions to overcome the root cause. The alternatives are divided into 3 (three) parts, namely the Procedure & Process (Simplification of procedures and Control Card & Form),  Human Resources (Improve the HR capability and Recruitment for New Employee ) and Information System (Information systems  Improvement and E-procurement).Implementation plan of the solutions offered above is divided to three following periods short term, medium term and long term. With the total cost of the improvement plan of Rp. 213.6 million and could be removed the potential fines between Rp. 19.6 million per day up to Rp. 35.3 million per day, it is time for the management of PT Len Industri to undertake corrective action to procurement system as proposed by this Final Project Keywords:  Procurement, Delivery Time, CRT,  e-Procuremen

Production Planning Improvement Stamping Plant Company (Case Study: PT.TDS)

PT.TDS is a stamping plant company located in Bekasi, Indonesia. Their main costumers are automotives spare-parts and component suppliers.  In early 2012, PT.TDS experience loss due to the high number of cost of good sold (COGS) which cover 89% of revenue. It is estimated that the company will have a loss in the end of the year. Therefore, the company need to find alternatives to avoid and minimizes the estimated loss. Problem is cause by internal and external factors. This paper will focus on the internal factors that influence to the high of overtime wages which representing approximately 3 to 6 % cost of good sold monthly. Root cause of high overtime wages are includes poor productivity planning, increase absenteeism, and increase of reject rates.  A good production planning for PT.TDS should be able to lower overtime wages while at the same time anticipated increase of absenteeism and accommodate rework due to reject parts. Problem solution for PT.TDS are include improvement in production planning by using constant output strategy, controlling overtime through different working hour policy  based on job classification and new working scheduling system. By conduction recommended production planning improvement the company should be able to reduce COGS/sales from 89% to 84%. As the result, cost analysis of implementation shown that not only the company could avoid loss in future years but is also could generate profit. Proposed problem solution required participation from all departments related to production activities. To ensure related department received adequate knowledge regarding their roles in the new production system, development of proposed solution and training need to be conduct.  Keywords: Stamping plant, COGS reduction, Production plannin

Draw Point Construction Improvement Using Six Sigma

Draw point is a loading pointh beneath a stope, utilizing gravity to move down bulk material in underground mine block caving of PT Freeport Indonesia. A draw point is a steel set that is erected and poured in place with concrete. There are 9 sub processes of draw point construction: site preparation, lean concrete, embedded rail, concrete floor, anvil top, lintel set, forming & meshing, wall & roof concrete, stripping & general clean-up. Based on data analysis period 2008, there is a gap 4.03 until draw point of yearly target with average of completion time of a draw point construction 46.44 shifts and standard deviation 6.95 shifts. It is slower by 9.7% of target 42 shifts. The high standard deviation and slower process indicate there is a process quality problem in draw point construction so it makes draw point construction incompliance to achieve its monthly or yearly target. For improving the process quality, Six Sigma approach with DMAIC methodology will be used to indentify incapable process and its causes. Then alternative solutions are proposed to fix it and control the key process variable causing the defects.Keywords:completion time, process quality, six sigma, DMAI