scholarly journals ANALISIS PRIORITAS UPGRADING UNTUK REKOMENDASI PENINGKATAN KINERJA Sistim MANUFAKTUR SECARA BERKELANJUTAN

2012 ◽  
Vol 13 (2) ◽  
pp. 167
Author(s):  
SLAMET BUDIARTO ◽  
SUPARNO . ◽  
INDUNG SUDARSO
Keyword(s):  
Human Resources ◽  
Performance Improvement ◽  
Performance Indicators ◽  
Manufacturing Systems ◽  
Single Phase ◽  
Production Capacity ◽  
Stage Iv ◽  
Production Program ◽  
Technical Specifications ◽  
Improved Performance

SLAMET BUDIARTO, SUPARNO, DAN INDUNG SUDARSOJurusan Teknik Industri, Fakultas Teknologi Industri, ITS Kampus Keputih, Sukolilo, Surabaya 60111Laman: [email protected] prioritas upgrading pertama dilakukan dengan membuat model aktivitas dengan IDEF0 (IntegratedDefinition Language 0) sampai aktivitas terkecil. Verifikasi dilakukan dengan petugas lapangan, sedangkan validasidilakukan dengan software IDEF37. Dengan menganggap bahwa model aktivitas tersebut merupakan sebuah peta aktivitas,maka langkah selanjutnya dilakukan pembobotan tingkat kepentingan aktivitas yang ada. Setelah indikator kinerja tiapaktivitas tersebut ditentukan, maka analisa selanjutnya dilakukan melalui perangkingan dan pendefinisian aktivitas kritisuntuk menentukan ICOM’s yang akan di-upgrade. Dari data dan pengolahan yang dilakukan, terdapat 627 ICOM’s yangdianalisa atas dasar indikator kinerjanya pada output tertentu. Selain itu, terdapat 15 tahap yang direkomendasikan untukperbaikan kinerjanya, dengan asumsi dalam satu tahap terdiri 30 ICOM’s yang diperbaiki kinerjanya dalam enam bulan.Prioritas upgrading ICOM’s dimulai dari upgrading spesifikasi teknik, SDM, dan fasilitas, pada aktivitas merencanakanprogram produksi. Namun, secara umum aktivitas merencanakan program produksi dan aktivitas merencanakan materialserta kapasitas yang diinginkan merupakan aktivitas yang ICOM-nya paling sering mengalami upgrading tahap I. Secaraberkelanjutan peningkatan kinerja dapat dilakukan dengan mengacu pada prioritas upgrading tahap II, III dan seterusnya.Evaluasi upgrading perlu dilakukan setelah implementasi upgrading tahap 3. Hal tersebut berguna untuk memutuskanapakah perlu melakukan upgrading tahap IV atau melakukan analisis prioritas kembali.Kata kunci: Upgrading, IDEF0, ICOM, Sistim Manufaktur, BerkelanjutanABSTRACTThe analysis is done by upgrading the priority, first create a model of activity with IDEF0 (Integrated DefinitionLanguage 0) To The Smallest activity. Verification is done by field officers, while the validation is done by software IDEF37.With regard that the activities that the model is a map of the activity. Then the next step don is weighting the importanceof existing activities. Once the performance indicators of each activity is determined, then the analysis is then performedthrough the sorting and defining the activity of ICOM’s critical to determine which will be upgraded. Of data and processingis done, there are 627 ICOM’s are analyzed on the basis of performance indicators on a specific output. And consists of 15stages are recommended for improved performance, assuming a single phase which comprises 30 ICOM’s performance willbe improved within six months. The priority of upgrading is begined to upgrade technical specifications, human resources,and facilities at the activities planned production program. However, in general the activity plan programs and activitiesplanned production capacity and desired material is the activity that most often experience upgrading in the first stage.Continuous performance improvement can be made with reference to the upgrading priority of phase II, III and so on.Evaluation upgrading needs to be done after the implementation of upgrading stage 3. It is useful to decide whether to dothe upgrading stage IV or re-analyze priority.Key word: Upgrading, IDEF0, ICOM, Manufacturing Systems, Sustainable

Single-Phase AC-AC Current Source Converter with Improved Performance

2015 ◽  
Vol 135 (12) ◽  
pp. 1237-1238
Author(s):  
Yasuhiko Neba ◽  
Hirokazu Matsumoto ◽  
Yuta Kawasaki
Keyword(s):  
Single Phase ◽  
Current Source ◽  
Current Source Converter ◽  
Ac Current ◽  
Improved Performance

ALOKASI ANGGARAN, INTELLECTUAL CAPITAL, KINERJA KEUANGAN, DAN INDIKATOR KINERJA UTAMA BADAN LAYANAN UMUM

2021 ◽  
Vol 07 (01) ◽  
Author(s):  
Setyo Budi Hartono ◽  
◽  
Wahab Zaenuri ◽  
Fania Mutiara Savitri ◽  
Dessy Noor Farida ◽  
...  
Keyword(s):  
Human Resources ◽  
Financial Performance ◽  
Path Analysis ◽  
Intellectual Capital ◽  
Performance Indicators ◽  
Intangible Assets ◽  
Budget Allocation ◽  
Intangible Asset ◽  
Tangible Assets ◽  
Tangible Asset

Abstrak: Penelitian ini ditujukan pada anggaran dalam bentuk intangible asset (sumber daya manusia) dan tangible asset (aset tetap dan persediaan) yang diprediksi dapat mempengaruhi intellectual capital, kinerja keuangan sekarang dan mendatang, serta indikator kinerja utama. Alokasi anggaran sebagai baromater prioritas dalam mengembangkan intellectual capital ditujukan untuk memenuhi performa keuangan bagi indikator kinerja utama organisasi. Populasi yang juga menjadi sampel yaitu unit dan fakultas pada UIN Walisongo Semarang sebanyak 30 unit. Metode pengambilan sampling menggunakan teknik sampel jenuh yang mengambil seluruh populasi. Data yang digunakan adalah data sekunder berupa laporan tahunan dan laporan pencapaian indikator kinerja utama tahun 2019-2020. Analisis data menggunakan path analysis. Hasil penelitian ini adalah alokasi APBN tahun 2019 UIN Walisongo hanya terfokus pada tangible asset sebesar 82%, sementara 18% dialokasikan untuk intangible asset. Intangible asset tidak berpengaruh secara terhadap semua hubungan, hanya tangible asset saja yang dapat mempengaruhi intellectual capital secara langsung dan kinerja keuangan sekarang secara tidak langsung. Berdasarkan hasil penelitian ini menunjukkan perlu dilakukan audit sumber daya manusia sehingga dapat ditetapkan alokasi kebutuhan anggaran bagi intangible asset-nya. Abstract: This research is aimed at the budget in the form of intangible assets (human resources) and fixed assets and inventories that are predicted to affect intellectual capital, current and future financial performance, as well as key performance indicators. Budget allocation as a priority barometer in developing intellectual capital is aimed at meeting financial performance for the organization's main performance indicators. The population that is also a sample is 30 units and architecture at UIN Walisongo Semarang. The sampling method uses a saturated sample technique that takes the entire population. The data used is secondary data in the form of annual reports and performance indicator reports for 2019-2020. Data analysis using path analysis. The results of this study were that the 2019 State Budget allocation of UIN Walisongo only focused on tangible assets by 82%, while 18% was allocated for intangible assets. Intangible assets do not affect all relationships, only tangible assets can directly affect intellectual capital and current financial performance indirectly. Results Based on this research, it is necessary to conduct an audit of human resources so that they can determine the allocation of budget requirements for intangible assets.

MINIMUM AVERAGE COST PRODUCTION PLANNING IN STOCHASTIC MANUFACTURING SYSTEMS

1998 ◽  
Vol 08 (07) ◽  
pp. 1251-1276 ◽  
Author(s):  
SURESH P. SETHI ◽  
HANQIN ZHANG ◽  
QING ZHANG
Keyword(s):  
Control Problem ◽  
Production Planning ◽  
Average Cost ◽  
Production Cost ◽  
Manufacturing Systems ◽  
Production Control ◽  
Production Capacity ◽  
Production Rates ◽  
Planning Problems

Recently, the production control problem in stochastic manufacturing systems has generated a great deal of interest. The goal is to obtain production rates to minimize total expected surplus and production cost. This paper reviews the research devoted to minimum average cost production planning problems in stochastic manufacturing systems. Manufacturing systems involve a single or parallel failure-prone machines producing a number of different products, random production capacity, and constant demands.

Consideration of structural constraints in passive rotor blade design for improved performance

2015 ◽  
Vol 119 (1222) ◽  
pp. 1513-1539 ◽  
Author(s):  
J. W. Lim
Keyword(s):  
Performance Improvement ◽  
Rotor Blade ◽  
Parametric Design ◽  
Control Point ◽  
Bending Moment ◽  
Structural Constraints ◽  
Design Variables ◽  
Significant Performance ◽  
Structural Redesign ◽  
Improved Performance

AbstractThis design study applied parameterisation to rotor blade for improved performance. In the design, parametric equations were used to represent blade planform changes over the existing rotor blade model. Design variables included blade twist, sweep, dihedral, and radial control point. Updates to the blade structural properties with changes in the design variables allowed accurate evaluation of performance objectives and realistic structural constraints – blade stability, steady moments (flap bending, chord bending, and torsion), and the high g manoeuvring pitch link loads. Performance improvement was demonstrated with multiple parametric designs. Using a parametric design with advanced aerofoils, the predicted power reduction was 1·0% in hover, 10·0% at μ = 0·30, and 17·0% at μ = 0·40 relative to the baseline UH-60A rotor, but these were obtained with a 35% increase in the steady chord bending moment at μ = 0·30 and a 20% increase in the half peak-to-peak pitch link load during the UH-60A UTTAS manoeuvre Low vibration was maintained for this design. More rigorous design efforts, such as chord tapering and/or structural redesign of the blade cross section, would enlarge the feasible design space and likely provide significant performance improvement.

scholarly journals Employee Performance Measurements at ‘Aisyiyah Klaten Hospital using the Human Resources Scorecard approach

2021 ◽  
Vol 16 (1) ◽  
pp. 47-54
Author(s):  
Siti Kundariyah ◽  
Heru Kurnianto Tjahjono ◽  
Qurratul Aini ◽  
Winny Setyonugroho
Keyword(s):  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Process ◽  
Performance Indicators ◽  
Employee Performance ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Process Perspective ◽  
Internal Business Process

Background: The rapid development of health services is a challenge for hospitals in facing the increasingly open and accessible competition. Good human resource management is needed to increase the productivity of an organization. One of the strategies to increase productivity and improve human resource management is to use an integrated and comprehensive employee performance measurement. This research measured employee performance using the Human Resources Scorecard (HRSC) approach based on several conditions. HRSC is a Balanced Scorecard with a Human Resources (HR) approach where Key Performance Indicators (KPI) are based on 4 (four) perspectives: Financial Perspective, Customer Perspective, Internal Business Process Perspective, and Learning and Growth Perspective. Method: This study used a quantitative approach with a cross-sectional survey research design. Data collection methods included questionnaires, document review, and Consensus Decision Making Group (CDMG). The research population was 256 employees of the ‘Aisyiyah Hospital Klaten.  Samples were determined using non-probability sampling technique with a purposive sampling method of 100 respondents. Results: The results showed that overall employee performance was good, with a score of 4.03. Based on Key Performance Indicators for each perspective, the internal business process perspective of employee performance was very good, with a score of 1.24. The financial perspective of employee performance was good with a score of 0.8, while the customer perspective of employee performance was good, with a score of 1.19. Finally, the learning and growth perspective of employee performance was good, with a score of 0.8. Conclusion: With the HRSC approach, the overall performance results of the ‘Aisyiyah Klaten Hospital employees were good.

Key performance indicators for a sustainable recovery strategy in health-care supply chains: COVID-19 pandemic perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Towfique Rahman ◽  
Md. Abdul Moktadir ◽  
Sanjoy Kumar Paul
Keyword(s):  
Health Care ◽  
Supply Chains ◽  
Performance Indicators ◽  
Large Scale ◽  
Production Capacity ◽  
Key Performance Indicators ◽  
Recovery Strategy ◽  
Content Type ◽  
Global Pandemic ◽  
Sustainable Recovery

Purpose Supply chains’ (SCs’) sustainability practices and recovery strategies are attaining popularity in academia and industries to improve the resilience of the SCs and to manage large-scale disruptions. The global pandemic caused by the COVID-19 has raised the question of the sustainability of essential health-care products’ SCs of Bangladesh. It is an essential avenue for making the life of people safe and secure. Despite its importance, most of the health-care SCs in Bangladesh are struggling to meet the demand of its nation due to capacity shortage, technological backwardness of the manufacturers, delivery capacity shortages and less advanced forecasting capabilities. Therefore, this study aims to investigate the key performance indicators (KPIs) of a sustainable recovery strategy in the context of health-care SCs considering the COVID-19 pandemic. Design/methodology/approach This study used a dynamic method named graph theory and matrix approach to evaluate the most critical KPIs of a sustainable recovery strategy in the context of Bangladeshi health-care SCs. Findings The result revealed that dynamic forecasting and planning with a smooth delivery and distribution support system, production capacity diversification and having alternative or multiple suppliers during extraordinary disruptions may aid in the sustainability of the health-care SCs in Bangladesh. Originality/value This study is unique as no previous study has identified and examined the sustainable recovery strategy perspective KPIs considering the COVID-19 pandemic in the context of Bangladeshi health-care SCs. This study will also add value by guiding decision-makers of the health-care SCs of Bangladesh to adopt strategies toward the sustainability of SCs.

Are smart manufacturing systems beneficial for all SMEs? Evidence from Korea

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Soojeen Jang ◽  
Yanghon Chung ◽  
Hosung Son
Keyword(s):  
Human Resources ◽  
Financial Performance ◽  
Manufacturing Systems ◽  
Contingency Theory ◽  
Ordinary Least Squares ◽  
Operational Efficiency ◽  
Smart Manufacturing ◽  
Least Squares Regression ◽  
Content Type ◽  
Smart Manufacturing Systems

PurposeThrough the resource-based view (RBV) and contingency theory, this study empirically investigates the impacts of smart manufacturing systems' maturity levels on the performance of small and medium-sized enterprises (SMEs). Moreover, it aims to examine how industry types (i.e. high- and low-tech industries) and human-resource factors (i.e. the proportion of production workers to total workers) as contingency factors influence the effects of smart manufacturing systems.Design/methodology/approachThe study conducted an empirical investigation of a sample of 163 Korean manufacturing SMEs. This study used an ordinary least squares regression to examine the impacts of the maturity levels of smart manufacturing systems on financial performance. Moreover, the impacts on operational efficiency were analysed using data envelopment analysis based on bootstrap methods and Tobit regression.FindingsThe RBV results indicate that the higher the maturity levels of smart manufacturing systems, the higher the financial performance and operational efficiency. Moreover, based on contingency theory, this study reveals that the effect of the maturity levels of smart manufacturing systems on financial performance and operational efficiency depends on firms' industry types and the proportion of production workers.Research limitations/implicationsThis study shows that the introduction of smart manufacturing systems can help SMEs achieve better financial performance and operational efficiency. However, their effectiveness is contingent on firms' industry types and the characteristics of their human resources.Practical implicationsSince the effects of the maturity levels of smart manufacturing systems on SME performance differ depending on their industries and the characteristics of human resources, managers need to consider them when introducing or investing in smart manufacturing systems.Originality/valueBased on the RBV and contingency theory, this is the first empirical study to examine the moderating effects of industry types and the proportion of production workers on the impacts of the maturity levels of smart manufacturing systems on the financial performance and operational efficiency of SMEs.

Integrating Organizational Values With Workplace Performance

2020 ◽  
pp. 228-247
Author(s):  
Zachery Ryan Beaver ◽  
Rose Baker ◽  
Carl Binder
Keyword(s):  
Human Resources ◽  
Change Management ◽  
Performance Improvement ◽  
Cultural Models ◽  
Pilot Project ◽  
Information Services ◽  
Shared Services ◽  
Workplace Performance ◽  
Central Group

With an end goal to build and maintain a new workplace culture to support workplace performance, the central human resources shared services group for a large university initiated a pilot project to improve the performance of their processes, systems, and its human resources. Through the guidance of a performance improvement professional facilitator, the central group consulted various cultural models and change management methods to identify a pilot project. The implementation of a multilevel change methodology for performance improvement was applied to the work performed by the human resources information services (HRIS) group. Using their newly defined mission, vision, and values statements as a guide, the central human resources shared services group piloted one project with the subgroup then moved onto others. This case study focuses on the pilot project within the human resources information services (HRIS) group, the work of the performance improvement facilitator and the group's members, and the outcomes of their efforts.

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