Lumbung Pustaka UNY: No conditions. Results ordered -Date Deposited. 2024-03-29T15:13:52ZEPrintshttp://eprints.uny.ac.id/apw_template/images/sitelogo.pnghttps://eprints.uny.ac.id/2016-09-30T00:21:27Z2019-02-01T01:53:44Zhttp://eprints.uny.ac.id/id/eprint/41812This item is in the repository with the URL: http://eprints.uny.ac.id/id/eprint/418122016-09-30T00:21:27ZIMPROVING RELIABILITY ON BKS PRODUCTION FACILLITIES THROUGH NEW MAINTENANCE STRATEGY AND DESIGNING PERFORMANCE MANAGEMENT SYSTEM IN CENTRAL MAINTENANCE TEAM AT O&M SUB-DIVISION PT XYZBKS Productions is an operation unit in Sumatra Oil of PT XYZ, which operation area located in Riau province. The crude oil production unit is more than 25,000 barrels of oil per day (BOPD) in 2015 and produced as much as 1 - 1.3 million barrels water per day (BWPD). The produced water utilized for crude oil secondary production process which known as Enhanced Oil Recovery (EOR). To maintain crude oil production and also compliance to GOI regulations on environmental, the high reliability and availability on faclities is important, The CM team challenges from external are: the fall of global oil prices which reached the lowest point at 29 USD/barrel in February 2016, the natural declining in crude oil production, GOI regulations on environment stewardship and cost recovery, the production sharing contract continuity, the autonomous regions law and others. From internal are: corporate optimization programs, reduction of operating and capital budgets, the efficiency programs in all aspect of operations including in work force of both PT XYZ and business partner. Based on the research methodology that conducted and some focused group discussion resulted the “down scoping” or “cascading” strategy as central maintenance team’s strategy. This strategy is used to establish milestone, time line for execution, key performance indicator (KPI) and performance dashboard based on the balanced scorecard and strategy execution. The design of performance management system could accommodate result of root cause analysis that affected to the reliability and availability performance of critical equipment. Those are: maintenance program, Preventive Maintenance or inspection programs, the equipment performance data accuration, spare part availability, employee skill improvement.
Keywords: reliability, availability, critical equipment, the balanced scorecard, KPI, dashboardDaniel Djarot Subyantorodjarotdaniel@gmail.comGatot Yudoko2016-09-30T00:21:24Z2019-02-01T01:53:41Zhttp://eprints.uny.ac.id/id/eprint/41808This item is in the repository with the URL: http://eprints.uny.ac.id/id/eprint/418082016-09-30T00:21:24ZDEMAND FORECASTING ANALYSIS USING TIME SERIES METHODS AT AYAM LODHO PAK YUSUF RESTAURANTFood service industry have experienced tremendous growth in recent years. This growth indicated that demand from consumer have grown rapidly throughout the years. As one of the food service industry, Ayam Lodho Pak Yusuf (ALPY) restaurant encountered demand fluctuation as the impact of enormous demand from consumer. Growth of restaurant business draws uncertainty in consumer demand. Barely with subjective judgment, ALPY restaurant tried to forecast its daily demand. As the implication, stock out occurred frequently especially in the peak period. This research aims to construct proper demand forecasting which match with demand pattern at ALPY restaurant using time series methods. The result showed that simple exponential was favorable to forecast demand in weekdays as well as Christmas and New Year’s holidays period. Winter’s model. Winter’s model surpassed other methods to forecast demand in weekend period. While in the Eid holidays, Holt’s model became the best forecast method to use in this period. The selection of method based on the lowest mean absolute deviation (MAD), and mean absolute average of error (MAPE) produced by forecast methods in each period. . The measurement of tracking signal proposed to the manager in track and control the forecasting method.
Keywords: Demand Forecasting, Restaurant, Time Series Methods, MAD, MAPE, tracking signalMochamad Cholik Hidayatullahmochamad.cholik@sbm-itb.ac.idGatot Yudoko2016-09-30T00:19:02Z2019-02-01T01:53:38Zhttp://eprints.uny.ac.id/id/eprint/41806This item is in the repository with the URL: http://eprints.uny.ac.id/id/eprint/418062016-09-30T00:19:02ZOPTIMIZATION OF PRODUCTION EQUIPMENT MAINTENANCE PLANNING TO REDUCE COST IN SUMATERA LIGHT OIL SOUTH OPERATIONS PT XYZPT XYZ thru its operations in Sumatera Light Oil (SLO) South has been operating oil & gas production since 1940’s. It runs in Mama, Kilo and Papa as the major fields with about 1,200 active producer wells in one production sharing contract (PSC) area. Various technologies have been piloted and implemented since 1970’s to boost and sustain the production level, including water flood and chemical injection. The production level reached the peak performance in 1990’s and after that steadily declined toward the end of PSC by 2021. Current production level (2015) is around 74,382 Barrel Oil per Day (BOPD) with injected water volume 6.5 million BOPD in average.
Managing mature field with aging facilities has specific challenge in its operational. The change of fluid composition requires more effort & cost to maintain production level. This situation resulted in higher operation and maintenance cost. The actual production has been declining by 4.6% per year from 2011 till 2015 and projected more than 10% per year starting 2016. However, at the other side, the actual maintenance cost increases by 1% - 7% since last 2 years due to resource requirement and anticipating operational complexity. This is highly impacting to the company’s revenue generation especially the oil price suddenly went down starting Q3 2014 from the level of $100’s to $30’s in Q4 2015.
The model of operations/production system is used to frame the business issue and opportunity for maintenance cost reduction. The cost-efficient maintenance process in SLO South is affected by several contributing input factors that are grouped into 3 main elements. They are manpower utilization, contractor optimization and Inventory or spare-part usages, in addition to maintenance strategy as part of transformation.
Focus Group Discussion (FGD) consisted several experts was formed for business solution. Decision analysis using combination of Value Focused Thinking (VFT) and Analytic Hierarchy Process (AHP) methods was used to provide best result. Alternatives were generated using VFT that was streamlined from the fundamental objective that is to reduce maintenance Operating Expenses (OPEX). As result, list of improvements programs is identified and converted into operation plan. The strategy map for SLO Maintenance South tem is developed to guide the organization achieving the target and sustain its success in base business. Maintenance OPEX reduction by $6,175,748 starting 2017 is expected when all improvement initiatives are well implemented and sustained until 2020.
Keywords: Oil & Gas, Equipment Maintenance, Value Focused Thinking (VFT), Analytic Hierarchy Process (AHP), Operation and Production System Model, Strategy Map, Balance ScorecardImu Sarjonoimu.sarjono@sbm-itb.ac.idGatot Yudoko2016-09-30T00:17:48Z2019-02-01T01:48:42Zhttp://eprints.uny.ac.id/id/eprint/41787This item is in the repository with the URL: http://eprints.uny.ac.id/id/eprint/417872016-09-30T00:17:48ZCOSTING, WILLINGNESS TO PAY, AND PRICING IN FREIGHT FORWARDING BUSINESSES: A CASE STUDY IN PT CIPTA EKSPEDISI PERWIRATAMAWith the growing and advancement of trades, freight forwarder needs will be considerably increased. One of many freight forwarder in West Java is PT Cipta Ekspedisi Perwiratama. The company has only been running since November 2015 with its main service is transporting lifebirds and feedmill with trucks. The current pricing formula in PT Cipta Ekspedisi Perwiratama is profitable for maximum distance is 200 km and their current profitability is 0.7%. The objective of the paper is to find the new pricing policy for the company in order to increase company profitability. The conceptual framework is the new pricing policy made from total cost analysis and percentage of profit margin with take into consideration of customer value proposition and competitive advantage. The methodology used quantitative and qualitative. The total cost are from company latest operating cost data and calculated with traditional costing method. Qualitative method were conducted to analyze the competitor and customer value proposition. Researcher had interviewed six competitors and one customer. The findings of the research is the running cost contributes 60% for total vehicle operating cost since the diesel cost contributes 46%. Out of 48 routes, 15 routes are not competitive. The highest loss is Rp842.767 meanwhile the highest profit is Rp1.319.248. The customer value proposition is pricing, quality, performance, discount, insurance, and comfort. Their willingness to pay is from previous allocation budget for freight forwarder. PT CEP is not competitive since the loss are too many even though both negotiated and list prices are cheaper than competitors. Recommendations for PT CEP is both negotiated and list prices can be using with the provision of cutting overhead costs.
Keywords: Customer Value Proposition, Competitive Advantage, Costing, Pricing, Willingness to PayHasheena Fanissabellehasheenaf@gmail.comGatot Yudoko