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Journal : Jurnal Aplikasi Bisnis dan Manajemen (JABM) E-Journal

TINGKAT KEPUASAN TERHADAP KUALITAS PELAYANAN PEMELIHARAAN DATA PENDAFTARAN TANAH DI KANTOR PERTANAHAN KABUPATEN BOGOR Despriyatmoko, Gawil; Syarief, Rizal; Maulana, Agus
Jurnal Aplikasi Bisnis dan Manajemen (JABM) Vol 2, No 2 (2016): JABM Vol. 2 No. 2, Mei 2016
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.17358/jabm.2.2.172

Abstract

In order to support bureaucratic reform program in the field of land services, the National Land Registry Agency issued regulations on service standards and decisions about Sapta Land Code. This study aims to analyze the levels of interest and performance of the officials of Land Registry Office in Bogor Regency and to analyze the level of satisfaction of the community on the service of the maintenance of land registry data by the Office. The analytical tool used to determine the satisfaction of the community was the Importance Performance Analysis (IPA) and Customer Satisfaction Index (CSI). The results showed that there is a gap between the petition of certification and completion of the certificate. The analysis results of IPA based on the dimensions of service quality maintenance of land registry data showed that overall the community is satisfied with the service quality of the Land Registry Office of Bogor Regency. This is demonstrated by the discrepancies between the performance average score of 3,54 and the interest average score of 3,49. Thus, the average score of a positive gap of 0,05 was obtained, and CSI value obtained was 71,14%. Based on the measurement of scale range using the Simamora formula, the CSI analytical results showed that the community is satisfied with the maintenance service of land records in the Land Registry Office of Bogor Regency.Keywords: satisfaction, service quality, maintenance of land registry data, IPA, CSI
Strategi Pengembangan Bisnis Tanaman Hias PT Monfori Nusantara Dengan Pendekatan Model Bisnis Kanvas Andryana, Tiara Sartika; Daryanto, Heny K.; Maulana, Agus
Jurnal Aplikasi Bisnis dan Manajemen (JABM) Vol 5, No 1 (2019): JABM Vol. 5 No. 1, Januari 2019
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.17358/jabm.5.1.47

Abstract

The objectives of this study are (1) identifying the business model that is run by PT. Monfori Nusantara with the Canvas Business Model approach; (2) identifying any external and internal factors that affect the business model of the company PT. Monfori Nusantara through SWOT analysis so that alternative strategies are created; (3) Designing a Business Model Canvas repairs as a business development strategy for PT. Monfori Nusantara in the future. The method used was the Canvas Business Model and SWOT. The results of this study are the creation of new values through 9 elements of the Canvas Business Model and strategies such as: expanding the customer segment within the scope of the firm value proposition, increasing efficiency and production capacity, expanding supply propositions, increasing RnD and cost allocation. SWOT analysis on strengths for customer segment elements shows that value propositions and marketing channels have a strong quality relationship with customer segments and products; while the weakness of the customer segment is that the company has not optimized domestic marketing. For the opportunity, the company can utilize the market for plantation crops whereas for the threat, the potential customers can feel bored. PT Monfori Canvas Business Model Improvement produces several targets and developments in each element. The goal of improving each element in the canvas business model aims to expand the potential value propositions that can be offered by PT Monfori.Keywords: business model canvas, floriculture, SWOT, value innovation, tissue cultureAbstrak: Tujuan penelitian ini adalah (1) Mengidentifikasi model bisnis yang dijalankan PT. Monfori Nusantara dengan pendekatan Model Bisnis Kanvas; (2) Mengidentifikasi apa saja faktor eksternal dan internal yang memengaruhi model bisnis perusahaan PT. Monfori Nusantara melalui analisis SWOT sehingga terciptanya alternatif strategi; (3) Merancang Model Bisnis Kanvas perbaikan sebagai strategi pengembangan bisnis PT. Monfori Nusantara di masa depan. Metode yang digunakan adalah Model Bisnis Kanvas dan SWOT. Hasil penelitian ini adalah penciptaan nilai baru melalui 9 elemen Model Bisnis Kanvas dan strategi seperti: memperluas segmen pelanggan dalam lingkup proposisi nilai perusahaan, meningkatkan efisiensi dan kapasitas produksi, memperluas penawaran poposisi, meningkatkan RnD dan alokasi biaya. Analisis SWOT kekuatan untuk elemen segmen pelanggan, proposisi nilai, saluran pemasaran memiliki kualitas hubungan yang kuat dengan segmen pelanggan maupun produk; sedangkan kelemahan segmen pelanggan: belum mengoptimalkan pemasaran domestik; peluang: memanfaatkan pasar tanaman perkebunan; ancaman: calon pelanggan dapat merasa jenuh. Perbaikan Model Bisnis Kanvas PT Monfori menghasilkan beberapa sasaran dan pengembangan pada tiap elemen. Sasaran pada perbaikan tiap elemen pada model bisnis kanvas bertujuan untuk memperluas potensi proposisi nilai yang dapat ditawarkan PT Monfori.Kata kunci: model bisnis kanvas, florikultura, SWOT, inovasi nilai, kultur jaringan
Customer Development Model Dalam Bisnis Jasa Pembelajaran Program English as Second Languange (ESL) Wanodyanti, Niken Dyah; Fahmi, Idqan; Maulana, Agus
Jurnal Aplikasi Bisnis dan Manajemen (JABM) Vol 5, No 1 (2019): JABM Vol. 5 No. 1, Januari 2019
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.17358/jabm.5.1.95

Abstract

The purpose of study is to test the application of Customer Development Model (CDM) in a language service business called English as Second Language (ESL). This study uses CDM approach by incorporating business model canvas and SERVQUAL. The study uses qualitative and quantitative approaches by involving corporate clients (headmaster and ESL teacher implementers) and corporate management to perceive consumer perceptions. The results of this study indicate that the company has passed the stage of customer discovery and customer validation for two years. The next stage is the customer creation with the results of a new marketing strategy formulation. The new marketing strategy formulation is a result of the improvement of the business model canvas and the evaluation of the old marketing strategy. The improvement of the canvas business model is derived from customer perception with SERVQUAL method. Formulation of marketing strategy will be conducted using the main strategy of providing holistic services and 7P (product, promotion, price, place, people, process, dan physical evidence) marketing mix strategy. The managerial implications that need to be carried by PT Pendidikan Prima Utama are the improvement of tools, service improvement, and ESL program development.Keywords: business model canvas, CDM, ESL, service business, SERVQUALAbstrak: Tujuan penelitian ini adalah menguji penerapan Customer Development Model (CDM) dalam bisnis jasa dengan kasus program English as Second Languange (ESL). Pendekatan penelitian ini melalui CDM dengan menggunakan model bisnis kanvas dan SERVQUAL. Penelitian menggunakan pendekatan kualitatif dan kuantitatif dengan melibatkan klien perusahaan (kepala sekolah dan guru implementor ESL) dan manajemen perusahaan untuk melihat persepsi konsumen. Hasil penelitian ini menunjukkan bahwa perusahaan sudah melewati tahapan customer discovery dan customer validation selama dua tahun. Tahapan selanjutnya adalah customer creation dengan hasil rumusan strategi pemasaran yang baru. Rumusan strategi pemasaran yang baru merupakan hasil perbaikan model bisnis kanvas dan evaluasi strategi pemasaran yang lama. Perbaikan model bisnis kanvas diperoleh dari hasil persepsi pelanggan dengan metode SERVQUAL. Rumusan strategi pemasaran yang akan dilakukan dengan strategi utama memberikan pelayanan holistik dan strategi bauran pemasaran 7P (product, promotion, price, place, people, process, dan physical evidence). Implikasi manajerial yang perlu dilakukan pada tahap customer creation ini adalah perbaikan perangkat, perbaikan pelayanan, dan pengembangan program ESL.Kata kunci: bisnis jasa, CDM, ESL, model bisnis kanvas, SERVQUAL
PERANCANGAN SISTEM PENGUKURAN KINERJA DENGAN METODE BALANCED SCORECARD (STUDI KASUS BUMD ABC KOTA BOGOR) Harumantaka, Deni Sakri; Fahmi, Idqan; Maulana, Agus
Jurnal Aplikasi Bisnis dan Manajemen (JABM) Vol. 5 No. 3 (2019): JABM Vol. 5 No. 3, September 2019
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.17358/jabm.5.3.541

Abstract

Along with the implementation of provisions related to the regional-owned company in Bogor City Government, Regional Company ABC (the Company) took the initiative to design a precise and measurable performance measurement system. This study aims to manifest and portray the Company?s vision, mission, and motto into strategic objectives, to determine key performance indicators, and to design a performance evaluation system based on Balanced Scorecard (BSC). Data were collected by structured questionnaires, interviews, and Focus Group Discussion (FGD) to the directors and structural management as respondents based on non-random sampling methods. The strategic analysis (i.e., SWOT matrix, external-internal matrix, QSPM) was employed to assess operational excellence, business growth, and customer loyalty as the company's strategic objectives. As a result, we found fourteen performance indicators for the Company based on the BSC. The indicator targets were in line with the Company?s Budget Plan and the provisions of the Board of Directors. The design of this assessment system was then outlined in the form of an evaluation working paper as guidelines for the Company in running its business.Keywords: balanced scorecard, performance, measurement, regional company, SWOTAbstrak: Seiring dengan penerapan ketentuan terkait perusahaan daerah di wilayah Pemerintahan Kota Bogor, BUMD ABC (Perseroan) berinisiasi untuk merancang sistem pengukuran kinerja yang tepat dan terukur. Penelitian ini bertujuan menerjemahkan dan memetakan visi, misi, dan moto Perseroan ke dalam tujuan strategis, menentukan indikator keberhasilan kinerja, dan merancang sistem penilaian kinerja Perseroan berdasarkan Balanced Scorecard (BSC). Data dikumpulkan melalui kuesioner terstruktur, wawancara, dan Diskusi Kelompok Terpumpun (DKT) dengan direksi dan pejabat struktural Perseroan menjadi responden penelitian melalui pengumpulan sampel tidak acak. Data kemudian diolah dengan alat analisis manajemen strategis (matriks SWOT, matriks internal eksternal, QSPM). Hasilnya adalah dalam proses perancangan dengan analisis, faktor keunggulan operasional, pertumbuhan usaha, dan loyalitas pelanggan menjadi tujuan strategis perusahaan yang ingin dicapai. Terdapat empat belas indikator kinerja yang tepat bagi Perseroan berdasarkan BSC dengan target yang selaras dengan RKAP dan ketentuan Dewan Direktur. Rancangan sistem penilaian ini kemudian dituangkan dalam bentuk kertas kerja evaluasi sebagai panduan bagi Perseroan dalam menjalankan bisnisnya.Kata kunci: balanced scorecard, BUMD, kinerja, pengukuran, SWOT
Rancang Bangun Model Strategi Operasional Implementasi Lean Manufacturing Berkesinambungan Untuk Peningkatan Produktivitas Industri Pengolahan Kayu di Indonesia Soetara, Aminudin; Machfud, Machfud; Affandi, M. Joko; Maulana, Agus
Jurnal Aplikasi Bisnis dan Manajemen (JABM) Vol 5, No 2 (2019): JABM Vol. 5 No. 2, Mei 2019
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.17358/jabm.5.2.187

Abstract

The purposes of this research were to identify factors affecting the success and failure in implementing the continuous lean manufacturing (LM) of woodworking industry in Indonesia. This research applied Soft System Methodology (SSM) to construct PAM conceptual model (Purposeful Activity Model) through continuous implementations of Lean Manufacturing (LM) in Indonesia?s woodworking industry. The Purposeful Activity Model (PAM) has been compared with real world and verified by experts, practitioners and academicians. The results of Analytical Hierarchy Process (AHP) had determined the important roles of owners, and middle and top management. The commitment of middle and top management is required for the continuous implementation of Lean Manufacturing. The main strategic program includes employees? lean basic training on its concept, philosophy, culture and basic techniques; in addition, the implementation of Lean Manufacturing should be in sequence to provide strong foundation to assure LM continuation. The results of Strategic Assumption Surfacing and Testing (SAST) indicated that there are 5 strategic assumptions which are required to assure successful LM implementation; i.e. the company?s maturity and readiness on lean foundation, supports from owners and executives to implement LM, harmonious working environment, the company?s good financial health condition, and being in an industrial environment running an excellent and proper Lean Manufacturing activities and systems.Keywords: AHP, lean culture, lean manufacturing, SAST, SSMAbstrak: Tujuan penelitian ini adalah mengidentifikasi faktor-faktor yang menyebabkan kegagalan dan keberhasilan dalam implementasi lean manufacturing (LM) yang berkesinambungan pada industri pengolahan kayu di Indonesia. Studi ini menerapkan SSM (Soft System Methodology) yang menghasilkan model konseptual PAM (Purposeful Activity Model) implementasi LM berkesinambungan di industri perkayuan Indonesia. Model konseptual PAM telah dilakukan pembandingan dengan dunia nyata dan verifikasi dengan pakar, praktisi dan akademisi. Hasil AHP (Analytical Hierarchy Process) menunjukkan pemilik, manajemen puncak dan menengah sebagai aktor utama yang berperan, serta komitmen manajemen puncak dan menengah menjadi faktor utama yang berpengaruh dalam implementasi LM berkesinambungan. Strategi utama, yaitu (1) memberikan pelatihan kepada seluruh karyawan untuk mengikuti pelatihan dasar lean, konsep dan filosofi lean, budaya lean, dan teknik-teknik dasar LM serta (2) penerapan LM dasar secara bertahap sebagai pondasi yang kuat agar implementasi LM berjalan secara berkesinambungan. Berdasarkan hasil SAST (Strategic Assumption Surfacing and Testing) terdapat lima asumsi startegik sebagai prasyarat keberhasilan implementasi LM, yaitu Perusahaan telah memiliki tingkat kematangan atau kesiapan pondasi lean; Adanya dukungan pemilik perusahaan untuk mengimplementasikan LM; Kondisi kerja yang harmonis; Kondisi perusahaan yang sehat dari aspek finansial; Berada di lingkungan industri yang telah menjalankan excellent manufacturing atau sistem manufaktur yang baik dan benar.Kata kunci: AHP, lean culture, lean manufacturing, SAST, SSM
Penerapan Total Productive Maintenance (TPM) Pada Pabrik Gula Rafinasi di Indonesia (Studi Kasus: PT. XYZ) Priyono, Sigit; Machfud, Machfud; Maulana, Agus
Jurnal Aplikasi Bisnis dan Manajemen (JABM) Vol 5, No 2 (2019): JABM Vol. 5 No. 2, Mei 2019
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.17358/jabm.5.2.265

Abstract

This article aimed to analyze the application of Total Productive Maintenance (TPM) at one of the biggest sugar refinery companies in Indonesia, which encounters decline in productivity within these 4 years. Total Productive Maintenance (TPM) is a system for improving the factory productivity. The implementation of TPM pillars was evaluated through overall equipment effectiveness (OEE), visual management, lost time injury (LTI), and time accident rate (TAR) methods. The results of the analysis indicated that the accomplishment of 5S program implementation as the TPM foundation was around 65% for the total area, and 61% for production area, while the target was 85% for compliance score. Implementation of planned maintenance had not attained the standard target in terms of availability and performance rate parameters. Autonomous maintenance was the unimplemented pillar in the company. This research concluded that PT. XYZ has not implemented TPM effectively in its operational. The recommendation for PT. XYZ is to implement the autonomous pillar and scheduled part replacement to solve issues at the factory, and to focus on critical work areas; i.e. dryer-cooler station, areas with the highest breakdown duration and mean time to repair (MTTR), and the lowest mean time between failures (MTBF).Keywords: critical work area, OEE, productivity, sugar refinery, TPMAbstrak: Penelitian ini bertujuan untuk menganalisis penerapan Total Productive Maintenance (TPM) di salah satu perusahaan gula rafinasi terbesar di Indonesia yang sedang mengalami penurunan produktivitas dalam kurun waktu empat tahun terakhir. TPM merupakan sistem yang bermanfaat dalam peningkatan produktivitas pabrik. Evaluasi penerapan pilar-pilar TPM dilakukan melalui metode analisis overall equipment effectiveness (OEE), manajemen visual, lost time injury (LTI) dan time accident rate (TAR). Penelitian ini mendapatkan hasil bahwa penerapan program 5S sebagai pondasi TPM berkisar di nilai 65% untuk total area dan 61% untuk area produksi, sementara target yang ditetapkan adalah 85% untuk skor kepatuhannya. Hasil lainnya adalah implementasi pilar planned maintenance belum mencapai target sesuai standar, baik dari segi parameter availability dan performance rate. Pilar yang belum diterapkan di perusahaan ini adalah autonomous maintenance. Kesimpulan yang didapatkan dari penelitian ini adalah PT XYZ belum secara efektif menerapkan TPM dalam operasional pabriknya. Rekomendasi dari penelitian ini adalah perlunya implementasi pilar autonomous maintenance dan penggantian komponen mesin secara terjadwal untuk memecahkan masalah yang ada di pabrik dan khususnya dapat difokuskan di area kerja kritis, yaitu dryer-cooler, area dengan durasi breakdown tertinggi, mean time to repair (MTTR) tertinggi, dan mean time between failure (MTBF) terendah.Kata kunci: area kerja kritis, OEE, pabrik gula rafinasi, produktivitas, TPM