Saifuddin, MuhammadHendy (2014) Analisis Risiko Operasional Pada Divisi Bengkel PT. XYZ Branch Office Malang. Sarjana thesis, Universitas Brawijaya.
Abstract
Basel II Capital Accord menyatakan bahwa risiko operasional adalah kerugian yang timbul baik secara langsung maupun tidak langsung karena kegagalan atau ketidakcukupan proses internal, faktor manusia dan sistem, dan karena kejadian eksternal. Objek penelitian ini adalah Divisi Bengkel PT. XYZ Branch Office Malang yang berdasarkan hasil interview diketahui bahwa hanya pernah dilakukan satu kali internal audit pada tanggal 19 Oktober 2011 yang mengindikasikan tidak optimalnya pelaksanaan SOP terkait inspeksi dan evaluasi kerja secara internal. Salah satu masalah operasional yang muncul adalah adanya unit return yang merugikan Divisi Bengkel. Permasalahan operasional yang dibahas adalah terkait lemahnya sistem pengawasan dan kepatuhan terhadap aturan yang berpengaruh negatif kepada kinerja organisasi. Metode Risk Breakdown Structure (RBS) digunakan dalam identifikasi risiko operasional. Faiulre Mode and Effect Analysis (FMEA) digunakan untuk menghitung nilai Risk Priority Number (RPN) setiap indikator dan menentukan risiko kritis. Metode Fault Tree Analysis (FTA) digunakan dalam menganalisis basic event indikator risiko kritis. Risk Response Planning kemudian diberikan sebagai rekomendasi perbaikan. Berdasarkan hasil idenfitikasi risiko, terdapat 14 indikator risiko dengan risiko pengelolaan kinerja bengkel, customer relation , pengecekan mobi), pengelolaan mekanik, dan kegiatan servis sebagai risiko kritis. Basic event dari indikator pengelolaan kinerja bengkel adalah tidak ada inspeksi lapangan, tidak ada evaluasi prosedur terhadap SOP, tidak menangani customer complain handling, tidak memantau unit return, hanya fokus pada target finansial, tidak ada evaluasi hasil self assessment 2011, tidak melakukan evaluasi bulanan, dan tidak ada pencatatan failure . Basic event indikator customer relation adalah waktu aktual tidak sesuai PKB, pembuatan form equipment master tanpa konfirmasi, sosialisasi booking service tidak optimal, dan tidak ada laporan follow up. Basic event indikator pengecekan mobil adalah tidak rutin melakukan tes jalan, tidak ada tindakan cross check, PKB tidak detail, dan kesalahan diagnosis. Basic event indikator pengelolaan mekanik adalah tidak teliti dalam melakukan final check, tidak melakukan final check, tidak mencatat unit return, set waktu lebih lama dari estimasi SA, membiarkan mekanik tidur pada jam kerja, tidak melakukan self assessment mekanik, tidak mencatat failures mekanik, job control board digunakan sebagai manual scheduling board, penugasan mekanik hanya berdasarkan yang menganggur, dan penjadwalan tidak melalui database. Basic event indikator servis antara lain tidak menggunakan APD, tidur di jam kerja, waktu pekerjaan melebihi set waktu, kesalahan pengerjaan, tidak melakukan pengecekan diluar PKB, peralatan kotor, dan tempat kerja kotor. Sebagai rekomendasi perbaikan, Kepala Bengkel diharapkan dapat membagi tugas Kepala Regu menjadi Kepala Area Servis, Kepala Penjadwalan, dan Workshop Supervisor sebagai pengawas kepatuhan.
English Abstract
Basel II Capital Accord states that operational risk is a loss that happens whether directly or indirectly due to the failure or incorrect internal procedure, human and system factor, and due to external events. This study takes Workshop Division of PT. XYZ Branch Office Malang as the object which is based on the results of interviews, There was only once of internal audit for this Division in October 19, 2011 that indicates there is no optimal obedience to Standard Operating Procedure (SOP) in case annual inspection and performance evaluation. One of dominant problem in this division is there are unit returns that cause disadvantages for Workshop Division. This research focuses to organization risk which is related the weakness of monitoring and compliance that have caused operational problems. Risk Breakdown Structure (RBS) method is used in operational risk identification. Failure Mode and Effect Analysis (FMEA) is used to make qualitative analysis for risk indicator to result Risk Priority Number (RPN) for each indicator and determine critical risk. After that, Fault Tree Analysis (FTA) is used to analyze basic events for critical risk. Risk Response Planning is given to Workshop Division as improvement recommendations. Based on risk identification result, there are 14 pieces of risk indicators with indicator of workshop performance management risk, customer relation, car check, mechanic management, and service activities are determined as critical risks. Basic events of workshop performance management indicators are did not do field inspection, did not do procedure evaluation, customer complaint is just held by Service Advisor, did not do any control for the return unit reports, just focus on financial target, did not do evaluation for 2011 self assessment, did not do monthly evaluations, and did not make a record for failure. Basic events of customer relation are actual time is longer than the deal, form master equipment is made without confirmation, did not make an effective booking service program, and did not do annual follow up report. Basic events of car check are did not do running test as a routine, no cross check action, instruction is not detail, and error of diagnosis. Basic events of mechanic management are not thorough in final check, did not do final check, did not make unit returns’ report, set a longer time than estimated, let mechanic sleep during work hours, did not do self assessment to mechanics, did not make failure notes for mechanics, job control board is used as manual scheduling board, assignment is based on idle, and did not use database for scheduling. Basic events of service activities are did not use safety tools, sleeping at office hours, works time was longer than set time, error in works, did not make any check except the instruction, dirty equipment, and dirty work area. For recommendation, Workshop Head is expected to divide the task of Team Head into Service Head, Scheduling Head, and one as Workshop Supervisor to control operational activities.
| Item Type: | Thesis (Sarjana) |
|---|---|
| Identification Number: | SKR/FT/2014/176/051401763 |
| Subjects: | 600 Technology (Applied sciences) > 670 Manufacturing |
| Divisions: | Fakultas Teknik > Teknik Industri |
| Depositing User: | Endang Susworini |
| Date Deposited: | 18 Mar 2014 11:04 |
| Last Modified: | 21 Oct 2021 13:21 |
| URI: | http://repository.ub.ac.id/id/eprint/142452 |
Preview |
Text
051401763.pdf Download (5MB) | Preview |
Actions (login required)
 |
View Item |