Judul: Strategi Pengembangan Industri Kecil di Bidang Modifikasi Otomotif
Abstrak: Anticipating and optimizing the internal and external factors of the Two-Wheel-Drive Adventure (TWDA) workshop, it was necessary to formulate a strategy that is expected to produce a solution to compete and expand among the same small industries. The objectives of this study are 1) to recognize and study the internal and external factors influencing the TWDA workshop, 2) to determine the strength, weaknesses, opportunities and threat of the workshop, and 3) to formulate the right strategy to develop its business based on the internal and external factors influencing it. The primary and secondary data were collected from January to February 2006. The primary data concerning the company internal data were collected through interview and questionnaires given to the TWDA owner and employees, and the external data were obtained through questionnaires. The data were analyzed by using a descriptive analysis, IFE (Internal Factor Evaluation) Matrix, EFE (External Factor Evaluation) Matrix, IE (Internal External) Matrix, SWOT (Strength-Weakness-Opportunities-Threats) Matrix, and QSPM (Quantitative Strategic Planning Matrix). Established in 1998, TWDA is an auto-repair shop that produces automotive accessories and equipment. The first product was a deflecta air controller. Along with its development, more items have been produced such as snorkels, trail blazers, guard lamps, roof racks, towing, bumpers, front light covers, spare tire racks, roll bars and over fenders. The result of the identification of internal-external factors of TWDA workshop included some formulas of SWOT, which may affect its development. The development strategy was based on the emulation position of this workshop, which was in cell II (build and grow cells) with the total IFE value of 2.595, and EFE value of 3.019. The SWOT analysis resulted in some alternative strategies. New branches were developed in other big cities in Indonesia in order 1) to extend market, 2) to increase quality and develop new products by utilizing technological advances, 3) to improve product promotion through effective advertising, such as brochures, 4) to develop a professional operational system based on technology, 5) to strengthen good relations with customers through better service and more competitive product sales, 6) to obtain raw material from suppliers through guaranteed continuity, quality, quantity, and price, 7) to conduct market research to observe competition and give product guarantee to attract customers and maintain their loyalty. The most interesting strategy chosen by the TWDA owner and his employees was developing new branches in big cities in Indonesia to extend market share, which has the highest score (5.847) in the QSP Matrix.
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Judul: Strategi Peningkatan Daya Saing Produk Suku Cadang Otomotif dan Elektronik Berbahan Karet di PT BesQ Sarana Abadi.
Abstrak: Dalam rangka memacu industri otomotif dan elektronik agar dapat memenuhi kebutuhan dalam negeri dan bersaing di era globalisasi, maka pengembangan industri manufaktur tidak hanya bertumpu pada industri berskala besar tetapi perlu dikembangkan ke Usaha Kecil Menengah (UKM). Kendala yang dihadapi saat ini yaitu keterbatasan modal, SDM, pengembangan produk dan kases pemasaran. PT BesQ Sarana Abadi merupakan usaha kecil menengah (UKM) yang bergerak dibidang usaha pembuatan suku cadang berbahan karet. Dalam rangka meningkatkan daya bersaing maka PT BesQ Sarana Abadi maka dilakukan penelitian untuk merumuskan strategi daya saing yang tepat. Tujuan penelitian ini adalah (1) mengidentifikasi faktor-faktor yang mempengaruhi keunggulan daya saing produk suku cadang otomotif dan elektonik berbahan karet; (2) menganalisis faktor internal dan eksternal yang mempengaruhi daya saing industri produk suku cadang otomotif dan elektronik berbahan karet dengan metode Internal Factor Evaluation (IFE) dan External Factor Evaluation (EFE); (3) menyusun strategi daya saing industri produk suku cadang otomotif dan elektonik berbahan karet dengan metode Internal External (IE) dan Strengths, Weakness, Opportunities, dan Threats (SWOT) Balance Score Card (BSC); (4) menyusun prioritas strategi untuk meningkatkan daya saing industri produk suku cadang otomotif dan elektonik berbahan karet dengan metode Quantitative Strategic Planning Matrix (QSPM). Secara garis besar yang mempengaruhi daya saing dapat dikelompokkan menjadi tiga, yaitu faktor proses produksi, penjualan, dan manajemen. Faktorfaktor perusahaan yang sudah didapat selanjutnya dilakukan evaluasi faktor internal dan eksternal dengan metode EFI dan EFE Dari hasil anaisa didapatkan masih banyak kelemahan dalam perusahaan. Nilai peluang yang tinggi mengakibatkan perusahaan bisa beroperasi dengan dengan kekuatan yang ada. hasil IFE nilai kekuatan lebih besar dibandingkan dengan nilai kelemahan. Sedangkan pada EFE nilai peluang lebih besar dibandingkan dengan ancaman. Kelemahan utama dari PT. BesQ Sarana Abadi adalah mesin yang digunakan mesin produksi lama, selain itu juga faktor rejection rate tinggi, pelatihan terhadap operator kurang dan sistem manajemen mutu belum dijalankan Strategi yang disusun untuk meningkatkan daya saing industri produk suku cadang otomotif dan elektonik berbahan karet berdasarkan SWOT yaitu: (1) Usaha peningkatan jumlah pelanggan (SO1); (2) Penambahan item baru pada pelanggan yang sudah ada (SO2); (3) Pengembangan metode baru (SO3); (4) Pemanfaatan IT dalam komunikasi dengan pelanggan (SO4); (5) Penambahan supplier (ST1); (6) Melakukan monitoring lingkungan (ST2); (7) Pengiriman produk tepat waktu (ST3); (8) Melakukan efisiensi pemakaian listrik (ST4); (9) Menambah modal kerja (WO1); (10) Meningkatkan kompetensi tenaga kerja melalui pelatihan (WO2); (11) Monitoring Account Receivable (AR) (WO3); (12) Menigktakan kepuasan pelanggan (WO4); (13) Mengurangi material lost pada produksi (WT1); (14) Menurunkan rejection rate produk dalam proses produksi (WT2); (15) Menurunkan rejection rate produk dari supplier (WT3); (16) Mengoptimalkan capaian produktivitas (WT4). Merdasarkan analisis QSPM pada alternatif strategi yang dirumuskan dalam matriks SWOT PT BesQ Sarana Abadi menghasilkan nilai TAS tertinggi untuk strategi 1, yaitu strategi Penambahan jumlah pelanggan (SO1) dengan nilai TAS (5.4). Selanjutnya strategi no. 2 Penambahan item baru pada penggan yang sudah ada (SO2) dengan nilai TAS (5.34), strategi mengoptimalkan capaian produktivitas WT4 dengan nilai TAS (4.85), pengembangan metode baru SO3 dengan nilai TAS (4.8), meningkatkan kompetensi karyawan (WO2) dengan nilai TAS (4.46).
Keyword: daya saing, strategi, suku cadang berbahan kare

Judul: Approximation of the Median of Poisson Distribution Using the Relation of Poisson-Gamma Distribution
Abstrak: A major drawback of median is that median cannot usually be defined in closed form, even in the cases where their distribution functions are known. This study gives an approximation of the closed form for the median of the Poisson distribution by using the relation of Poisson-Gamma distribution. The approximation uses elementary techniques based on the monotonicity of certain sequences involving tail probabilities of the Poisson distribution and the Central Limit Theorem. Furthermore, a closed form expression for the mean absolute deviation 􀜧|􀜰􀰒 􀵆 􀜯􀝁􀝀􁈺􀜰􀰒􁈻| is also studied. The median is relevant because of the fact that it minimizes the mean absolute deviation of a Poisson random variable (􀜰􀰒􁈻 by considering median as central tendency.
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