CV. X merupakan perusahaan manufaktur yang bergerak dalam industri furniture. Dalam aktivitas bisnisnya, aliran supply chain memiliki peran yang sangat penting, mulai dari pasokan bahan baku dari supplier sampai produk jadi ke konsumen. Oleh karena itu dilakukan suatu analisis untuk mengukur dan menilai sejauh mana kinerja supply chain perusahaan telah tercapai. Tujuan dari penelitian ini adalah untuk mengetahui hasil kinerja supply chain sehingga dapat memberikan usulan perbaikan bagi indikator kinerja perusahaan yang masih jauh di bawah target. Pengukuran kinerja supply chain ini didasarkan pada lima proses inti pada metode SCOR. Kemudian dilakukan pembobotan menggunakan pairwise comparison untuk masing-masing proses inti, atribut kinerja dan KPI-nya serta scoring system dengan menggunakan OMAX dan analisis dengan Traffic Light System. Hasil penelitian menunjukkan bahwa kinerja supply chain perusahaan paling rendah berada pada bulan Agustus 2016 dengan nilai 3.698. Dari 17 KPI yang valid, terdapat 2 KPI kategori hijau, 7 KPI kategori kuning dan 8 KPI dengan kategori merah. Berdasarkan hasil tersebut, maka diberikan usulan perbaikan untuk 8 KPI dengan kategori merah yang diharapkan dapat meningkatkan kinerja supply chain perusahaan. Sebagai contoh usulan untuk KPI RRL 1.3 (jumlah keluhan mengenai produk dari konsumen), yaitu membuat lembar keluhan yang berisikan tanggal, nama konsumen serta jenis keluhan dari konsumen. Kata Kunci: SCM, SCOR, Pairwise Comparison, OMAX, Traffic Light System

Today PT. Jakarta Pertamina Unit Produksi Pelumas Jakarta (UPPJ) has some problems with inbound supply of raw materials. Deficiency dock may pose risks to the process of loading raw material base oil, resulting in delay in supply of raw materials. This delay could have an impact on other processes, such as delays to produce, and iddle of existing production facilities at the plant; it would be very detrimental to the company if the obstacle is often the case. Supply chain management is always influenced by three factors, namely how to reduce costs, reduce time and improve quality. If at first study on supply chain management is only classified in three categories, namely the field of operations, design and strategy, then this can be added to the four categories, namely the field of risk, which is commonly referred to as supply chain risk Management (SCRM). Based on the problems that occurred the first stage done is to identify risks in each process and then determine the influence of the effect in terms of cost, time and quality of the results of the determination of the influence. the next step is to determine the weights based on the severity of the bottleneck (severity), the possibility of resistance (Occurrence) and the possible causes of the barriers can be detected (Detection). The last step is to calculate the Risk priority Number (RPN) is obtained from the product of severity, Occurrence and Detection then obtained the highest priority for 144 the factors that most influence the leak rate of the production process.

<p><em>PT X merupakan perusahaan yang bergerak di bidang manufaktur kapur barus atau kamper. Dalam pelaksanaan perusahaannya, diketahui di PT X belum memiliki metode terstandar dalam mengatur perencanaan, pengendalian serta penjadwalan tingkat kedatangan bahan baku, perencanaan dan penjadwalan biasanya dilakukan berdasarkan pengalaman dan perkiraan kepala bagian PPC saja sehingga perusahaan saat ini masih mengalami kendala dalam pengelolaan persediaannya, dimana bahan baku seringkali mengalami penumpukan di gudang. PT X juga masih menerapkan sistem manual dalam melakukan penjadwalan produksi dan pemesanan bahan bakunya. Berdasarkan permasalahan tersebut, maka dilakukan perancangan sistem informasi untuk merencanakan dan mengendalikan persediaan bahan baku di PT. X dengan menggunakan metode MRP (Material Requirement Planning). Serangkaian kegiatan yang dilakukan dalam metode MRP adalah melakukan peramalan penjualan, membuat MPS (Master Production Schedule), membuat BOM (Bill Of Material), menghitung kebutuhan bahan baku dengan metode lot sizing. Dengan adanya program aplikasi, maka akan mempermudah dan membantu pekerjaan Marketing, PPC dan gudang serta dapat membuat proses bisnis berjalan lebih cepat dan efisien.</em></p>

PT. Fajarindo Faliman Zipper is a company that produces zipper. One of the problems faced by companiesrelated to the performance of human resources is less the achievement of company targets identification: targets ofproductivity each person that was still below the company's target. To evaluate the productivity of research, then thehuman resorce performance measurement needs to be done. Human resource performance measurement model is doneusing an approach HRSC and lays out the vision and mission into action measurable human resources contributions in 4perspectives: HPWS, HR System Aligment, HR Effisiency, HR Delivirable, and generate 18 KPI. While the measurementtool that is OMAX, after the results obtained in the evaluation done against the performance criteria isn’t reached withthe FTA. Then do a repair planning so that performance can be improved. Based on the results of the achievement asmeasured using the measuring instrument OMAX with traffic light system indicate that the level of productivity and timeof service are at level three and one so still requires intensive care. Based on the FTA approach then known to one of theoperators are less scrupulous. One of the proposals that can be given documents which already contain about problems,ways of prevention and improvement made corrective actions procedure and prevention.

Higher education essentially needs to pay attention to the quality of its graduates, whether it is by the current market demand for the world of work. To provide a quality education service, it is not enough to make improvements within the tertiary institution. In general, Lean management in tertiary institutions has 3 fields, namely the field of education, the field of research, and the field of service. The principles and practices of Lean management applied in universities are the same as those applied to the service, manufacturing, or government sectors. To eliminate wasted time, it is necessary to eliminate complexity, cost, or activities that do not add value. Lean principles such as just-in-time can be applied to a better quality of learning and research. This paper examines how Lean principles can be applied to education and research in universities - Lean Higher Learning and Lean Research with a focus on value flow analysis for better quality improvement of learning and research.