Acknowledgement

First of all, praise and gratitude I prayed to God Almighty who has give grace so that with all
the effort to complete the internship along with the report.

I would like to thank to PT Pelabuhan Indonesia III (Persero) for giving me the great
opportunity for the valuable internship experience. During the internship activities and the
preparation of this report I received a lot of guidance and support from various parties.
Therefore let me say thank you profusely to:

1. Mr. Rumaji, Senior Manager Pelayanan Kapal & Terminal PT Pelabuhan Indonesia III
(Persero).
2. Mr. I Putu Sukadana, Asisten Senior Manager Pelayanan Terminal PT Pelabuhan
Indonesia III (Persero)
3. Asisten Senior Manager Pengembangan SDM PT Pelabuhan Indonesia III (Persero).
4. Asisten Senior Manager Penambatan & Administrasi Pelayanan kapal PT Pelabuhan
Indonesia III (Persero) cab Tanjung Perak.
5. Mrs. Fiddya Hayyuma, Supervisor Administrasi Kapal & Kepatuhan Dokumen PT
Pelabuhan Indonesia III (Persero) cab Tanjung Perak.
6. Mr. Lasiara, Supervisor Labuh & Penambatan PT Pelabuhan Indonesia III (Persero)
cab Tanjung Perak.
7. Mr. Yoga Arya Kuswanto, Staff Pengembangan SDM PT Pelabuhan Indonesia III
(Persero).
8. Mrs. Vilia Kurnia Sari, Staff Pengembangan SDM PT Pelabuhan Indonesia III
(Persero).
9. Mrs. Kaci Widya, Staff SDM & Umum PT Pelabuhan Indonesia III (Persero) cab
Tanjung Perak.

Final word, hopefully this report will usefully for all of us.

Surabaya, June 2016

Reza Pria Utama

1
 List of Tables

Table 2. 1 Vessel Size and Packaging of Goods until 999 GT and 1.000 until 2.499 GT................16

Table 2. 2 Vessel Size and Packaging of Goods 2.500 until 4.999 GT & 5.000 until 9.999 GT........17

Table 2. 3 Vessel Size and Packaging of Goods 10.000 4.999 GT and 15.000 up......................17

Table 2. 4 Matrix Evaluation Result Ships Per Commodity Types Mirah Terminal......................18

Table 2. 5 Matrix Evaluation Result Ships Per Commodity Types Jamrud Terminal....................18

Table 2. 6 Matrix Evaluation Result Ships Per Commodity Types Nilam Terminal......................19

Table 2. 7 Matrix Performance Result Terminal.................................................................19

List of Figur
Figure 1. 1 Logo of PT Pelabuhan Indonesia III (Persero)......................................................1

2
Figure 1. 2 Branch of PT Pelabuhan Indonesia III (Persero)....................................................5

Figure 1. 3 Ship Service Procedure of PT Pelabuhan Indonesia III (Persero)...............................6

Figure 1. 4 Branches and Subsidiaries of PT Pelabuhan Indonesia III (Persero)............................9

Figure 1. 5 Organizational Structure of PT Pelabuhan Indonesia III (Persero)............................10

Figure 2. 1 Value Chain Analysis...................................................................................14

Figure 2. 2 Methodology Process.................................................................................. 15

List of Appendix

Appendix A Berthing Time Recap Realization........................................................................26

Appendix B Terminal Performance..........................................................................................27

Appendix C Production Recap.................................................................................................30

3
Appendix D Calculation Berthing Time Port of Tanjung Perak..............................................31

Appendix E Labuh and Pemanduan Production......................................................................33

Appendix F Serve Service Division Performance...................................................................34

Appendix G Domestic and International Performance............................................................35

Executive Summary

Development of the transport sector is a very important part in national development. With
the goal of improving transportation services in an efficient, reliable, high quality, safe and
affordable prices and to realize national intermodal transport system and integrated with the
construction area. The transport sector to be part of a distribution system that is able to
provide services and benefits to the wider community, including improving domestic and
regional transport networks are inadequate. Indonesia is an archipelago that maritime and sea
transport has a vital role in national development and is the most effective mode of
transportation to transport goods over long distances and large numbers. Harbor created as a
center point (node) in the marine transportation network that allows the transfer of cargo and
passenger ships which can be anchored and lean to then perform the unloading and continue
the voyage to another area.

4
The maritime sector has become a factor that gives effect to aspects of regional maritime
cooperation. Indonesia's geographical location is flanked by Asia and Australia, the Indian
Ocean and the Pacific, and passed by one of the Sea Lane of Communication (SLOC), the
Strait of Malacca, which is a trade route which is ranked first in global container shipping
line, making the position of Indonesia particularly relevant are used for skipping carrier
vessels and military ships to reach the area around the region of Indonesia. Therefore,
Indonesia is implementing three major sea-lane traffic is Indonesian archipelagic sea lanes
(ALKI) as a "corridor" of maritime traffic world .. In the third set the path ALKI, Indonesia
has been working closely with the International Maritime Organization (IMO). One of the
agenda in support of maritime shaft that marine highway development plan that will ensure
connectivity between the island and encourage the smooth running of the national logistics
system so that the industry can develop rapidly in Indonesia.

The dynamics of sea transportation in Indonesia continues to grow in line with population
growth, the opening of a new industrial area or areas, also increasing transport facilities and
infrastructures. Conditions and the development of world sea transport need to be mapped
and studied as a material planning national transportation system. The imbalance between
production and consumption of each - each region between islands causing goods flow
patterns different in each region.

Port of Tanjung Perak is the largest port in Eastern Indonesia region acts as a trade gateway
KTI with hinterland in the province of East Java. Port of Tanjung Perak Surabaya is located
in
viii the north end of the city of Surabaya, which also has the potential hinterland of the
leading areas of land around the regional system, the industrial area around the city of
Surabaya and East Java. Tanjung Perak port that is used as a place of unloading of 2 (two)
lines are lines in the country and abroad with the type of goods.

In order to obtain optimal results in the planning of port development in the harbor area of PT
Pelabuhan Indonesia III (Persero) based on the data and information appropriately
characteristics of sea transport is required for goods traffic studies based on the origin and
destination (Origin - Destination) and the types of commodities to port of Tanjung Perak
Branch.

Table of Contents

Acknowledgement........................................................................................................ i
List of Tables............................................................................................................. ii

5
List of Figure............................................................................................................ iii
List of Appendix........................................................................................................ iv
Executive Summary..................................................................................................... v
Table of Contents...................................................................................................... vii
Chapter I Introduction.................................................................................................. 1
1.1 Company Profile............................................................................................ 1
1.1.1 Company Profile of PT. Pelabuhan Indonesia III (Persero)....................1
1.1.2 Vision and Mission..............................................................................3
1.1.3 PT. Pelindo 3 Business :.......................................................................3
1.2 Scope of Work............................................................................................... 5
1.2.1 Operation and Vessel Service in Tanjung Perak Port...........................5
1.3 Objective of the Internship......................................................................11
Chapter II Business Analysis........................................................................................ 12
2.1 Theoretical Framework..................................................................................12
2.1.1 Supply Chain Management...............................................................12
2.1.2 Logistic............................................................................................. 12
2.1.3 Value Chain Analysis.........................................................................13
2.1.4 Total Quality Management................................................................14
2.2 Methodology.................................................................................................. 15
2.3 Finding and Analysis........................................................................................ 16
Chapter III Business Solution....................................................................................... 20
3.1 Proposed Solution............................................................................................. 20
3.1.1 Practical Implementation..................................................................20
3.1.2 Implementation Plan.........................................................................21
Chapter IV Lessons Learned........................................................................................ 23
4.1 Lesson Learned from Problem Solving Activity....................................................23
4.1.1 Business process model....................................................................23
4.1.2 Lesson Learned from Internship Program..........................................23
References.............................................................................................................. 24
Appendix................................................................................................................ 25

6
 Chapter I
Introduction
This internship activities is taken as term for my graduation requirement from
MBA ITB, by qualifying subjects of Business Immersion at PT. Pelabuhan Indonesia
III (Persero). At the beginning of the implementation, the writer observe the activity
that exist within the company, especially in the Operation and Serve Service in
Tanjung Perak Port of the company. During the observation activities took place,
writer found a few things that have to be repair. Thus, the detail introduction of
Business Immersion program at PT. Pelabuhan Indonesia III (Persero) will be
described below.

1.1 Company Profile

1.1.1 Company Profile of PT. Pelabuhan Indonesia III (Persero)

Figure 1. 1 Logo of PT Pelabuhan Indonesia III (Persero)

PT. Pelabuhan Indonesia III (Persero) also known as Pelindo 3 is a state-owned

enterprise (BUMN) that runs in the port services business as a port operator. The
company was established with the Government Regulation No. 58 Year 1991
(Peraturan Pemerintah Republik Indonesia No. 58 Tahun 1991) on the Diversion of
Public Port Company III to Persero. The Regulation was signed by the 2nd President
of the Republic of Indonesia Soeharto on October 19, 1991. Furthermore, the

7
 establishment of Pelindo 3 is stated on the notarial deed of Imas Fatimah, S.H.,
Number: 5, Date 1 December 1992 which have been amended several times with the
last amendment is stated on the notarial deed of Yatiningsih, S.H, M.H., Number: 72,
Date 10 July 2015.

As a port operator, Pelindo 3 manages 43 ports with 16 branches throughout 7

provinces in Indonesia, including Central Java, East Java, Bali, West Nusa Tenggara,
East Nusa Tenggara, Central Kalimantan, and South Kalimantan.

The existence of Pelindo 3 is tightly related to the archipelagic form of Indonesia from
Sabang to Merauke. As a connecting bridge among islands and countries, ports
possess an important role in the logistic distribution flow. To give only the best and
most optimum services is Pelindo 3s main commitment in order to maintain the
smooth flow of national logistic distribution. The commitment is stated in the
companys vision, To Accelerate Logistic Integration by Delivering Prime Port
Services. To support that vision, Pelindo 3 has set out strategies which have been
included in the Companys Long-Range Planning (RJPP) thats evaluated once in
every 4 (four) years.

Pelindo 3 has a strong commitment to reach the companys visions and missions.
Therefore, each action taken always refers to a Good Corporate Governance. The
company also implements a Code of Conduct as a reference for everyone at Pelindo 3,
from the Commissionaires, Directors, to general staff in their way to behave and show
a good ethic in a business process and to the people outside of their work space.

Another mean that helps Pelindo 3 to reach the companys visions and missions is our
deep appreciation toward the Companys Cultural Values. As a service company,
customer satisfaction is our top priority. Customer Focus is a value that has to be
embedded within each of the employees at Pelindo 3, continued by Care and Integrity.

Currently, Pelindo 3 has become one of Indonesias largest state-owned enterprises

with constantly growing assets year after year. Pelindo 3 is also one of the state-
owned enterprises that have made it through to the global market. This proves that
Pelindo 3 has a great potential to be a world-class company.

1.1.2 Vision and Mission

Vision :

2
 Commited to Accelerate Logistic Integration by Delivering Prime Port Services

Mission :

To consistently ensure prime services that exceed the existing standard;

To accelerate the continuation of national industry competitiveness
through competitive logistic costs;
To meet stakeholder expectations through equality and a good corporate
governance;
To create competent human resources who also show a good
performance and noble behaviors;
To support the countrys income by maintaining a smooth trading flow.

1.1.3 PT. Pelindo 3 Business :

As a port operator, Pelindo 3 works on several core business fields. The scope of work
of Pelindo 3 is regulated by Transportation Ministerial Decree (Keputusan Menteri
Perhubungan) No. KP 88 Year 2011 to grant a business license to PT. Pelabuhan
Indonesia III (Persero) as a Port Company. The following are the main business fields
of Pelindo 3:

Providing and/or delivering container terminal service, liquid bulk, dry bulk,
and Ro-Ro;
Providing and/or delivering service of cargo unloading and loading;
Providing and/or delivering port services to unload & load cargo and
containers;
Providing and/or delivering storage and open storage service, loading and
unloading equipment, and port facilities;
Providing and/or delivering facilities for passengers and/or vehicles flow;
Providing and/or delivering a port service to anchor;
Providing and/or delivering a filling station service and clean water;
Providing and/or delivering a distribution center service and cargo
consolidation;
Providing and/or delivering tugboat service.

This is the list of port in PELINDO III:

Tanjung Perak (Surabaya, East Java)

Lamong Gulf Port Terminal (Surabaya, East Java)
Trisakti Harbour (Banjarmasin, South Kalimantan)
Tanjung Emas (Semarang, Central Java)

3
 Terminal Petikemas Semarang [TPKS] (Semarang, Central Java)
Benoa Harbour (Benoa, Bali)
Celukan Bawang Port (Singaraja)
Tanjung Intan (Cilacap, Central Java)
Port of Tegal (Central Java, Tegal)
Port of Gresik (Gresik, East Java) copper (Tanjung Probolinggo , East Java)
Tanjung Wangi (Banyuwangi, East Java)
Kota Baru Port (Kotabaru, South Kalimantan)
Port of Sampit (Sampit, Central Kalimantan)
Port of Kumai (Kumai, Central Kalimantan)
Port Sheets (sheets, West Nusa Tenggara)
Port Bima (Bima, West Nusa Tenggara)
Tenau in Kupang Port (Kupang, East Nusa Tenggara)
Port of Maumere (Maumere, East Nusa Tenggara)

Figure 1. 2 Branch of PT Pelabuhan Indonesia III (Persero)

4
1.2 Scope of Work

1.2.1 Operation and Vessel Service in Tanjung Perak Port

Based on Letter No. HIVI.04/82/P.III.2016 from Mr. Yoga as Staff of Education and
Training of PT. Pelabuhan Indonesia III (Persero), I was placed in Terminal Service in
Tanjung Perak Port.
Terminal Service in Tanjung Perak Port has an important role in PT. Pelabuhan
Indonesia III (Persero) with following activities:
Studied business process in ship service
Ensuring the implementation works with the long term and middle plan that
Already set in all units and branches
Give suggestion to problem in company such as: Waiting time analysis,
logistic analysis, and feasible analysis.

Ship Service :

5
 Figure 1. 3 Ship Service Procedure of PT Pelabuhan Indonesia III (Persero)

Branches and Subsidiaries

Company Logo Name & Line of

Shares Business
Terminal 1. The provision
Petikemas and
Surabaya,(PT implementatio
TPS) with the n of business
status of services
ownership of operation
Pelindo III ships, field
31.4%, 0.5%, operations
Kopelindo III and
and P&O warehouse
Dover 49% operations as
well as the
provision of
concessions
and the
docking
services,
dock, water
and
cumulation
petikemas for
ships of the
lateness in
the Terminal
2. Planning and
development,
the
implementatio
n of the
management,
business

6
 development
and marketing
efforts of the
new service,
all manner of
businesses
(warehouse
rental, fitting
and parking)
as well as the
efforts of
other services
related to the
terminal
petikemas.
3. The
implementatio
n of the
provision,
operation and
maintenance
of facilities
and
equipment
unloading
petikemas.

4. Planning and
financial
management
of logistics for
terminal
petikemas.

5. Education and
training
relating to the
activity of
terminal
petikemas.

7
 RS Primasatya
Husada
Imagery (RS
PHC) with the
Status of General
ownership of Hospitality
Pelindo III
133.2% and
1.64%. III
Kopelindo
Berlian Jasa Sea transport
Terminal services
Indonesia (PT
BJTI) with the
status of
ownership of
Pelindo III
96.03% and
PT. Kopelindo
III 3.97% III
PT Pelindo Facilities and
Marine Service equipments
(PT PMS) and rental services in
the status of the field of
ownership of ports.
Pelindo III
96.28% and
Kopelindo III
3.72%

PT Teluk Port basins, and

Lamong water area for
Terminal (PT traffic and as a
TTL) with the place to anchor
status of ships
ownership of
Pelindo III 98% Services related
and 2% to pilotage and
Kopelindo III. tug the ship

8
 Education and
PT Pelindo training that
Daya related to the
Sejahtera (PT seaport
PDS) with the
status of Consultancy
ownership of services in the
Pelindo III field of port
Kopelindo III
90% and 10%

Figure 1. 4 Branches and Subsidiaries of PT Pelabuhan Indonesia III (Persero)

Organizational Structure

9
 Figure 1. 5 Organizational Structure of PT Pelabuhan Indonesia III (Persero)

1.3 Objective of the Internship

The objectives of this internship are :
a. Meet with one of courses Business Immersion

10
b. Develop mindset process, analytical and critical
c. Develop confidence to argue, take out ideas and teamworks.
d. Know the companys business processes and provide added value to the company
with the improvement to help solve the problems in the company.
e. Ability to apply knowledge to be implemented in the company.
f. Gain knowledge about the qualification and duties of the positions obtained and
exploit interest in job.

11
 Chapter II
Business Analysis

2.1 Theoretical Framework

2.1.1 Supply Chain Management

The concept of Supply Chain Management is based on two core ideas. The first is that
practically every product that reaches an end user represents the cumulative effort of
multiple organizations. These organizations are referred to collectively as the supply
chain.

The second idea is that while supply chains have existed for a long time, most
organizations have only paid attention to what was happening within their four
walls. Few businesses understood, much less managed, the entire chain of activities
that ultimately delivered products to the final customer. The result was disjointed and
often ineffective supply chains.

Supply chain management, then, is the active management of supply chain activities
to maximize customer value and achieve a sustainable competitive advantage. It
represents a conscious effort by the supply chain firms to develop and run supply
chains in the most effective & efficient ways possible. Supply chain activities cover
everything from product development, sourcing, production, and logistics, as well as
the information systems needed to coordinate these activities.

The organizations that make up the supply chain are linked together through
physical flows and information flows. Physical flows involve the transformation,
movement, and storage of goods and materials. They are the most visible piece of the
supply chain. But just as important are information flows. Information flows allow the
various supply chain partners to coordinate their long-term plans, and to control the
day-to-day flow of goods and material up and down the supply chain.

2.1.2 Logistic
Logistics is generally the detailed organization and implementation of a complex
operation. In a general business sense, logistics is the management of the flow of
things between the point of origin and the point of consumption in order to meet
requirements of customers or corporations. The resources managed in logistics can

12
 include physical items such as food, materials, animals, equipment, and liquids; as
well as abstract items, such as time and information. The logistics of physical items
usually involves the integration of information flow, material handling, production,
packaging, inventory, transportation, warehousing, and often security.

In military science, logistics is concerned with maintaining army supply lines while
disrupting those of the enemy, since an armed force without resources and
transportation is defenseless. Military logistics was already practiced in the ancient
world and as modern military have a significant need for logistics solutions, advanced
implementations have been developed. In military logistics, logistics officers manage
how and when to move resources to the places they are needed.

Logistics management is the part of supply chain management that plans, implements,
and controls the efficient, effective forward, and reverse flow and storage of goods,
services, and related information between the point of origin and the point of
consumption in order to meet customer's requirements. The complexity of logistics
can be modeled, analyzed, visualized, and optimized by dedicated simulation
software. The minimization of the use of resources is a common motivation in all
logistics fields. A professional working in the field of logistics management is called a
logistician.

2.1.3 Value Chain Analysis

A value chain is a set of the activities that a firm operating in specififc industry
performs in order to deliver a valuable product or for the market (Michael Porter).
Value chain activities is consist all activities from material come from the supplier,
and then the material was processed into a product half finish or finished products,
until the services is distributed to consumers.

Now, this is really important: in most cases, the more value you create, the more
people will be prepared to pay a good price for your product or service, and the more
they will keep on buying from you. On a personal level, if you add a lot of value to
your team, you will excel in what you do. You should then expect to be rewarded in
line with your contribution.

So how do you find out where you, your team or your company can create value?

13
 This is where the "Value Chain Analysis" tool is useful. Value Chain Analysis helps
you identify the ways in which you create value for your customers, and then helps
you think through how you can maximize this value: whether through superb
products, great services, or jobs well done.

Figure 2. 1 Value Chain Analysis

2.1.4 Total Quality Management

QM is a management philosophy that seeks to integrate all organizational functions
(marketing, finance, design, engineering, and production, customer service, etc.) to focus on

14
meeting customer needs and organizational objectives.

TQM views an organization as a collection of processes. It maintains that organizations must

strive to continuously improve these processes by incorporating the knowledge and
experiences of workers. The simple objective of TQM is Do the right things, right the first
time, every time. TQM is infinitely variable and adaptable. Although originally applied to
manufacturing operations, and for a number of years only used in that area, TQM is now
becoming recognized as a generic management tool, just as applicable in service and public
sector organizations. There are a number of evolutionary strands, with different sectors
creating their own versions from the common ancestor.

2.2 Methodology
In this internship program, I use methodology as following:

15
 Conclusions
and Making
Start
Problem Report
Solving

Problem Show result

Identificatio using graph Finish
n or chart

Literature Data
Review Process

Figure 2. 2 Methodology Process

2.3 Finding and Analysis

Mrs. Fidya Hayyuma, Supervisor of offered the internship job about study of Improving
Berthing Time Operations by Total Quality Management Method at PT Pelabuan Indonesia
III Cab Tanjung Perak (Surabaya). So, to summarize, my task is find and analyze Berthing
time how to implementation operation concept from Port of Tanjung Perak-Surabaya.

16
 Table 2. 1 Vessel Size and Packaging of Goods until 999 GT and 1.000 until 2.499 GT

Table 2. 2 Vessel Size and Packaging of Goods 2.500 until 4.999 GT & 5.000 until 9.999 GT

17
 Table 2. 3 Vessel Size and Packaging of Goods 10.000 4.999 GT and 15.000 up

Table 2. 4 Matrix Evaluation Result Ships Per Commodity Types Mirah Terminal

18
Table 2. 5 Matrix Evaluation Result Ships Per Commodity Types Jamrud Terminal

Table 2. 6 Matrix Evaluation Result Ships Per Commodity Types Nilam Terminal

19
 Table 2. 7 Matrix Performance Result Terminal

Chapter III
Business Solution

3.1 Proposed Solution

Our analysis suggests that due to recent awareness in quality initiatives, there is a
possibility of a software development organization to adopt multi-quality and
improvement model in order to increase their capability and maturity level. Discussion is
first made on the concept of software process and software evolution is presented. We
proceed with the concepts related to process quality model and improvement models. The
research outlined in this paper shows that software processes, evolution, quality and
improvement are primary success factors in software engineering. The synergy among the
multi-focused process quality model is examined with respect to process improvement.

20
 The research is expected to determine the key processes essential to the implementation of
multi-process quality model.

3.1.1 Practical Implementation

If the solution of the author accepted, then it will have impact as follow.

Process Quality Management we can improve for Jamrud Terminal, Nilam

Terminal, and Mirah Terminal.
Advantage:
- Waiting time will be reduce
- More space for ship for berthing line
- Increase ships that can be served at terminal
- Reduce logistic cost customer

Disadvantage:

- Need a long time for adjustment

- Need a lot cost to implement the TQM system
- Increase the capital expense for buy new port equipment and upgrading
equipment tools.

3.1.2 Implementation Plan

The plan will be divided into 7 process from TQM, as follow

1. Defining processes and activities that are being implemented.

There are a number of graphical tools that can be used to define or describe the
works being carried out, such as flowcharts, process flow charts, Gantt charts, and
relation diagram. After identifying these activities, then the next activity applied to
the stages of the process.
2. Knowing the needs, expectations, and customer perception.
The purpose of this phase is to continuously improve the quality of service to
customers. What is meant by the customers here are external and internal customer.
External customers are consumers of the end product. While internal customers is
part of serve service who need the goods or services of other departments within
the organization PT Pelindo Indonesia III.
3. Defining quality

21
 There are different definitions of quality. Therefore, every company / organization
needs to create its own definition of quality based on customer needs. The
definition should be a reflection of the type of work (tasks) related and also a
reflection of the needs and expectations of customers.
4. Identify the quality of existing performance measurement.
The aim is to identify the current cost, productivity, and measurement services, as
well as identify gaps (gap) measurements that exist today.
5. Evaluating the current process and set quality standards.
In this module developed quality standards quantitatively. Before the standard is
built, the process must be controlled. A process of control when no major
fluctuations as a result of special things. In other words, variations or extreme
fluctuations must be addressed (removed) before the built quality standards.
6. Improving the process.
The aim is to identify and implement changes to improve overall performance. The
first stage is to identify and prioritize improvements in certain fields. Once this
priority field, a field that should receive attention are identified, taking into account
the constraints of time and cost. The purpose of continuous improvement is to
reduce the degree of variation of the cause regular (not special cause) that is in
process. In planning the improvement, the hypothesis must be made with regard to
causes of variation. Once the cause is found, the plan must be implemented to
reduce the cause. Then the cause must be tested to determine whether the solution
can reduce the variation. After testing carried out, the increase should be applied to
the entire process. This process should be tested again to see if it is still under
control; after the process is under control, then the quality standards set back to an
improved process.
7. Controlling and overseeing the process.
The goal is to control and supervise the productivity and performance of services
to ensure that the process meets the standards. There are a number of tools that can
be used at this stage, the control chart (for the analysis of process berthing line),
diagram of cause and effect (analysis troubleshooting process ETMAL), histogram
(frequency analysis of process variables), diagram scatter (analysis of the relation
of process variables), and run chart (trend analysis process).

TQM encourage participation amongst shop floor workers and managers. There is no single
theoretical formalization of total quality, but Deming, Juran and Ishikawa provide the core
assumptions, as a discipline and philosophy of management which institutionalizes
planned and continuous improvement and assumes that quality is the outcome of all

22
activities that take place within an organization; that all functions and all employees have to
participate in the improvement process; that organizations need both quality systems and a
quality culture.

Balanced Scorecard Framework Translation Vision & Strategy Four Perspectives

Chapter IV
Lessons Learned

23
4.1 Lesson Learned from Problem Solving Activity

4.1.1 Business process model

When we look for primary data to the breathing line, etmal estimation, and group size
vessel the give the data late from Head of Serve Service and rare visiting terminal to
see business process. We spent our time a lot for waiting. For further, I hope Serve
Service administration and field operation can give opportunity to student especially
in look directly into the field of business processes not only learn by theory.

4.1.2 Lesson Learned from Internship Program

With this internship programe, a lot of lesson that can be obtained. This internship
give us lesson that teamwork is necessary to achive the objectives and target of the
company. Able to compare the knowledge gained in the classroom with his practise in
the field, able to apply knowledge that we get from classroom to the real job.

When we author run the internship, there are some impression such as:
PT Pelabuhan Indonesia III (Persero) is the pioneer of build first Indonesian
Green Port. This show awareness of company to the environmental, I hope
Pelindo I, Pelindo II, and Pelindo IV can follow this.
PT Pelabuhan Indonesia III (Persero) also build the best and modern passenger
terminal sea port which name is Gapura Surya Nusantara in Indonesia.
Friendly staff in Serve Service Tanjung Perak.
This company is cares to its employee, I can see from the development of
human resource. There is a special room for employee to practices their
foreign language (English) ability due to scholarship program (Magister) to
aboard destination.

References

http://www.sersc.org/journals/IJSEIA/vol3_no1_2009/4.pdf
https://huangcorp.wordpress.com/2008/04/29/manajemen-kualitas-quality-management/
https://ichwanfile.wordpress.com/2010/11/19/definisi-unsur-prinsip-manfaat-program-total-
quality-management-tqm/

24
https://www.pelindo.co.id/
http://logistikindonesia.blogspot.co.id/2010/08/13-jurus-ramal-inventory.html
http://www.referenceforbusiness.com/management/Int-Loc/Inventory-Management.html
http://supplychainindonesia.com/new/pendekatan-cost-management-dalam-mengelola-
inventory/
https://blog.udemy.com/value-chain-analysis-example/

Appendix

25
26
Appendix A Berthing Time Recap Realization

27
Appendix B Terminal Performance

28
29
 MIRAH

ALAT KINERJA
N
JENIS KEMASAN NON PETIKEMAS PETIKEMAS
O HM CNTR SHIP CONVEYO DUCTING/T
C CRANE CRANE R L
T/G/H T/S/D B/C/H B/S/H
GENERAL
V
1 CARGO 39.611 479.5770046
19.7875
V
2 BAG CARGO 6 451.794439
V
3 UNITIZE 0 0
90.5241
V
4 CURAH CAIR 2 1636.815105
V
5 CURAH KERING 66.4388 1234.209224
11.795 10.4498
V
6 PETIKEMAS 21 7
22.04 20.27
RATA-RATA 43.27 760.48

30
 JAMRUD

ALAT KINERJA
N
JENIS KEMASAN NON PETIKEMAS PETIKEMAS
O HM CNTR SHIP CONVEYO DUCTING/T
C CRANE CRANE R L
T/G/H T/S/D B/C/H B/S/H

GENERAL 57.4477 688.611456

V
1 CARGO 4 4
38.3534 850.166804
V
2 BAG CARGO 8 1
2620.23611
V 127.443
3 UNITIZE 9
163.726 3366.19529
V
4 CURAH CAIR 3 4
107.426 3538.61997
V
5 CURAH KERING 6 6
6.3883 97.940
V
6 PETIKEMAS 09 57

22.04 20.27
RATA-RATA 98.88 2,212.77

Appendix C Production Recap

31
Appendix D Calculation Berthing Time Port of Tanjung Perak

32
33
34
Appendix E Labuh and Pemanduan Production

35
 Appendix F
Serve Service Division Performance

36
Appendix G Domestic and International Performance

37
38