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Abstrak :
Pada tahun fiskal 2019, Panasonic Automotive and Industrial System mengalami penurunan pada operating profit sebesar 1,4% yakni mengalami kerugian sebesar 37 milyar yen atau sekitar 4,8 triliun rupiah yang dikarenakan pengembangan bisnis otomotif terkait. Sehingga permintaan kapasitor meningkat dan target Business Plan meningkat. Namun, variasi yang terjadi pada proses produksi di PICID menyebabkan sulitnya tercapai Business Plan selama 4 tahun terakhir. Selaras dengan perumusan strategi Lifestyle Updates oleh Panasonic pusat untuk menyelesaikan permasalahan ini yakni melalui rancangan program Smart Factory. Analisis kesenjangan tertera pada dokumen project meeting di PICID yang terdiri dari tiga kategori permasalahan, yaitu masalah Integrated Supply Planning (ISP), masalah yield drop atau variasi, dan masalah proyek-proyek yang tidak tercapai benefit nya. Dari data tersebut memperlihatkan masalah dominan terletak pada proyek-proyek yang tidak tercapai benefit nya. Banyak proyek-proyek pada program Smart Factory secara dadakan dan tidak masuk didalam portofolio yang dirancang selama satu tahun, hal ini terjadi karena tidak adanya manajemen program. Permasalahan tersebut diselesaikan dengan perancangan model manajemen program yang berdasarkan best practice internasional utama dari Axelos dan PMI. Dalam menganalisis manajemen program, desain penelitian menggunakan pendekatan kualitatif, data dikumpulkan melalui pelaksanaan wawancara, studi dokumen, dan observasi. Wawancara dilakukan terhadap tujuh pakar. Data yang diperoleh kemudian dianalisis menggunakan analisis konten untuk mendapatkan rekomendasi. Hasil analisis kemudian didiskusikan dengan perusahaan untuk mencapai bagaimana manajemen program yang sesuai best practice dan acuan standar Managing Successful Programme (MSP) dari Axelos (2020) dan Standard for Program Management (SPgM) dari PMI (2017c). Sehingga program yang berjalan dapat selaras dengan strategi perusahaan dan mencapai target BP. Hasil dari peneltian ini berupa rancangan model manajemen program untuk proyek-proyek Smart Factory untuk keselarasan strategi Lifestyle Updates. Keluaran model juga berupa rekomendasi serta hubungan-hubungannya yang meliputi keselarasan strategi, manajemen benefit, tata kelola, keterlibatan stakehoilder, program lifecycle, struktur organisasi dan peran PMO, serta hubungan kapabilitas dengan pola dasar sistem. Adapun domain lensa dikaji pula melalui model 3 lensa, yaitu: prinsip-prinsip, tema-tema, dan proses dari program lifecycle. Dengan diimplementasikannya model manajemen program yang sesuai dengan rekomendasi penelitian ini, maka harapannya PT PICID dapat mencapai target business plan sesuai yang telah ditentukan. ......In fiscal year 2019, operating profit at Panasonic Automotive and Industrial System was decreased by 1.4%, which was a loss of 37 billion yen or around 4.8 trillion rupiah due to the development of automotive business. So that the demand for capacitors increases and the Business Plan target increases. However, variations in the production process at PICID have made it difficult to achieve the Business Plan for the last 4 years. In line with the Lifestyle Updates strategy formulation by the central Panasonic to solve this problem, namely through the design of the Smart Factory program. The gap analysis is listed in the project meeting document at PICID which consists of three problem categories, there are Integrated Supply Planning (ISP) problems, problems with yield drop or variation, and problems with projects for which benefits are not achieved. From these data, it shows that the dominant problem lies in the projects that have not achieved the benefits. Many projects in the Smart Factory program are impromptu and are not included in the portfolio designed for one year, this happens because there is no program management. These problems are resolved by designing a program management model based on the main international best practices from Axelos and PMI. In analyzing program management, the research design used a qualitative approach, data was collected through conducting interviews, document study, and observation. Interviews were conducted with seven experts. The data obtained were then analyzed using content analysis to obtain recommendations. The results of the analysis are then discussed with the company to achieve how program management is in accordance with best practices and the standard reference for the Managing Successful Program (MSP) from Axelos (2020) and the Standard for Program Management (SPgM) from PMI (2017c). So that the running program can be in line with the company's strategy and achieve BP's targets. The results of this research are program management model design for Smart Factory projects to align the Lifestyle Updates strategy. The model output also takes the form of recommendations and relationships which include strategic alignment, benefit management, governance, stakeholder involvement, lifecycle programs, organizational structure and the role of PMO, as well as the relationship between capabilities and the system's archetype. The lens domain is also studied through a 3-lens model, namely: the principles, themes, and processes of the program lifecycle. With the implementation of a program management model in accordance with the recommendations of this study, it is hoped that PT PICID can achieve the business plan targets as determined.

Abstrak :
Industri 4.0 adalah koneksi digital baru yang mengoptimalkan nilai secara keseluruhan dalam sistem produksi manufaktur. Sistem produksi saat ini sering didasarkan pada pendekatan peningkatan berkelanjutan (continuous improvement) dari manajemen lean. Peluang baru muncul dengan menerapkan Industri 4.0. Transformasi digital menuju pabrik yang terhubung dan terintegrasi menyebabkan perubahan besar pada industri mulai dari pengembangan sistem fisik cyber hingga penerapannya dalam seluruh sistem produksi. Penelitian ini bertujuan untuk menyajikan alat tingkat kesiapan teknologi untuk pabrik makanan dan minuman dan kerangka kerja untuk mengimplementasikan transformasi digital menuju Industri 4.0. Metode Technology Organizational Environment (TOE) digunakan. Selanjutnya, untuk mengukur tingkat kesiapan teknologi dari produsen makanan dan minuman di Indonesia, Tingkat Kesiapan Teknologi (TKT) diperbarui agar sesuai dengan praktik umum dalam mengembangkan atau menerapkan teknologi baru. Hasil penelitian menunjukkan bahwa faktor yang paling utama dalam rangka implementasi industri 4.0 adalah faktor finansial, di mana nilai investasi yang dibutuhkan untuk melakukan implementasi industri 4.0 cukup besar. Hasil penelitian juga menunjukkan bahwa secara garis besar, perusahaan manufaktur makanan dan minuman di Jabodetabek masih berada pada level 1 dalam tingkat kesiapan teknologi, di mana level 1 merupakan level formulasi konsep dari industri 4.0 itu sendiri. ......Industry 4.0 leads new digital connections to optimize the whole value stream in the manufacturing production systems. Current production systems are often based on the continuous improvement approach of lean management. New opportunities arise by implementing Industry 4.0. The digital transformation towards smart connected factories causes enormous changes in mechanical engineering industry starting from the development of cyber physical systems up to their application in the whole production systems. This research aims to present a technology readiness level tool for food and beverage manufactures and the framework to implement digital transformation towards Industry 4.0. Technology Organizational Environment (TOE) method is used. Furthermore, in order to measure technology readiness level of food and beverage manufacturers in Jabodetabek, Technology Readiness Level (TRL) was regenerated which align with common practice in developing or implementing new technologies. The results showed that the most important factor in implementing industry 4.0 was financial factors, where the investment needed to implement industry 4.0 was quite large. The results also show that in broad outline, food and beverage manufacturer companies in Jabodetabek are still at level 1 in technological readiness level, where level 1 is the level of concept formulation for industry 4.0 itself.