Redesign Input Process Data In Granting Process Employee

Allowances Welfare Using Value Stream Mapping Methods

Isti Surjandari1 and Achmad Ghafiqie2.

Industrial Engineering Department, Faculty of Engineering, University of Indonesia
UI Campus, Depok, 16424, Indonesia
E-mail: 1 surjandari.2@osu.edu 2 dan ghafiqie@gmail.com

Abstract
This research is focusing on the reduction time of granting process employee allowances welfare
using value stream mapping methods so that the wastes that occur in each process can be known and
may be eliminated. The purpose of this research is to provide policy suggestions to reduce the time
required in the process of providing allowances welfare. The Method used here is the method value
stream mapping. The results suggested that the studied company should changed the process policy time
in granting welfare allowances and increase the use of technology hardware.
Keywords: Reduction time, input data, process, welfare allowances, value stream mapping.

Abstrak
Penelitian ini membahas pengurangan waktu proses pemberian tunjangan kesejateraan dengan
menggunakan metode Value Stream Mapping sehingga pemborosan yang terjadi pada setiap proses
dapat diketahui dan dapat dihilangkan. Tujuan dari penelitian ini adalah memberikan usulan kebijakan
untuk mengurangi waktu yang dibutuhkan dalam proses pemberian tunjangan kesejahteraan tersebut.
Metode penelitian yang digunakan dalam penelitian ini adalah metode Value Stream Mapping. Hasil
penelitian mengusulkan pada perusahaan yang diteliti agar mengkaji ulang waktu yang disediakan
dalam proses pemberian tunjangan dan meningkatkan penggunaan teknologi perangkat keras.

Kata kunci: Pengurangan waktu, input data, proses, tunjangan kesejahteraan, value stream mapping.

1. Introduction competition, then the organization must

Human Resources as an integral part of
an organization has a very strategic function
within the organization itself. Said to have a
very strategic function, because human
resources is one of the components that
move the organization. Human resources are
developed to determine whether or not the
organization, as well as the assets of an
organization.
The role of human resources becomes
increasingly important when associated with
the development of a full global competitive
competition among organizations. Therefore
if the organization wants to win the
empower the human resources that possess
the maximum. Therefore, the organization's
attention to the existence of human
resources who possess it should also be
given the maximum, one of which is the
welfare level, so each employee can be
motivated to give everything its ability to
achieve organizational goals and objectives.
Provision of welfare benefits is an
important issue that must be a top priority
program activities within the organization of
human resource management. If the problem
has been implemented well by the
organization, it is expected that employees
can obtain job satisfaction will have
implications for employee motivation in
performing the task - the task and can work
well and provide all abilities for the
organization.
In general, companies or organizations
in a competitive competition was more
emphasis to how to provide the best service
- good to the community, so that people feel
satisfied. Instead the company or
organization does not make every effort to
invest for the employees by giving
satisfaction to its employees. Actually it is
very wrong, because the satisfaction that
they should be given at the same time, both
for people and for employees, because
employee satisfaction and kesetian is part of
the service profit chain.
Recognizing the fundamental
importance of the strategic functions of
human resources in achieving organizational
goals, Badan Kepegawaian Daerah Provinsi
DKI Jakarta, which is one of the regional
work units (SKPD) in the environment DKI
Jakarta Provincial Government in charge of
implementing human resource management,
need find the best formula in an effort to
improve the welfare of fair to employees, to
the realization of employee job satisfaction,
so motivated to do the job the best - good.
Policy granting benefits or
compensation in the form of welfare benefits
and allowances increased revenue by DKI
Jakarta Provincial Government has set out in
the Governor's Decree Number 38 Year
2005 regarding the provision of welfare
benefits (Welfare) to civil servants and
CPNS.[1] And providing increased income
allowance (TPP) to CPNS PNS and
regulated in the Governor No. 30 of 2007,
for non-permanent employees (PTT)
regulated in the Governor No. 31 of 2007.[2]
Welfare payment mechanism and the TPP is
regulated by Regulation No. 42 and the
Governor 92 Year 2009[3] Governor and
Instruction No. 59 Year 2009 on the
implementation of welfare payments
(Welfare) and allowance increases in
revenue (TPP).[4]
In the provision of welfare benefits and
allowances that increase revenue, performed
by observing the principles of justice
between fellow employees, so that no social
jealousies arise, of course there are
differences in implementation for a diligent
employee and the lazy. To avoid any
misunderstanding or a question mark against
the system of employee welfare benefit
payments and benefits are increased
revenue, then the payment system a
transparent, meaning that payments made by
referring to provisions that already exist.
To provide a sense of justice to the
employees in receiving welfare benefits,
then one of them is using attendance data
with electronic employee absences or e -
attendance.
The use of e - attandance in the
calculation of welfare payments is that the
payment process can be faster, fair, and
transparent, so that employee job
satisfaction can be realized.
Provision of employee welfare benefits
made by the provincial government of
Jakarta, in the implementation process
involves several units of work. This is
intended to welfare provision is made
possible with the principles of justice,
proportionate, and timely. However, by
involving some of these work units, it still
found in the resistance caused by the factors
of resources, both human resources and
other resources. So that the implementation
of welfare payments often delayed. For the
delay, the employee is possible
disappointment, so the purpose of providing
job satisfaction to employees not teracapai.
If this is not resolved, it is feared that staff's
performance given to the organization is not
optimal. In accordance with these
problems, so in this study will be conducted
using the method of analysis with Value
Stream Mapping (VSM) which is part of
lean management that focuses on removing
non-value added, so we can get a more
effective process.[5]
2. Methods
First stage in this research is to
determine areas or research areas and
methods to be used. The data was collected
to see a brief profile of the company and an
overview of the process of providing
employee welfare benefits. The data is
obtained employment data and the stages -
stages of the process of employee welfare
benefits in September - October 2009. The
data obtained from the results of interviews
with relevant staff and direct observation at
the location.
The second stage of mapping stages -
stages that occur from the process of welfare
benefits using value stream mapping
method.
The next stage is to analyze waste -
waste that occurs at each stage of the
process of providing employee welfare
benefits.
The final stage is to create the actual map
or a map of the future benefits of the process
of granting.
3. Result and Discussion
3.1 Value Stream MappingMethod
Value stream mapping is a Lean
process-mapping method for understanding
the sequence of activities used to produce a
product. [6]
This stage is carried out to describe the
actual condition of the stages - stages that
occur from the process of employee welfare
benefits.[7]
The process of granting welfare benefits
to employees, can be described briefly to:
1. Attendance data input
2. Verification of employee data
3. Printing Listings
4. Sorting Listing
5. Distribution Listing
6. Making Surat Perintah Menyetor
(SPM)
7. Making Surat Penyediaan Dana
(SPD)
8. Transfer funds into their account -
each employee
3.1.1 Attendance Data Input
In this process, the presence of data
from each employee on duty at their place of
duty - each (SKPD / UKPD) for a month
reported directly online through e-
Attendance system in accordance with a
predetermined time, ie from 1 up to and
including 10 each month. Input data is held
by operators who are prepared by each
SKPD / UKPD for the process.
Online system provided by BKD can
be accessed at the address www.bkddki.net.
In these sites, the operator can perform both
input data and the performance of staff
attendance.
3.1.2 Employee Data Verification
In this process, data has been entered
on the previous process will be verified by
BKD. Verification is made to check the
suitability of the amount of data that is
inputted by the presence of an active
working days. Number of active working
day Provincial Government of DKI Jakarta
is 22 days, if later discovered the presence of
excess days that had the data is inputted,
then the presence of excess data will be
calculated to be 22 working days.
3.1.3 Printing Listings
After the data is verified by BKD,
then the data will be transferred to the Office
of Information and Communication
(KOMINFOMAS). In this process, the
Office will record the data KOMINFOMAS
that has been verified by BKD, and print the
data to be returned to BKD for the next
process. Printouts are known as the listing.
Listings are printed in the order
Municipality.
3.1.4 Sorting Listing
After the printing process is complete
listings, KOMINFOMAS Office will send
the results to the printing of BKD. In this
process, BKD will separate listing which
have been printed according to the Work
Unit of each.
3.1.5 Distribution Listing
After receiving a printed listing of
BKD, respectively - each Head Unit will
check back print listing.

3.1.6 Making Deposit Warrant
After receiving a printed listing of
BKD, and each - each head unit will make
Deposit Warrant (SPM) who will be given to
the Regional Financial Management Agency
(BPKD).
3.1.7 Making Provision of Funds
In the next process, after receiving the
SPM, BPKD as supporting elements in the
field of local government finance and asset
management areas will perform its function
as monitors the implementation of budget
revenues and expenditures by the Bank and /
Figure 1. Actual Map
3.3 Analysis Of Waste
After getting a picture of the process
that occurs today (Actual map), it will show
what is an activity that adds value and
activities that do not provide value-added.
Thus, it would appear the odds for
improvement by eliminating activities
or institutions - other financial institutions
that have been designated. Provision Fund
(SPD)will be issued by BPKD and will be
given to the Bank DKI for the transfer to the
account of each employee.
3.1.8 Transfer to Employee Account
Bank DKI as the Bank have been
appointed by the Government for
implementation of welfare payments will be
paying some money to the person's name
and received a nominal amount has been
included in the check being sent by each -
each unit.[8]
which are activities that do not provide
value-added or waste.
According to Taichi Ohno of Toyota
Classic Seven Waste, which included the
waste in manufacturing, among others:
defects / defect, transportation,
overproduction, waiting, process, transfer,
and inventory.
 Which includes waste while in services
are: the error documents, transfer
documents, conduct
activities that are not requested, waiting for
the next step, step - step process and
approval, unnecessary movement, and
repetition of work.[9]
Of the actual maps that have been
obtained previously, the data input process,
there is a waste of time when a very long
wait because of the time allowed too much
compared with the time available for other
processes.
Analysis of the data input process
conducted at the Regional Employment
Agency as part responsible for providing
the implementation of employee benefits to
the Government Welfare DKI Jakarat. In
addition, BKD has highest number of
employees compared to the existing body
within the Government of DKI Jakarta
1316 employees.
The available working time in
accordance with Regulation No.34 Year
2008 Governor of the settings of Employee
Hours:[10]
 Today is a 5-day work, Monday –
Friday
 Effective minimum number of hours
37.5 hours with details:
Monday - Thursday = 07.30-16.00,
12.00-13.00 break
Friday = 07.30-16.30, 11.30-13.00
break
From the effective number of hours
worked per week, gained 37.5 hours or
2250 minutes. Then the effective number of
hours available per day is 2250 minutes / 5
days = 450 minutes / day.
In addition, the length of time was also
obtained for work on the data input process
for an employee for 1 minute. This figure is
obtained by direct observation using a
stopwatch and dirata - 3 times the average
after observation. From the data - the data
above, can be summarized in Table 1
below:
Table 1. Recapitulation calculation time
Data Input Process
Number of employees 1.316
employees
Effective time / day 450 mins/day
Input data time/employee 1 min
From Table 1 above, can be obtained
by the time required to complete all work in
a way :
Time needed=
(number of employees × input data
process time) Effective time / day
So, will be obtained,
Time needed =
(1316 × 1 min) ≈ 2,9 days or 3 days
450 mins / day
3.4 Future State Map
Future State Map are made to design
the process flow more streamlined with
increased process by reducing the root
causes of waste.[11]
From the above calculation results, it
can be seen the process and time frame
provided for data input process during the
10 days it can be completed more quickly
than the time allowed is 3 days. This is
wasteful because it causes long waiting to
proceed to the next process.[12]
In addition to the data input process,
the printing process by listing
KOMINFOMAS Office can be done
basically in the same unit from the previous
process of BKD. This happens because the
BKD did not have the hardware to do the
printing of these listings. The solution in
this case is to add hardware to BKD for the
printing process can be performed on the
same unit of BKD. So the time of delivery
Welfare benefits to employees can be done
on time.
 Figure 2. Future State Map
4. CONCLUSION
Based on the analysis of the process of
welfare benefits in the Local Government
environment using DKI Jakarta Value
Stream Mapping (VSM), obtained the
following conclusions :
 Time provided for the data input
process too much.
 Hardware limitations in the printing
process of listing.
Proposed policy on DKI Jakarta
Regional Government to speed up the
delivery of welfare benefits to employees is
as follows:
 Setting the standard time re-
implementing the data input
process for 3 days.
 Provide adequate training in the
process of granting allowances.
 Adding hardware for printing
purposes so that unused time can be
effective.
5. REFERENCE
[1] Surat Keputusan Gubernur Provinsi
DKI Jakarta No. 38 Tahun 2005
[2] Peraturan Gubernur Provinsi DKI
Jakarta No. 31 Tahun 2007
[3] Peraturan Gubernur Provinsi DKI
Jakarta No. 42 dan 92 Tahun 2009
[4] Instruksi Gubernur Provinsi DKI
Jakarta No. 38 Tahun 2005
[5] Douglas, L., & Edem, G. (2008). Value
Stream Mapping to Improve
Productivity in Transmission Case
Machining. Proceeding of the 2008
Industrial Engineering Research
Conference J. Fowler and S. Mason, eds.
Page. 1
[6] www.greensuppliers.gov. Hal. 1
[7] Mark, A.N., & Sheila, R.P. (2008).
Mapping The Total Value Stream: A
Comprehensive Guide for Production
and Transactional Process. CRC Press,
New York. Page. 29
[8] Mark, A.N., & Sheila, R.P. (2008).
Mapping The Total Value Stream: A
Comprehensive Guide for Production
and Transactional Process. CRC Press,
New York. Page. 39
[9] Gaspersz, Vincent (n.d). Lean Sigma
Management System (Streamlining The
Business Process). Page. 13
[10] Peraturan Gubernur Provinsi DKI
Jakarta No. 34 Tahun 2008
[11] William, Thorsen, (n.d), Value Stream
Mapping and VM Worldwide facilities
group – Capita project General Motor
Corporation. Page. 1
[12] Mark, A.N., & Sheila, R.P. (2008).
Mapping The Total Value Stream: A
Comprehensive Guide for Production
and Transactional Process. CRC Press,
New York. Page. 222