The best quality of services provided by health care facilities can be realized if medical devices are in a reliable and safe condition. A large number of medical devices and the use of various types of medical devices have been a problem for hospital management to decide the level of priority in carrying out medical equipment maintenance. The purpose of the maintenance is to increase their availability and to reduce maintenance costs. This study aims to show how to determine the priority level of medical device maintenance based on the calculation of the criticality scores of medical devices. The criticality scores are obtained based on the assessment of criteria, sub-criteria, and grade by using the method of Analytical Hierarchy Process (AHP). The devices with higher critical weight take higher priority for maintenance than devices with lower critical weight. The approach was applied for 20 medical devices at the Out Patient Department of Eye Hospital in Jakarta to describe how to prioritize the maintenance of medical devices.

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Small Medium Enterprises (SMEs) for snacks in Indonesia currently has a good growth rate on one hand; but on the other hand, its level of competition is also quite high. Growth in sales volume of the Indonesian snack industry, both in modern and traditional markets in 2012, was recorded at 10-15 percent far beyond the growth of other manufacturing industries. However, the level of competition in the snack industry is also relatively high. Business people in the snacks sector do not only compete with fellow local business people but also with imported products, both legal and illegal. Currently, Banten Province is indeed not known as a culinary destination with a variety of distinctively local foods. The growth of the food industry in Banten Province is not as rapid as other manufacturing industries. However, in Banten, some types of food produced in small and medium scales (SMEs) are also known. Therefore, efforts to develop and empower typical local snack SMEs in Banten Province needs to be conducted to be able to increase its competitiveness in facing the globalization era and the ASEAN free market in 2015. The purpose of this reseach is to map the performance profile of Banten typical local snack SMEs and to provide recommendation on SME development strategies for competitive and sustainable Banten typical local snacks. The research method used combines the descriptive research method, IPA (Importance Performance Analysis), and SWOT analysis. The performance level measurement for Banten typical local snack SMEs is based on stakeholder perceptions on the condition of the existing 16 attributes compared to the perception on the development expectation of each of these attributes. Results of SWOT matrix mapping puts the products of Banten typical local snack SMEs in quadran II. The strategy prioritized is the quality attribute maintenance strategy for superior products, as well as product diversification to expand market share, competitiveness, and sustainability of Banten typical local snack SME products.

<p><strong>Purpose:</strong> The purposes of this study are first, to analyze why the <em>process capability index </em>(<em>Cpk</em>) for drop impact resistance (DIR) does not meet the specification or less than 1.33, and second, to find out what improvements should be made to make it meet the specification.</p><p><strong>Methodology/Approach:</strong> The methodology used was Statistical Process Control (SPC) through the PDCA cycle, supporting with Cause and Effect Diagram (CED), Nominal Group Technique (NGT) and “why, what, where, when and how (5W1H)” method.</p><p><strong>Findings:</strong> With the above methods, the result of the study was given a positive impact on the company. The average of DIR was increased from 20.40 cm to 25.76 cm, increased by 26.27% and the standard deviation was reduced from 1.80 to 1.48, and then the<em> Cpk</em> index was increased from 0.48 to 1.79 it means the process is in control and capable.</p><p><strong>Research Limitation/implication:</strong> This research was limited only on the two-piece can aluminum cans manufacturing process, no for three-piece cans manufacturing. SPC through PDCA cycle is an interesting method for continuous improvement of process capability in the cans manufacturing industry.</p><strong>Originality/Value of paper:</strong> This study highlights the area of future research SPC through the PDCA cycle to analyze and optimize process capability. Therefore, this research is considered to promote and adopt high-valued methodologies for supporting industry to achieve global competitive advantages.

PT. XYZ is a manufacturing company that produces Crude Palm Oil (CPO). The competition Crude Palm Oil (CPO) company do not only happen in manufacturing companies but also among supply chain components. Due to the increase of fierce competition, it is necessary to improve companies' value chain that may increase productivity and reduce costs. The purpose of this study was to analyze the supply chain and value chain of CPO in some companies. Data were analyzed using both qualitative and quantitative analysis within descriptive research. This research was started by conducting a supply chain analysis and followed by a value chain analysis and ended with an improvement of the value chain. The qualitative analysis describes supply chain and value chain while the quantitative analysis is used to find out value-added values and establishment of the value chain. Based on the analysis, the value chain of CPO in the company consists of four main participants: suppliers of raw materials (plantation), processing plant, distributor, and customer. In this research, the analysis was focused on two participants: palm oil plantation and palm oil processing plant. The oil palm plantation activities include nurseries, planting, plant maintenance, harvesting, and shipping while the processing plant consists of reception, sterilizing, threshing, pressing, and classification. The company's value-added actual condition in oil palm plantation was 72.42% and palm oil processing plant was 10.13%. A low-cost strategy had been applied, resulting in the value-added increasing of oil palm plantations by 1.08% and at processing plants by 11.73%. The increase in value-added has been able to reduce the company's costs. However, this study still has limitations because the analysis only covers plantation and processing plant value chain; the company's distribution and consumers of CPO products for maximizing the value-added of a CPO value chain have not yet been studied.