Ignasius Jaka Mulyana

Higher education institutions (HEIs) are increasingly required to improve service quality while addressing sustainability challenges. However, inefficiencies and waste within academic and administrative processes often undermine institutional performance. This study proposes an integrated approach combining Fuzzy Failure Mode and Effect Analysis (fuzzy-FMEA), the Decision-Making Trial and Evaluation Laboratory (DEMATEL), and Waste Priority Categories (WPC) systematically to evaluate and prioritise critical waste occurrences in a private HEI in Indonesia. Fuzzy-FMEA was employed to address the uncertainty inherent in expert assessments and to generate a Fuzzy Waste Priority Number for ranking purposes. DEMATEL was then applied to map causal–effect relationships among the nine most critical waste occurrences, while WPC translated these results into actionable categories: eliminate, option, or acceptance. The analysis revealed that delayed campus facility repairs (C5) represent the most influential causal form of waste, while lecturer-task misalignment (D1), administrative overload (B6), and teaching preparation inefficiencies (A10) also emerged as critical issues. By prioritising the elimination of these waste occurrences, HEIs can simultaneously improve resource efficiency, enhance staff wellbeing, and strengthen student learning outcomes. The findings demonstrate that integrating fuzzy-FMEA, DEMATEL, and WPC provides a robust decision-support framework for aligning risk management with institutional sustainability strategies.

Hospitals are health facilities that provide medical services and care for patients. Every hospital is always required to maintain and quality of service in order to achieve customer satisfaction and improve efficiency. Lean Management can be used as an approach to improve service quality and efficiency. The first step of improvement is to identify waste in the hospital. This article aims to discuss identification of waste in the outpatient unit of a hospital. Furthermore, determine the priority of waste that must be reduced (eliminated). The methods used are observation, interview and fuzzy. The results showed that the waste that is prioritized to be reduced (eliminated) are patients waiting for the next process (W2), the process of supplying repetitive drugs (OVP2), and patients waiting for registration (W1). The results of this study can be used by hospital management as a reference for making improvements, both in the outpatient unit and other service units.

Hospitals should improve services to patients. The concept of Lean Management can be used as an approach to improve hospital efficiency. The purpose of the training is to provide an understanding of Lean Management in hospitals (Lean Hospital) to hospital leaders and employees and be able to identify waste. The training was conducted with partners, namely Surabaya Gotong Royong Hospital. The training methods are the presentation of Lean Hospital and group discussions. Through this training, the knowledge of leaders and employees of Gotong Royong Surabaya Hospital about Lean Hospital can be improved. In group discussions, various types of waste and the order of priority for improvement were identified. This training has been able to increase the understanding of leaders and employees of Gotong Royong Surabaya Hospital about Lean Hospital. This can be seen from the ability of participants in the discussion to identify and assess the priority number of waste and provide suggestions for improvement. This activity can be followed up with research or community service on improving efficiency at Gotong Royong Surabaya Hospital with the Lean Management approach.

Konnyaku, a traditional Japanese food made from the porang tuber (Amorphophallus konjac), is known for its unique texture and health benefits. Despite its growing popularity, limited research has optimized the processing conditions for producing high-quality konnyaku, particularly regarding its physical and organoleptic properties. This study addresses this gap by investigating the effects of boiling temperature, boiling time, and water-to-porang (W/P) ratio on the hardness and sensory attributes (taste, color, and texture) of konnyaku. A factorial experimental design was used, and data were analyzed using Multivariate Analysis of Variance (MANOVA) and Analysis of Variance (ANOVA). The results showed that the optimal processing conditions for the highest sensory acceptance and hardness were a boiling temperature of 100°C, a boiling time of 30 minutes, and a W/P ratio of 1:4, yielding a hardness of 1788.26 g-force. All three factors significantly impacted the organoleptic properties, with distinct interactions observed between the parameters. This study provides critical insights for enhancing konnyaku production and contributes to the sustainable development of the porang industry by promoting efficient local processing techniques.

Penyuluhan merupakan salah satu bentuk kegiatan pengabdian masyarakat yang bertujuan untuk menambah pengetahuan masyarakat. Melalui penyuluhan, informasi-informasi baru dapat diperoleh dan diaplikasikan oleh masyarakat yang menjadi peserta dalam kegiatan penyuluhan. Penyuluhan standardisasi proses pengolahan pangan perlu dilakukan untuk membantu pelaku Usaha Mikro, Kecil, dan Menengah (UMKM) menghadapi persaingan usaha di bidang pangan. Pelaku UMKM perlu dibekali pengetahuan mengenai standardisasi proses pengolahan pangan agar dapat menjamin mutu dan keamanan produknya serta mendapatkan legalitas atas usahanya. Dengan demikian, pelaku UMKM dapat memperbesar pasarnya untuk menjaga kesinambungan usahanya. Penyuluhan standardisasi proses pengolahan pangan dilakukan untuk pelaku UMKM di Kabupaten Kediri. Penyuluhan ini diadakan di Gubug Lazaris pada tanggal 29 Juli 2023. Penyuluhan ini berhasil meningkatkan pengetahuan pelaku UMKM tentang Cara Produksi Pangan yang Baik untuk Industri Rumah Tangga (CPPB-IRT) dan Hazard Analysis and Critical Control Point (HACCP) yang dibuktikan dari hasil pre-test dan post-test peserta penyuluhan. Selanjutnya, penyuluhan ini juga berhasil mengidentifikasi kegiatan pengabdian masyarakat yang dibutuhkan pelaku UMKM di bidang pangan yakni pendampingan penerapan CPPB-IRT. Sebagian besar peserta penyuluhan mempersepsikan kegiatan ini telah berjalan dengan sangat baik.Kata kunci: standardisasi; pangan; UMKM; CPPB-IRT; HACCP

Purpose: This article seeks to develope framework of multistakeholder value transformation into an business process improvement plan in Higher Education Institutions (HEI).Design/methodology/approach: multistakeholder value and its importance weight are obtained through questionnaires and fuzzy method. Transformation of multistakeholder value into priority business process improvement using an expert panel, adopting Quality Function Development (QFD) and House of Risk (HOR).Findings: This research has developed a framework consisting of two parts: the framework to transform the multistakeholder value into an HEI business process and the framework to determine the priority of improvements. The framework was successfully applied in a private university to find and prioritize business process improvement.Research limitations/implications: The stakeholders used in this framework are students, lecturers, and employers. The results of this study are the order of priority for improving business processes. The next research opportunity is to develop a business process improvement selection model considering the probability of success, priorities, and costs. Another possibility of research is to involve other stakeholders.Originality/value: Previous research on the identification of stakeholder value HEI only involved one of the stakeholders. In addition, most of the objectives were to assess the level of importance and satisfaction of stakeholders. This research develops a framework to identify multistakeholder values (students, lecturers, and employers) and transform them into a business process improvement plan consisting of teaching, research and community service, student affairs, and supporting activities.

Lean Six Sigma (LSS) is a strategy to overcome the problems that occur to improve the efficiency and effectiveness of the company through the elimination of variation and waste. efficiency and effectiveness will ensure the sustainability of the company. Several factors affect the success of LSS implementation in the company. Therefore, to be successful in LSS implementation, an assessment is needed to measure the level of LSS readiness (Lean Six Sigma Readiness/LESIRE). This article discusses the measurement of the readiness level of the plastic industry in Indonesia in the implementation of LSS. In addition to measuring the level of readiness, this article also discusses what important factors must be prepared in advance to be ready for LSS implementation. Data was collected by distributing questionnaires and processed using the fuzzy method. Factors that influence success consist of 5 enablers, 19 criteria, and 55 attributes. The results showed that the industry studied was categorized as Almost Ready. Attributes that need to be improved to increase LSS readiness are company initiatives in development, learning processes in development, improving workforce skills, customer-focused organizations or companies, strategic and visionary leadership, responsibility, authority and communication, planning, feedback loop design, eliminating waste, high impact of customer satisfaction, and technology improvement.

Abstrak: Diseminasi teknologi pembuatan briket bioarang dari sampah organik telah diberikan untuk warga dan kader lingkungan RW 03 Kelurahan Tambak Rejo, Kecamatan Simokerto, Kota Surabaya. Hal ini sangat penting mengingat wilayah RW 03 Kelurahan Tambak Rejo Surabaya, yang menjadi mitra kegiatan ini, merupakan daerah pemukiman padat penduduk dengan banyak tanaman perindang sehingga banyak dihasilkan sampah daun-daun tanaman. Selama ini, daun-daun tersebut hanya dibuang atau dibakar saja. Sementara itu, sebagian warga (mitra) belum memiliki pekerjaan tetap sehingga lebih daripada 50% warganya masuk dalam kategori masyarakat berpenghasilan rendah. Oleh karena itu, kegiatan ini ditujukan untuk membantu RW 03 Kelurahan Tambak Rejo, dalam hal ini sebagai mitra kegiatan, untuk menangani permasalahan sampah organik dan sekaligus memberikan peluang usaha/kerja dengan mengolah sampah organik tersebut menjadi produk energi alternatif yaitu briket bioarang. Untuk mencapai tujuan tersebut, tahapan kegiatan meliputi tahap persiapan, tahap pelaksanan pembuatan briket, dan tahap evaluasi kegiatan. Sistem evaluasi yang digunakan untuk mengukur kinerja kegiatan adalah dengan membagikan kuisioner kepada mitra. Indikator keberhasilan kegiatan ditunjukkan dengan minimal 70% mitra yang mengikuti kegiatan penyuluhan ini merasa puas dan merasakan manfaat kegiatan sehingga dapat membantu menyelesaikan masalah yang dihadapi mitra. Adapun yang menjadi mitra adalah 46 orang warga dan perangkat RW 03 Kelurahan Tambak Rejo Surabaya. Dari hasil kegiatan dapat disimpulkan bahwa mitra dapat memahami dan membuat briket dari sampah organik dengan baik. Parameter briket yang telah sesuai SNI adalah kadar air, kadar abu, kadar karbon, dan nilai kalor, sedangkan parameter volatile matter sedikit melebihi ketentuan SNI (7%). Hasil pengisian kuisioner yang dilakukan oleh mitra menunjukkan bahwa 100% peserta kegiatan puas dengan pelaksanaan kegiatan. Tidak hanya itu saja, kegiatan ini juga menjawab kebutuhan mereka sehinga tercipta peluang untuk menjadi sumber ekonomi baru. Technology dissemination to prepare biocharcoal briquettes from organic waste has been carried out to residents and environmental cadres from RW 03 Tambak Rejo Village, Simokerto District, Surabaya City. The activity is urgent to be performed since the region is considered as the area with dense population with many plants and therefore, the kampong possesses a lot of leaves. So far, leaves waste is only thrown away or just burned. Meanwhile, some residents do not yet have permanent jobs and therefore, more than 50% of the residents are lied into society with low-income category. Accordingly, this activity was aimed to help society of RW 03 Tambak Rejo Village, in this context as our partners, to deal with leaves problem and in the same time provide business or work opportunity by processing those leaves into alternative energy product, namely briquette. To achieve these aims, several steps involve the preparation, the implementation and finally, the evaluation step have been carried out to assess the activity. The evaluation was performed by filling out questionnaires by partners who join in this activity, i.e. 46 people. In order to measure the success of this activity, we set that at least 70% of our partners feel satisfied that this activity will solve their problems. From the results it can be concluded that participants can understand theory behind organic wastes and briquettes, as well as able to make briquettes by theirselves. Several briquette parameters that comply with SNI are water content, ash content, carbon content and heating value, while the volatile matter parameters slightly exceed the SNI provisions (7%). Questionnaires filled out by mitra show that 100% of participants were satisfied with the implementation of this activity. In addition, the activity also answers their needs which in turn can create an opportunity to become a new economic source.

Lean management merupakan sebuah konsep perbaikan manajemen yang telah terbukti berdampak positif dalam peningkatan kinerja di berbagai sektor industri. Pada satu dasawarsa terakhir banyak kajian terkait penerapan lean management di sektor pendidikan. Lean management dinilai sangat cocok untuk diterapkan di sektor pendidikan agar manajemen pendidikan semakin lincah dan adaptif mengahadapi perubahan zaman. Kondisi ini memunculkan ide untuk melakukan kegiatan pengabdian masyarakat dengan membekali pengetahuan dan implementasi lean management pada pelaku dan pemangku kepentingan dalam dunia pendidikan. Yayasan Yohanes Gabriel 2 yang dipercaya Keuskupan Surabaya untuk mengelola 15 sekolah menjadi mitra pengabdian masyarakat. Guru, karyawan, dan pimpinan yang ada di Yayasan Yohanes Gabriel 2 diberikan pelatihan mengenai identifikasi dan analisis waste atau pemborosan. Melalui pelatihan yang dilaksanakan sebanyak tiga kali, banyak waste atau pemborosan yang berhasil terungkap dari sektor pendidikan. Peserta pelatihan mengharapkan agar solusi yang diberikan dari hasil pelatihan ini segera ditindaklanjuti sehingga manajemen sekolah menjadi semakin baik. Peserta mengakui pelatihan ini memberikan manfaat bagi mereka.

Waste in HEIs is difficult to identify, so identifying and prioritizing waste is challenging. This research aims to develop a framework within which to identify and prioritize waste reduction in HEIs. The novelty of this study is that it analyzes and prioritizes waste in HEI from the perspective of four stakeholders in teaching, research, and community services, as well as supporting activities. The process of waste identification was undertaken via observation and literature review, while prioritization of waste was based on the criticality level of waste (CLoW). Determining the criticality level of waste (CLoW) consists of two stages: the first stage is calculating waste scores using questionnaires from students, lecturers, and education staff; the second stage is calculating the critical level of waste using a questionnaire from HEI leaders and analyzing it with fuzzy methods. This study identified 59 types of waste and grouped them into eight types: over-production, over-processing, waiting, motion, transportation, inventory, defects, and underutilization talent. Waste occurs in three HEI activities: teaching, research, community service, and supporting activities. The results also show the priority order of waste reduction and proposed improvements to reduce waste. This study offers a practical contribution to the management of HEIs to identify and prioritize waste reduction. The theoretical contribution of this study is that it fills the research gap of waste reduction prioritization in all aspects of HEI activities involving all HEI stakeholders involved in the business process, namely, students, academics, non-academic staff, and HEI leaders.