Ujian Tengah Semester

Mata Kuliah
Manajemen Proyek
Format Pengerjaan Studi Kasus
• Studi kasus dikerjakan secara Individu.

• Format kertas ukuran A4, spasi 1,5, font Times New Roman 12pt

• Dikumpulkan melalui MyITSClassRoom paling lambat hari Sabtu 8 April jam 18.00

• Kerangka pengerjaan studi kasus:

1. Tentukan satu masalah yang dianggap paling penting yang dihadapi Doodle Noodle Corporation

2. Rancanglah sebuah proyek dalam rangka menyelesaikan masalah tersebut yang terdiri dari :

Project Scope dan Project Priority Matrix

THE CASE STUDY

Prologue

A small business company who produces wet noodle. Both, Mr Arva and Mr Danis are

the owner this business. As they started their business three years ago, their market

is started with small local market which mainly is restaurants and café. Some of the

noodle is distributed to Mr Arva’s wife small restaurant who serves noodle based menu

(fried noodle, noodle soup) and is located next to production area. In 2020, when many

businesses are struggling to survice, this “homemade” wet noodle production

surprisingly receives an increasing demand. Since March 2020, demand is rising up

almost three times. This good news suddenly turns around became a big problem as

their production cannot cope with the increasing demand. Moreover, as a food

producer, this business is required to comply with food safety quality. This situation

certainly give Mr Arva and Mr Danis a serious headache. They do not have any idea

how to handle it before it hurdles their noodle business continuation.

Poodle Doodle Noodle Coorporation

This small company is started their business in early 2019 with 11 employees (Fig 1)

It produces one type of noodle, that is wet noodle (Fig 2), with a brand name “Poodle

Doodle Noodle”. In the beginning of their business, they directly sell their noodle to

small number of customers (less than ten restaurants) around town. Now they can sell

the product to different cities in Java Island such as Jakarta, Yogyakarta, Purwokerto,

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Semarang, Surabaya, and Cirebon through more than 200 resellers. Most of the

customers are restaurants, hotels, catering service and café.

Mr Arva & Mr Danis

The Owners

Secretary
/Adminitration staff

Bian Tika Reza

Supervisor of Supervisor of Supervisor of general
production/operations marketing and finance affair

7 (seven)
Production Operators

Figure 1 Organization Structure

Figure 2 Illustration of wet noodle and its demand (number of box which
contain of 7kg wet noodles) in year 2020

To produce wet noodle, the main ingredient is flour, water, and salt. Water is supplied

daily in gallon from a local vendor (not use tap water). Flour and salt are also supplied

in monthly basis from several local vendors, as it is a common product.

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Figure 3 shows process flow of wet noodle production flow. Most of process steps need

one operator except the last step (packing), it needs 3 (three) operators, so operator

who is responsible in steaming process also helping 2 (two) other operators in the

packing process. After packing, the wet noodle is brought to the storage. Since the

production of this noodle does not use any preservative, if it is stored at room

temperature it will expired in 3 (three) days, if is stored in the fridge, it will expired in 4

(four) weeks. Before delivering the noodle, it will be labelled and packed in a box.

At this moment, the volume of each batch production is according to capacity of

steaming equipment (steamer) which is a mix of 7 kg of flour with a proportion of water

and salt. Capacity of their existing fridge can accommodate one shift of production or

7 batches.

Mixing
(20 mins, 1 operator)

Sheeting
(15 mins, 1 operator)

Cutting/Slitting
(15 mins, 1 operator)

Steaming
(45 mins, 1 operator)

Cooling
(15 mins,1 operator)

Packing
(30 mins, 2 + 1 operator)

Figure 3 Process flow of wet noodle production

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Every day, the operator works normally in 1 shift (8 hours include 1 hour break) from

8 am to 4 pm. They are running Make to Stock type of production system. The

production supervisor, Bian, makes the rough production planning based on his gut

feeling and according to his experience.

Monday afternoon - 7 December 2020, 5pm

Mr Arva has just received a shocking phone call and is staring closely at several

batches of wet noodles in the fridge. He several times shake his head sadly and say to

himself “Isn’t this batch has been stored for several weeks, why is still here? It should

be delivered to the customer soon, if not, we can lose our customer”.

Next, he takes his mobile phone and makes a call. “Danis, can I have a word with you

now? It is very critical”. Slowly, then he goes back to his humble office room in second

floor of the shop-house building. Then, he sits down and looks at a group picture of

him, Mr Danis (his business partner), and all his employee at the opening of his small

business three years ago. Until now, those workers are still working with him and

becoming closer like a big family.

A knock at his door wakes up Mr Arva from his deep in thought. Mr Danis is peeping at

the opened door and said, “May I come in?”. “Sure, come in” replied Mr Arva. Mr Danis

sits down with a letter in his hand. “Sorry to ask you to come straightaway. It is very

urgent. Two of our biggest customers from Jakarta and Surabaya have just called me.

They complained about our late delivery since couple of months. Both of them warned

me if this delay on delivery continuously occur to the next following month, they will

stop doing business with us.” Mr Arva stops a few seconds, inhales his breath very

deeply then continues “And I believe it is easy for them for get a new vendor as we do

have a lot of strong competitors. But you know, I’ve just checked our fridge and we

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have several batches of noodle that have been sitting there for a couple of weeks, I

believe. Whereas, our customers is waiting for their order to come. I just don’t

understand why it happen”.

Mr Danis then said “Look, I do not want to add more pressure, but you should know I

have just received a report from the National Agency of Drug and Food Control. They

said that our noodle cannot meet the safety standard based on SNI (Indonesian

National Standard) 2987:2015. Look at this report, there are two parameters does not

comply with regulation”. Mr Danis shows Mr Arva the letter with testing result of their

wet noodle samples last week. Mr Arva looks at the report (Table 1) with shocked. Mr

Danis continues “If we can fulfil it by next month, they are going to withdraw our licence

to produce, so we should stop our production”.

Table 1 Testing report

No Test criteria Unit measurement Requirement Test Result

1 Condition -
1.1 Smell - normal Normal
1.2 Taste - normal Normal
1.3 Colour - normal Normal
1.4 Texture - normal Normal
2 Water content Mass fraction, % Max. 65 32,2
3 Protein content Mass fraction, % Min. 6,0 9,29
4 Ash level Mass fraction, % Max 0,05 0,08
5 Dangerous substance
5.1 Formalin (HCHO) - Not allowed Negative
5.2 Boric acid (H3BO3) - Not allowed Negative
6 Metal contaminants
6.1 Lead (Pb) mg/kg Max. 1,0 0,24
6.2 Cadmium (Cd) mg/kg Max. 0,2 < 0,007
6.3 Tin (Hg) mg/kg Max. 40,0 < 0,8
6.4 Mercury (Hg) mg/kg Max. 0,05 < 0,005
7 Arsenic (As) mg/kg Max. 0,5 < 0,013
8 Microbe
8.1 Total Plate Count Colony/g Max. 1 x 106 9,6 X107
8.2 Escherichia coli APM/g Max. 10 <3
8.3 Salmonella sp - negative/25g Negative
8.4 Staphylococcus aureus Colony/g Max. 1 x 103 0
8.5 Bacillus cereus Colony /g Max. 1 x 103 0
8.6 Yeast and Mould Colony /g Max. 1 x 104 < 10

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 9 Deoxynivalenol µg/kg Max 750 < 200

Mr Arva could not say anything in few minutes, then with deep voice he said “That is a

disaster … soo bad …okay … it is very urgent … tomorrow morning we should have an

emergency meeting with all supervisors. Now let’s go home and have a good rest” said

Mr Arva. “Okey, I am sending text to them now, see you tomorrow” replied Mr Danis.

Tuesday Morning - 8 December 2020, 8am

Mr Arva stands at the corner while Mr Danis sits and talks to the three supervisors who

are their main persons in this small business. Bian (the production/operations

supervisor), Tika (the marketing supervisors), and Reza (the general affair supervisor)

listen closely and sometimes they look at each other or just look down. After Mr Danis

finishes his explanation, Mr Arva shows the letter from the National Agency of Drug

and Food Control to Bian. His eyes directly look at Ash Level and Total Plate Count that

are out of specification. Well, not to forget about the complaint from our big and long-

time customers, so do you all have any idea, why all of these things are happened?”,

said Mr Arva to his three supervisors

Tika explained “there is a significant rise of order from customer started on March this

year. It is almost twice compared to the previous year. We have a lot of new customers

from different cities while our existing customer are also put more order. Especially our

two biggest customers from Jakarta and Surabaya. They have reported that there are

delay of their order fulfilment since the last couple of months (Table 2)” explains Tika.

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Table 2 Delayed delivery data for Customer A and B

Customer name Quantity Due date Delivery

(in box @7kg of noodle)
A (Jakarta) 50 1 Oct 10 Oct

B (Surabaya) 70 5 Oct 11 Oct

A 40 6 Oct 12 Oct

B 50 8 Oct 12 Oct

A 65 15 Nov 20 Nov

B 45 16 Nov 24 Nov

A 70 24 Nov 30 Nov

B 55 26 Nov 30 Nov

Reza adds Tika explanation “As we are in pandemic situation like now, we also need

to comply with the health and safety protocol, so we have made a plan to add more

staffs, but it is not possible at this moment.”

“Yes, we definitely need a larger production area”, said Bian. “Well, now let’s go down

to observe our production area”, asked Mr Danis. Today, there is 7 (seven) operators

are making a batch of noodle through several process steps.

Mr Arva, Mr Danis, and the supervisors are watching at the production area as well as

the whole area in first floor (Fig 5). The production area is only 15 m2 and located at

the back of the building. At the front of the building (level 1), there are restaurant area

who runs by Mr Arva’s wife.

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Table 3 Noodle production processes

No Process Procedure
1. Mixing - Measure flour, salt and water according to the recipee
- Put flour through a sifter so it break up any lumps in the flour
- Combine a mixture of flour, salt and water become a dough
2. Sheeting - Cut the dough into smaller pieces
- Roll several times each small pieces of dough into thin sheets
3. Slitting - Cut/slit the thin sheets of dough into noodle shape with Slitter machine
- Brush the noodle with oil
4. Steaming - Steam the noodle in the pot with hot boil water (100˚C- 105˚C)
5. Cooling - After steaming, the noodle is cooled down in room temperature (25˚C
- 30˚C)
- The noodle is separated and placed on aluminium tray
6. Packing - The noodle is measured and weight according to the standard and put
it in the packaging

During production, the whole production area is full with raw materials, semi finished

noodle, container, and many more. So it is quite difficult for operator to move around.

Operator also needs to walk back and forth from production area to storage. As, there

is no dedicated place for packing process, the operator should sit down on the floor

(Fig 5).
21 meter

Penyimpan mi
Formulasi
(kulkas dan freezer) Tangga naik 2
Pengukusan

Gudang
Area parkir karyawan dan

bawah tangga
Tangga naik 1
Wastafel
pengunjung

6
Pengemasan

Ruang restoran
Bar
m
Pencetakan

Pembuatan
Kitchen

adonan
mi

Toilet

Pencetakan
lembaran

4 meter

Figure 4 Layout of Building Level 1

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 Figure 5 Illustration of production area

“What do you think Mr Arva? I think Bian are right, the production area is kind of tight”,

said Mr Danis. Then Mr Arva replied “You know what, when our wet noodle business is

promising, it is not so for the restaurant. My wife is struggling to run the restaurant

since pandemic. So, my wife has indicated me that she is going to close the restaurant

soon”. “Really…? well if that so, how about we extend space for production by

converting the restaurant area?”, said Mr Danis. “Yes, I agree”, replied Mr Arva and

Bian, “and we definitely need a dedicated space for packing, more proper location to

store the material and finished product”.

Mr. Arva responses “And it should be managed properly, I don’t want to see again

undelivered 2 weeks old - noodle while some of our customers waiting for their order

to arrive “. Bian replied “I’ve just remembered that those noodles are supposed to

send to our customer (a restaurant) in Yogyakarta. This is a special order in terms of

the noodle it is packed in individual small plastic wrap with weight 100 gram each,

while our standard weight is 200 grams. But the operator mistakenly took and sent

the wrong batch of noodle So, we need to re-packing to sell it to different customers.

Unfortunately, we have not had a time yet to do it”.

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“Well then, at least finally we find out that has happened”, said Mr Danis, “How about

the Ash level and Total Plate count? Any idea, why it is out of control? We can refer to

an information on those two parameters from guidelines of SNI 2987:2015. Ash refers

to any inorganic material, such as minerals, present in food. It is called ash because it

is the residue that remains after removing water and organic materials such as fat and

protein. Ash can include both compounds with essential minerals, such as calcium

and potassium, and toxic materials, such as lead. Therefore, the presence of ash does

not mean that ash in a literal sense is allowed to be added to a food product. While,

Total Plate Count (TPC) is an indicator of the shelf-life of products, and also the

potential for growth of the microorganism that is present”.

After few minutes thinking, Bian says “from my view, there are two potential sources

of contamination. First, since early this month, there is indication that some

components our Slitting machine have been wearing out. Thus, it potentially

contaminates and mix with our noodle dough during cutting process. Second, as we

have a longer than usual dry seasons, thus we have more dust which come from main

street as well as parking lot in front of our building” (see Fig 7).

Figure 6 Map of location

Shops
Roti Bakso Kom- Koperasi
Petshop Toys
Bakar Mi ayam puter Simpan Pinjam

Masakan
Parking area Noodle
padang
Parkir Mobil
Salon Sembako
Shops
Parking lot/area
Parkir Mobil TheLOKASI
Noodle
Shops
Jalan masuk/keluar
Jalan masuk/keluar

BPR Kelontong
Shops
Taman Nasi goreng

Jalan Raya
Main Road
Jalan Raya

Toko Toko Toko Toko Toko Toko Toko Toko

Shops
Kebun

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Reza says “on my opinion, the contamination could come from the flour as from last

month we have just bought flour from new vendor since our old main flour vendor close

their business. This new vendor offers cheaper price with others vendor that have been

supplied us before. I have not got a chance to check the quality of this new vendor

flour. Other potential source of contaminant could be from our operators. As you can

see now, all of operator are not using proper work uniform and even some of them are

not using any shirt. I don’t think they wash their hand frequently since they touch many

things other than only the dough. And of course, the working area is far from clean”.

“Well, it seems that we have a lot of potential sources of contamination”, said Mr Arva

while scratching his head. Mr Danis who looks closely into the production area and

says “Maybe our steaming process time is not long enough or maybe the temperature

is not properly high”.

“Ok so what should we do now? We need to act fast before too late. Next two weeks,

BPOM staff will revisit us and take another sample before decide our fate “ said Mr

Arva anxiously to Mr Danis, Bian, Tika and Reza. “Bian, this is your call . Tika and Reza

please help Bian to solve this by the end of this week” , adds Mr Danis.

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