USULAN PROCESS RE-DESIGN MANAJEMEN ASET HULU MIGAS PASCA-RESTRUKTURISASI ORGANISASI SKK MIGAS DENGAN METODOLOGI MIPI

• Main Author: Shafa Ramadhana, Hazza
• Format: Final Project
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/80604
• Institution: Institut Teknologi Bandung

Satuan Kerja Khusus Pelaksana Kegiatan Usaha Hulu Minyak dan Gas Bumi, commonly known as SKK Migas, is an extension of Indonesia’s Ministry of Energy and Mineral Resources (ESDM) responsible for managing upstream oil and gas business activities. Opne aspect handled by SKK Migas is the management of upstream oil and gas, which is considered to be State Property (BMN) as it is one of the country’s source of Non-Tax State Revenue (PNBP). For every production-sharing contract established with oil and gas companies, SKK Migas also manages to optimize their asset utilization. The discovery of deadstock in material inventory worth IDR 1.7 trillion in Q4 2022 indicates that the assets haven’t been properly managed. This can be attributed to the departmentalization of upstream oil and gas asset management in SKK Migas’s previous organization structure, which hinders the coordination and decision-making process between parties involved. With SKK Migas’s recent restructuring, the management of upstream oil and gas assets is now centralized under one division, and this provides an opportunity to integrated and improve the business processes that were once departmentalized. To carry out business process improvement, the Model-Based & Integrated Process Improvement (MIPI) methodology is used, consisting of several stages. To understand the business’s needs in the 1st stage, the company’s vision & mission, strategic plan, as well as their capability to improve business process is identified. Their existing business processes are then identified and mapped in the 2nd stage using workflow survey, Process Classification Framework, RACI Matrix, and cross-functional flowcharts. The identified existing business processes are analyzed in the 3rd stage based on the Improvement Technique Wheel concept by conducting SALT analysis, value-added assessment, and waste assessment. By knowing the composition of value-added activities, as well as waste in the existing business processes, redesigning business processes can be done by pairing the type of waste to the appropriate type of improvement measure based on Andersen (2007). The implementation of the proposed business process design is planned in the 5th stage by forming a Project Charter. In the last stage, the proposed business process design is evaluated against the existing practice based on the result of value-added assessment and waste assessment. Using the MIPI methodology, the existing business process of oil and gas asset management are found to have a composition of real value-added activities, business value- added activities, and non value-added activities of 28%, 65.6%, and 6.4%, respectively, with the largest contribution of waste coming from business value-added activities. From this result, a new business process designed is developed by simplifying, integrating, and automating the business process execution. This can be done by developing the functionality of the existing upstream oil and gas asset management information system. This new design of business process is proved to be capable of (1) completely eliminating non value-added processes, (2) increasing the composition of real value-added activities by 15.8%, and (3) decreasing the percentage of business value-added activities by 9.4%.