CHAPTER 4.

RESEARCH FINDINGS AND ANALYSIS

This chapter contains the presentation of data and analysis of the

research questions and problem statement. The tabular and graph

presentation were used in presenting the gathered data from the SWOC

analysis. The result of the interview with the SMEs and the documents

analysis were included in this presentation.

4.1. Finding

The researcher collected data, used the interview index technique,

document collection and SWOC analysis to find the data needed to

answer research problems. The process of finding this data started from

11until 13 November 2020.The interview index was conducted to Major

Eko Febrianto, Major Suminto, and Captain Amri Yudha as Subject Matter

Expert. An interview with Major Eko Febrianto was conducted to obtain

data related to problem statement 1. While interviews with Major Suminto

and Captain Amri Yudha were conducted to obtain data related to problem

statement 2. The documents collection was used as secondary data to

support the results of interviews with Subject Matter Expert.

The SWOC analysis used by researchers is specifically used to find

and determine strategic steps to answer the 3 rd problem statement, about

the measures to enhance the capability of maintenance personnel of 14 th

Air Squadron. SWOC analysis is only used to solve the 3 rd problem

statement because a recommendation is needed for the stakeholder of

14th Air Squadron in taking an actions. From the results of this data

collection, there are 3 point findings found by researchers, which are as

follows:

4.1.1 Current capability of the maintenance personnel of 14 th Air

Squadron in terms of Doctrine, Organization, Training, Facility

and Material

To answer problem statement number 1, researcher used an

interview with Major Eko Febrianto as the main instrument in

gathering data.

Table 4.1: Findings Related to Problem Statement 1

Terms Findings Related to Problem Statement 1

1. Doctrine The regulations used as the basis for the
implementation of aircraft maintenance activities
at the 14th Squadron are still very relevant and
updated.
2. Organization The organization is able to accommodate and
follow up on all problems related to aircraft
maintenance in a hierarchical and structured
manner.
3. Training Currently, training for aircraft maintenance
personnel is still considered inadequate and
uneven.
4. Facility Aircraft maintenance facilities, especially hangars
and shelters, are currently not in accordance with
the specifications of the Sukhoi 27 and 30 aircraft.
5. Material Material needs such as spare parts and tools are
currently considered sufficient, but still limited in
number.
 Based on the results of the interview with Major Eko

Febrianto, the researcher found several findings related to problem

statement number 1 with the following description:

1. Doctrine. Doctrine is all regulations governing and being the

basis for all aircraft maintenance activities in the squadron.

According to Major Eko Febrianto, the Doctrine or regulations

that are the basis for the implementation of aircraft maintenance

activities in the squadron are still very relevant and updated. In

accordance PERKASAU III/XII/2009 which regulates the main

duties and work procedures of the squadron. Article 3 states that

one of the squadron's main tasks is to carry out aircraft

maintenance of basic-level.

2. Organization. The organizational structure at the 14 th Squadron

is currently considered capable of accommodating and following

up on all existing problems in the field of aircraft maintenance.

Adequate coordination between units and to higher commands is

considered effective and runs well.

3. Training. Currently, training for maintenance personnel is still

considered insufficient. Some personnel have received

maintenance training for Su 27 and 30 aircraft up to the inspector

level, but there are still many maintenance personnel who only

receive basic training in maintaining these aircraft, and there are

even personnel who have never received any training at all.

 4. Facility. The aircraft maintenance facilities used currently,

especially hangar and shelters, still can’t be used optimally and

effectively, because it was a hangar of the former F-5 Tiger

aircraft, which have different dimensions from the Sukhoi 27 and

30 aircraft.

5. Material. Supporting materials for the maintenance of Sukhoi 27

and 30 aircraft, such as spare parts, tools and other supporting

equipment, are now available, but the amount is very limited,

making the aircraft maintenance process in the 14th Squadron

can’t be effective and slow.

4.1.2 The gaps identified in existing capability of the maintenance

personnel of the 14th Air Squadron

To answer problem statement number 2, researcher used an

interview with Major Suminto and Captain Amri Yudha as the main

instrumen in gathering data.

According to Major Suminto, the main problem that hinders

maintenance activities of Sukhoi 27 and 30 aircraft is the lack of

knowledge of the technicians about the Sukhoi aircraft system. This

occurred due to a lack of planning from the stakeholder of the Air

Force in determining the policy of replacing the F-5 Tiger aircraft

with Sukhoi 27 and 30 aircraft. So that the training on Sukhoi aircraft

systems received by technicians in the 14 th Squadron was still not

optimal and evenly distributed.

 Meanwhile, according to Captain Amri Yudha, the main

problem faced by the 14 thSkadron maintenance section is the lack

of aircraft spare part support which hinders the performance of

technicians in carrying out aircraft maintenance. A lot of time is

wasted because the aircraft spare part needs are not fulfilled. So,

that aircraft readiness decreases, and staggering aircraft

maintenance does not go according to the plan that has been

made.

4.1.3 What measures can be recommended to enhance the

capability of 14th Air Squadron maintenance personnel?

To answer problem statement number 2, researcher used

SWOC analysis as the main instrument.

1. SWOC Analysis

Based on participant observation and an internal archives,

the internal and external factors has been collected and analyzed

then used to determine the organization strategic factors for a

SWOC analysis. These factors are as follows:

 Table 4.2: Findings Related to Problem Statement 3

INTERNAL FACTORS DESCRIPTION

1) Regulation 1) Regulations governing the duties and
functions of the unit and other
provisions in aircraft operation
2) Organization Structure 2) Every position in the organizational
structure carries out its duties and
authorities properly
3) Personnel 3) Lack of number of maintenance
personnel
4) Training 4) Lack of training for aircraft
maintenance
5) Current Maintenance 5) Inadequate maintenance facilities
Facilities
EXTERNAL FACTORS DESCRIPTION
1) Stakeholder Policy 1) Air Force stakeholder plans to meet
the number of personnel needs and
new facilities
2) Material 2) Limited Material to support aircraft
maintenance.

According to the participant observation and an internal

archives, the researcher found several findings the Internal and

External Factors related to the recommended measures to

enhance the capability of 14th Air Squadron maintenance

personnel.

a. Strengths (S)

1) The regulation that governing the main duties of the unit.

2) Proper organizational structure.

b. Weaknesses (W)

1) Maintenance personnel lacking training in operating the

new aircraft

2) The number of personnel is less than standard

3) Inadequate maintenance facilities.

c. Opportunities (O)

a) The process of building new hangar and shelter facilities in

progress.

b) Plan to meet the number of personnel needs from the Air

Force stakeholder.

d. Challenges (C)

Limited Material to support aircraft maintenance.

Based on the Internal and External Factors, the

researcher can determine the position of several factors related

to the recommended measures to enhance the capability of 14 th

Air Squadron maintenance personnel into the SWOC Analysis as

follows:
 Table 4.3: SWOC Analysis

IFAS STRENGHT (S) WEAKNESS (W)

1) The regulation 1) Lack of Training
2) Organization structure 2) Lack of personnel
number
EFAS 3) Inadequate facility

OPPORTUNITY (O) SO Strategy WO Strategy

1) Stakeholder policy to
build new hangar and
facility
2) Stakeholder policy to
meet the number of
personnel needed

CHALLENGE (C) SC Strategy WC Strategy

Limited materials

The description of the SWOC analysis above can be

described as follows:

a. In the cells Strengths-Opportunities (SO), the subunit develops

a strategy for develop by taking advantage of existing

opportunities and strengths.

b. In the Weakness-Opportunities (WO) cell the subunit devises

a strategy for take advantage of opportunities to develop by

overcoming internal weaknesses.

c. In the Strengths-Challenges (SC) cell the subunits devise a

strategy for exploiting the power to avoid threats.

d. On the Weakness-Challenges (WC) cell sub units devise

strategies to shrink weakness and at that.

2. Weighting of Internal Strategic Factors (IFAS) and External

Strategic Factors (EFAS)

After successfully determining the strengths and

weaknesses in internal factors as well opportunities and threats

to external factors, then weighting is carried out IFAS-EFAS,

recapitulation of factor values, and analysis of strategic positions

organization.

a. Internal Strategic Factors

Table 4.4: Internal Strategic Factors Weighting

Internal Factors Strategy Weight Rating Score
1 2 3 4
Strengths
1) Doctrine/Regulation 0.3 4 1.2
2) Organization 0.2 3 0.3
Weaknesses
3) Lack of Training 0.2 2 0.4
4) Lack of number of personnel 0.2 2.5 0.5
5) Inadequate facilities 0.1 1.5 0.15
Total 1 2.55

b. External Strategic Factors

Table 4.5: External Strategic Factors Weighting

External Factors Strategy Weight Rating Score
1 2 3 4
Opportunities
1) Stakeholder policy to build new 0.4 4 1.6
hangar and facility
2) Stakeholder policy to meet the 0.3 4 1.2
number of personnel needed
Challenges
3) Limited materials for aircraft 0.3 1.5 0.45
maintenance
 Total 1 3.25
To determine the position of the quadrant is done by

processing the data recapitulation into axes (X, Y), where the

axis coordinates x (horizontal) for IFAS analysis results, while the

y-coordinate axis (vertical) is for the analysis results EFAS.

Figure 4.1: SWOT Matrix for IFAS and EFAS Final Score

In this study, results SWOT analysis shows that it is well on

all aspects of internal and externals in the S-O quadrant. Means

that the organization is strong, and likely to win the challenges.

From this results, the strategic recommendations given are

progressive, meaning the organization is in condition prime and

steady, so it is possible to continue to expand, increase growth and

achieve maximum progress.

4.2. Analysis

Strategy is a tool to achieve goals. In its development the concept

of strategy continues to develop. Strategy is a tool to achieve company

goals in relation to long-term goals, follow-up programs, and resource

allocation priorities. Strategy is a continuous and adaptive response to

external opportunities and threats as well as internal strengths and

weaknesses that can affect the organization.

The leader of an organization every day tries to find a match

between the internal forces of the company and the external forces of a

market. Its activities include careful observation of competition,

regulations, inflation rates, the business cycle consumer wants and

expectations and other factors that can identify opportunities and threats.

An organization can develop strategies to overcome external threats and

seize opportunities. The process of analyzing, formulating and evaluating

these strategies is called strategic planning. The main objective of

strategic planning is that the company can see objectively internal and

external conditions so that the company can anticipate changes in the

external environment. The term SWOT comes from the words Strenghts,

Weaknesses, Opportunities, Threats. What is meant by SWOT analysis is

the systematic identification of various factors to formulate a company

strategy. This analysis is based on logic that can maximize strengths and
opportunities but simultaneously can also minimize weaknesses and

threats.

The strategic planning process must analyze the company's

strategic factors (strengths, weaknesses, opportunities, threats) in the

current conditions. This is called a situation analysis. The most popular

model for situation analysis is the SWOT analysis.

Basically, a SWOT analysis compares the internal strengths and

weaknesses in an organization with the opportunities and threats faced by

the organization's external environment. SWOT analysis in the capability

of maintenance personnel in 14 th Air Squadron to carry out the

maintenance of Sukhoi 27 and Sukhoi 30 aircraft can be used to formulate

directions and scenarios for the capability of maintenance personnel

development both on a micro to macro scale which are interconnected,

meaning that SWOT can formulate rationally and sequentially according to

the following purposes:

1. Provides an overview of the problems that need to be indicated for the

development for the capability of maintenance personnel, the regulation

that governing the main duties of the unit, and the organizational

structure.

Maintenance is one of the main logistical functions of the

Indonesian Air Force which plays a role in supporting the operational

readiness of elements of the Indonesian Air Force and has a direct

effect on the readiness of defense equipment in supporting the task of

 the Indonesian Air Force as the enforcer of state sovereignty in the

Indonesian Air Force in carrying out its duties assisted by several

functional of Main Command Forces, one is the Air Force Material

Maintenance Command. The Air Force Material Maintenance

Command has the task of preparing and carrying out maintenance of

the defense equipment of Indonesian Air Force to support operations

and training activities. In carrying out its duties and functions, the Air

Force Material Maintenance Command has a maintenance depot as

an implementing unit.

2. Analyze the relationship between the issues of developing the capability

of maintenance personnel

Today the development of science and technology is very rapid,

this is in line with the intention of developed countries to compete in

developing military technology, especially the development of aircraft

technology. The progress of science and technology is closely related

to the demand to increase human resources. The development of

aircraft technology, especially Sukhoi 27 and Sukhoi 30, always

changes according to the times. Therefore, in the maintenance of

aircraft requires professionalism of soldiers, which means that the

personnel who carry out maintenance have knowledge, expertise and

accuracy and experience that can always be developed according to

the times.
 The professionalism of soldiers greatly influences the process of

aircraft’s maintaining. Because with the professionalism of soldiers, the

process of maintaining aircraft will be of high quality, which in the end

will be able to realize the readiness of aircraft. The realization of

professional soldiers requires careful planning and management of

human resource development (HRD). HRD planning is a process of

analyzing and identifying the availability of human resource needs, so

that the organization can achieve its goals. HRD planning in an

organization is not static but must keep up with the developments and

demands of ever-changing changes. HRD planning must be prepared

carefully, and be based on scientific methods and be guided by the

skills needed by organizations today and for the future. With good

human resource planning, it will facilitate the implementation of aircraft

maintenance.

Maintenance of aircraft has a very important role in the effort to

prepare the Indonesian Air Force's defense equipment to support state

defense operations. In the implementation of aircraft maintenance is

influenced by several factors. The factors that influence the

maintenance of aircraft, namely the ability of human resources or

professionalism of soldiers, maintenance facilities in the form of

maintenance buildings, tester, special tools, general tools, and other

supporting equipment, availability of spare parts, and software which

includes Technical Orders. (TO), Air Engineering Instructions, Air

 Engineering Instructions, Service Bulletin and other maintenance

regulations.

3. Provide scenarios and direction of present and future conditions that will

be aimed at developing the capability of maintenance personnel.

From the results of the SWOT analysis, several strategies will be

used for developing the capability of maintenance personnel. Strategies

derived from the SWOT analysis process can be divided into four types,

namely: aggressive, diversification, turn-around, and defensive. From

the results of the SWOT analysis, several strategies will be used for

planning and developing the capability of maintenance personnel.

Strategies derived from the SWOT analysis process can be divided into

four types, namely: aggressive, diversification, turn-around, and

defensive. From the results of the SWOT analysis, several strategies

will be used for planning and developing the capability of maintenance

personnel. Strategies derived from the SWOT analysis process can be

divided into four types, namely: aggressive, diversification, turn-around,

and defensive.

Based on the results of the interview, which is included in the

internal factors consisting of strengths and weaknesses. These strengths

include doctrine/regulation and organization. Weaknesses are lack of

training, lack of number of personnel, and inadequate facilities.

Meanwhile, external factors consist of opportunities and threats. These

opportunities include stakeholder policy to build new hangar and facility

also stakeholder policy to meet the number of personnel needed.

In the internal factor of the doctrine/regulation gets the highest

score compared to other powers with a score of 1,2. Meanwhile, the lack

of number of personnel is the highest weakness with a score of 0.5. For

external factors, stakeholder policy to build new hangar and facility

obtained the highest score with a value of 1.6. Meanwhile, the highest

threat is a limited materials for aircraft maintenance with a score of 0.45.

Based on the analysis of internal and external factors, the sub total

strength is 1.5 and the sub total weakness is 1.05. Chance 2.8 and threat

0.45. This illustrates the situation of the capability of the maintenance

personnel of 14th Air Squadron in a position that supports an aggressive

strategy, meaning that in a favorable situation, the organization can

continue to develop the capability of the maintenance personnel of 14 th Air

Squadron that have opportunities and strengths so that they can take

advantage of existing opportunities.