An Increasing In Productivity And Marketing Of Batik Industry in Sragen, Central Java

The aim of this research is to increase of the welfare of most people in the research area of the object, ie in Masaran Subdistrict, Sragen, Central Java, by encouraging the batik industry in that area. So far, most people living in Masaran, Sragen, work in the batik industry as labor. This research were conducted in three Small-Scale Medium Businesses (SMEs) in that Subdistrict, ie Batik Morinda, Sadewa and Bimo Suci. Those batik companies have advantages in the production process. All of them use natural coloring material (not the chemical stuff). Therefore their products are more natural, environmental-friendly and have high interest in the international market. The research problems are: limited production capacity due to limited production tools, the ability of available human resources is the minimum, traditional business management, limited and less inovative batik designs, and employers do not have the skills in export. In overall, the pattern used in the implementation method of this activity includes: discussion, workshop / studio work, factory operating, training and mentoring (groups / individuals). The steps in the implementation of science and technology are: team discussion with the SMEs regarding the development of batik designs roomates have high interest in the market


I. Introduction
Batik Indonesia is officially recognized by the UNESCO representative included in the list of Intangible Cultural heritage as humans (Representative List of the Intangible Cultural Heritage of Humanity) in Session -4 Intergovernmental Committee (Fourth Session of the Intergovernmental Committee) on Intangible Cultural Heritage in Abu Dhabi. The ministry declared the entry of Indonesian Batik in the UNESCO Representative List of Intangible Cultural Heritage of Humanity is an international recognition of the Indonesian cultural one eye, which is expected to motivate and uplift the dignity of batik craftsmen and support efforts to improve the welfare of the people.
Every region in Indonesia both Java and outside Java has natural and cultural richness that can be expressed as a motif. Natural wealth in the form of flora, fauna and landscapes. Sragen is one batik-producing areas in Central Java, today has expanded its technology and design. Amid the rise of modern batik industries that use a lot of synthetic dyes, Sragen still retain the use of natural dyes derived from nature and plants.
Batik craft in Sragen is a heritage that has lasted over 100 years. At first the craft of batik is done by batik workers men and women who work at the company in Surakarta batik. Furthermore, batik workers began work at home as folk craft which then developed into home industry. Batik industry business development Sragen officially began in 1985, is one of the leading sectors of the textile industry is expected to contribute to economic growth after industrial Agricultural and Forestry and furniture.
This research is based on our previous study in the same object.

Interpersonal patterns of SMEs
Each SME has some differences, which lies in the type of product, type of marketing agencies, and consumer segments. In terms of products, SME-1 dominant batik manufacture of a variety of materials with natural dyes with leaf and floral motifs, while both the SME-2 and SME-3 producing batik printing with chemical dyes and natural dyes. SME The market segment for SME-1, SME-2 likewise SME-3 producing batik for the lower class, middle, and upper. One of the SME (SME-1) products are products that are used by the President Susilo Bambang Yudhoyono and family.
In general, the pattern of relationships among SMEs working very well, as seen for example between SMEs often borrow from each other various materials and equipment. For example, when the SME-1 deficiency fabric SME-2 will supply and vice versa, or other materials (wax, evening). Similarly, in terms of equipment and design (screen) among SMEs will complement each other, especially the screen, because to make the kind of long motif usually takes between 5-10 screen.

Technical Problems
Based on preliminary surveys, there are some problems facing SMEs today that need solving are: Internal problems include raw material acquisition, financing, design innovation, and financial management, which includes also the financial administration / accounting. Most SMEs have not been taking notes well, and not attempt to differentiate between personal property assets.

Business Management
Forms of organization SME everything is shaped individual effort, while most of the workforce is female. In operation SMEs do not split the treasure so that less effort can determine the actual amount of income, although progress can be seen from the business and assets as well as a means of increasing the number of production processes and the behavior of the large number of marketed. So that SMEs need to get an effective coaching Financial Management in order to accurately determine the extent of the effort was successfully implemented. JOURNAL of RESEARCH in ECONOMICS and MANAGEMENT (Jurnal Riset Ekonomi dan Manajemen) Volume 16, No. 2, Juli -Desember (Semester II) 2016, Halaman 179-188

Wage System
Wage systems in SMEs varies, mostly based on the number of products produced / wholesale. Barriers: no general and uniform rate among SMEs.
To solve these problems in the first year, the research team provided training practically bookkeeping models that can be applied to SMEs.
Obstacles encountered: 2.1.Because of his efforts have long felt it less difficult to start from the beginning where do bookkeeping or inventory of their assets in a way.

2.2.Most do not understand how essential
records and financial statements when his business began to grow rapidly.

SME Capital
Sources and allocation of funds derived from SME businesses and some of the equity capital of the loan. Allocation of funds to meet the needs of SMEs are equipment, supplies, raw materials, auxiliary materials, labor, and promotion costs.
Delayed obtained information about the SME loan opportunities and do not know how to submit a proposal to get the loan. If managers are less well will make SMEs are less conducive conditions. Overview of SME capital: comparison of own and foreign capital is still relatively balanced. Still need a helping government assistance in product development and financial assistance.

Raw Materials
Raw materials whose supply is erratic even have to come from outside the city. Raw materials imported batik natural color of Solo and Yogyakarta. Barriers: SMEs need to get Raw Materials Outer City and inefficient.

II. Problems of SMEs, Solutions and Target
Outcomes On the whole technical or administrative problems identified by the proposing team in every aspect of SME businesses and SMEs Batik Batik Morinda Sadewa greatly affect the perceived smoothness of a business, and needs to be resolved for three (3) years are: • Production of scale is limited because lack of means of production. • Ability / skill craftsmen minimal human resources. • M anagement businesses are still traditional. • Marketing is limited (in terms of network) and the number of competitors. • Equipment is traditional or very simple.
There are problems related to the equipment, which at the moment is still quite traditional, given the limited availability of capital so as to reach equipment such as electric stoves, computers for pattern, pattern table, penglorot tub, bathtub coloring, clotheslinepermanent, and another canting-others still need the help of stakeholders, particularly Government Sragen.
Problems skill and ability of the craftsmen still limited, it is necessary to increase skills and knowledge. Overview of the craftsman or mission is to improve the quality of Sragen batik batik so as not to lose the outside Sragen. It is still always haunt the craftsmen, especially with the implementation of the ACFTA free trade batik Sragen readiness to compete with foreign products remains a problem for craftsmen. However, with good intentions and sincere craftsmen strive to move forward and compete with the products from anywhere. Batik products are most favored by consumers today is the Batik style Sragen.
Human Resources owned by Morinda Batik is very potential. Employees and artisans made up of workers who are young who had the opportunity to go forward and easily scouted. Nevertheless, it is still very lacking ability to require guidance from professional parties or an expert in the field.
While the outcome of the main program for the team is proposing outputs berkaiatan feeder with improved design tools, and the development of design patterns based on local culture (typical motif Sragen). Management Traditional management, management needs to be improved in a professional manner. Management is still family so not well ordered. a. Human resources management, there has been no regeneration in pattern making all activities ranging from the manufacture of batik motif or pattern, production, marketing to finance only held by one person. b. Lack of production management competence / expertise specifically in the production process of making patterns, drawing, batik until finishing & dyeing process c. Financial Management, the lack of bookkeeping, though modest, in the business so it will thrive well d. Marketing management, there is no good marketing strategy so that the marketing of relatively constant month to month E q u i p m e n t management

Marketing
Marketing is still simple that needs to be done to develop the market promotion. P roses in marketing directed at marketing with multimedia HR Skill is still limited, need to increase the competence (knowledge and skills) Facilities Facilities are limited, in order to support the necessary increase in productivity There needs to be setup in the production process so as to make production more simple and run smoothly. The main facility is required a. pan for nglorog, b. sewage treatment plant c. Spatial planning so that production could flow more smoothly d. Show room for production. e. Computer Financial Limited capital, need assistance in the form of soft loans. No bookkeeping

Methodology
This study uses research and development with a qualitative approach; and experimental approach to development. Development procedures using the Plomp guidelines (1997 ) According to Anik, Widyastuti & Sri (2007 : 6 ) characteristics of the research and developments are : ( 1 ) Researh based development, meaning the development of products based on the results of previous studies ; ( 2 ) Product-oriented and not the theory testing ; and ( 3 ) the results of the development are used for the improvement and development for the better products.

Methods of Implementation
Broadly speaking, the pattern used in the implementation of program activities include: discussion, work workshop / studio, plant operations, training and mentoring (group and individual). The steps in the implementation of science and technology are presented in Table 3.

Table 3. Patterns and methods of program implementation
Implementation science and technology : Stages of implementation Innovation dye machine (feeder), includes the addition of rotary pipe outside the tube as the color, the addition of two rollers, the addition of the motor : • Team discussions with SMEs about the advantages and disadvantages of existing feeder • The team designed a feeder image, then discussed again • Revised drawings feeder design • Making the feeder in the garage UNS • Excess redesigning feeder: fabric perfectly open automatically, as the fabric does not rub against the silent, steady pace, fast, and lightweight, flat colors, fast drying.

Development of printed batik design
: • Discussions with the team about the SME market interest motif (consumer) and not yet available in SMEs • Draft design drawings motif (A4 paper) • The discussion draft drawing batik design with SMEs • Improvements draft design into design work ready (1:1 on tracing paper) • The design work ready diapdruk on screen • Screen results apdruk tested and refined : • Team discussions with SMEs on the concept that the market demands motif (consumer) and not yet available in SMEs, with labar cultural destinations (eg wayang beber patterned design for the Indian market, Thailand, the motive for the Japanese cherry blossoms) • The draft master batik design drawings (A4 paper) • The discussion draft drawing batik design with SMEs • Improvements draft design into design work ready (1:1 on tracing paper) • Design master design compiled with other masters and with other colors, produced many new designs ready for work Innovation dough composition of colors : • Contok collection of color intensity, and then offered to SMEs, and SME team determines these colors (list colors Table 7 and Table 8 a. Tim discussions with SMEs to determine the design concepts are much in demand by the market / consumer, of course taking into account that for the implementation of natural colors will slightly increase the cost of production. b. Team makes draft design motifs proposed on A4 paper c. Figure draft design motifs are then discussed with the owners of SMEs, then if necessary, make revisions. d. Draft revised design was then made into a design ready to work with 1:1 scale on tracing paper, which later became the master design. e. SMEs then develop this master design by making modifications and improvements that can enrich existing motif. 3. Training for colouring techniques (Natural Color Techniques) Namely the use of environmentally friendly natural dyes (instead of chemical dye), the material is derived from leaves, fruits, roots, and so on.