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Dilema Sebuah Organisasi
Apakah anda Motivate or Demotivate
Mengapa karyawan resign: Apa yang diyakini seorang supervisor vs kenyataan
11% 12%
89% 88%
Kenyataan
Diyakini Supervisor
89% of managers believe employees leave for more money 12% of managers believe employees leave for more money
11% of managers believe employees leave for other reason 88% of managers believe employees leave for other reason
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3 Peran Supervisor Hebat
③ Development of
Team members
5S
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3 Peran Supervisor Hebat 1. Pencapaian Target
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3 Peran Supervisor Hebat 1. Pencapaian Target
T ogether
E veryone
A chives
M ore
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3 Peran Supervisor Hebat 1. Pencapaian Target
Create annual plan
Tetapkan target bersama Jelaskan rencana aksi Tetapkan peran untuk setiap
dengan superior dan setting kepada anggota team anggota tim dan jelaskan
Strategy dan Control semua bagaimana Menindaklajutinya
item untuk mencapai target
team
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3 Peran Supervisor Hebat 1. Pencapaian Target
Review bulanan rencana tahunan dan hasil PDCA
Menganalisis faktor
Review pencapaian
pencapaian yang kurang dan
bulanan berdasarkan
secara terus menerus memutar
rencana tahunan
siklus PDCA
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3 Peran Supervisor Hebat 1. Pencapaian Target
Kontrol dan analisis QCT Control budget
Acceptable range
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3 Peran Supervisor Hebat 1. Pencapaian Target
Aktivitas lintas fungsional* antara departemen
terkait
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3 Peran Supervisor Hebat
2. Standarisasi & Improvement of Operation
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3 Peran Supervisor Hebat
2. Standarisasi & Improvement of Operation
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3 Peran Supervisor Hebat
2. Standarisasi & Improvement of Operation
[Pentingnya Standarisasi]
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3 Peran Supervisor Hebat
2. Standarisasi & Improvement of Operation
Mematuhi Operasi Standar
Bawahan Supervisor
• Adalah penting bahwa Supervisor
mendemonstrasikan operasi dan
menginstruksikan dengan sabar sampai
operator dapat melakukannya
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3 Peran Supervisor Hebat
2. Standarisasi & Improvement of Operation
Review standard operation and improve
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3 Peran Supervisor Hebat
2. Standarisasi & Improvement of Operation
Abnormality handling
Ciptakan lingkungan operasi di mana Anda dapat Poin-poin penting dari manajemen visual
mengidentifikasi abnormality secara cepat adalah
• Memperjelas definisi kelainan dan batas
kendali
• Tetapkan prosedur, metode, tanggung
jawab, dan wewenang untuk mengontrol
secara ketat
• Terapkan "manajemen visual" untuk segera
menemukan kelainan
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3 Peran Supervisor Hebat
2. Standarisasi & Improvement of Operation
Menciptakan Lingkungan kerja yang baik
Before After
Lingkungan kerja (lingkungan proses dan ergonomis) harus ditetapkan dengan benar
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3 Peran Supervisor Hebat
3. Pengembangan Anggota Tim
① Achievement of Targets
• Cultivate mindset through
communication
② Standardisation and Improvement
of Operations • Teamwork (building up a team)
• Create training plan
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3 Peran Supervisor Hebat
3. Pengembangan Anggota Tim
Sumber daya manusia memungkinkan pencapaian kondisi manufaktur maupun jasa yang diinginkan
Pengembangan anggota Tim adalah peran penting Supervisor
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3 Peran Supervisor Hebat
3. Pengembangan Anggota Tim
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3 Peran Supervisor Hebat
3. Pengembangan Anggota Tim
Teamwork (building up a team)
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3 Peran Supervisor Hebat
3. Pengembangan Anggota Tim
Create training plan
Target Participant 2022 2023
How
Category Item Staff Assistant Manager Manager 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12
Automotive Production Process Plan ● ● ● D H
PS Internal & HR
Actual H
5S (Seiri, Seiton, Seiso, Seiketsu, Shitsuke) Plan ● ● ● D,H
PS Internal
Actual H
Health & Safety (SMK3) Plan ● ● D,H,Y
External (Excellent)
Actual H,Y
ISO 45001 (Safety Management System) Plan ● ● ● D,H,Y
Basic External (Excellent)
Actual H,Y
ISO 14001 (Environment Management Sys) Plan ● ● ● D,H,Y
External (Excellent)
Actual H,Y
ISO 9001 (Quality Management System) Plan ● ● ● D,H,Y
External (Excellent)
Actual H,Y
Basic Kaizen (Improvement) Plan ● ● ● D H
PS Internal
Actual H
Lean Manufacturing (MMPW) Plan ● ● ● D,H,R H, Y, R
PS Internal
Actual
Management Project Plan ● ● D H, Y
GM (weekly)
Actual D
Internal Audit Plan ● ● ● D,H,Y
External (Excellent)
Actual H,Y
Budgeting Plan ● ● ● D,H,Y H,Y
PS Internal
Actual H,Y
ERP (SAP) Plan ● ● D,H,Y H.Y
PS Internal
Actual
KPI Plant Ranking Calculation Plan ● ● ● D H
Operasional PS Internal
Actual H
APW Konsep Plan ● ● ● D H
PS Internal
Actual H
Integrated Factory Automation (iFA) Plan ● ● ● D,H,Y H,Y
PS Internal
Actual
Overall Eficiency External (MMC)/PS Plan ● ● ● H
Internal Actual H
Operating Ratio External (MMC)/PS Plan ● ● ● H
Internal Actual H
QCC Plan ● ● ● D,H
PS Internal
Actual H
Leadership Plan ● ● D,R H,Y
PS Internal
Actual
Coaching Plan ● ● D H,Y
PS Internal
Actual
Conselling Plan ● ●
Advanced PS Internal
Actual
7 Management tools Plan ● ● ● H,Y
PS Internal
Actual
Cost reduction concept Plan ● ● ● D R R
PS Internal
Actual
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3 Peran Supervisor Hebat
3. Pengembangan Anggota Tim
Skill / performance evaluation
OPERATIONAL SKILL ADVANCE COMPETENCES CATEGORY
BASIC COMPETENCES
CATEGORY OF WEIGHT DIRECT PROCESS LEADERSHIP PEOPLE DEVELOPMENT PROBLEM SOLVING SUB CATEGORY
2 GENERAL PROCESS A B C D E F G H I J K L M N O P Q R ARRANGEMENT
3 SPECIAL PROCESS SHE EMS QMS Kaizen
Management APW Main
4 HIGH SKILL PROCESS 5R/5S Computer Internal Audit Budgeting SAP KPI Calculation APW Tools LEADERSHIP COACHING CONSELLING 7 QC TOOLS Cost Reduction KIND
Basic Safety ISO 14001 ISO 9001 Improvement Project Book
1 Nanang Susanto
EDUCATION PLAN
DATED 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19
NIK : 00419 PLAN 4 4 3 3 4 4 3 4 4 3 4 4 2 4 4 4 4 4
Maret 19 - April 20
ACT 4 4 2 2 3 4 2 4 3 3 3 3 2 4 3 3 3 4
Assitant Manager
W xS 8 8 4 4 6 12 6 12 9 9 9 9 6 16 12 12 12 16
PLAN 2019
EDUCATION PLAN
DATED 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19
NIK : 2889 PLAN 4 4 3 3 4 4 4 3 3 3 3 4 4 3 2 2 3 3
Maret 19 - April 20
ACT 3 3 3 3 3 3 3 2 3 3 2 4 3 2 1 1 2 3
Staff
W xS 6 6 6 6 6 9 9 6 9 9 6 12 9 8 4 4 8 12
PLAN 2019
3 Samuel Manaek
EDUCATION PLAN
DATED 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19
NIK : 03238 PLAN 4 4 3 3 4 4 4 4 4 4 4 4 4 2 2 2 2 2
Maret 19 - April 20
ACT 3 3 3 3 3 3 2 2 3 2 3 3 3 2 1 1 2 1
Staff
W xS 6 6 6 6 6 9 6 6 9 6 9 9 9 8 4 4 8 4
PLAN 2019
3 Santoso
EDUCATION PLAN
DATED 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19 1-Oct-19
NIK : 04687 PLAN 3 4 2 2 3 4 4 3 3 3 3 3 3 3 2 2 3 3
Maret 19 - April 20
ACT 3 4 2 2 3 3 3 3 3 2 3 4 4 3 2 2 3 2
Staff
W xS 6 8 4 4 6 9 9 9 9 6 9 12 12 12 8 8 12 8
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Evaluation
Manager
70%
• 5 group Supervisor
Supervisor
• 10 group foreman 59%
81%
Leader
• ALL Genba
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2. Job Observation Yang Benar
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Mengapa Supervisor Melakukan Job Observasi?
Gaya kepemimpinan yang efektif selalu berpandangan bahwa organisasi adalah unik
dan memiliki situasi yang berbeda-beda
Gaya kepemimpinan seseorang harus disesuaikan dengan tingkat kematangan bawahannya.
Hal itu dikarenakan tidak semua karyawan bisa menerima perlakuan yang sama.
Tinggi rendahnya prestasi kerja satu kelompok dipengaruhi oleh sistem motivasi dari
pemimpin dan sejauh mana supervisor dapat mengendalikan dan mempengaruhi suatu
situasi tertentu (model kontingensi Fiedler)
KARAKTER
COACHING
TIPE BINTANG - Memberi pengarahan
TIPE BANTENG DELEGATION
- Kemauan tinggi - Memberi contoh
- Kemauan tinggi - Memberikan kepercayaan
- Kemampuan tinggi - Membimbing
- Kemampuan rendah - Memberikan otonomi
- Aktif mendengar
Kemauan
- Meminta pendapat
CONSELING
TIPE KARTU MATI TIPE KELEDAI Memberi penghargaan
PEMBINAAN
- Kemauan rendah - Kemauannya rendah
Aset atau Tidak??? Aktif mendengar
- Kemampuan rendah - Kemampuan tinggi
Membantu problem solving
(High)
(Low) Kemampuan
Pastikan untuk
Make the Job mengamati kegiatan
Observation tim di periode
schedule tersebut
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Thank You
PRODUCTIVITY ACADEMY
: prodemy.global@gmail.com
: 082112235378
: Productivity Academy (PRODEMY)
: @prodemyasia
: www.prodemyasia.com