001 Managing Changes 2015

Raker
R&D &title
Opsstyle
Dev
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to edit Master
PT Indolakto / Technical & Operation 2015
One Team One Goal
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to edit
title style
Road
toMaster
Success
Changes Attitude
Share the Vision
Build Commitment
Training
One Team One Goal
Managing Changes
One Team One Goal
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One Team One Goal
Perubahan fisik lebih mudah dilakukan
One Team One Goal
Improve
& Infrastructure
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title style
One Team One Goal
Toilet
Clean
& Dry
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to editProper
Master
title style
One Team One Goal
Click toOur
edit Objective
Master title style
One Team One Goal
Setelah perubahan fisik

dilakukan, bagaimana user
nya mengikuti standard
fisik yang baru
Contoh :
Menjaga kebersihan toilet supaya tetap
bersih, kering dan harum
Menjaga kebersihan area process
Menjalankan sistem baru (human
machine interface) secara konsisten
Menjalankan prosedur baru yang
konsisten
``
One Team One Goal
Click to Pengumuman
edit Master title style
Untuk menghemat biaya perjalanan dinas, efektif 01 Agustus 2015, maka

perjalanan dinas yang menggunakan pesawat diubah dari Garuda menjadi Lion
Air atau Sriwijaya
Efective 01 Agustus, COP dihapuskan dan kembali menjadi sistem pinjaman
tanpa bunga dengan harga plafon diturunkan 40% dari plafon sekarang. Batas
pembelian mobil manager dari 190 Juta menjadi 114 juta rupiah
Untuk menghindari kemacetan, maka Effective 01 Agustus 2015, jam kerja

kantor diubah dari 08:00 17:00 menjadi jam 07:00 16:00
Untuk menghindari penyebaran penyakit, maka diwajibkan kepada setiap

karyawan untuk mencuci tangan sebelum makan atau bekerja
Untuk meminimumkan impact jika terjadi kecelakaan, maka setiap pekerja yang
memakai motor diwajibkan mengenakan helm. Helm tsb harus dikenakan pada
waktu memasuki area perusahaan
One Team One Goal
10
Apakah dalam setiap perubahan ada yang pro / kontra
Apakah dalam setiap perubahan ada yang diuntungkan atau dirugikan?
Apakah setiap perubahan selalu menjadi lebih buruk/ lebih baik?
One Team One Goal
11
Setiap ada perubahan

pasti
ada resistensi
ClickWhat
to edit
title style / penolakan
is Master
resistance?
Natural
Reactive
Resistance
Predictable
Emotional
Resistance
Resistance is
isnatures
natures way
wayof
oftelling
tellingyou
yousomething
somethingimportant
importantis
isgoing
going
on
and
that
you
are
on
target.
on and that you are on target.
One Team One Goal
12
TheClick
Change
Curve
to edit
Master title style
THE CHANGE CURVE
WHERE WE WANT TO BE
GAIN
WHERE WE ARE
INVESTMENT
TIME
One Team One Goal
13
The Change Curve - Progress vs Effort
Effort
Progress
Jan 25, 2016

One Team One Goal
Slide 14
Untuk
Diperlukan
Waktu
Clickberubah
to edit Master
title style
One Team One Goal
15
Apa yang berubah ?

Apa yang ingin kita capai?
One Team One Goal
16
Change
Curve
ClickThe
to edit
Master
title style
Good
Anticipatory
Reactive
Strategic
Performance
Crisis
Poor
Time
Source: Crossan, Fry and Killing, Strategic Analysis and Action,
Fifth Edition, Prentice Hall Canada, 2000.
One Team One Goal
Leadership
Challenges
Click
to edit Master
title style
Strategic
Performance
Good
Anticipatory
Thingsaregoingwell.
Dowereallyneedtochange?
CanIgetotherstoseethe
need?
Poor
Time
One Team One Goal
Leadership
Challenges
Click
to edit Master
title style
Do we need to change?
Strategic
Performance
Good
Poor
Reactive
Whatneedsto
change?
Whowillsuport
me?Whowill
resist?
Canwefindan
earlywin?
Time
One Team One Goal
Dalam Organisasi,Click
Dilapisan
manakah
to edit
Masteryang
titlebiasanya
style resist terhadap
perubahan ?
Lapisan atas, sebagai pemegang
kendali atas apa yang akan terjadi,
menjadi penghambat utama untuk
Initiate perubahan, karena itu
biasanya yang paling pertama
dirombak, supaya bola perubahan
bisa segera digulirkan
Lapisan tengah, karena biasanya paling complacent (mudah puas) dan diposisi
ditengah yang harus menjadi jembatan, akan resist terhadap perubahan,karena
mereka melihatnya sebagai tambahan pekerjaan, beban dan stress, sehingga
memerlukan special effort untuk meyakinkan perlunya dilakukan perubahan.
Kegagalan meyakinkan lapisan tengah akan membuat perubahan sulit dilakukan,
karena lapisan tengah yang biasanya mengkoordinasikan terjadinya perubahan
Lapisan bawah, yang jumlahnya banyak, dan pendidikan yang relative rendah,
akan sulit menerima perubahan, kalau mereka tidak melihat ada manfaat
langsung terhadap income mereka
Jan 25, 2016
One Team One Goal
Slide 20
Leadership
Challenges
Click
to edit Master
title style
Good
Strategic
Performance
OK, we need to change
Crisis
Weneedtomove
fast.
WhocanItrust?
Whichriskstotake?
Poor
Time
One Team One Goal
Remember : To change
only
when
appropriate
and for valid reason
Click to
edit
Master
title style
Jan 25, 2016
One Team One Goal

Slide 22
Building a Change
Plan
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to edit Master title style
ChangeDrivers
Starting
Conditions
External
Internal
TheChangeChallenge
TheNeeded
Change
Action
&
Results
Priorities
&Timing
Urgency
TheChangeProcess
Change Leaders
ChangeProgress
Measures of Success
One Team One Goal
Readiness
Style
Readiness for Change

Who will be most impacted by the proposed change?
How ready are they?
Do they see the change drivers?
Anticipatory
Reactive
Crisis
Awareness
Low
Mixed
High
Capability
High
Mixed
Low
Low
Mixed
High
Commitment
One Team One Goal
Select the Key Players

Yes
CHANGE
AGENTS
PRO-ACTIVE
RESISTORS
Have
Necessary
Attitude and
Skills for
Proposed
change
BYSTANDERS
No
CHANGE
AGENTS
IN
WAITING
DEFENSIVE
RESISTORS
Actively
Against
Neutral
Strongly
Supportive
Commitment to Proposed Change

One Team One Goal
How many changes

doMaster
you need
lead the
Clickagent
to edit
titleto
style
success of desired changes
For 100 employees,

20 will be key to the
success of the change
Yes
Have
Necessary
Attitude and
Skills for
Proposed
change
CHANGE
AGENTS
PRO-ACTIVE
RESISTORS
20%
10%
20%
BYSTANDERS
35%
No
10%
DEFENSIVE
RESISTORS
Actively
Against
Neutral
5%
CHANGE
AGENTS
IN
WAITING
Strongly
Supportive

One Team One Goal
Action Plan - First

Step
Guidelines
Click
to edit
Master title style
Anticipatory
Reactive
Crisis
Timeline
Few see need

for change
You have time
Some see need

for change
Time is passing
Most see need

for change
Time is short
Work with
Supporters
Pivotal Groups
Decide whom to trust
Early
Objectives
Experimentation
Establish Direction
Develop Support
Convert Resistors
Mobilize Organization
Move on Broad Front
Tactics
Participative
Small Steps
Mix Participa & Directive

Broad Front
Pace
Jog
Run
Situation
One Team One Goal
Make Strategic
Changes
Set
priorities
Directive (?)
Sprint
ClickChange
to edit Master
title style
Checklist..
1. Do enough of the right people see the need for change? (Sense
of urgency?)
2. Do we have a large enough group of people ready to lead the
change? (Guiding Coalition)
3. Do we have a Vision of where we are going?
4. Does everyone buy in to the vision?
5. Have we gotten rid of inappropriate systems and processes that
will hold us back?
6. Do we need some early wins?
7. Do you have a plan - a timed sequence of activities?
Source: adapted from John Kotter, Dan Cohen, Heart of Change, Harvard Business School Press, 2002.
One Team One Goal
Bagaimana Caranya melakukan

perubahan secara smooth ?
One Team One Goal
29
the vision
Click 1.
to Share
edit Master
title style
Kita mau kemana, dan apa keuntungan dari

perubahan tsb untuk perusahaan dan karyawan
One Team One Goal
30
Mission
Why are we here?
Goals
Where are we going?
Roles
What are my responsibilities? What
do we expect from each other?
Procedures
How do we get things done?
Relationships
How we work as a team? How do we build trust and
support each other?
Jan 25, 2016
One Team One Goal
Slide 31
2.Click
Jelaskan
bagaimana
caranya
to edit
Master title
style
Contoh :Untuk menjadi perusahaan sekelas Apple &
Samsung, maka kita perlu melakukan :
1. Zero Defect & Zero complain
2. Naikan kelas product dari < 5000 menjadi > 10000/pack,
dan raih GM min 40%
3. Launching product baru setiap 4 bulan
4. Belanja iklan dinaikan 100%
5. Tingkatkan kesejahteraan karyawan 10% diatas market price
One Team One Goal
32
3.
Change
Mindset
Attitude
Click
to edit
Master&title
style
Cara berfikir & kebiasaan
Anak tidak perlu sekolah
Makan tidak cuci tangan
Saya akan bekerja keras
supaya anak saya bisa
kuliah krn dengan
pendidikan yang tinggi
dapat meningkatkan
kesejahteraan
Besok dipikir besok

Contoh yang lain...
Terbentuk karena latar

belakang pedidikan,
lingkungan dan cara asuh
keluarga
One Team One Goal
33
Attitude
ClickPerubahan
to edit Master
title style
One Team One Goal
34
CreateClick
visible
measurement
and
act on it
to edit
Master title
style
One Team One Goal
35
Set to
Challenging
Click
edit Mastertarget!!!
title style
One Team One Goal
36
Dont presumemake
it clear
Click to edit Master
title for
styleeveryone
One Team One Goal
37
Training.training..training
One Team One Goal
38
Comfort
Zone
Phenomena
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to edit
Master
title style
One Team One Goal
39
Sharing
the Load
Click to
edit Master
title style
One Team One Goal
40
Think
ClickFollow
to edit but
Master
title style
One Team One Goal
41
Talk , and dontClick

use toto
much
to avoid
editemail
Master
title miss-communication
style
One Team One Goal
42
Bina
communication
ClickTwo-ways
to edit Master
title style
Coffee morning (two ways communication) untuk

membina hubungan kerja yang lebih harmonis sehingga
bisa menghindari salah paham (problem)
One Team One Goal
43
Terima kasih dan selamat bekerja

Know what you can do
And Do it Well
One Team One Goal
44
Analysis & Sintesis : Solve the problem

dont only bring the problem
Incident / Problem
Collect Data
Analysis
1.
2.
Finding the root cause

Action plan for improvement
Sintesis
1.
2.
Conclusion of the root cause

Recommendation
Eksekusi action plan secara tuntas mengurangi fire fightingakan

mempercepat kita masuk ke tahap Stabilisasi - Tahap Performing
One Team One Goal
45
to edit Master
title style
MariClick
Bekerja
bersama-sama
One Team One Goal
46
Sharpen the Saw

Balance between work & life
See things 5 years ahead
Lebih baik dari 5 tetangga sekitar
One Team One Goal
47
One Team One Goal
48
Focus
Factory
Jakarta
Click
to edit
Master
title style
Minimize production of SCM in cans, and maximize SCM in
sachet
Improve infrastructure & layout
Intensive training & attitude changes
Increase automation to reduce cost
Cost of empty cans & Labour is expensive; layout is not right, low skills & not good attitude, too much people 1060
One Team One Goal
49
FocustoFactory
Cicurug
Click
edit Master
title Milk
style
Setup 4th crew for SCM & UHT to reduce High
Overtime
Improve ratio Permanent vs 3rd party for key
operator and conduct intensive technical training
Maximize SCM in cans from own can making line
Change to UHT high speed filler to reduce number
of people and cost
Overtime cost 8 bio/ year, too much 3rd party working in key machines, cans in Cicurug per Dec 08 IDr 880 vs UCC 1078
(IDR 9500/carton)
One Team One Goal
50
Focus
Cicurugtitle
Ice style
Cream
ClickFactory
to edit Master
Develop seasonal products with high margin

Control Cost & share services with Cicurug Milk
Generating demand & control fixed cost
One Team One Goal
51
Focus
Factory
Pandaan
Click
to edit
Master
title style
Maximize production of SCI to absorb fixed cost
Improve Quality Management, GMP &
Infrastructure
Drive Innovation to develop volume for Nice
Yoghurt to improve profitability
Old factory with poor infrastructure, Nice yoghurt is more profitable than SCI
One Team One Goal
52
FocustoQuality
Management
Click
edit Master
title style
Improve Quality Management System
Reduce consumer complaint significantly especially
related to Food Safety & Foreign matters
Move from QC to QA (Quality Assurance)
Accreditation of Laboratory with ISO 17025 to reach
international standard for accuracy & reliability
Lot identification, traceability, release procedure, recall procedure, Issue & Crisis Management, Food Safety, Instrument
calibration & reliability / accuracy of analsys
One Team One Goal
53
Focus
R&Dtitle style
Click to edit
Master
Setup strong pilot plant & scientific resources from
University
Focus Innovation & Renovation for Milk Powder GUMS
and UHT teens
Develop competence & basic research on the
Traditional Asian Medicine for future drive of
Innovation
Share R&D resource & project with Gizindo for
Indofood Nutritions products
One Team One Goal
54
One Team One Goal
55
Click to editJejak
Master title style
Jan 25, 2016
One Team One Goal

Slide 56
Mengapa
Click to edit
Master?title style
Jan 25, 2016
One Team One Goal

Slide 57
- The Change Curve

&
The Change Agent
Jan 25, 2016
One Team One Goal

Slide 58

Exercise
Bagaimana mencapai perubahan dari A ke B ?
A
Jan 25, 2016
One Team One Goal

Slide 59
Change
Curve
Click The
to edit
Master
title style
THE CHANGE CURVE

WHERE WE WANT TO BE
GAIN
WHERE WE ARE
INVESTMENT
TIME
Jan 25, 2016
One Team One Goal

Slide 60
The Change Curve - Progress vs Effort
Effort
Progress
Jan 25, 2016

One Team One Goal
Slide 61
The Principles
of Change
Management
Click to edit
Master title
style
1. Everyone changes.
Change is no longer an option but a requirement. The issue isnt
whether we change, but whether we will change by choice or by
chance.
2. Change can be planned and controlled.
By taking a proactive approach, we become designers of our own
fate, not victims of circumstance.
Jan 25, 2016
One Team One Goal

Slide 62

The Principles of Change Management
3. How you change is as important as what you change.
We must change in a way that causes improvement, and
motivates us to meet future challenges with enthusiasm. Change
is a process - and how the process is conducted is as important
as the end result.
4. There is no management without change management.
Management is recognising the need for change and
implementing it. Managing change is growth.
Change is a never-ending journey toward continual adaptation
and improvement.
Jan 25, 2016
One Team One Goal

Slide 63
The Objectives
of Master
Changetitle
Management
Click to edit
style
Minimise the interval of time it takes to change.
In order to become the premier provider of services, we
must change quickly to be competitive and cost efficient.
Optimise the investment in change.
The goal is to improve our performance at the lowest
possible cost.
Maximise the results of change efforts.
Gain as much as possible from the change experience.
Jan 25, 2016
One Team One Goal

Slide 64
There
are to
3 common
types
of style
support
Click
edit Master
title
ENABLERS
People do not resist, but add little to the process
EMPOWERERS
People support change actively and empower others
to participate
ENTHUSIASTS
People embrace change, exude enthusiasm and look
forward to the improvements change will bring
Jan 25, 2016
One Team One Goal

Slide 65
Leading
Change
One Team One Goal
Change
Curve
ClickThe
to edit
Master
title style
Good
Anticipatory
Reactive
Strategic
Performance
Crisis
Poor
Time
Source: Crossan, Fry and Killing, Strategic Analysis and Action,
Fifth Edition, Prentice Hall Canada, 2000.
One Team One Goal
Leadership
Challenges
Click
to edit Master
title style
Strategic
Performance
Good
Anticipatory
Thingsaregoingwell.
Dowereallyneedtochange?
CanIgetotherstoseethe
need?
Poor
Time
One Team One Goal
Leadership
Challenges
Click
to edit Master
title style
Do we need to change?
Strategic
Performance
Good
Poor
Reactive
Whatneedsto
change?
Whowillsuport
me?Whowill
resist?
Canwefindan
earlywin?
Time
One Team One Goal
Dalam Organisasi,Click
Dilapisan
manakah
to edit
Masteryang
titlebiasanya
style resist terhadap
perubahan ?
Lapisan atas, sebagai pemegang
kendali atas apa yang akan terjadi,
menjadi penghambat utama untuk
Initiate perubahan, karena itu
biasanya yang paling pertama
dirombak, supaya bola perubahan
bisa segera digulirkan
Lapisan tengah, karena biasanya paling complacent (mudah puas) dan diposisi
ditengah yang harus menjadi jembatan, akan resist terhadap perubahan,karena
mereka melihatnya sebagai tambahan pekerjaan, beban dan stress, sehingga
memerlukan special effort untuk meyakinkan perlunya dilakukan perubahan.
Kegagalan meyakinkan lapisan tengah akan membuat perubahan sulit dilakukan,
karena lapisan tengah yang biasanya mengkoordinasikan terjadinya perubahan
Lapisan bawah, yang jumlahnya banyak, dan pendidikan yang relative rendah,
akan sulit menerima perubahan, kalau mereka tidak melihat ada manfaat
langsung terhadap income mereka
Jan 25, 2016
One Team One Goal
Slide 70
Leadership
Challenges
Click
to edit Master
title style
Good
Strategic
Performance
OK, we need to change
Crisis
Weneedtomove
fast.
WhocanItrust?
Whichriskstotake?
Poor
Time
One Team One Goal
Remember : To change
only
when
appropriate
and for valid reason
Click to
edit
Master
title style
Jan 25, 2016
One Team One Goal

Slide 72
Building a Change
Plan
Click
to edit Master title style
ChangeDrivers
Starting
Conditions
External
Internal
TheChangeChallenge
TheNeeded
Change
Action
&
Results
Priorities
&Timing
Urgency
TheChangeProcess
Change Leaders
ChangeProgress
Measures of Success
One Team One Goal
Readiness
Style
Readiness for Change

Who will be most impacted by the proposed change?
How ready are they?
Do they see the change drivers?
Anticipatory
Reactive
Crisis
Awareness
Low
Mixed
High
Capability
High
Mixed
Low
Low
Mixed
High
Commitment
One Team One Goal
Select the Key Players

Yes
CHANGE
AGENTS
PRO-ACTIVE
RESISTORS
Have
Necessary
Attitude and
Skills for
Proposed
change
BYSTANDERS
No
CHANGE
AGENTS
IN
WAITING
DEFENSIVE
RESISTORS
Actively
Against
Neutral
Strongly
Supportive

One Team One Goal
How many changes

doMaster
you need
lead the
Clickagent
to edit
titleto
style
success of desired changes
For 100 employees,

20 will be key to the
success of the change
Yes
Have
Necessary
Attitude and
Skills for
Proposed
change
CHANGE
AGENTS
PRO-ACTIVE
RESISTORS
20%
10%
20%
BYSTANDERS
35%
No
10%
DEFENSIVE
RESISTORS
Actively
Against
Neutral
5%
CHANGE
AGENTS
IN
WAITING
Strongly
Supportive

One Team One Goal
Action Plan - First

Step
Guidelines
Click
to edit
Master title style
Anticipatory
Reactive
Crisis
Timeline
Few see need

for change
You have time
Some see need

for change
Time is passing
Most see need

for change
Time is short
Work with
Supporters
Pivotal Groups
Decide whom to trust
Early
Objectives
Experimentation
Establish Direction
Develop Support
Convert Resistors
Mobilize Organization
Move on Broad Front
Tactics
Participative
Small Steps
Mix Participa & Directive

Broad Front
Pace
Jog
Run
Situation
One Team One Goal
Make Strategic
Changes
Set
priorities
Directive (?)
Sprint
ClickChange
to edit Master
title style
Checklist..
1. Do enough of the right people see the need for change? (Sense
of urgency?)
2. Do we have a large enough group of people ready to lead the
change? (Guiding Coalition)
3. Do we have a Vision of where we are going?
4. Does everyone buy in to the vision?
5. Have we gotten rid of inappropriate systems and processes that
will hold us back?
6. Do we need some early wins?
7. Do you have a plan - a timed sequence of activities?
Source: adapted from John Kotter, Dan Cohen, Heart of Change, Harvard Business School Press, 2002.
One Team One Goal
Diskusi
Perubahan
di Sari
Husada
Click: to
edit Master
title style
Diskusikan dalam group dalam 20 menit

Gunakan flipchart untuk menuliskan hasil diskusi
Perubahan apa harus dilakukan di Sari Husada supaya

perusahaan ini bisa survive, sehingga kita bisa menikmati
hasilnya untuk kita & keluarga kita & juga untuk shareholder
Apa saja yang sudah berubah?
Apa saja yang masih perlu dirubah?
Bagaimana perubahan itu harus dilakukan (anticipatory, reactive
or crisis) supaya bisa berhasil dan sustain
Jan 25, 2016
One Team One Goal

Slide 79
Apa yang
ubah dititle
Saristyle
Husada
Clickperlu
to editdiMaster
Perubahan Fisik
Perubahan Value
Perubahan Fasilitas
Bangunan
Responsibility
Accountability
Transparency
Getting things done with less supervision
Discipline
Positive Thinking
Open minded
Taking Decision
Coaching & Developing people
Teamwork
Perubahan peralatan
Perubahan Cara Kerja
Initiative
Go to see what happens in the line & talk
to your people
Jan 25, 2016
Costumer/ consumer orientation; Entrepreneur

One Team One Goal
Slide 80

Numico Leadership Value
Self Management
Know yourself
Initiative
Transparency
People
Coaching & Developing
others
Thought
Entrepreneurial
Rigour
Decision Making
Team Player
Team Leader
Result
Getting things done
Customer/Consumer
orientation
Jan 25, 2016
One Team One Goal

Slide 81
Perubahan
Value
Click to
edit Master
title style
Responsibility :
Bertanggung jawab untuk mengerjakan pekerjaan sebaik-baiknya
Accountability :
Berani mempertanggung-jawabkan apa yang dihasilkan (baik / buruk)
Transparency :
Mampu secara profesional menunjukan hasil baik dan hasil buruk
Getting things done with Less Supervision :

Tanpa perlu di follow up, menyelesaikan apa yang sudah dijanjikan
Discpiline :
Mentaati rule of the game dan tepat waktu (report, meeting, action plan)
Positive thinking:
Dont look back and thinks a head. Kemampuan melihat sesuatunya dari hal yang
Baik
bermanfaat
Jandan
25, 2016
One Team One Goal
Slide 82
Perubahan
Value
Click to
edit Master
title style
Open minded :
Terbuka menerima perubahan dan mengambil peran dalam perubahan
Taking Decision :
Berani mengambilkeputusan dalam batas kewenangannya yang didasarkan atas
Fakta dan situasi
Coaching & Developing People :

Secara active meningkatkan kemampuan anak buah (technical & management)
Teamwork :
Kemampuan bekerja dalam kelompok secara participative dan supportive
Initiative :
Melakukan sesuatu (diluar yang diminta/diungkapkan) yang diperlukan untuk
menyelesaikan pekerjaannya menjadi lebih efektif
Jan 25, 2016

One Team One Goal
Slide 83
Perubahan
Fisik
Click to
edit Master
title style
Jan 25, 2016
One Team One Goal

Slide 84
Perubahan
Cara title
Kerja
Click
to edit Master
style
A New Way of working..
Jan 25, 2016
One Team One Goal

Slide 85
Perubahan fasilitas produksi (2nd floor) TFD315 SH1

Before
After
One Team One Goal
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Slide 86
Perubahan
produksi
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Before
Jan 25, 2016
After
One Team One Goal

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Perubahan
Kerja
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BEFORE
Jan 25, 2016
AFTER
One Team One Goal

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Perubahan
Fasilitas
Kerja
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Jan 25, 2016
One Team One Goal

Slide 89
Attitude
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Please Suggest sebanyak mungkinsaya siap membuangnya
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One Team One Goal

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QA,Master
New modern
GC & AAS
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One Team One Goal

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Budaya Bersih diawali dari toilet yang bersih & Cuci Tangan &
lingkungan yang bersih
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One Team One Goal

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Improve I&R Stage gate, Coordination & Accountability

Strategy
Idea
Generation
(Internal &
ExternalSource)
Exploration
Consumer
& market
opportunities
Idea
Screening
Product
development
Concept
exploration
& evaluation
Gate 1
I&R
I&R box
box idea
idea &
&
Existing
Existing Channel
Channel
Brainstorming
Brainstorming
Market
Market Inteligence
Inteligence
Execution
Winning Idea
parameters
& Claim
Evaluation
Industrialization
Launch
& pre-l aunch
Post launch
evaluation
Gate 2
Gate 3
Gate 4
Gate 5
Gate 6
Winning
concept
Launch
Commitment
Pre-launch
Go
Launch
Monitoring
Evaluation
of launch
Gate 1
Winning Idea Criteria :
1.
1.
2.
2.
3.
3.
General
General info
info on
on Consumer
Consumer insight,
insight, Market
Market potential,
potential,
Competitive
Competitive situation
situation
Compatibility
Compatibility w/
w/ Corporate
Corporate vision
vision (strategic
(strategic importance)
importance)
Compatibility
Compatibility w/
w/ existing
existing distribution
distribution system
system
1.
1.
2.
2.
Brainstorming
Brainstorming (internal
(internal and
and external
external source)
source)
rolling
Market
Market Intelligence
Intelligence &
& informal
informal source
source
Source::
Monthly
Quarterly
Jan 25, 2016

One Team One Goal
Slide 93
How to be an effective
Change Agent ?
Jan 25, 2016
One Team One Goal

Slide 94
Your Job
Description
Is "Change
Agent`
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to edit Master
title style
You help / lead others to:
See things differently

Judge things differently
Feel things differently
React to things differently
Act differently
One Team One Goal
The Beliefs and Click

Behaviors
A Change
Agent
to editofMaster
title style
Role model win / win behavior
Act like / talk like change is a must

Show a sense of urgency in meeting deliverables be a driver
Believe that you must be involved and are critical to the change
effort
Believe that "the Change" is doable !
Trust the "team" and the "change" process
View change (new ideas, new approaches) as an opportunity to
learn and grow
Take calculated risks
You
agent
Youknow
knowyou've
you'vebecome
becomeaachange
change
agentwhen
whenpeople
peopletreat
treatyou
youdifferently
differently! !
One Team One Goal
Operating Guidelines
Change
Click tofor
edit
MasterAgents
title style
Some examples from other teams are as follows:

Seek to implement by acceptance. Avoid top-down approach
Understand cultural environment
Stay on course be firm
Be empathetic / understand take the time to listen
Be honest don't sugar coat
Be consistent both formal and informal
One Team One Goal

4. Setup Program + Time Frame + PIC
Setup program / stream

Stream Perubahan Fisik
Stream Perubahan Value & People behavior
Stream komunikasi (PR)
Didalam program tsb harus ada Small Win
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One Team One Goal

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What
Attitude
value
Click
to is
edit
Master&title
style
Dibentuk dari apa yang kita lihat, kita dengar, yang kita pelajari dari
environment sekitar kita
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One Team One Goal

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Dorong kearah
yang
Click to
editsama..not
Master titleclear
style direction
e
d
u
t
i
Aitntthe same direction
er
togeth
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One Team One Goal

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5 & 6. Run Intensive

Training
Program
Click to edit
Master
title style
to improve Attitude,
Technical & Management Skills
Dibuatkan training program & time table

Training program for Attitude Changes
Confronting conformance
Introduce new value berdasarkan level
Manager : Responsibility, Accountability, Getting things done, Taking Decision, open
minded, Coaching & Development, Positive thinking, Initiative & Teamwork
Supervisor : Responsibility, Getting things done, open minded, positive thinking,
Discipline, Team work, Coaching & Developing
Shop Floor : Responsibility, Discipline, budaya bersih, teamwork& Positive thinking
Training program for Technical & Management Skills (jika perlu kerja sama
dengan University & Practician)
Technical skills untuk run the job (raw mat preparation, Mixing, Spray drying,
CIP, Heat treatment, Homogeniser, Dry mixing, filling packing, variance
analysis)
Management Skills (Leading people, Coaching & Counseling, Listening &
communication skills)
Buatkan procedure kerja yang jelas
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One Team One Goal

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EstablishClick
a clear
procedure
understandable
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title
style
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One Team One Goal

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Discipline
the dynamic
Clickapplied
to edit in
Master
title styleSense
What is discipline ?
Follow the set of procedure or rule of
the game consistently
Jan 25, 2016
One Team One Goal

Slide 103

7. Setup Small Win
Buatkan improvement program yang segera terlihat
(emotion & financial)
a. Apa yang bisa menjadi kebutuhan sehari-hari :
Renovate toilet & fasilitas kerja

Renovate & Ubah warna kantor / tempat kerja
Improve menu & drinking facilities
Improve working condition (meja kerja, lighting, sirkulasi udara,
seragam kerja)
B. Financial saving
Contoh : Protein optimisasi menghasilkan saving > 30 bio, yang
cukup untuk dipakai sebagai fuel untuk melakukan improvement
selanjutnya
Reduce filling losses (powder lebih impactable daripada liquid
form
Reduce over protein di finished products, pilih ingredients yang
paling mahal (80:20 principle)
Celebrate small win

Jan 25, 2016
One Team One Goal

Slide 104

8. Setup Reward & Punishment
Bonus system (suatu keberuntungan bahwa SH sudah
mempunai bonus system untuk Shop floor)
Hubungkan bonus system dengan Individual &

group performance
Terapkan punishment secara konsisten dan tidak
pandang bulu
Jan 25, 2016
One Team One Goal

Slide 105

9. Monitor the progress & Evaluate the gap
Buatkan KPI yang berisi main Changes Driver
Komunikasikan KPI ditempat yang strategis dan
mudah dipahami (graphical & photo etc)
Pilih satu topic untuk dibahas dalam formal
regular meeting
Evaluasi progress setiap 2 3 bulan dan
dibuatkan action list untuk penyempurnaan
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One Team One Goal

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How is the situation
today ?
Jan 25, 2016
!
d
a
b
t
a
h
Not t
One Team One Goal

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Click to edit KPI

Master title style
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One Team One Goal

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Alignment
Mission
Why are we here?
Goals
Where are we going?
Roles
What are my responsibilities? What
do we expect from each other?
Procedures
How do we get things done?
Relationships
How we work as a team? How do we build trust and
support each other?
Jan 25, 2016
One Team One Goal
Slide 109
Alignment
and
communication
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title style
Jan 25, 2016
One Team One Goal

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CreateClick
visible
measurement
and
act on it
to edit
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style
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One Team One Goal

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Evaluate
progress
& Sempurnakan
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One Team One Goal

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Comfort
Zone
Phenomena
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One Team One Goal

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Introduce the
element
Risk, take
Risks
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to editofMaster
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style
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One Team One Goal

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Promoting
Organizational
Trust
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One Team One Goal

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I like this new
way of
working...
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One Team One Goal

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Sharing
the Load
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One Team One Goal

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Changing
by sharing
the Value
ClickAttitude
to edit Master
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Company Car
My Car
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One Team One Goal

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Violating
the rule
is attitle
your
risk
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style
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One Team One Goal

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Think
ClickFollow
to edit but
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title style
Jan 25, 2016
One Team One Goal

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Recognize
true
Hero
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style
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One Team One Goal

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Managing
by Exception
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One Team One Goal

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Capability
Visibility
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to editfrom
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Go to see what happens in the line & talk

to your people
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One Team One Goal

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Training.training..training
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One Team One Goal

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Track
progress
andtitle
reward
Clickthe
to edit
Master
style it
Jan 25, 2016
One Team One Goal

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Talk , and dontClick

use toto
much
to avoid
editemail
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title miss-communication
style
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One Team One Goal

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Step to
byedit
stepMaster
and systematic
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title style
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One Team One Goal

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Step to
byedit
stepMaster
and systematic
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title style
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One Team One Goal

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Checklist
supaya
tidak
ada title
yangstyle
kelewatan
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to edit
Master
Jan 25, 2016
One Team One Goal

Slide 129
Human Factors : How to introduce

changes to different profile of People
Jan 25, 2016
One Team One Goal

Slide 130
Sub-consciousness
Behavior
Belief & Values & Perception
You will get when you believe it

Jan 25, 2016
One Team One Goal
Slide 131
Understanding people behavior
Mind
Heart
Soul
Belief & values is

The engines
Who drive
The behavior
Touch their heart &
The soul
To get their mind
When you get their
Trust & their mind
You then can drive
The result
People needs :
Love & appreciation
Jan 25, 2016
One Team One Goal
Slide 132
DiskusikanClick
character
Scurry,
Hem and Haw
to editSniff,
Master
title style
Siapakah yang D I S C?
Jan 25, 2016

One Team One Goal
Slide 133
Inti Cerita Who moved my Cheese
Jan 25, 2016

One Team One Goal
Slide 134
Bagaimana Pendekatan concept DISC

untuk mengajak orang melakukan Perubahan
dengan smooth
Jan 25, 2016
One Team One Goal

Slide 135
MARSTONS THEORY
More powerful
than
environment
Recognition
Needs :
Favourable
N
O
R
VI
EN
O
W
O
F
N
IO
EP
T
C
PE
R
DOMINANCE
Achievement
TI
O
N
STEADINESS
Needs :
C
EP
PE
R
M
EN
T
INFLUENCING
PE
R
SO
N
AL
PO
W
CONSCIENTIOUSNESS
Unfavorable
Jan 25, 2016
Needs :
Stability
ER
Correctness, Quality
One Team One Goal
Needs :
Less powerful than

environment
Slide 136
Bagaimana approach D I S C to change

Thinking
Dominant
Compliance
Control
System
Why What
Intuition
Sensing
How Who
Steady
Support
Influencer
Social
Feeling
Jan 25, 2016
One Team One Goal
Slide 137
Winanto Agus B
Edy S
Yuni M
Dyah PGendro
Widodo Arif S Astho
Nunung Priyo P Dewa
Dody
Mulyadi
Joko Y
Safrudin
Utaryono
Ketut
Erista Bobby
MustopoUnang
Terry
Tata
Gunawan
Budi R
I
Yama
Irliek
Adi Y
Asih
Lien
Baruno
Ari W
Agus R
Tejo
Jan 25, 2016
Nova
Agung
S
One Team One Goal
Slide 138
High D
Dominance
(What)
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to =
edit
Master title
style
High D
Karena D suka tantangan, cepat, suka

perubahan dan cenderung mengontrol, maka :
Minta High D untuk Drive the Changes
Beri kekuasaan dan keleluasan untuk melakukan
perubahan dengan caranya sendiri, asal stick ke
big picture (objectibe of changes)
Jan 25, 2016
One Team One Goal

Slide 139
HightoI edit
= Influencer
(Who)
Click
Master title
style
High I
Karena I suka social things, suka bicara, dan

hura-hura, maka :
Minta High I untuk menjadi juru bicara dan
membuat program komunikasi yang efective dan
tepat sasaran
Arahkan untuk membuat program / acara yang
menyenangkan sehingga perubahan bisa
dilaksanakan dengan penuh motivasi
Jan 25, 2016
One Team One Goal

Slide 140
HightoS edit
Steadiness
(How)
Click
Master title
style
High S
Karena S tidak suka perubahan yang cepat

dan tanpa penjelasan yang mendetails tentang
setiap step perubahan dan implikasinya, maka
:
Minta High S untuk membantu pelaksanaan
dilapangan (execution) dengan membuat
perencanan secara details dan step by Step
Menjadi counselor untuk memberikan counseling
bagi orang-orang yang mengalami kesulitan untuk
adaptasi terhadap perubahan yang terjadi
Jan 25, 2016
One Team One Goal

Slide 141
High
C =toConscientiousness
(Why)
Click
edit Master title style
High C
Karena C suka semuanya jelas, sistematis,

dan sesuai prosedur, maka :
Minta High C untuk merancang program kerja
yang sistematis
Minta High C untuk membuat apa yang sudah
dilakukan menjadi suatu sistem / prosedur sehingga
apa yang sudah dicapai bisa dilakukan secara
konsistent dan berkesinambungan
Jan 25, 2016
One Team One Goal

Slide 142

Hidden Obstacles & Challenges
Obstacles
Complacency
Stress
Fear
Challenge
Team-work
Trust
Focus
Commitment
Communication
Passion
Jan 25, 2016

One Team One Goal
Slide 143
Making Concrete
for I manage
the Changes
Click to Plan
edit Master
title style
Berdasarkan group discussion tentang changes dan hasil 360 feedback kedua
(setelah satu tahun), buatlah concrete Action plan untuk how to manage the
Changes smoothly.
1 main point to changes yourself dan
1 main point that you want to changes in your department / area of
responsibilities (perubahan fisik & perubahan value / attitude)
Jan 25, 2016
One Team One Goal

Slide 144
Ih
ear
an
I fo
rge
t
e
s
I
d
n
.a
em
m
e
r
I
r
e
b
Thank you
I do .and I understand
Jan 25, 2016

One Team One Goal
Slide 145
Reading List
M. Beer, R Eisenstat, B. Spector, The Critical Path to Corporate Renewal,

Harvard Business School Press, 1990.
M.Crossan, N. Fry, P. Killing, Strategic Analysis and Action, Fifth Edition,

Prentice Hall Canada, 2002.
J. Kotter, D.Cohen, The Heart of Change, Harvard Business School Press,

2002.
I. Morrison, The Second Curve: Managing the Velocity of Change, Nicholas

Breeley Publishing, 1996.
P. Strebel, The Change Pact, Financial Times, Pitman, 1998.
Jan 25, 2016
One Team One Goal

Slide 146

001 Managing Changes 2015

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001 Managing Changes 2015

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PT Indolakto / Technical & Operation 2015

One Team One Goal

Share the Vision

PT Indolakto / Technical & Operation 2015

One Team One Goal

PT Indolakto / Technical & Operation 2015

One Team One Goal

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PT Indolakto / Technical & Operation 2015

One Team One Goal

Perubahan fisik lebih mudah dilakukan

PT Indolakto / Technical & Operation 2015

One Team One Goal

PT Indolakto / Technical & Operation 2015

One Team One Goal

PT Indolakto / Technical & Operation 2015

One Team One Goal

PT Indolakto / Technical & Operation 2015

One Team One Goal

Setelah perubahan fisik

One Team One Goal

Untuk menghemat biaya perjalanan dinas, efektif 01 Agustus 2015, maka

Untuk menghindari kemacetan, maka Effective 01 Agustus 2015, jam kerja

Untuk menghindari penyebaran penyakit, maka diwajibkan kepada setiap

PT Indolakto / Technical & Operation 2015

One Team One Goal

Click to edit Master title style

Apakah dalam setiap perubahan ada yang pro / kontra

Apakah dalam setiap perubahan ada yang diuntungkan atau dirugikan?

Apakah setiap perubahan selalu menjadi lebih buruk/ lebih baik?

PT Indolakto / Technical & Operation 2015

One Team One Goal

Setiap ada perubahan

One Team One Goal

PT Indolakto / Technical & Operation 2015

One Team One Goal

The Change Curve - Progress vs Effort

Jan 25, 2016

PT Indolakto / Technical & Operation 2015

One Team One Goal

Click to edit Master title style

Apa yang berubah ?

PT Indolakto / Technical & Operation 2015

One Team One Goal

OK, we need to change

Jan 25, 2016

One Team One Goal

One Team One Goal

Readiness for Change

One Team One Goal

Select the Key Players

Commitment to Proposed Change

How many changes

For 100 employees,

Commitment to Proposed Change

Action Plan - First

Few see need

Some see need

Most see need

Decide whom to trust

Mix Participa & Directive

One Team One Goal

Click to edit Master title style