Intro Pilar I Pilar II Pilar III Pilar IV

25 Februari 2005

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

SISTEM NILAI

AMS
CATUR
AHRM CORPORATE
DHARMA
CULTURE
OTHERS

SETS OF SETS OF SETS OF

VALUES SYSTEM BEHAVIOUR
( Functional Policies )
PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

 INTRODUCTION
 PILAR 1 . BASIC MENTALITY
 PILAR 2 . STRATEGIC MANAGEMENT
 PILAR 3 . TOOLS
 PILAR 4 . ENABLER

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

TUJUAN ASTRA MANAGEMENT SYSTEM

• Mengelola rencana strategis dan taktis yang lebih fokus sesuai dengan
struktur manajemen
• Menyediakan prinsip manajemen yang dapat mengukur dan
membedakan keberhasilan dari perspektif human resources, internal
operation, pelanggan dan financial
• Menyediakan prinsip sistem manajemen yang dapat mengukur tingkat
keberhasilan yang sudah berjalan, yang sedang berjalan dan yang
akan berjalan.
• Menyediakan Tools yang dapat secara cepat menerjemahkan strategi
ke dalam activity plan dengan melakukan perencanaan yang sempurna
• Menyediakan suatu prinsip manajemen yang melibatkan seluruh
organisasi sampai ke tingkat individual
• Memahami kriteria suatu Performance Excellence dari suatu
perusahaan dengan Benchmarking
PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

THE IMPORTANCE OF ALIGNMENT

System Operational
Vision Strategy Values Process Structure
Control Excellent

System
Strategy Values Process Structure Confuse
Control

System
Vision Values Process Structure Wrong Start
Control

System
Vision Strategy Process Structure Frustration
Control

System
Vision Strategy Values Structure In-efficient
Control

Vision Strategy Values Process Structure Wrong step

System
Vision Strategy Values Process Crowded
Control

NOT AVAILABLE / NOT CLEAR

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

Perencanaan Proses Mendekati Sempurna


World Class
6 5-6

Average Industry
3-4

P D C A Non Competitive
2 2

Intensitas

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

AMS = 6 SIGMA +TQC + ISO

SIGMA LEVEL

5-6 sigma
design for Six Sigma
World Class needs continuous data CA
5-6 Industry TQC + ISO + 6 Sigma D P
PROCESS FIXING

A
C P 4-5 sigma
D SPC + ISO + 6 Sigma
PROCESS FIXING
process characteristic &
Average
Industry

3-4 optimization, continuous data

A P 3 - 4 sigma
7 tools + ISO
C D
PRODUCT & PROCESS FIXING
Collect little bit data (QCC), Discrete data
Noncompetitive

A P Up to 2 sigma
Logical & Intuition
Industry

1-2 C D PRODUCT FIXING

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

BASIC MENTALITY STRATEGIC MANAGEMENT TOOLS

- FOCUS ON CUSTOMER GOAL & STRATEGY VISIONING PROCESS

(POLICY MANAGEMENT)

- FOCUS ON PDCA

PROCESS STRATEGY FORMULATION

- FOCUS ON FACTS & DATA (ACTIVITY MANAGEMENT)

- FOCUS ON TEAMWORK CONTROL

PROCESS ALIGNMENT

- FOCUS ON EXCELLENCE

ENABLERS FOR IMPLEMENTATIION

COMMITMENT ALIGNMENT MONITORING SUPPORT

PREV
 PILAR I

BASIC MENTALITY
 Intro Pilar I Pilar II Pilar III Pilar IV

BM

A P
C D

Focus on Focus on
Customer PDCA

Basic
Focus on Focus on
Mentality
Excellence Facts & Data
Focus on
Team Work

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

FOCUS ON CUSTOMER

Provide Better Values Than Competitors Do to Customers

Competitor 1 Wishes:
High Quality Low Price

• Customer First
• Quality is Value for Customer
• End to End Customer
• Quality is QCDSM Astra

• Next Process is Our Customer

• Voice of Customer

Competitor 2

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

FOCUS ON PDCA

Management is Plan, Do, Check, Act

IMPROVEMENT
INNOVATION

Corrective
Action Prevention of
Process Making Error
A P

C D
Checking Implementation
Process Process

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

FOCUS ON FACTS & DATA

Speak With Facts and Data

• Management by Facts and Data

• Priority Principle

• Target is Specific
Measurable
Achievement
Realistic
Time Phase

• Standard Operation Procedures

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

FOCUS ON TEAMWORK

Super Team is Better than Super Star

- Individual Maturity

- Don’t Blame Others

- Man Management

- Inter-Team

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

FOCUS ON EXCELLENCE
There Is No Such Best Method, There Is Always a Better Method

- Freedom to test new approach

- Manage Risk

- Learn from Mistake

PREV
Catatan :
 PILAR II

STRATEGIC MANAGEMENT
 Intro Pilar I Pilar II Pilar III Pilar IV

SM

GOAL & STRATEGY PROCESS CONTROL

(POLICY MANAGEMENT) (ACTIVITY MANAGEMENT)

- AIM - Activity Plan & Table of Duties - Key Performance Indicators

- MISSION - Project Improvement - Diagnosis & Review
- VISION - Six Sigma Quality Project - Calendar of Events
- WBAWI (Business Portfolio) - Quality Circle
- Industry Key Success Factors - Suggestion System
- Company Key Success Factors
- Winning Concept
- 5 Year Policy
- 1 Year Policy

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

Astra Strategic Management Model

DRIVER - Memastikan semua aktivitas berkontribusi

pada pencapaian visi dan misi perusahaan.

ENABLERS - Membantu perusahaan untuk dapat

memahami dan selanjutnya menjabarkan goal dan
strategi ke dalam aktivitas yang nyata dan terukur
serta memperlancar proses perubahan.

PROCESS - Suatu aktivitas berkesinambungan

yang memanfaatkan berbagai macam sumberdaya
dengan tujuan menghasilkan suatu produk/jasa.

CONTROL - Sarana untuk mengukur pelaksanaan

proses dan hasil yang dicapai dan digunakan untuk
mengelola sumberdaya sesuai arah & tujuan.

OPERATIONAL EXCELLENCE - Pencapaian

suatu hasil terbaik (specific goal) yaitu melakukan
efisiensi untuk mencapai keseimbangan antara
Growth dan Profitabilitas atas dasar Customer
Satisfaction.
PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

Organization Focus
Level Structure Task FYP/OYP Goal & Objective
Ensure Long-term viability of each coy
Corporate Business Portfolio Growth OF Market Value of each coy
(Holding Coy) Return On Investment
Chief Executive Officer, Executive In
Charge, Corporate Level Senior Executive Examp : Market Capitalization growth
(Group Director) Economic Value Added by Coy
Dividend Payment growth

Ensure Corporation Long-term viability

Business Transformation Growth of Market
Business Level Bottom line/profit
(Company) Managing Director, Subsidiary Business
-
Unit Managers Examp : Customer /Employee Satisfaction Index
-
(Board of Director) NIAT growth / EVA growth
-
EBIDA growth

Operation Level Strategic Policy Yield & achievement (M/share, Revenue, etc.)
(Division ) Operating Margin
Functional area managers, General
Manager, Division Head
Examp : Revenue Achievement (%), M/Share (%),
Operating Margin (%)
Delivery Achievement (%)

Process Level Process Improvement Zero defect and reduce variation process
(Departement) Improve process capability

Major Operating Department Managers, Examp : Drawing Lead Time Variation

Staff Vendor Quality Variation
PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

CORPORATE LEVEL BUSINESS OPERATION PROCESS SUB PROCESS

LANGKAH (Holding Coy / LEVEL LEVEL LEVEL (Section / Staff)
Group) (Company) (Division) (Dept / branches )

AIM Vision i/Mission

JK MISI/VISI WBAWI
PJG Business 5 Year Policy
Perumusan

Goal & IKSF/CKSF

5 Th Portfolio
Strategy Winning Concept
JK
President Letter / 1 Y Transformation 1 Y Strategic
P PDK
CLA Policy Policy
1 Th
Pengembangan

Rencana Activity Plan Activity Plan

Aktivitas

Key Establish Control: KPI Perspectives:

Performance 1. Customer 2. Financial 3. Internal Process 4. Learning & Growth
Indicator

D Pelaksanaan Pelaksanaan Rencana Strategis Pelaksanaan Rencana Taktis dan

Pemeriksaan Rutin

Membandingkan Sasaran dengan hasil dan melakukan perbaikan

Review Periodik Business Unit / Holding

C Pemeriksaan /
Review Periodik Intern Company
Review perbaikan
Review Periodik Intern Divisi
Internal Review Departemen / Cabang

Tindakan mengintegrasi Strategic Direction Strategic Formulation Opr.Formulation Process Formulation

A dan Standarisasi rencana berikutnya rencana berikutnya rencana berikutnya
rencana berikutnya

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

Corporate Business Portfolio

BCG Matrix Tools To optimize of investment

HIGH LOW
STARS QUESTION
HIGH
MARKS

INVEST (LEVERAGE) …??

or
INDUSTRY
GROWTH CASH DOGS
DIVEST (RESTRUCTURE)..??
COWS

LOW
“WHAT BUSINESS ARE WE IN”
RELATIVE MARKET
SHARE
OF COMPANIES
(WBAWI)

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

STRATEGY

PRODUCT
Where is our position ..?
or
t
peti IKSF TODAY
om
C
SF
K
TECHNOLOGY C
DISTRIBUTION
PROCESS
CHANNEL
any
p
o m
C
S F
K
C

CUSTOMER BASE

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

STRATEGY

PRODUCT

r IKSF TODAY +
it to
pe WINNING CONCEPT
om
C
SF
K
TECHNOLOGY/ C
DISTRIBUTION
PROCESS +
y CHANNEL
an pt
p ce
o m n
C Co
S F g
K nin
C in
Unique Offer W
Winning Concept
CUSTOMER BASE

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

STRATEGY
PRODUCT

IKSF TOMORROW

r
ito
t
pe
om
C
F
KS
C
TECHNOLOGY DISTRIBUTION
PROCESS CHANNEL

CKSF Company +
Winning Concept

CUSTOMER BASE
PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

STRATEGY
PRODUCT

Strategic Improvement
Opportunity

r
tito
pe
m
Co
F
S
CK
TECHNOLOGY DISTRIBUTION
PROCESS CHANNEL

Transformation &
Strategic Activity

CKSF Company + Transformation

Winning Concept
Business Potential

CUSTOMER BASE
PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

ACTIVITY PLAN : PROCESS IMPROVEMENT

How about PRODUCT ( as a part of STRATEGIC ACTIVITY ) ?

Development Time
CTQs
(critical to Q) Process Improvement &
ide Benchmarking Process
uts
o ny
ess pa
r oc Com
P
QUALITY O & O COST
hin
it
w ny
ess pa
r oc om
P C

Delivery System

PREV

Analisa fokus pada Business Transformation
SAAT INI
Siapa pelanggan Anda hari ini
Bagaimana cara distribusi Anda saat ini
Siapa competitor Anda hari ini
Apakah basis competitive advantage Anda
hari ini (core process, teknologi, dll.)
Dari mana profit yang Anda peroleh pada
saat ini
Kemampuan apa yang membuat Anda unik
saat ini
Produk akhir apa yang menjadi bisnis
Anda hari ini
PREV
Intro Pilar I Pilar II Pilar III Pilar IV
5-10 TAHUN KEDEPAN
Siapa pelanggan yang akan anda layani
pada masa depan
Akan bagaimanakah distribusi anda di
masa depan
Siapa yang akan menjadi competitor
anda dimasa depan
Apakah yang akan menjadi competitive
advantage anda dimasa depan
Dari mana profit yang akan anda peroleh
di masa datang
Kemampuan apa yang akan tetap
membuat anda unik di masa datang
Produk akhir apa yang akan menjadi
core product di masa datang

Analisa fokus pada Strategic Activity
SAAT INI
Siapa pelanggan Anda hari ini
dibandingkan competitor
Bagaimana cara distribusi Anda saat ini ,
bagaimana cara distribusi dari competitor
Siapa competitor Anda hari ini
Apakah basis competitive advantage Anda
hari ini (core process, teknologi, dll.) dan
bagaimana competitor
Dari mana profit yang Anda peroleh pada
saat ini, bagaimana dengan competitor
Kemampuan apa yang membuat Anda unik
saat ini, apa yang unik dari competitor
Produk akhir apa yang menjadi bisnis
Anda hari ini, bagaimana dgn competitor
PREV
Intro Pilar I Pilar II Pilar III Pilar IV
WAKTU DEKAT
Siapa pelanggan yang akan Anda layani
pada waktu dekat, bagaimana competitor
Akan bagaimanakah distribusi Anda &
competitor dalam waktu dekat ini
Siapa yang akan menjadi competitor
dalam waktu dekat
Apakah yang akan menjadi competitive
advantage Anda di waktu dekat dan
bagaimana competitor
Dari mana profit yang akan Anda peroleh
di waktu dekat dan bagaimana competitor
Kemampuan apa yang akan tetap
membuat Anda unik di waktu dekat
Produk akhir apa yang akan menjadi
core product di waktu dekat
 Intro Pilar I Pilar II Pilar III Pilar IV

STRATEGY: FYP & OYP

Company
5 YEAR GOAL

GAP
FYP -TRANSFORMATION PLAN
CKSF Coy
Y.Y Y Y Y
to IKSF PRIORITIES
(CRITICAL)

Y
OP 3 GAP
GAP
OYP-STRATEGIC ACTIVITY
OYP-STRATEGIC ACTIVITY
OP 2
CKSF QOYP-STRATEGIC
Q Q Q  Q
ACTIVITY
QQ
QQ
QQ
OP 1
CKSF Q
Coy
GAP
Coy PRIORITIES
TO
CKSF
TOCKSF
Coy vs CKSF
CKSF
Competitor
Competitor
Competitor
OYP-ACTIVITY PLAN
OYP-ACTIVITY PLAN
 Q
QQ Q QPLAN
OYP-ACTIVITY
Q Q
(MTH)
Q
.. . .. . .

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

Model Penyusunan KPI

Sebagai penggerak

Enablers

Pemetaan proses secara horisontal

Critical process di setiap bagian dan

harvesting KPI secara horizontal
Stratifikasi KPI secara struktur di setiap
level organisasi, sesuai dengan sasaran

Stratifikasi KPI secara perspektif

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

Overall Business Process Cycle

Generate
Procurement
Market :
• Development Demand &
•Distribution Fulfill order Production
•Planning • Sales Planning
Procurement :
(budget) • Order process • Design • Purchasing
• Delivery Design Process Production
• Inventory
• Invoicing & product • Production Control. After Sales
• Material
Payment
Planning
Service
Five Year Objective
(Customer, Finance,
Internal,
Finance Innovation/growth)

Accounting

Human Resources Management

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

Case: Design Product Cycle

Critical Position

• Product Engineer
• Test Engineer
• R&D

Design Develop
Developproduct
productdesign
design Select
Selectcomponent
component&&material
material Test
Test&&analyze
analyzedesign
design Prepare
Product Preparedesign
designdocument
document
• Analyze specification required • Determine component and • Analyze design : strength,
Work • • Prepare drawing
Analyze target cost material needed function
• • Prepare specification sheet
Develop conceptual design • Test/trial component and material • Build prototype
• • Prepare bills of material
Confirm conceptual design to • Select component and material • Determine test procedure • Prepare part book
customer • Prepare vendor list and system
• Develop detail design • Prepare operating &
• Estimate material usage quantity • Test prototype
• Design improvement for existing maintenance book
• Prepare test report
product • Update product design

Goal : Objective Critical Tasks Critical Decisions

• Revenue Own Product • Develop conceptual design. • Quality product design with
50% • Select component & material acceptable target cost and
• Determine test procedure and system minimum development lead
time

Propose Key Performance Indicators

Objective 2001 KPI Owner Standard 2001 Data Source Type Of Report Review
Design Product Cycle
Revenue of Own Prod 30% 1. Development time
Eng. Sect Max 40 days Project Map Activity Plan Semester
1. Licensee Activity Plan Semester
Eng. Sect Max 6 days Project Map
2. Own Development

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

KPI Mapping Overall Business Cycle

Market Generate Demand Product Production Purchasing Production

& Fulfill Order Design Planning
No of new Machine & MP
Revenue • Development Master Schedule ITO Material • Operating Hours
product
No of new • Total Lead Time • Yearly • Breakdown Time
market

Af
• Non Captive • Product Ratio

ter
Improvement Master Schedule • Overtime Ratio
Market Share

S
• Term of • Semester Supplier

ale
• Payment • Import lead time

s
Production

Se
• Invoicing Monthly • Sub Cont. • Tonnage
Distribution

rv
Schedule Performance • Achievement
Channel

ice
Delivery • Productivity Complaint
Achievement Response
Planning &
Budgeting Reject ratio
Gross Profit Claim Analysis
Cost of Product & Follow Up
- ITO CBU
- A/R Cost of Material • Manufacturing
• Total Cost
• C/P • Nesting Eff.

IRR Project Interest Expense Net Profit ROA Finance

DER to Sales

ROE ATO

Finance Statement O Accounting

Publication PE Coy
X

Turn Over Ratio Manpower Ratio Revenue per Human Resources Div
Manpower
Attendance Ratio Training per Head Dep.

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

KPI CASCADING

Level Business Process Key Performance Indicators

PROCESS CTL.
Business Level SYSTEM Y=f(x1,x2,x3)
(Company)

PROCESS CTL.
Operation Level SYSTEM X1 X2 X3
(Division )
X1 = f(Z1,Z2,Z3)

Process Level
(Department)
Z1 Z2 Z3

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

KPI CASCADING

Level Business Process Key Performance Indicators

PROCESS CTL. NIAT

Business Level SYSTEM Y
(Company)

PROCESS CTL.
Operation Level
(Division )
SYSTEM X
Gross Profit Fin. Exp Opex

Process Level
(Department)
FOH
Direct Mat Direct Labor
Variance
Variance Variance
PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

KPI PERPECTIVES

LEARNING CUSTOMER
& GROWTH PERPECTIVE
(TODAY)
PERPECTIVE
(TOMORROW)

KPI

FINANCIAL
PERPECTIVE INTERNAL PROCESS
(YESTERDAY) PERPECTIVE
(TODAY)

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

Case : KPI STRUCTURE

Yesterday Today Tomorrow

Level
Financial Customer Internal Process Learning & Growth

Business Level
(Company)
NIAT CSI Del ESI

Operation Level
(Division )

Financial Cost Cust Survey Engineering LT Training Ratio

Operating Margin Parts Avail Production LT Motivation

Process Level
(Department)

GP variance Part Lead Time Var MH achievement Voluntary Turn Over

Selling Exp Var Fast Moving Stock Stock Accuracy Involvement QCC/SS/Sigma
Opex Variance Correctness Stock Vendor Quality Absenteeism ratio

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

KPI FAMILY

TIME quantifies the QUALITY quantifies the

“goodness”of “goodness” of product
process or service

KPI

COST quantifies the economic

of “goodness”

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

Worksheet flow
AIM President Letter/
MISI/VISI CLA Executive
Business Portfolio Macro Assump. Corporate Level
Summary (Business Group)
WBAWI
MISI/VISI Association Chart
Strategic Formulation
5 Year Objectives - Industrial Analysis Business Level
- IKSF / CKSF
- Critical Market Voice
- Winning Concept
(Company)
- 5 Year 1 Year
Transformation Transformation
Pica
Policy Policy

Association Chart Operational Formulation

- Operation Analysis Operation Level
- Critical Cust. Voice (Division)
1 Year Strategic Pica
Policy

Association Chart Process Level

Process Formulation
- Process Analysis
(Department/branch)
- CTQ Voice
Activity Plan Pica

Sub Process
Activity Plan Pica (Section / Staff)
PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

PILAR III

TOOLS

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

TM

VISIONING PROCESS TOOLS

Available:
- Strategic Benchmarking PROCESS ALIGNMENT TOOLS
- Strategic Brainstorming Available:
- Activity Based Costing
- 7 Management Tools
STRATEGIC ALIGNMENT TOOLS
- Design of Experiment
Available:
- Quality Function Deployment
-SWOT & PEST Analysis
- DMAIC / DMADV
- Stakeholder Analysis
- 8 Steps Improvement
- 5 Porter Analysis
- 7 Tools
- Value Chain Analysis
- Failure Mode Effect Analysis
- Gap Analysis
- Statistical Process Control
- Portfolio Analysis
- Supply Chain Management
- 7 S Framework (Mc Kinsey)
- Balanced Scorecard
- Benchmarking

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

• Strategic •Gap Analysis

Benchmarking
 •PEST Analysis
 •SCM 
• Strategic •SWOT Analysis •Benchmarking
Brainstorming •Five Forces •SWOT
• BCG Matrix •Value Chain •ABC
LANGKAH CORPORATE LEVEL BUSINESS OPERATION
• GE-McKinsey Matrix •7S McKinsey •Cross
SUBFunction
PROCESSChart
(Holding Coy / LEVEL LEVEL
• Stakeholder Analysis •Strategic Benchmarking (Section / Staff)
Group) (Company) (Division)
• 7S McKinsey • Benchmarking 
• PEST • 7 Mgmt-Tools
AIM Visi/Misi • Gap Analysis  • DoE
• QFD
• SCM
JK MSIS/VISI WBAWI • Process Benchmarking • DMAIC
PJG Business 5 Year Policy • Value Chain
Perumusan

• DMADV • 7 Management Tools • FMEA

5 Th Goal & Portfolio IKSF/CKSF • BPR  • Design of Experiment (DoE) • SPC
Strategi Winning Concept • QFD • 8 Steps
• DMAIC Improvement
JK
President Letter / • 7 QC-Tools
P PDK 1 Year Policy 1 Year Policy
1 Th CLA
Pengembangan

Rencana Activity Plan Activity Plan

Aktivitas

Key  Establish Control : KPI Perspectives:

Performance Balanced
1. Customer 2. Financial 3. Internal Process 4. Learning & Growth
Indicator Scorecard

D Pelaksanaan Pelaksanaan Rencana Strategis Pelaksanaan Rencana Taktis dan

Pemeriksaan Rutin

Membandingkan Sasaran dengan hasil dan melakukan perbaikan

Review Periodik Business Unit / Holding

C Pemeriksaan / 
Review Periodik Intern Company •Management Graph
Review perbaikan •Balanced Scorecard
Review Periodik Intern Divisi
Internal Review Departemen / Cabang

Tindakan mengintegrasi Strategic Direction Strategic Formulation Opr.Formulation Process Formulation

A
dan Standarisasi rencana berikutnya rencana berikutnya rencana berikutnya rencana berikutnya

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

THE WAY SIX SIGMA WORK

GOAL & STRATEGY DEFINE
VERIFY MEASURE
DMADV
Business DESIGN ANALYZE
Process
Critical
Process Y1
KPI
PROCESS CTL.
Cascading
SYSTEM
X1
KPI
Perspectives

OPERATIONAL DEFINE
EXCELLENCE
CONTROL MEASURE

DMAIC
IMPROVE ANALYZE
PREV
 PILAR IV

ENABLERS FOR
IMPLEMENTATION
 Intro Pilar I Pilar II Pilar III Pilar IV

GOAL & STRATEGY Drivers

ENABLERS
Business Horizontal Process
Process

Critical Critical Process of Units

Process Harvest KPI

KPI
Cascading KPI Stratification vs Structure

KPI KPI Matrix

Perspectives (Structure & Perspective)

OPERATIONAL
EXCELLENCE

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

Strategy tidak dimengerti oleh

siapa yang akan meng-implemen
tasikan dan tidak ditranslate
dalam objective

Key process tidak

Management system didesain didesain untuk
untuk operation control berdasarkan meleverage
budget bukan strategy drivers of strategy

Personal Goal, knowledge dan skill

tidak sesuai dengan implementasi
strategy

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

ENABLERS

COMMITMENT ALIGNMENT
Consistency, Involvement, Leadership Organizational Alignment
Communication People Alignment: Training
Reward Program Project Alignment

MONITORING SUPPORT
Progress AMS Implementation Benchmarking
Information Technology
Change Management

PREV
 Intro Pilar I Pilar II Pilar III Pilar IV

PREV