How to Integrate between BE,TQM,ISO - PowerPoint Presentation

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How to Integrate between BE,TQM,ISOAzas BeTI

By Abdul HalimAlumni Examiner MBCfPE trg NIST USA Chairman LP ABEIDewan Pakar FEBAssessor KPKU & MBCfPEExaminer Global-GPEAQuality Assurance (QA) KPKUDewan Pengawas IQAF

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Jeff Bezos

Kalau

anda

the best …

lalu

apa

yang

anda

lakukan

…

tapi

jika

sebaliknya

???

World Class Performance through Quality Award & Benchmarking

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Integration between BE,TQM,ISO (

BeTI)Business Excellence FrameworkISO 9001: 2000 BP

Procedure

B

e

TI

Integration Model

BE Assessment

Action plan OFI

Proses

D

Action plan OFI Results D

Themes and Title Innovation

Documentation system

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Criteria Change (CC)

2017-20182015-20162013-2014

,

Managing for innovation

Work systems

Social media

Change Management

Big Data,

Climate Change

Cybersecurity

Enterprise risk management (ERM)

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Change Management

AB

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C

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Big Data

7For all organizations, turning data into knowledge and knowledge into useful strategic insights is the real challenge of big data. While the volume of data an organization must assimilate and use in decision making may vary widely, all organizations are faced with using data from different sources and of varying quality. This presents challenges in data validation,

frequently exacerbated when the data being validated include numerics, text, and video or other formats. Organizations must deal increasingly with more

sophisticated data analytics and issues

of data integrity. Challenges to cybersecurity enhance the pressures on organizations and increase the need for organizational sophistication. User demands increase the need for

speed and availability of data. In 2015, the Criteria incorporate an enhanced focus on data analytics, data integrity, and

cybersecurity

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While some organizations have a greater

opportunity than others to contribute to eliminating the sources of climate change, no organization is immune to its impacts. This is true of all types and sizes of businesses, nonprofit organizations, and government entities. Increasingly severe storms, massive snows, flooding, and power outages potentially affect supply chains, the ability to work, productivity, and the ability to move around. These events increase the need for aid from social service and government agencies. For all organizations, the impacts of climate change are about managing risk, making choices, and building acceptable redundancies and alternatives into performance management systems, while not building overcapacity and wasteful systems.

Climate Change

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ERM vs Cybersecurity(CS)I-ARM

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I-PDRR

Cybersecurity. There were an estimated 300 million cyberattacks in 2015—only 90 million of which were detected—and such attacks are increasing at an annual rate of approximately 40 percent. For businesses and organizations of all kinds, managing and reducing cyber risks to data, information, and systems have become a necessity. While the Criteria have addressed the security of information systems and the confidentiality of information since 2001, Criteria requirements and notes now reflect the growing importance of protecting against the loss of sensitive

information about employees, customers, and organizations; protecting intellectual property; and protecting against the financial, legal, and reputational aspects of breaches.

Enterprise risk management. No organization is risk free. Intelligent risk management requires an enterprise to decide when and how risks should be taken and managed. Such management can mean the difference between extinction, survival, or role-model performance. Through a systems perspective of organizational performance management, the

Baldrige

framework has long addressed ERM, defined by ISO 31000: Risk Management—Principles and Guidelines as an organization’s coordinated activities to direct and control the effect of uncertainty on achieving its objectives. The future competitive advantage that will flow from good ERM is based on the holistic addressing of risk and the actions taken—including the pursuit of intelligent risks—as part of an overall strategic approach to managing organizational performance. In this revision, some Criteria requirements and notes have been revised to highlight (1) that risk is inherent in everything organizations do and (2) that the challenge is to balance the level of risk taken with the sustainability of the organization and the opportunity for innovation.

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Business Excellence FrameworkBE adalah

sebuah sistem , kerangka kerja dan TOOLS untuk mendorong perusahaan /organisasi mencapai Performance Excellence.Kerangka kerja terdiri dari dimensi PROSES (Leadership, Strategic Planning, Customer , Measurement Analysis & KM, Workforce, Operation. Dimensi RESULTS ( Product&Process, Customer, Workforce, Leadership, and Financial & Market)10

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1

Leadership2Strategic Planning3Customer 5Workforce

6

Operation

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Product & P , Customer, Workforce, Leadership, Financial & Market

4Measurement, analysis & KM

DRIVER

WORK CORE

MAIN BRAIN

Konsep

B

isnis EKSELEN (

KPKU

)

P Preface: Organizational Profile

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1-

Awareness BOD, Senior Leader2- Champion Team Senior Leader3- Capabilty Development:Interpret, Assesor, Criteria respont, Action plan OFIOFIStrength

Score

Business Excellence

a

Journey

Management TOOLS

5- Assessment

6-

System

Development

& monitoring

Excellence

Navigation

Diagnosis

Azas

B

e

T

I

4-

Criteria

Respons

(

Documentation)

Managing for Innovation through

Opportunity for Improvement (OFI)

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1

2

3

4

5

6

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2.1 a(4) Work Systems and Core Competencies

6.1 a (2) Key Work Processes6.1 b. Process Management and Improvement Dalam BE organisasi diminta untuk mendesain dan menjalankan sistem kerja. ( criteria 2).Organisasi harus menentukan proses kerja utama (criteria 6).

Organisasi diminta untuk

meningkatkan proses dan

produk (criteria 6).

2.1a (4) Work Systems and Core Competencies

Howdo

you decide which key processes will be accomplished by your workforce and which by external suppliers and partners? How do those decisions consider your core competencies and the core competencies of potential suppliers and partners? What are your key work systems? How do you make work system decisions that facilitate the accomplishment of your strategic objectives? How do you determine what future organizational core competencies and work systems you will need?

6.1a (2) Key Work Processes

What are your organization’s key work processes? What are the key requirements for these work processes?6.1b

(2) Support Processes Howdo you determine your key support processes? What are your key support processes? How does your day-to-day operation of these processes ensure that they meet key business requirements?

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The Business Excellence Criteria Questions (2&6).

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The Holistic View 14

Customer & SH Requirement

Customer& SH Satisfaction

Product Offering

Performance measurement

Vision, Values

Strategic Planning

Workforce

Processes

QCDSM

C-1

C-2

C-5

C-6

C-3

C-4

C-7

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PRODUCT & PROCESS Design 15

ABCFD

KEY WORK processes

E

F

G

H

I

SUPPORT processes

J

K

L

M

N

INTERPRESE processes

Suppl

Colla

Part

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16A-1

A-2A-3Contex DiagramIPO,i,e

Procedure =Approach

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PROCEDURE-1

Setting VISION and VALUESPROCEDURE-2Promoting Legal and ETHICAL BEHAVIORPROCEDURE-3CommunicationProcedure Design

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Business Processes Map (BPM)18

PROCEDURE-1 Setting VISION and VALUES.PROCEDURE-2 Promoting Legal and ETHICAL BEHAVIOR.PROCEDURE-3Communication.

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IDENTIFIKASI PROCEDURE ISO vs BE

ITEMNOBE CRITERIA1.11

(1) Setting Vision and Values

2

(2) Promoting Legal and Ethical

Behavior

3

b. Communication

4

(1) Creating an Environment for Success

5

(2) Creating a Focus on Action

1.2

6

(1) Governance System

 

7

(2) Performance Evaluation

 

8

b. Legal and Ethical

Behavior

 

9

(2) Ethical

Behavior

 

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(1) Societal Well-Being

 

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(2) Community Support

2.1

12

(1) Strategic Planning Process

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(2) Innovation

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(3) Strategy Considerations

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(4) Work Systems and Core

Compmpetencies

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(1) Key Strategic Objectives

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(2) Strategic Objective Considerations

2.2

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(1) Action Plans

 

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(2) Action Plan Implementation

 

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(3) Resource Allocation

 

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(4) Workforce Plans

 

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(5) Performance Measures

 

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(6) Performance Projections

 

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b. Action Plan Modification

3.1

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(1) Current Customers

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(2) Potential Customers

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(1) Satisfaction, Dissatisfaction, and Engagement

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(2) Satisfaction Relative to Competitors

3.2

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(1) Product Offerings

 

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(2) Customer Support

 

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(3) Customer Segmentation

 

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(1) Relationship Management

 

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(2) Complaint Management

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IDENTIFIKASI PROCEDURE ISO vs BE

ITEM

NO

BE

CRITERIA

4.1

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(1) Performance Measures

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(2) Comparative Data

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(3) Customer Data

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(4) Measurement Agility

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b. Performance Analysis and Review

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(1) Future Performance

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(2) Continuous Improvement and Innovation

4.2

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(1) Quality

 

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(2) Availability

 

43

(1) Knowledge Management

 

44

(2) Best Practices

 

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(3) Organizational Learning

5.1

46

(1) Capability and Capacity

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(2) New Workforce Members

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(3) Workforce Change Management

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(4) Work Accomplishment

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(1) Workplace Environment

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(2) Workforce Benefits and Policies

5.2

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(1) Organizational Culture

 

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(2) Drivers of Engagement

 

54

(3) Assessment of Engagement

 

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(4) Performance Management

 

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(1) Learning and Development System

 

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(3) Career Progression

6.1

58

(1) Determination of Product and Process Requirements

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(2) Key Work Processes

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(3) Design Concepts

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(1) Process Implementation

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c. Supply-Chain Management

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d. Innovation Management

6.2

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a. Process Efficiency and Effectiveness

 

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(1) Reliability

 

66

(2) Security and

Cybersecurity

 

67

(1) Safety

 

68

(2) Business Continuity

Possibility Procedures base on BE

BP

CD

Procedure

WI

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PETA ADLIPersyaratan

KPKUApproach (A)Depolyment (D)Learning (L)Integration (I)a.1.1Bagaimana pimpinan senior bersama-sama menetapkan visi dan tata nilai perusahaan?Input:Kondisi internal dan ekternal perusahaanProses:Membentuk timEvaluasi kemampuan perusahaan dan pasarMenentukan calon statemen Visi dan nilai termasuk indikatorFokus group discussionPenetapan VMV melalui SKOutput: Statemen VMV dan buku panduan & indikator pencapaian VisiIdikator pencapaian VisiIndikator: Sinergi KPI (7.1 3)

Penerapan Budaya /nilai (7.31)

Indikator visi dicapai (7.52)Mulai diterapkan:

Sejak 2008 secara konsisten Unit yang terlibat:

BOD GM Manager

Approach dilaksanakan

secara konsisten

tidak Gap Penerapan (100%)

Direview : 2009 direview oleh BODTerjadi perubahan nilai baru CIRI

Selaras dengan proses: Profil organisasai /statemen Visi

Visi digunakan untuk mendeplyment sasaran perusaaan , sampai unit kerja dan individu (kategori 2)

EVIDENCE

Kondisi

E/I

SK TIM

Hasil

FGD

Grafik

indikator

VMV

Hasil

review VMV

SK

Nilai

baru

Sasaran perusahaan terkait VMV20Contents dari Approach HARUS sesuai dengan PROCEDURE ISO

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1-

Awareness BOD, Senior Leader2- Champion Team Senior Leader3- Capabilty Development:Interpret, Assesor, Criteria respont, Action plan OFIOFIStrength

Score

Business Excellence

a

Journey

Management TOOLS

5- Assessment

6-

System

Development

& monitoring

Excellence

Navigation

Diagnosis

Azas

B

e

T

I

4-

Criteria

Respons

(

Documentation)

Managing for Innovation through

Opportunity for Improvement (OFI)

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1

2

3

4

5

6

Salah

satu

Hasil

dari

assesment

BE

adalah

OFI ( Opportunity for Improvement) PROCESS and RESULTS.

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MENETAPKAN ACTION PLAN, PIC, TARGET

Tema/Akibat

Sebab

CONTOH

Carilah

AKAR PENYEBAB

MASALAH

(diagram

Tulang

Ikan

)

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Diagram Tulang Ikan MASALAHYield HSM

Rendah7.1-12

Manusia

Alat

/Mesin

Metoda

Lingkungan

Mesin

Kurang

tanggap

Tidak

paham

2-Belum training

Material

kualitas

rendah

3-Beli

bukan

di

agen

Salah

operasi 1-Tidak ada SOP Panas 4-Tidak ada kipas Salah ukur

Belum

kalibrasi

5-Belum

ada

jadual

NOTE:

Penyebab

yang

tidak

dituju

anak

panah

sebagai

akar

penyebab

Usahakan

dalam

menggali

akar

penyebab

sampai

dengan

5 Why,

dalam

contoh

maksimum

3 Why

SEBAB

AKIBAT

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Action Plan/Langkah Perbaikan (5 W, 2 H)

Why (1)What (2)When (3)Where(4)How (5)Who (6)How Much (7)1-Tidak ada SOP Dibuatkan SOP untuk meningkatkan YieldJuli 2014Kantor div HSMMenunjuk personilMembuat shedule pembuatan SOP

Menyususn SOPPengesahan SOP

Hasan100%

2-Belum training

Dilakukan training tentang awareness Yield dan dampaknya

Juli 2014RR HSM

Identifkasi jumlah

orangMemnyusun materi

TrainingLaporan

Hamid50% dari jumlah

orang

3-Beli bukan di

agenMembeli BB disumbernyaAgustus 2014

Kantor

div HSM

Identifikasi

masalah

BB

Analisa

kelayakan

pembelian

BB

Memutuskan

pembelianStandardisasi Hambali100%4-Tidak ada kipas Mengadaan kipasApril 2014Rool ShopIdentifikasi areaMenentukan jenis kipasBeli kipasHaris100%5-Belum ada jadualMembuat jadual perawatanSeptember 2014Kantor div HSMAnalisa jadual existingAnalisa kelemahan Menyusun jadual baruHumaidi100%24

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ConclusionRun the concept Business Excellence through 6 steps PDCA.6 steps PDCA consist: Awareness, Champion Team Dev, Capability Development, Criteria Respond, Assessment,System Development.

Makesure all activities are systematically aligned according to business excellence criteria.Makesure all activities are standardized according to ISO 9001: 2000 standard.All of them have been determined the theme and steps for Improvement.All of the processes are completed by the innovation team.All innovation teams are controlled and used as a basis for giving appreciations. 25

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Global Award & BenchmarkBusiness Excellence Community Terdapat 50 Perusahaan BUMN sudah mencapai band SKOR Good Performance keatas perlu didorong untuk mencapai workclass melaui penyertaan pada event global dan Benchmark

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World Class Performance through Quality Award & Benchmarking27

World Class CompanyAward and BenchmarkingTahun 2017Sebanyak 50 BUMN pada posisi Good Performance Up

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GPEA Indonesia Participant28

Organizations AGENT that are facilitating participant in GPEA , including translation to Application Summary and English.Encouraging BUMN and Non BUMN that have applied Business Excellence (BE) to enter Global Performance Excellence Award and Benchmarking.

Participant

IQPMA

G

lobal

P

erformance

E

xcellence Award