Jemput lah Ramli untuk memperkasakan Budaya Q Anda serta Prestasi KIK dan Mengenalpasti Ilmu2 seperti Falsafah 3E,QCD Factor,QCDSME,World Class Performance dan banyak lagi….
lihat profile Ramli di: http://www.linkedin.com/in/ramli promoter
Jemput lah Ramli untuk memperkasakan Budaya Q Anda serta Prestasi KIK dan Mengenalpasti Ilmu2 seperti Falsafah 3E,QCD Factor,QCDSME,World Class Performance dan banyak lagi….
lihat profile Ramli di: http://www.linkedin.com/in/ramli promoter
Winning the Olympic Gold Medal have been Malaysia’s Dream for many Olympic Games already and Malaysia have missed many times especially in Badminton where we managed to win Silvers instead of The Gold Medal!We also won some bronze medals…
Badminton is the main sport that contributed most of the Olympic Medals for Malaysia.
Ramli have written many times about the need to win a Gold Medal for Malaysia where neighbouring countries like Thailand,Philippines,Indonesia have successfully won their Gold Medals in their prime sports like Boxing,Badminton and Weight Lifting etc,,,
So now with the young KJ as Malaysia’s Sports Minsiter maybe KJ must set that mission to win Malaysia’s First Gold Medal as his important KPI for the next 4 years (leading to the 2016 Rio Olympics)
Last London Olympics 2012 where Malaysia again failed to win that Gold Medal and after having invested many hundred millions of Ringgit,time and manpower still the same Sports Association Heads remained intact where they failed in their mission and some faired badly by not even meeting their best results and even failed miserably?
Like in UK especially in Football,if the teams failed to win Trophies either as League Champions,FA Cup Champions and League Cup Champions then the Football managers are sacked and not wanted anymore because they failed to deliver the results as planned or even promised?
So let’s see what KJ have in mind and how best he can execute this Road to Gold at Rio in 2016 by at least ONE Gold Medal to show off Malaysia and Rest of the World.By the way countries or poor countries like Ethopia,Nigeria and others have already won many Gold Medals among them all the time,why they can do that?
The QCD Factor
Managing The Basics To Make YOUR Business Success a Certainty.
By Ramli Abu Hassan
Note: Charts or drawings unavailable here-sorry
Contents:
Preface
Chapter 1:Introduction
Chapter 2:What’s QCD Factor means to the World Today!
Chapter 3:The Success of The QCD Factor –World Class Companies –Making Business Success A Certainty.
Chapter 4:Understanding all about Q
Chapter 5:Understanding all about C
Chapter 6:Understanding all about D
Chapter 7: Executing Q with Certainty
Chapter 8: Executing C with Certainty
Chapter 9: Executing D with Certainty
Chapter 10:It’s all about understanding,executing and continual improvement of the QCD Factor that make YOUR Business Success a Certainty.Try It and Do It !
References
“In the Name of Allah the Most Gracious the Most Merciful.”
(Quran-Verse 1,Surah Al-Fatihah)
Preface
Why write a book on The QCD Factor when this subject is as old as the Ford Model T?By the way,Ford Model T celebrated her 100th years “product roll out” anniversary in 2008.
QCD or simply Quality,Cost and Delivery as an evergreen subject especially for all line managers and anyone who’s duty is “to get the stuff out of the door with good quality,low cost and fast delivery to the customers.”
From this writer’s working experience of almost 20 years in the manufacturing of electronic components & banking industry and later his training and consulting work for almost 12 years plus (till today-2009)The QCD Factor is the best way to create certainty in producing Great Work with almost fool proof conditions where your customers will be fully satisfied.
Like all management ideas,tools and techniques it is all about EXECUTION!
Many Business Leaders quickly “jump the gun” to adopt new fads or ideas in the marketplace but like always these ideas later lose their “steam” and finally fade away just as fast as they are being introduced.Many of them failed because it was never really tested in the workplaces and marketplaces but was only “coined up” in the air-con offices with lots of theories but little success stories or case studies to show.The QCD Factor is not thought of in the air con offices but was thought of and written from many business success stories of entrepreneurs both the street smart and book smart types.The QCD Factor is a management story where many businesses were successful due to the adherence to this simple philosophy,methodology and “way of life” of doing business with certainty.The QCD Factor is all about execution and as reference to my first book “Revolusi Aksi” or Action Revolution ,written in the Malay language is all about getting it done after the mental stage or mental mode is developed or formed.Without action there will be no results just become a mental state or thoughts only.
President Franklin D.Roosevelt once remarked “there are many ways in which it can be helped,but it can never be helped merely by talking about it.We must act,and act quickly.”
So The QCD Factor is also about thinking good and later acting with great passion for better results and satisfaction of all stakeholders concerned.
Well,many of you may agree or choose to disagree with me on this aspect of learning or “picking up” all these new management thoughts and innovations.In the preceding chapters we shall discuss more on these areas of effectiveness of these new management techniques introduced these last 20 years ago.
The study of Quality,Cost and Delivery is the safest way to do,really!
When our Talents are thought about the importance of Quality,they will understand that our products and services must always conform to our customers’ requirements;Cost study will enable them to understand about producing products and services economically that enable companies to have a good competitive pricing in their marketplace and finally with Delivery knowledge our Talents will be able to know that having the quality products and services with the right costing will not complete the business transactions in full or successfully if the delivery is late and unreliable.
So,the study of this QCD Factor is a prerequisite to all new Managers,Executives and Workers at their respective workplaces as well as a refresher program for all existing Talents to ensure their mission of turning their organizations or companies to World Class Performances are reachable and doable.
Let’s hope some time will be spared by all readers concerned to really “dig deep” in this book by reading,sharing the pointers highlighted by this writer and most important of all to successfully,readily and with passion execute all the good ideas or pointers in your workplaces.Only then can Change Happen for the Better and Make Living at Your Workplace a Worthwhile Mission and Commitment.
“You Can Make The Difference If Only You Want To,Now!”
Regards,
Ramli Abu Hassan
Shah Alam,Selangor Darul Ehsan
Malaysia
First Book:Revolusi Aksi or Action Revolution published on 24th March,2006.
Chapter 1:Introduction
As I am starting this early pages of my new book (the first one was titled “Revolusi Aksi-Action Revolution published in March,2006),
Like all nations of the world,Independence Day is a Great Day!This is the day,where you have become officially a free nation with your own laws,regulations and elected leaders to govern your own country.All Nations of the World aspire to be an Independent Country with the ability to be self sufficient,self govern and self responsible to her people and determining the economy,social,political and all aspects of living in a free country and free from all colonialism or dominations.
However,the scenario may not be a “rosy” or as good as one aspect of all nations that have achieved independence!Why is that so ?
A country that was once a colony will remain so if the country’s still practice exporting raw materials or resources to other nations and then buying them back in terms of manufactured goods or completed products.Being an independent nation is where in terms of the economic stand point,a nation is able to produce her natural resources like tin,rubber,palm oil,cocoa,coffee and others to manufactured products that are then “added value” to become manufactured products like tyres,tin cans,cooking oil,coffee powder and chocolate products where they can be exported to Buyers for a better price and profits.The ability to add value to one’s own raw materials is all depending on the Talents of one’s own country.If the Talents or people do not possess the competencies,skills and knowhow of the business processes it will become impossible to build a great business where countries like Malaysia can be a dominant force especially as an Exporter or Manufacturer of products that the World wants badly.
Talent Management is the “real” business of HR nowadays and the major concerns for most CEOs’ as far as managing their companies effectively and continually!Only with excellent Talent Management can a country or company access to the best brains,productivity outputs,quality work,cost efficient products and services and speedy delivery of outputs or products to customers everywhere.In fact with the Right Talent can a company grow,prosper and survive in this 21st Century Globalization of business,networking and activities.
Many countries and companies in this world have done great things to acquire their talents both domestically and overseas so that they can achieve their business mission or Business Plans to satisfy all their stakeholders and more importantly to be able to survive in this ongoing business of the Global World or Planet Earth!
In pursuit of enabling their companies to be World Class,Business Leaders have opted to embark on many management ideas,techniques and philosophy.The number of management books being published monthly are by the hundreds and there are basically plenty to choose as far as the new “Management Fad” of the month is concerned.However the best way to start this journey of business excellence is best to subscribe to those management techniques that what have really worked than what is new but have no proven success or maybe just a theory of things that may work anyway!Maybe it’s better to get a right start then to start a journey with “unclear” or “God know’s where” we are heading to.At times the cost of the investment of a new “fad” can be very costly and the results are so marginally or not satisfying at all.It pays to adhere to the phrase “Follow the Basics” and then move on with your Continual Improvement process for better results and more satisfaction.
The QCD Factor is one of these “age old formula” that this writer wants to highlight as your Fool Proof formula or making Success a Certainty in your company or organization. Fool Proof or Poka Yoke is one of the techniques used to ensure safety is made certain in the shopfloor or any kind of process that utilize machines or equipment.Fool Proof can also be established in other processes so that “nothing can go wrong” with the process due to all the factors or precautions laid out earlier.
With this QCD Factor as a guide in making our business success a certainty,hopefully all the elements or factors about Quality,Cost and Delivery will be understood better and with the right and timely execution of your work in your own respective business processes or workplaces,we can see many problems being solved and also many improvements being made.
This QCD Factor will also be explained with the elements of the 5Ps’ which Dr.Juran also onced emphasized in his Thoughts and Execution of the Quality Journey or Mission.
The 5Ps’ which I want to correlate with the QCD Factor are People,Product,Process,Patrons (Customers) and Promotions (Sales & Marketing)
All these 5 elements have their own importance and can impact the way we think,perform,learn and others that come along.So,this book will become very interesting in such a way that it is not me (the author’s thoughts or experiences only) but also you the readers who can also inject your very own thoughts and experiences that we together can enrich this subject of making the QCF Factor an important fool proof way of making our business success a certainty.
In this 21st Century where the population comprising the new generations like Gen M (age below 18 years old),Gen Y (ages above 18 to 25 years old) and even Gen X (ages above 25 to 45 years old) there need to be conscious effort of learning this QCD Factor since the original or early teachings on QCD started in the Industrial Revolution and progress further after the World War 2 i.e.after 1945 onwards.This actually belong to the Generations of the Baby Boomers (ages above 45 to 65 years old) and all the surviving Senior Citizens (ages above 65 years old)The “clash of minds and passion” of these above generations must also be seriously taken note as each generation have their own likes and dislikes about what’s important in their lives.The Generation M people are all glued to their mobile devices and all infos or knowledge are best acquired through these mobile means otherwise they are not attracted or want to waste their time.So,if this QCD Factor need to be communicated or taught to them as important in our current worklife and living,we better find ways to make this learning available on their mobile gadgets or mode.That’s the great challenge if you are like this Writer (who is in the Gen of Baby Boomers!)
As mentioned earlier,the need to study and apply this QCD Factor is critical or important in our present world of this early years of the 21st Century and like the past years of the 20th Century many businesses benefited from this focus on QCD where their products and services were able to conform and satisfy their customers’ locally and globally,their products costing or pricing were made reasonable for mass production as well as small quantities and the delivery of their products and services all conform to the tolerable waiting time of their customers.This writer think the same customer requirements will still be around in the next 20 or 30 years unless the customers’ start to think differently as far as what they expect from their suppliers of goods and services.Until then this QCD factor must be learned and applied diligently to all our business processes and if they are followed as indicated,then with certainty businesses can still continue to enjoy the “harvest of their investments” whether it is the kind of businesses they are in or places of investments they are located.The QCD factor can worked at all these locations and conditions provided the Human Talents knows what is this QCD Factor and that’s what make all success a certainty.
Dr.Philip Crosby’s passion for making Quality Certain:
The great quality Guru,Dr.Crosby once emphasized the importance for businesses to make Quality Certain.In order to achieve that mission,Dr.Crosby reiterated the need for Business Leaders to embark on the Zero Defect Project continually.With making quality certain through application of Crosby’s Approach like his 4 Quality Absolutes and application of his Quality Management Process Maturity Grid as developed in 1994,we can ensure our quality have a performance standard of Zero Defect and our measurement is by the price of nonconformance.There will be no reason for not doing things right and our system is focus on prevention.We can then conform to our customer’s requirements.This thoughts by Dr.Crosby can be read in his book “Quality is still Free!”
Chart showing Ramli’s Approach Towards Making A Quality Company.
Chapter 2:What’s QCD Factor means to the World Today! (and also tomorrow!)
The World’s Population is now above 6Billion people and growing but there are many Billions of people who live below the poverty line and many more are still earning below USD 1 a day.
The 2007 World’s Top Billionaires population as indicated in the World Famous Forbes magazine comprised about almost 946 persons and their combined wealth is worthed about USD 3.5 Trillions.Their average net worth was USD 3.6 Billion.The World’s Richest Person in this 2007 Forbes Magazine was William Gates III at USD 56Billion net worth!As a matter of fact Bill Gates have been the richest person on earth since 1995 until 2007 (that’s 13th year in a row!)
However the Richest Person in the World based on 2008 Latest Survey is now Warren Buffett worth something like over USD 60 Billion.
From this fact or data,looks like the world’s wealth need to de distributed to many more people of this world but how to do it,right and timely?
In business is all about making profits for products and services that are offered to the consumers.It is also about producing the quality products that continually conform to customer’s requirements.The pricing of the product or service is also an important criteria for customers’ response whether they can make a decision to buy or reject your products or services.The pricing can also ensure you get lots of sales or no sales at all.Next,the delivery or processing of one’s products or services to customers can also determine whether your products or services are acceptable to the customers’ requirements.Nobody likes to be kept waiting especially when they have to pay for the products and services so if you deliver late or your time of delivery is not acceptable to the customers then you will not succeed to build a great business or get the best profits.
Simply put,this is what I called THE QCD Factor.You must understand all these matters about Quality,Cost and Delivery.It is very simple to learn and execute but as always many organizations failed to understand and execute this QCD Factor to the best of results or satisfaction.
Based on my almost 17 years of working experience with Matsushita Malaysia,I have learned from Matsushita’s Business Philosophy (i.e.Matsushita Way of Doing Business) that one of the aim and functions of their workshop (working place) have three main focus areas,and they are:
Here,one of the aims of quality control in the workshop is to create quality.Thai is,to manufacture the products that have the quality which meets the quality standard given by the design section.Therefore it is important to check the quality standard and control the factors of quality i.e.manufacturing conditions such as men,machines,materials,parts and equipment.In order to achieve this,it is important to establish the operation standards that meet the quality standard,prepare the operation instructions and perform the current operations.
As Matsushita thought us,we must have these right basic attitude:
And for the actual methods,we must:
In order to manufacture products of good quality at lower cost,it is necessary to reduce the manufacturing cost such as material cost,labour cost,etc..as much as possible.It is important to make efforts to perform the operations with less members more efficiently and to eliminate unreasonableness,waste and variations from the workshop.
Since material cost and labour cost are increasing year after year,these cost increases should be absorbed by quality control activities.
And for the actual methods,we must:
3.Produce the specified number of products in time for the date of delivery.
It would be of no use if the products were not delivered in time and in full even though they are of better quality and of lower price.
In order to produce the specified number of products in time and in full for the date of delivery,it is important to understand the progress of production and to improve the orperating rate of the machines and equipment and the efficiency of the labour operation.It is also important to perform the manufacturing operation more easily and safely.
The workshop or your workplace is thus the most important work place to create quality balanced with cost and delivery,which satisfies the subsequent process and the customers.
For the actual methods to improve of the productive capability (delivery),we must:
QCD in the Financial World:
When I was working in Affin Bank Berhad (a locally incorporated Malaysian Bank which earlier originated from Pakistan under Habib Bank and later changed her name to Perwira Habib Bank then to Perwira Affin Bank and now just Affin Bank Berhad)this QCD Factor is very widely practiced since the Bank embarked on the TQM Journey in 1992.As most organizations at that time TQM was adopted mainly due to her Business Philosophy where Customers is the Focal Point and anything the company does must geared towards Total Satisfaction of the Customers concerned.
Like all practicing TQM based organization,the elements of QCD is critical and must be adhered to all the time.The Top Management have created the Quality Policy plus all the Mission and Vision of the company being displayed and communicated to all staff and stakeholders.The QCD elements are also being measured as far as performance are concerned.We measure the number of quality team based projects being registered and successfully completed,we measure number of suggestions being made,we measure cost savings of all units and departments as far as it relate to the areas of Cost of Quality and many others.Nowadays,these measurements are better defined as the company’s Key Results Areas (KRAs’) and everyone must focus towards their KRAs’ and all year end appraisals or also done half yearly are based on the final outcome of these KRAs’ concerned.
So,these QCD Factor have actually helped the Top Management to realize many tangible and intangible benefits like elimination of defects and errors of daily work.When you eliminate errors it also means you work right the first time and that makes productivity levels better where work is make certain with less or no mistakes and no wastes of time,delay,materials,stoppage,stresses and many others.
The QCD Factor like in the Banking industry need commitment and discipline in execution.Banking industry being a business to safeguard public funds must always practiced prudence,honesty and good management.
Like what happened recently (ie.sept,2008) the tragic “meltdown” of the investment based banks in US like Lehman Brothers,Merill Lynch and others have shown the vulnerability of these institutions to the practice of good corporate governance and conform to standard of execellence of doing their work and not taking it easy or giving loans to people who have bad credit backgrounds or paybacks history.As a result of these oversights,the sudden deterioration of these bad loans and mortgages especially in the housing industries have let to the excalation of bad debts and uncontrollable cash management where finally these Big Investment Banks have to sought for government bailouts and worst still bankruptcy.
Here the QCD Factor focus on Quality Leadership that understands what is good and no good for the business risks especially.Next,the Cost factor will determine them to only focus on what is manageable and what’s not.Cost of funds is critical to financial institutions so your fund size is pivotal to your business process,growth and stability.
The Delivery element will enable banks to ficus on providing all the products and services that are relevant to their customers and not that are unimportant or benefit a vital few.That’s why I said the QCD Factor can be applied in many aspects of management and it is a prerequisite of Good Management and..continue…..
Please send your thoughts what you think of these topics that relate to this QCD Factor:
“Time dotcom Bhd Chief Executive Officer Encik Afzal Abdul Rahim says “it all boils down to three factors-cost,speed and quality – to drive broadband penetration”
In this statement above clearly shows the many Top Management of Malaysian companies realized that this QCD Factor is the fundamental knowledge and focus areas for any business improvement
Ramli was just 13 years old in 1969 and was living at IMR Quarters along Jalan Raja Muda when 13thMay,1969 striked!
Today marked the 44th anniversary of that Tragic Event that in a way helped shaped the way Malaysia being ruled,society behaves,races interact and many more integration of Malaysians to ensure that May 13th similar incident won’t happen again!
Syukur Malaysians now live at peace,no real social unrests or racial disunity just the normal greed among all kinds of Malaysians,lazy attitude,involvement in bad trades like gangsterism,bribing,smuggling,prostitution,gambling and other vices….
The 13GE or PRU 13 is just over and the results are made known and BN still rules Malaysia with Pakatan taking power in 3 states only instead of 5 in 12GE or PRU12.
Soon,13thMay,2013 will passed on in a few hours more and in Shah Alam the weather is damn hot at almost 34 degrees F and with all these kind of climate change or hot weather,living the good happy and stable life is now hard to find and if we Malaysians still live in poor sustainable conditions,ignore the dangers of climate change and bad habits of living like waste a lot,burning things with out care,no green culture and other sustainable living ways then we soon faced great hardships,poor weather and dangers of living with unsustainable ways that can lead to our destruction and farewell.
Today 4thMay,2013 is history to Ramli,why?
Ramli received more than 10 sms and almost the same of telephone calls from the BN Candidiate vying for the MP seat of Shah Alam which is now held by incumbant MP Tuan Hj Khalid Samad (who is actually Ramli former classmate in Form 6 at Sultan Abdul Samad PJ Secondary School.)
So what the interesting story of this desparate Candidate as MP for P.108?
Ramli became so annoyed after receiving numerous sms and telephone calls as such:
SMS from registration numbers of:
1.+6361234567895
2.+66551234567894
3.+8421234567890
4.+2003123456789
5.+8421234567890
6.+1591234567891
7.+7631234567890
8.+7531234567890
9.+8421234567890
10.+8631234567891
11.+9631234567891
Telephone Calls are:
1.0355204222 and of the same tel number always….
Ramli was reviewing the Great Persons that ASEAN have seen these last 100 years or so and a few names arised in Ramli’s List.
Among them as mentioned above are either dead,weak and sickly or still can stay erect,active and their mental prowess and charisma are much sought after especially Great Leaders like Lee Kuan Yew and Tun Dr.Mahathir
It is a fact everyone will soon fade away (die) and their legacies are so tremendous with all the National and ASEAN wide infrastructure,development,people building,nation building are being accomplished in their lifetime and even till death!
Today’s history can judge most of them whether they are Great or just horrible people that destroyed the Nation and People’s hopes and future?
What have our younger generations like those in Gen Y and Gen Z categories feel?
Do they know these Great Leaders and where they come from and all their history?
Are ASEAN Leaders fondly remembered as Gandhi,Kennedy,Lincoln,Churchill,Thatcher and others?
Are the new breed of Leaders like Anwar Ibrahim,Tok Guru Nik Aziz,Najib Razak,and many other ASEAN Leaders which Ramli now take sometime to recall their names….and more important their great accomplishment in their own country as well as ASEAN wide?
Lets pray and hope we get many more NEW Great Leaders as what we had in the earlier years like SUKARNO,TUNKU ABDUL RAHMAN,MARCOS and those still living still….
Ramli Abu Hassan Profile at : http://www.linkedin.com/in/ramlipromoter
Website/Blog: http://www.pramleeelvis.com
Facebook: http://www.facebook.com/ramli abu hassan
Biography of Ramli Abu Hassan
Ramli Abu Hassan is an author, trainer, consultant,speaker and promoter.He is Founder and Managing Director of Diversified Promotion & Service Sdn.Bhd.or DPS, a Malaysian locally incorporated company since 25th June,1996.DPS have been mainly involved in the business of Training&Consulting,Professional Sports Promotion and Marketing of Malaysian made products both domestically and overseas.In the Training&Consulting business,DPS helps organizations both in the private and government sectors build world-class talent through unleashing their hidden talents as well as making continual improvements in their work areas, leadership and personal performances plus increase in their knowledge of quality,productivity,team building and team working like Quality Control Circle / Innovative & Creative Circle (QCC@ICC) / Kumpulan Inovatif & Kreatif (KIK) for the Government Sector and Managers’ Quality Team (MQT) /Quality Improvement Team (QIT.)
Recently on 19th June,2012 Ramli have restructured his business and established Ramli Abu Hassan Training & Consultancy (RAHTC) to be better focused and concentrate all Training & Consultancy businesses under RAHTC.
He is the author of the book “Revolusi Aksi” or Action Revolution published on 24th March,2006 plus hundreds of articles on quality and productivity improvements,sports management and promotions,human capital, leadership and general subjects like hobbies and travels. He has now,his own websites that feature his thoughts,events and happenings.Go to Ramli’s Blog at pramleeelvis.com and related sites including at www.youtube.com/pramleeelvis . Ramli’s Profile can be viewed at www.linkedin.com/in/ramlipromoter. Contact Ramli at mobile:+6019-2537165/60355450975 and email: ramlipromoter@yahoo.com
He works with organizations to establish World Class Performance in their business and satisfaction of customers ,designing and establishing corporate universities (your in-house university or learning centres)as well as all aspects of Quality and Productivity Improvements. Ramli has been in collaboration with Global & Local Experts on subjects like World Class Performance,Corporate Universities,Quality Management Systems like ISO9001:2008,EMS,5S Good Housekeeping,PM’s Hibiscus Awards,OSHA,Quality,Productivity and Sustainable Development Initiatives including Environment plus his other areas of Professional Sports Promotion and Management.
He is an active member of the Malaysian International Chamber of Commerce and Industry(MICCI),Business Council for Sustainable Development of Malaysia (BCSDM),American Society for Quality (ASQ),Institute of Quality Malaysia (IQM) as well as the Malaysian Representative for World Boxing Council and World Boxing Council for MuayThai.Ramli also have good collaboration with many major sports organizations both in Malaysia and Overseas like PESAKA,MABF,KBC,IBF,UBO,IBA and others.
In his past corporate working experience from 1976 to 1996,he was the Head of Total Quality Management Secretariat at Perwira Affin Bank Berhad (now known as Affin Bank Berhad) as well as an Executive at Matsushita Electronic Components (M) Sdn.Bhd.
Ramli graduated with a Diploma in Public Aministration at Universiti Teknologi MARA in 1981 and completed his MBA(TQM) with Newport University in 1996.
Sejarah dan Masa Depan
Sejarah dan Masa Depan
| Masa Depan | ITB sebagai “Research & Development University”:
|
|
| 2000-2005 | ITB – BHMN (Badan Hukum Milik Negara) | 26 Desember 2000 Penetapan ITB – BHMN Transformasi ITB-BHMN 2002-2005
|
| 1959-1999 | Institut Teknologi Bandung (ITB) |
|
| 1950-1959 | Universitas Indonesia |
|
| 1946-1950 | Universiteit Van Indonesie |
|
| 1945-1946 | Sekolah Tinggi Teknik (STT) |
|
| 1944-1945 | Bandung Kogyo Daigaku (BKD) |
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| 1920-1942 | Technische Hogeschool (TH) |
|
The core idea is to maximize customer value while minimizing waste. Simply, lean means creating more value for customers with fewer resources.
A lean organization understands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste.
To accomplish this, lean thinking changes the focus of management from optimizing separate technologies, assets, and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets, and departments to customers.
Eliminating waste along entire value streams, instead of at isolated points, creates processes that need less human effort, less space, less capital, and less time to make products and services at far less costs and with much fewer defects, compared with traditional business systems. Companies are able to respond to changing customer desires with high variety, high quality, low cost, and with very fast throughput times. Also, information management becomes much simpler and more accurate.
Lean for Production and Services
A popular misconception is that lean is suited only for manufacturing. Not true. Lean applies in every business and every process. It is not a tactic or a cost reduction program, but a way of thinking and acting for an entire organization.
Businesses in all industries and services, including healthcare and governments, are using lean principles as the way they think and do. Many organizations choose not to use the word lean, but to label what they do as their own system, such as the Toyota Production System or the Danaher Business System. Why? To drive home the point that lean is not a program or short term cost reduction program, but the way the company operates. The word transformation or lean transformation is often used to characterize a company moving from an old way of thinking to lean thinking. It requires a complete transformation on how a company conducts business. This takes a long-term perspective and perseverance.
The term “lean” was coined to describe Toyota’s business during the late 1980s by a research team headed by Jim Womack, Ph.D., at MIT’s International Motor Vehicle Program.
The characteristics of a lean organization and supply chain are described in Lean Thinking, by Womack and Dan Jones, founders of the Lean Enterprise Institute and the Lean Enterprise Academy (UK), respectively. While there are many very good books about lean techniques, Lean Thinking remains one of the best resources for understanding “what is lean” because it describes the thought process, the overarching key principles that must guide your actions when applying lean techniques and tools.
Purpose, Process, People
Womack and Jones recommend that managers and executives embarked on lean transformations think about three fundamental business issues that should guide the transformation of the entire organization:
- Purpose: What customer problems will the enterprise solve to achieve its own purpose of prospering?
- Process: How will the organization assess each major value stream to make sure each step is valuable, capable, available, adequate, flexible, and that all the steps are linked by flow, pull, and leveling?
- People: How can the organization insure that every important process has someone responsible for continually evaluating that value stream in terms of business purpose and lean process? How can everyone touching the value stream be actively engaged in operating it correctly and continually improving it?
“Just as a carpenter needs a vision of what to build in order to get the full benefit of a hammer, Lean Thinkers need a vision before picking up our lean tools,” said Womack. “Thinking deeply about purpose, process, people is the key to doing this.”
Parliamentary result
See also: Breakdown of Members of Parliament elected 2008
|
e • d Summary of the 8 March 2008 Malaysian Dewan Rakyat election results |
|||||
|
Votes |
% of vote |
Seats |
% of seats |
+/– |
|
| National Front (Barisan Nasional): |
4,082,411 |
50.27 |
140 |
63.1 |
58 |
| United Malays National Organization (Pertubuhan Kebangsaan Melayu Bersatu, UMNO) |
2,381,725 |
29.33 |
79 |
35.6 |
30 |
| Malaysian Chinese Association (Persatuan Cina Malaysia, MCA) |
840,489 |
10.35 |
15 |
6.8 |
16 |
| Malaysian Indian Congress (Kongres India Se-Malaysia, MIC) |
179,422 |
2.21 |
3 |
1.4 |
6 |
| Malaysian People’s Movement Party (Parti Gerakan Rakyat Malaysia, Gerakan) |
184,548 |
2.27 |
2 |
0.9 |
8 |
| United Traditional Bumiputera Party (Parti Pesaka Bumiputera Bersatu, PBB) |
131,243 |
1.62 |
14 |
6.3 |
3 |
| Sarawak United People’s Party (Parti Rakyat Bersatu Sarawak, SUPP) |
119,264 |
1.47 |
6 |
2.7 |
|
| Sarawak Progressive Democratic Party (Parti Demokratik Progresif Sarawak, SPDP) |
52,645 |
0.65 |
4 |
1.8 |
|
| Sarawak People’s Party (Parti Rakyat Sarawak, PRS) |
33,410 |
0.41 |
6 |
2.7 |
6 |
| United Pasokmomogun Kadazandusun Murut Organisation (Pertubuhan Pasok Momogun Kadazandusun Bersatu, UPKO) |
58,856 |
0.72 |
4 |
1.8 |
|
| United Sabah Party (Parti Bersatu Sabah, PBS) |
44,885 |
0.55 |
3 |
1.4 |
1 |
| Sabah Progressive Party (Parti Maju Sabah, SAPP) |
30,827 |
0.38 |
2 |
1.4 |
2 |
| United Sabah People’s Party* (Parti Bersatu Rakyat Sabah, PBRS) |
1 |
0.5 |
|||
| Liberal Democratic Party (Parti Liberal Demokratik, LDP) |
8,297 |
0.10 |
1 |
0.5 |
1 |
| People’s Progressive Party (Parti Progresif Penduduk Malaysia, PPP) |
16,800 |
0.21 |
0 |
0 |
1 |
| People’s Front (Now known as Pakatan Rakyat (or People’s Pact)): |
3,796,464 |
46.75 |
82 |
36.9 |
62 |
| People’s Justice Party (Parti Keadilan Rakyat, PKR) |
1,509,080 |
18.58 |
31 |
14.0 |
30 |
| Pan-Malaysian Islamic Party (Parti Islam SeMalaysia, PAS) |
1,140,676 |
14.05 |
23 |
10.4 |
16 |
| Democratic Action Party (Parti Tindakan Demokratik, DAP) |
1,118,025 |
13.77 |
28 |
12.6 |
16 |
| Non-partisans (and others) |
65,399 |
0.81 |
0 |
0 |
1 |
| Overall total |
7,944,274 |
100 |
222 |
100 |
3 |
| *PBRS won its only seat uncontested on nomination day
Source: Sin Chew Jit Poh[63], Malaysia |
|||||
[edit]State assembly results
| This table is incomplete. (April 2011) |
See also: Breakdown of State Seats Representatives elected 2008
|
e • d Summary of the 8 March 2008 Malaysian state elections results |
||||||
|
Candidates |
Votes |
% of vote |
Seats |
% of seats |
+/– |
|
| Perlis | ||||||
| National Front (Barisan Nasional, BN) |
15 |
58,198 |
61.57 |
14 |
93.33 |
|
| Pan-Malaysian Islamic Party (Parti Islam SeMalaysia, PAS) |
13 |
31,878 |
33.73 |
1 |
6.67 |
|
| People’s Justice Party (Parti Keadilan Rakyat, PKR) |
2 |
2,858 |
3.02 |
0 |
0.00 |
|
| Independent (and others) |
1 |
1,585 |
1.68 |
0 |
0.00 |
|
| Overall total |
31 |
94,519 |
100.00 |
15 |
100.00 |
|
| Kedah | ||||||
| National Front (Barisan Nasional, BN) |
36 |
322,358 |
47.40 |
14 |
38.89 |
17 |
| United Malays National Organization (Pertubuhan Kebangsaan Melayu Bersatu, UMNO) |
28 |
259,940 |
38.22 |
12 |
33.33 |
11 |
| Malaysian Chinese Association (Persatuan Cina Malaysia, MCA) |
4 |
31,674 |
4.66 |
1 |
2.78 |
3 |
| Malaysian Indian Congress (Kongres India Se-Malaysia, MIC) |
2 |
18,376 |
2.70 |
0 |
0.00 |
2 |
| Malaysian People’s Movement Party (Parti Gerakan Rakyat Malaysia, Gerakan) |
2 |
12,368 |
1.82 |
1 |
2.78 |
1 |
| Opposition Parties, including People’s Alliance (Pakatan Rakyat) coalition: |
36 |
342,761 |
50.40 |
21 |
58.33 |
16 |
| Democratic Action Party (Parti Tindakan Demokratik, DAP) |
2 |
7,510 |
1.10 |
1 |
2.78 |
1 |
| Pan-Malaysian Islamic Party (Parti Islam SeMalaysia, PAS) |
24 |
250,028 |
36.76 |
16 |
44.44 |
11 |
| People’s Justice Party (Parti Keadilan Rakyat, PKR) |
10 |
85,223 |
12.53 |
4 |
11.11 |
4 |
| Independent (and others) |
4 |
14,990 |
2.20 |
1 |
2.78 |
1 |
| Overall total |
76 |
680,109 |
100.00 |
36 |
100.00 |
|
| Kelantan | ||||||
| National Front (Barisan Nasional, BN) |
44 |
269,501 |
45.12 |
6 |
13.33 |
15 |
| United Malays National Organization (Pertubuhan Kebangsaan Melayu Bersatu, UMNO) |
43 |
252,840 |
42.33 |
6 |
13.33 |
15 |
| Malaysian Chinese Association (Persatuan Cina Malaysia, MCA) |
1 |
7,661 |
1.28 |
0 |
0.00 |
|
| Opposition Parties, including People’s Alliance (Pakatan Rakyat) coalition: |
45 |
336,610 |
56.36 |
39 |
86.67 |
15 |
| Pan-Malaysian Islamic Party (Parti Islam SeMalaysia, PAS) |
40 |
313,575 |
52.50 |
38 |
84.44 |
14 |
| People’s Justice Party (Parti Keadilan Rakyat, PKR) |
5 |
23,035 |
3.86 |
1 |
2.22 |
1 |
| Independent (and others) |
1 |
147 |
0.02 |
0 |
0.00 |
|
| Overall total |
90 |
597,258 |
100.00 |
45 |
100.00 |
|
| Terengganu | ||||||
| National Front |
24 |
|||||
| Democratic Action Party (DAP) | ||||||
| Pan-Malaysian Islamic Party (Parti Islam SeMalaysia, PAS) |
8 |
|||||
| People’s Justice Party (Parti Keadilan Rakyat, PKR) | ||||||
| Independent (and others) | ||||||
| Overall total |
32 |
|||||
| Penang | ||||||
| National Front |
11 |
|||||
| Democratic Action Party (DAP) |
19 |
|||||
| Pan-Malaysian Islamic Party (Parti Islam SeMalaysia, PAS) |
1 |
|||||
| People’s Justice Party (Parti Keadilan Rakyat, PKR) |
9 |
|||||
| Independent (and others) | ||||||
| Overall total |
40 |
|||||
| Perak | ||||||
| National Front |
28 |
|||||
| Democratic Action Party (DAP) |
18 |
|||||
| Pan-Malaysian Islamic Party (Parti Islam SeMalaysia, PAS) |
6 |
|||||
| People’s Justice Party (Parti Keadilan Rakyat, PKR) |
7 |
|||||
| Independent (and others) | ||||||
| Overall total |
59 |
|||||
| Pahang | ||||||
| National Front |
37 |
|||||
| Democratic Action Party (DAP) |
2 |
|||||
| Pan-Malaysian Islamic Party (Parti Islam SeMalaysia, PAS) |
2 |
|||||
| People’s Justice Party (Parti Keadilan Rakyat, PKR) | ||||||
| Independent (and others) |
1 |
|||||
| Overall total |
42 |
|||||
| Selangor | ||||||
| National Front |
20 |
|||||
| Democratic Action Party (DAP) |
13 |
|||||
| Pan-Malaysian Islamic Party (Parti Islam SeMalaysia, PAS) |
8 |
|||||
| People’s Justice Party (Parti Keadilan Rakyat, PKR) |
15 |
|||||
| Independent (and others) | ||||||
| Overall total |
56 |
|||||
| Negri Sembilan | ||||||
| National Front |
21 |
|||||
| Democratic Action Party (DAP) |
10 |
|||||
| Pan-Malaysian Islamic Party (Parti Islam SeMalaysia, PAS) |
1 |
|||||
| People’s Justice Party (Parti Keadilan Rakyat, PKR) |
4 |
|||||
| Independent (and others) | ||||||
| Overall total |
36 |
|||||
| Malacca | ||||||
| National Front |
23 |
|||||
| Democratic Action Party (DAP) |
5 |
|||||
| Pan-Malaysian Islamic Party (Parti Islam SeMalaysia, PAS) | ||||||
| People’s Justice Party (Parti Keadilan Rakyat, PKR) | ||||||
| Independent (and others) | ||||||
| Overall total |
28 |
|||||
| Johor | ||||||
| National Front |
50 |
|||||
| Democratic Action Party (DAP) |
4 |
|||||
| Pan-Malaysian Islamic Party (Parti Islam SeMalaysia, PAS) |
2 |
|||||
| People’s Justice Party (Parti Keadilan Rakyat, PKR) | ||||||
| Independent (and others) | ||||||
| Overall total |
56 |
|||||
| Sabah | ||||||
| National Front |
59 |
|||||
| Democratic Action Party (DAP) |
1 |
|||||
| Pan-Malaysian Islamic Party (Parti Islam SeMalaysia, PAS) | ||||||
| People’s Justice Party (Parti Keadilan Rakyat, PKR) | ||||||
| Independent (and others) | ||||||
| Overall total |
60 |
|||||
| Source: The Star, Kuala Lumpur | ||||||