FINDING YOUR WHY at the Workplace by Ruben Licera JrRUBEN LICERA
This deck is delivered during the Fit4U Campaign of Aboitiz Equity Ventures in the Visayas.
The presentation showcases the importance of Finding One's WHY, the evolution of WHY, myths, and impact of purpose-driven employment and leadership to each personnels career and the company involved.
The event was held at Seda Hotels, Cebu City on October 6, 2018.
Want to bring this talk in your workplace, connect with me via talks@rubenlicera.com
The document discusses root cause analysis techniques for problem solving. It addresses key questions about when action should be taken to address problems and the importance of treating each problem seriously to find the underlying cause. Various tools for root cause analysis are defined, including brainstorming, cause-and-effect diagrams, the 5 whys technique, checklists and flowcharts. Guidance is provided on effective use of cause-and-effect diagrams and 5 whys to delve beyond symptoms and uncover root causes.
The document provides guidance on conducting a 5-Why analysis to determine the root cause of problems. It explains that 5-Why fits within the problem resolution request (PRR) process and is used to facilitate problem resolution. The document then covers understanding 5-Why, provides an example, and discusses open-ended versus closed-ended questions. It also outlines the steps for a 5-Why analysis, provides a critique sheet for evaluating 5-Why analyses, and offers general guidelines.
Sink or Swim? Supporting the Transition to New ManagerBizLibrary
“Managers on the front line are critical to sustaining quality, service, innovation, and financial performance.” Becoming a Manager, Linda Hill, Professor, Harvard Business School How important are frontline managers? When it comes to the key areas of reaching goals, achieving productivity, and engaging employees, management’s answer is “very.”
78% - Achieving a high level of customer satisfaction*
76% - Achieving a high level of productivity*
73% - Achieving a high level of employee engagement*
This one-hour webinar is best suited to people who need to develop specific strategies and tactics to help new managers succeed. A crucial element to success is training as your newly promoted managers transition to roles that require new, and frequently unfamiliar, skills and competencies.In this webinar we'll discuss:
The four changes a new leader faces
How to help new managers balance roles, results and relationships
How to create a development plan for your new managers and supervisors
* “Frontline Managers: Are They Given the Leadership Tools to Succeed?” Harvard Business Review Analytic Services, 2014.
www.bizlibrary.com
The document discusses coaching and confronting employees. It provides information on coaching different types of employees, including super stars, middle stars, and falling stars. It also discusses the importance of confronting employees when expectations are not met and outlines an appropriate process for confrontation, including defining the gap, agreeing on facts, criticizing actions not people, and following up. The goal is to improve performance, quality, and service through coaching and corrective action.
Coming up with product ideas is easy. Coming up with good product ideas is harder.
Even good ideas are often based on assumptions: assumptions that a product or service will match people’s needs; that users will understand, engage with, and adopt them because it provides meaningful value and integrates with their lives.
The workshop is run in collaboration between TCN and The MEME Design, a group that helps create and validate good product ideas by testing those assumptions, and helping entrepreneurs refine and drive them to success.
Using the MEME’s processes and expert tools, you will get a chance to learn key techniques to validate your own products and methods, with a select few even getting the opportunity to workshop their own product and service ideas in a group, with The MEME’s expert help.
At this session you will
Learn how to go deep on and understand better who you’re designing for.
Use our tools to look at the chosen problem or need from multiple angles in order to generate more and better solutions.
Learn ways to isolate the most critical product or service features from more peripheral ones.
See how to create a prototype strategy that will help to test whether the product resonates with users in the intended way.
Who should attend
Entrepreneurs, Founders, Innovators, Product Managers, UX Managers, Designers, Developers and Engineers
FINDING YOUR WHY at the Workplace by Ruben Licera JrRUBEN LICERA
This deck is delivered during the Fit4U Campaign of Aboitiz Equity Ventures in the Visayas.
The presentation showcases the importance of Finding One's WHY, the evolution of WHY, myths, and impact of purpose-driven employment and leadership to each personnels career and the company involved.
The event was held at Seda Hotels, Cebu City on October 6, 2018.
Want to bring this talk in your workplace, connect with me via talks@rubenlicera.com
The document discusses root cause analysis techniques for problem solving. It addresses key questions about when action should be taken to address problems and the importance of treating each problem seriously to find the underlying cause. Various tools for root cause analysis are defined, including brainstorming, cause-and-effect diagrams, the 5 whys technique, checklists and flowcharts. Guidance is provided on effective use of cause-and-effect diagrams and 5 whys to delve beyond symptoms and uncover root causes.
The document provides guidance on conducting a 5-Why analysis to determine the root cause of problems. It explains that 5-Why fits within the problem resolution request (PRR) process and is used to facilitate problem resolution. The document then covers understanding 5-Why, provides an example, and discusses open-ended versus closed-ended questions. It also outlines the steps for a 5-Why analysis, provides a critique sheet for evaluating 5-Why analyses, and offers general guidelines.
Sink or Swim? Supporting the Transition to New ManagerBizLibrary
“Managers on the front line are critical to sustaining quality, service, innovation, and financial performance.” Becoming a Manager, Linda Hill, Professor, Harvard Business School How important are frontline managers? When it comes to the key areas of reaching goals, achieving productivity, and engaging employees, management’s answer is “very.”
78% - Achieving a high level of customer satisfaction*
76% - Achieving a high level of productivity*
73% - Achieving a high level of employee engagement*
This one-hour webinar is best suited to people who need to develop specific strategies and tactics to help new managers succeed. A crucial element to success is training as your newly promoted managers transition to roles that require new, and frequently unfamiliar, skills and competencies.In this webinar we'll discuss:
The four changes a new leader faces
How to help new managers balance roles, results and relationships
How to create a development plan for your new managers and supervisors
* “Frontline Managers: Are They Given the Leadership Tools to Succeed?” Harvard Business Review Analytic Services, 2014.
www.bizlibrary.com
The document discusses coaching and confronting employees. It provides information on coaching different types of employees, including super stars, middle stars, and falling stars. It also discusses the importance of confronting employees when expectations are not met and outlines an appropriate process for confrontation, including defining the gap, agreeing on facts, criticizing actions not people, and following up. The goal is to improve performance, quality, and service through coaching and corrective action.
Coming up with product ideas is easy. Coming up with good product ideas is harder.
Even good ideas are often based on assumptions: assumptions that a product or service will match people’s needs; that users will understand, engage with, and adopt them because it provides meaningful value and integrates with their lives.
The workshop is run in collaboration between TCN and The MEME Design, a group that helps create and validate good product ideas by testing those assumptions, and helping entrepreneurs refine and drive them to success.
Using the MEME’s processes and expert tools, you will get a chance to learn key techniques to validate your own products and methods, with a select few even getting the opportunity to workshop their own product and service ideas in a group, with The MEME’s expert help.
At this session you will
Learn how to go deep on and understand better who you’re designing for.
Use our tools to look at the chosen problem or need from multiple angles in order to generate more and better solutions.
Learn ways to isolate the most critical product or service features from more peripheral ones.
See how to create a prototype strategy that will help to test whether the product resonates with users in the intended way.
Who should attend
Entrepreneurs, Founders, Innovators, Product Managers, UX Managers, Designers, Developers and Engineers
The presentation discusses overall equipment effectiveness (OEE), a metric used to measure manufacturing equipment productivity. It outlines the evolution of OEE from its origins in the total productive maintenance concept. OEE identifies availability, performance, and quality as key loss aspects to measure. The document provides formulas to calculate OEE values based on availability, performance, and quality rates. Examples are given to demonstrate how to use the OEE framework to analyze equipment losses and identify areas for improvement. Common myths about OEE are also addressed.
Top 10 supplier quality engineer interview questions and answersjonhmiss62
The document provides information about interview questions and answers for a supplier quality engineer position. It includes 10 typical interview questions for this role along with detailed answers and suggestions. Additional useful resources are listed, such as free ebooks on interview questions, secrets to winning interviews, and types of interview questions. Fields and job levels related to supplier quality engineering are also mentioned.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "The Customer Promise" and will show you how to meet your customers' expectations in delivering a product or service to their satisfaction.
Poka Yoke refers to mistake-proofing methods used to eliminate human errors in manufacturing processes. It was developed in Japan in the 1960s as part of the Toyota Production System. There are various types of Poka Yoke including contact, counting, and motion-sequence methods. Poka Yoke aims to simplify processes, provide real-time feedback, and make it impossible to make mistakes. It can be implemented at any step where errors may occur and provides benefits such as low cost, quick feedback, and minimal supervision needs once established.
This document outlines an interview skills workshop. It discusses important interview skills like communication, teamwork, initiative and providing examples to demonstrate competencies. It emphasizes the need to research the company, know your strengths, and answer common questions like "tell me about yourself." Exercises are provided to help participants practice competency-based questions and formulating responses to common interview questions in 3 sentences or less. The goal is to help interviewees effectively showcase their fit for the role and organization.
This document summarizes a presentation on supplier quality improvement. It discusses the need for outsourcing parts to reduce costs and focus on core competencies. It then provides statistics on the current level of outsourcing at AMD in Nasik. The presentation outlines AMD's current supplier quality assurance process and notes a need to provide quantitative metrics to suppliers. It proposes using a defect rate metric to classify defects and provide targets to suppliers to improve quality. The methodology for calculating and reviewing defect rates with suppliers is described along with potential pros and cons of the approach.
This presentation is a collection of Quality Management philosophies and famous quotations by quality gurus such as W. Edwards Deming, Joseph M. Juran, Philip B. Crosby, Kaoru Ishikawa, etc.
The desired philosophies and quotations can easily be incorporated into your own classroom and training materials to enhance the overall presentation.
CONTENTS
1. W. Edwards Deming
2. Deming's Famous Quotations
3. Joseph M. Juran
4. Juran's Famous Quotations
5. Philip B. Crosby
6. Crosby's Famous Quotations
7. Kaoru Ishikawa
8. Ishikawa's Famous Quotations
9. Other Famous Quotations
To download this complete presentation, visit: http://www.oeconsulting.com.sg
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
The 8D (Eight Disciplines) approach is a systematic problem solving process. Popularized by Ford, the 8D process integrates best practices from various problem-solving methods and is now a standard in the automotive industry. The 8D problem solving process has proven to be highly effective in product and process improvement.
Following the logic of the PDCA cycle, the 8D process enables problem solving teams to identify root causes, develop proper actions to eliminate root causes, and implement permanent corrective action to prevent recurrence. It includes key analytical tools such as Is/Is Not Analysis and Root Cause Analysis using 5 Whys and the Fishbone Diagram.
This highly detailed training presentation will help you to teach employees in your company or organization to better understand team dynamics and solve problems using a disciplined approach.
LEARNING OBJECTIVES
1. Acquire knowledge of key concepts and principles in 8D problem solving.
2. Understand team-based problem solving dynamics and define roles within the 8D problem-solving team.
3. Familiarize yourself with the step-by-step 8D problem-solving process and the use of analytical tools.
4. Gain practical insights for achieving success in 8D problem solving.
CONTENTS
1. Key Concepts and Principles
2. Team-based Approach & Roles
3. 8D Problem Solving Process
4. Analytical Tools in 8D
5. Practical Tips for Success
This document provides an overview of the 5 Whys root cause analysis tool. The 5 Whys involves asking "why" five times to determine the root cause of a problem. It should address why something was made incorrectly and why it was not detected. While typically involving five questions, the number is flexible based on the complexity of the problem. When applying the 5 Whys, clearly define the problem, ask full questions, and follow the thought process without jumping to conclusions. The goal is to identify systemic causes that allow problems rather than just surface explanations.
The document discusses the key components of a business model canvas, which provides a simplified framework for developing new or documenting existing business models. It describes the nine blocks of a business model canvas - value propositions, target customers, distribution channels, customer relationships, key activities, key resources, partner networks, revenue streams, and cost structure. Each block represents an important aspect of a business model and the canvas allows businesses to visualize the interconnections between different components of the model.
The document discusses the concept of "The Golden Circle" which proposes that the most effective leaders and organizations don't just communicate what they do and how they do it, but most importantly why they do it. Starting from the inside and understanding one's why inspires others to follow not because they have to but because they want to. The why must then be consistently reflected in everything an organization says and does in order to truly motivate and inspire others.
1. Dokumen tersebut membahas tentang Quality Control Circle (QCC), yaitu kelompok kecil pekerja yang bertemu untuk mengidentifikasi, menganalisis, dan menyelesaikan masalah terkait pekerjaan.
2. Tujuan QCC adalah mengurangi kerugian, menyelesaikan keluhan pelanggan, meningkatkan kualitas produk dan layanan.
3. Struktur QCC biasanya terdiri dari fasilitator, ketua tim, sekretaris, dan anggota tim.
Global 8D Problem Solving Process Training ModuleFrank-G. Adler
The 8D Problem Solving Process Training Module v8.0 includes:
1. MS PowerPoint Presentation including 206 slides covering the Global 8D Problem Solving Process & Tools, a Case Study, and 7 Workshop Exercises.
2. MS Word Problem Solving Process Case Study
3. MS Excel 8D Problem Solving Process Worksheet Template
4. MS Excel Process Variables Map Template, Process FMEA Template, and Process Control Plan Template
5. MS Word 8D Problem Solving Process Report Template
Lean six sigma executive overview (case study) templatesSteven Bonacorsi
This case study describes a project to improve the average speed to answer calls at a retail business. The project team analyzed call data, identified root causes such as call type and time of day, and implemented cross-training and staffing changes. These improvements reduced customer downtime costs by $150,000 annually and increased the process sigma level. Key tools used in the project included data collection, analysis of call times, and control charts to monitor ongoing performance.
Achieving Built-in-Quality: Actions and ImplementationApril Bright
Built-In-Quality is achieved through the use and implementation of lean manufacturing principles. Dr. Joseph M. Juran, a pioneer in modern quality management principles, created the Juran Trilogy. The Juran Trilogy focuses on long-term quality improvement through quality planning, quality control and continuous improvement. This presentation will focus on how effectively applying the Juran Trilogy can help an organization achieve the objective of Built-In-Quality.
This document outlines a communications lab on giving and receiving feedback. The objectives are to learn effective strategies for giving feedback in a constructive way and receiving feedback well. The agenda includes sections on giving positive and constructive feedback using specific formulas and guidelines. It also covers receiving feedback by actively listening and asking questions. Participants will practice these skills through role plays and exercises. The document provides resources for additional feedback-related training opportunities.
The document provides an overview of interview preparation and best practices. It discusses researching the company, preparing answers for common question types like behavioral and strengths questions, proper interview attire and etiquette like arriving early and sending a thank you note. The key messages are to practice common interview questions, focus on fitting the job and company culture, maintain a confident yet relaxed demeanor, and reflect on the interview to improve for next time.
The document appears to be a template for a quality circle project report. It includes sections for the company profile, problem selection process, milestone chart, problem definition, measurement, analysis, improvement, and control. The template provides guidance on the type of information and level of detail recommended for each section. It also includes examples and notes to help guide the user in customizing the template for their specific project.
8 steps to overcome your fear of public speakingGetSmarter
The document provides 8 steps to overcome the fear of public speaking: 1) Find a topic that interests the audience; 2) Tell a story with an introduction, body, and conclusion; 3) Practice your speech through repetition to improve delivery; 4) Calm your nerves before speaking; 5) Start your speech strongly to engage the audience; 6) Use eye contact to connect with the audience; 7) End your speech powerfully to leave an impression; 8) Review your performance and continue practicing public speaking to fully overcome your fear.
A Lean Management System (a.k.a. Lean Daily Management System or Daily Management System) is the system that allows you to deliver customer value through proper support and leadership to those who are closest to the process (customers and process owners). These are practices and tools used to monitor, measure, and sustain the operation of Lean production operations. Lean management practices identify where actual performance fails to meet expected performance, and assigns and follows up improvement activities to bring actual in line with expected, or to raise the level of expected performance. The basic components of the Lean Management System are: Leader Standard Work, Visual Controls, Daily Accountability and Leadership Discipline.
The Lean Management System will help Lean leaders such as team leaders, supervisors, department managers, value stream managers and senior executives to improve leadership effectiveness based on Lean best practices.
As a daily management system, this is the most effective mechanism for managing employees not just in the shopfloor or office, but also those working in a flexible or work-from-home environments.
This Lean Management System PPT training presentation shows you how to implement a sustainable, successful transformation by developing a culture that has your stakeholders throughout the organizational chart involved and invested in the outcome. It teaches you how to implement the four key elements of the Lean Management System to enhance your effectiveness as a Lean transformation leader.
LEARNING OBJECTIVES
1. Acquire knowledge on the four key elements of the Lean Management System
2. Acquire knowledge on the supporting elements of the Lean Management System
CONTENTS
1. Introduction to Lean Management System
2. Key Elements of a Lean Management System
3. Supporting Elements of a Lean Management System
To download this complete presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Dokumen tersebut membahas tentang standar kerja, termasuk definisi, tujuan, dan komponen-komponen penting dari standar kerja seperti takt time, urutan kerja, dan perbaikan berkelanjutan."
The presentation discusses overall equipment effectiveness (OEE), a metric used to measure manufacturing equipment productivity. It outlines the evolution of OEE from its origins in the total productive maintenance concept. OEE identifies availability, performance, and quality as key loss aspects to measure. The document provides formulas to calculate OEE values based on availability, performance, and quality rates. Examples are given to demonstrate how to use the OEE framework to analyze equipment losses and identify areas for improvement. Common myths about OEE are also addressed.
Top 10 supplier quality engineer interview questions and answersjonhmiss62
The document provides information about interview questions and answers for a supplier quality engineer position. It includes 10 typical interview questions for this role along with detailed answers and suggestions. Additional useful resources are listed, such as free ebooks on interview questions, secrets to winning interviews, and types of interview questions. Fields and job levels related to supplier quality engineering are also mentioned.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "The Customer Promise" and will show you how to meet your customers' expectations in delivering a product or service to their satisfaction.
Poka Yoke refers to mistake-proofing methods used to eliminate human errors in manufacturing processes. It was developed in Japan in the 1960s as part of the Toyota Production System. There are various types of Poka Yoke including contact, counting, and motion-sequence methods. Poka Yoke aims to simplify processes, provide real-time feedback, and make it impossible to make mistakes. It can be implemented at any step where errors may occur and provides benefits such as low cost, quick feedback, and minimal supervision needs once established.
This document outlines an interview skills workshop. It discusses important interview skills like communication, teamwork, initiative and providing examples to demonstrate competencies. It emphasizes the need to research the company, know your strengths, and answer common questions like "tell me about yourself." Exercises are provided to help participants practice competency-based questions and formulating responses to common interview questions in 3 sentences or less. The goal is to help interviewees effectively showcase their fit for the role and organization.
This document summarizes a presentation on supplier quality improvement. It discusses the need for outsourcing parts to reduce costs and focus on core competencies. It then provides statistics on the current level of outsourcing at AMD in Nasik. The presentation outlines AMD's current supplier quality assurance process and notes a need to provide quantitative metrics to suppliers. It proposes using a defect rate metric to classify defects and provide targets to suppliers to improve quality. The methodology for calculating and reviewing defect rates with suppliers is described along with potential pros and cons of the approach.
This presentation is a collection of Quality Management philosophies and famous quotations by quality gurus such as W. Edwards Deming, Joseph M. Juran, Philip B. Crosby, Kaoru Ishikawa, etc.
The desired philosophies and quotations can easily be incorporated into your own classroom and training materials to enhance the overall presentation.
CONTENTS
1. W. Edwards Deming
2. Deming's Famous Quotations
3. Joseph M. Juran
4. Juran's Famous Quotations
5. Philip B. Crosby
6. Crosby's Famous Quotations
7. Kaoru Ishikawa
8. Ishikawa's Famous Quotations
9. Other Famous Quotations
To download this complete presentation, visit: http://www.oeconsulting.com.sg
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
The 8D (Eight Disciplines) approach is a systematic problem solving process. Popularized by Ford, the 8D process integrates best practices from various problem-solving methods and is now a standard in the automotive industry. The 8D problem solving process has proven to be highly effective in product and process improvement.
Following the logic of the PDCA cycle, the 8D process enables problem solving teams to identify root causes, develop proper actions to eliminate root causes, and implement permanent corrective action to prevent recurrence. It includes key analytical tools such as Is/Is Not Analysis and Root Cause Analysis using 5 Whys and the Fishbone Diagram.
This highly detailed training presentation will help you to teach employees in your company or organization to better understand team dynamics and solve problems using a disciplined approach.
LEARNING OBJECTIVES
1. Acquire knowledge of key concepts and principles in 8D problem solving.
2. Understand team-based problem solving dynamics and define roles within the 8D problem-solving team.
3. Familiarize yourself with the step-by-step 8D problem-solving process and the use of analytical tools.
4. Gain practical insights for achieving success in 8D problem solving.
CONTENTS
1. Key Concepts and Principles
2. Team-based Approach & Roles
3. 8D Problem Solving Process
4. Analytical Tools in 8D
5. Practical Tips for Success
This document provides an overview of the 5 Whys root cause analysis tool. The 5 Whys involves asking "why" five times to determine the root cause of a problem. It should address why something was made incorrectly and why it was not detected. While typically involving five questions, the number is flexible based on the complexity of the problem. When applying the 5 Whys, clearly define the problem, ask full questions, and follow the thought process without jumping to conclusions. The goal is to identify systemic causes that allow problems rather than just surface explanations.
The document discusses the key components of a business model canvas, which provides a simplified framework for developing new or documenting existing business models. It describes the nine blocks of a business model canvas - value propositions, target customers, distribution channels, customer relationships, key activities, key resources, partner networks, revenue streams, and cost structure. Each block represents an important aspect of a business model and the canvas allows businesses to visualize the interconnections between different components of the model.
The document discusses the concept of "The Golden Circle" which proposes that the most effective leaders and organizations don't just communicate what they do and how they do it, but most importantly why they do it. Starting from the inside and understanding one's why inspires others to follow not because they have to but because they want to. The why must then be consistently reflected in everything an organization says and does in order to truly motivate and inspire others.
1. Dokumen tersebut membahas tentang Quality Control Circle (QCC), yaitu kelompok kecil pekerja yang bertemu untuk mengidentifikasi, menganalisis, dan menyelesaikan masalah terkait pekerjaan.
2. Tujuan QCC adalah mengurangi kerugian, menyelesaikan keluhan pelanggan, meningkatkan kualitas produk dan layanan.
3. Struktur QCC biasanya terdiri dari fasilitator, ketua tim, sekretaris, dan anggota tim.
Global 8D Problem Solving Process Training ModuleFrank-G. Adler
The 8D Problem Solving Process Training Module v8.0 includes:
1. MS PowerPoint Presentation including 206 slides covering the Global 8D Problem Solving Process & Tools, a Case Study, and 7 Workshop Exercises.
2. MS Word Problem Solving Process Case Study
3. MS Excel 8D Problem Solving Process Worksheet Template
4. MS Excel Process Variables Map Template, Process FMEA Template, and Process Control Plan Template
5. MS Word 8D Problem Solving Process Report Template
Lean six sigma executive overview (case study) templatesSteven Bonacorsi
This case study describes a project to improve the average speed to answer calls at a retail business. The project team analyzed call data, identified root causes such as call type and time of day, and implemented cross-training and staffing changes. These improvements reduced customer downtime costs by $150,000 annually and increased the process sigma level. Key tools used in the project included data collection, analysis of call times, and control charts to monitor ongoing performance.
Achieving Built-in-Quality: Actions and ImplementationApril Bright
Built-In-Quality is achieved through the use and implementation of lean manufacturing principles. Dr. Joseph M. Juran, a pioneer in modern quality management principles, created the Juran Trilogy. The Juran Trilogy focuses on long-term quality improvement through quality planning, quality control and continuous improvement. This presentation will focus on how effectively applying the Juran Trilogy can help an organization achieve the objective of Built-In-Quality.
This document outlines a communications lab on giving and receiving feedback. The objectives are to learn effective strategies for giving feedback in a constructive way and receiving feedback well. The agenda includes sections on giving positive and constructive feedback using specific formulas and guidelines. It also covers receiving feedback by actively listening and asking questions. Participants will practice these skills through role plays and exercises. The document provides resources for additional feedback-related training opportunities.
The document provides an overview of interview preparation and best practices. It discusses researching the company, preparing answers for common question types like behavioral and strengths questions, proper interview attire and etiquette like arriving early and sending a thank you note. The key messages are to practice common interview questions, focus on fitting the job and company culture, maintain a confident yet relaxed demeanor, and reflect on the interview to improve for next time.
The document appears to be a template for a quality circle project report. It includes sections for the company profile, problem selection process, milestone chart, problem definition, measurement, analysis, improvement, and control. The template provides guidance on the type of information and level of detail recommended for each section. It also includes examples and notes to help guide the user in customizing the template for their specific project.
8 steps to overcome your fear of public speakingGetSmarter
The document provides 8 steps to overcome the fear of public speaking: 1) Find a topic that interests the audience; 2) Tell a story with an introduction, body, and conclusion; 3) Practice your speech through repetition to improve delivery; 4) Calm your nerves before speaking; 5) Start your speech strongly to engage the audience; 6) Use eye contact to connect with the audience; 7) End your speech powerfully to leave an impression; 8) Review your performance and continue practicing public speaking to fully overcome your fear.
A Lean Management System (a.k.a. Lean Daily Management System or Daily Management System) is the system that allows you to deliver customer value through proper support and leadership to those who are closest to the process (customers and process owners). These are practices and tools used to monitor, measure, and sustain the operation of Lean production operations. Lean management practices identify where actual performance fails to meet expected performance, and assigns and follows up improvement activities to bring actual in line with expected, or to raise the level of expected performance. The basic components of the Lean Management System are: Leader Standard Work, Visual Controls, Daily Accountability and Leadership Discipline.
The Lean Management System will help Lean leaders such as team leaders, supervisors, department managers, value stream managers and senior executives to improve leadership effectiveness based on Lean best practices.
As a daily management system, this is the most effective mechanism for managing employees not just in the shopfloor or office, but also those working in a flexible or work-from-home environments.
This Lean Management System PPT training presentation shows you how to implement a sustainable, successful transformation by developing a culture that has your stakeholders throughout the organizational chart involved and invested in the outcome. It teaches you how to implement the four key elements of the Lean Management System to enhance your effectiveness as a Lean transformation leader.
LEARNING OBJECTIVES
1. Acquire knowledge on the four key elements of the Lean Management System
2. Acquire knowledge on the supporting elements of the Lean Management System
CONTENTS
1. Introduction to Lean Management System
2. Key Elements of a Lean Management System
3. Supporting Elements of a Lean Management System
To download this complete presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Dokumen tersebut membahas tentang standar kerja, termasuk definisi, tujuan, dan komponen-komponen penting dari standar kerja seperti takt time, urutan kerja, dan perbaikan berkelanjutan."
sistem perencanaan dan pengendalian manajemenResnaEka
Dokumen tersebut memberikan informasi mengenai nama, NPM, kelas, dan tugas akhir UAS Sistem Perencanaan dan Pengendalian Manajemen dari seorang mahasiswa bernama Resna Eka Putri. Dokumen ini juga menjelaskan contoh penerapan Activity Based Management pada sebuah usaha milik pribadi sebelum dan selama pandemi, tahapan penyusunan program, contoh cascading process pada pemerintah, serta analisis SWOT diri sendiri beserta matriks
PLAN-DO-CHECK-ACTION-TEAM_by DANIEL DONI SUNDJOJODaniel Doni
P-D-C-A-T merupakan proses perencanaan, pelaksanaan, pengawasan, dan perbaikan berkelanjutan untuk mencapai tujuan organisasi. Proses ini terdiri atas 8 langkah mulai dari menetapkan visi dan strategi, menganalisis faktor internal dan eksternal, menentukan kesenjangan yang ada, menetapkan target perbaikan, membuat rencana aksi, melaksanakan rencana secara konsisten, memantau hasil pelaks
Dokumen tersebut membahas tentang budaya perbaikan berkelanjutan. Dokumen tersebut menjelaskan pentingnya menerapkan metodologi PDCA secara konsisten untuk mencapai tujuan perusahaan, serta berfokus pada kesempurnaan proses dan peningkatan keterlibatan karyawan melalui pendekatan berkelanjutan untuk perbaikan.
QCC (Quality Control Circle) adalah program perbaikan berkelanjutan yang melibatkan karyawan dalam meningkatkan kualitas, produktivitas, dan keselamatan kerja. Program ini bertujuan untuk mengembangkan diri, tim, dan perusahaan melalui pemecahan masalah secara sistematis menggunakan metode Plan-Do-Check-Act (PDCA).
1. Dokumen membahas tentang karakteristik seorang engineer yang efektif dan tips untuk menjadi engineer yang efektif.
2. Seorang engineer efektif dapat menyelesaikan pekerjaan dengan cepat menggunakan sumber daya minimal sehingga efisien, dan menghasilkan dampak yang besar.
3. Tips untuk menjadi engineer efektif meliputi otomatisasi pekerjaan rutin, lingkungan kerja yang mendukung, dan pengukuran untuk perbaikan
Makalah ini membahas tentang Balanced Scorecard, yaitu sistem pengukuran kinerja yang mempertimbangkan empat perspektif yaitu keuangan, pelanggan, proses bisnis internal, dan pembelajaran dan pertumbuhan. Balanced Scorecard dikembangkan untuk mengurangi kelemahan pengukuran kinerja konvensional yang hanya berfokus pada aspek keuangan."
Rapat tinjauan manajemen mutu membahas beberapa temuan audit internal dan masukan untuk perbaikan, seperti penyempurnaan program kerja dan pembagian tugas di TU, pengadaan barang, dan pelaporan kegiatan organisasi siswa. Rapat sepakat bahwa kerjasama dan transparansi perlu ditingkatkan untuk memenuhi standar mutu sekolah.
Berdasarkan dokumen tersebut, terdapat 3 kalimat ringkasan utama:
1. Stop-Call-Wait merupakan konsep penting dalam Lean Production System yang melibatkan penghentian proses produksi ketika terjadi ketidaknormalan, memanggil bantuan, dan menunggu instruksi lanjut.
2. Konsep ini bertujuan mencegah produk cacat terlepas ke proses berikutnya dan menyelesaikan masalah segera di sumber masalah.
3. Operator me
Laporan ini merangkum kegiatan Prakerind selama 3 bulan di Boss Notebook. Siswa mempelajari tentang marketing, pengaturan BIOS, instalasi Windows 7, dan pemeriksaan kondisi hard disk. Prakerind memberikan pengalaman nyata yang bermanfaat bagi pengembangan kompetensi siswa sesuai jurusannya.
Contoh Laporan Prakerin TKJ (Teknik Komputer Jaringan)Charis Fitriyanto
Ringkasan dokumen tersebut adalah sebagai berikut:
Laporan Prakerind Charis Fitriyanto di Boss Notebook membahas tentang pengalaman belajar di bidang jasa service komputer dan laptop selama 3 bulan, termasuk pembelajaran tentang marketing, instalasi sistem operasi, dan pengecekan kondisi hard disk.
Ringkasan dari dokumen tersebut adalah:
1. Dokumen tersebut membahas 11 pelajaran penting dalam implementasi KPI dan Balance Scorecard, mulai dari menunjuk fasilitator proyek eksternal, memilih tim KPI kecil yang berfokus penuh waktu, hingga merangkap semua ukuran kinerja dalam database agar tersedia untuk semua tim.
PDCA Adalah: Pengertian, Fase, Kelebihan dan Kekurangannya
Terdapat berbagai macam cara di dalam manajemen perusahaan untuk bisa saling melengkapi antara satu dan lainnya. Salah satu caranya adalah PDCA. Jadi, PDCA adalah salah salah satu framework manajemen yang bisa dilakukan perusahaan untuk bisa saling melengkapi.
Dokumen tersebut membahas filosofi dan proses Kaizen untuk perbaikan berkelanjutan di perusahaan. Kaizen adalah filosofi Jepang tentang perubahan kecil secara berkelanjutan untuk mencapai perubahan besar, dan telah diterapkan di perusahaan-perusahaan Jepang seperti Toyota, Honda, dan Yamaha. Dokumen ini juga menjelaskan tujuan, prinsip, tahapan, organisasi, dan contoh penerapan Ka
This document discusses general information about a topic and provides details about implementing a real case. It focuses on sharing both conceptual knowledge as well as practical application through a real world example.
This document provides information about 5S and visual management techniques. It begins with background information about the coach and includes sections on visual workplaces, the 5S steps of sorting, organizing, cleaning, standardizing, and sustaining. There are examples of applying 5S principles in apparel factory areas like cutting and warehouses. Commitment statements are shown for management and employees to implement 5S. Audit processes and responsibilities for different areas are outlined. The goal of 5S is to create a clean, organized and visual workplace through establishing good habits.
Dokumen tersebut membahas tentang sistem produksi Pull yang dirancang untuk mengirimkan produk sesuai permintaan konsumen agar mengurangi penumpukan persediaan. Sistem ini menggunakan stok aman minimum dan mekanisme isi ulang ketika stok diambil untuk mencegah overproduction. Dokumen juga menjelaskan konsep aliran material kontinyu dan penggunaan kanban untuk mengendalikan sistem produksi.
This document discusses one piece flow/continuous flow manufacturing and cellular manufacturing. It defines cellular manufacturing as a production layout where equipment and workstations are arranged to facilitate continuous flow production with characteristics of small lot sizes and high frequency of style/model changes. Key benefits of cellular manufacturing include simplifying material flow and inter-department management, reducing production lead time and process time, simplifying scheduling, and allowing smaller lot sizes. Prerequisites for implementing one piece flow include having at least two connected processes, limiting and controlling work-in-process, using an andon system, implementing rapid response time, standardizing work, and having supervisors manage loading to packing as a single unit.
11_Skill Matrix_Multiskill Development & Training plan.pdfAji Wijaya Kusuma
The document provides information on creating a skill matrix and training plan for employees. It includes a sample skill matrix that assesses employees' current capabilities for various processes on a scale of 1-10. A multi-function worker training sheet is presented as a template to track individual employees' skill development over time for critical processes. The training sheet includes fields to track performance needs, manpower needs, and results of training for beginning, middle and end of year. Instructions are provided on steps to identify critical processes, assess skill levels, determine ideal staffing needs, and calculate total employee capabilities.
This document provides background information on Aji Wijaya Kusuma, an expert in Lean manufacturing with 16 years of experience in the apparel industry. It also contains general information on Total Productive Maintenance (TPM), including definitions of TPM, how it is implemented in the garment/laundry industry, potential benefits, and examples of data collection forms used for machine breakdown analysis and mechanic skills tracking.
This document outlines best practices for quality control and reducing defects. It recommends recording and following up on defects hourly rather than every two hours, reworking defective garments as soon as possible using yellow stickers for identification. Supervisors should call out operators with repeated defects to increase quality awareness. Visual performance boards and involving all employees in quality focus can help reduce defects and machine breakdowns. Implementing these practices resulted in less defective garments, less inventory, and smoother workflow on the pilot production line compared to the non-pilot line.
Este documento presenta información general sobre las operaciones de recolección de datos, gestión del rendimiento visual y seguimiento de la mejora de la calidad en una fábrica. Se recopilan datos sobre las primeras piezas aprobadas, defectos y piezas reparadas para realizar un seguimiento. Se utilizan carteles verdes para identificar las piezas defectuosas que deben repararse lo antes posible y se realiza un seguimiento horario de la mejora. Se muestran gráficos del rendimiento y los defectos antes y después de los proyect
The document discusses the importance of right first time (RFT) production and minimizing defects. It provides definitions and formulas for calculating key metrics like RFT percentage. RFT is achieving quality standards the first time without rework. Defects are likened to pests that feed on profits, and the only way to stop them is to address the root cause at the source. Tracking metrics like defects, reworks, and RFT on an hourly basis allows issues to be addressed quickly before defects accumulate. Visualizing this data through performance boards is also emphasized to improve understanding and drive accountability. The overall message is that data collection and analysis tools are only effective if followed up with corrective actions to continuously improve quality and reduce waste from
This document provides information on implementing a 5S program to increase workplace productivity and organization. The 5S methodology involves sorting, setting in order, shining, standardizing, and sustaining. Sorting involves identifying necessary and unnecessary items in the workspace and removing anything not needed. Setting in order establishes a designated place for everything. Shining refers to cleaning the workspace regularly. Visual controls and routine audits help standardize processes and maintain organization over time. Implementing 5S aims to create a clean, neat, and visually organized workspace that allows employees to be more efficient and innovative.
This document outlines Greentex Indonesia's efforts to reduce potential losses from changeovers and production ramp up times through their quick changeover (QCO) process. It shows that implementing QCO activities like preparing layouts, checklists, and changeover records helped reduce average first output time from 3.44 hours in 2012 to 45 minutes in 2014. Ramp up time also decreased from an average of 79.8 hours in 2012 to a target of 30 hours in 2014 for repeat styles. This led to projected annual potential losses dropping from over Rp33 billion in 2012 to a target of Rp11 billion in 2014. Visual tools were also created to track changeover information for different departments. The document demonstrates how focusing on Q
The document outlines Pt. Greentex Indonesia Utama's plans to implement Lean systems and principles to achieve benefits like higher quality, lower costs, and shorter lead times. It discusses identifying and eliminating waste opportunities. It also provides information on improvement proposals, activities, metrics, and responsibilities for quality control across different departments like sewing, cutting, and maintenance. Visual standards and preventative maintenance procedures are established to reduce defects from issues like oil leaks and skips stitches. The implementation of a maintenance information system and expanding successful lines from single to multi-process "Lean Lines" are also covered.
This document compares the standard work for spreading fabric layers at a textile company before and after implementing improvements. It shows that the spreading time per layer was reduced from 37 seconds to 29 seconds, a savings of 8 seconds, and from 34 seconds to 29 seconds, a savings of 5 seconds. If 200 layers of fabric needed to be spread, the time savings would be 2.4 hours for one comparison and 1.8 hours for the other.
This document discusses efforts to reduce cleanliness issues on a NOS line through a Kaizen approach. It outlines a problem of oil leaks from sewing machines contaminating garments. Countermeasures included discussing the issue with suppliers to address machine design weaknesses, reducing oil supply, and developing standardization through checklists for cleaning machines and ensuring proper maintenance. Charts show defects from oil reduced after implementing the changes. The financial impact of resolving the issue saved over 700 million rupiah over a 27 day period through increased production.
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2. General Information
Coach’s Background
AJI WIJAYA KUSUMA, ST
Enthusiast & professional on Lean,
Improvement, people development
and motivation.
16 years experience in Apparel
Industry focus on practical lean
implementation, costing & capacity
management
471.wijayakusuma@gmail.com
+62 815 7898 6913
Aji Wijaya Kusuma
Lean Manufacturing
Industrial Engineering
Production Planning
Apparel CMT Costing & CPM
90%
90%
80%
85%
85%
Supplier Capacity Management
https://www.youtube.com/user/471WijayaKusuma/featured
https://www.facebook.com/Lets-LEAN-788239307962079
3. General Information
Today Sharing!
Sudah berusaha memperbaiki tapi koq masalah jauhhhh dari kata
selesai?
Masalah SELALU BERULANG?
Sudah banyak usaha & biaya untuk kegiatan perbaikan tapi hasil
jauh dari kata memuaskan?
BISA JADI, kita menggunakan cara yang salah dalam
MENYELESAIKAN MASALAH
10. General Information
TUJUAN MENYELESAIKAN MASALAH
Mencegah Terulangnya
Masalah dengan
menyelesaikan di AKAR
MASALAHNYA
Menciptakan
sebanyak mungkin
Pencipta Solusi
Organisasi
Tangguh/Tahan
Banting
Organisasi Yang
Gesit Beradaptasi
11. General Information
SINGLE LOOP =
Identifikasi Masalah,
Perbaiki Masalah
DOUBLE LOOP =
Identifikasi Masalah,
Temukan proses mana yang
belum dipahami, investigasi
untuk memahami prosesnya
Gunakan pemahaman baru
untuk merancang system
yang baru, Implementasi
Sistem Baru
Hasil
Buruk
Tindakan
Penyebab
Tindakan
(Perbaiki)
Hasil
Bagus
Akar
Masalah
Tindakan
Baru
Hasil
Bagus
TEMUKAN
13. General Information
Kenapa Sih Harus PDCA?
Traditional PDCA
Fire fighting, jangka
pendek
Fire preventing, focus goal jangka
panjang
Kerjain sambil jalan, nanti juga nemu
solusinya
Lakuin Aja Deh!Jangan
Kebanyakan Diskusi
Sering menggunakan
cara ‘PERBAN LUKA’
Menggunakan konsep ‘pilot’ sebelum
diimplementasikan ke semua area/line
Pahami DULU! Buat target
SMART
Standardization
Lebih menggunakan
PENGALAMAN MASA LALU
untuk mencari solusi
Fokus untuk menentukan semua
potensi solusi
Dengan mencari akar masalahnnya
Tipe One man
shows
Teamwork &
work team
22. General Information
Apa yg orang inginkan dengan laporan
Alasan Yang
Jelas
Tujuan
Jelas
Monitoring
Kegiatan Perbaikan
Fakta & Data yang
Jelas
Bukan berdasakan
perasaan
Tindakan
Jelas/Spesifik
23. General Information
1 Page
Reporting
• With everything from the why
until the how in 1 page
• Readers can focus to see in
helicopter view
• Easy to get final agreement
• Can see connection inside
the system
• Simplify counter measure ~
few problems can come from
one same root cause
▪ Memaksa kita untuk
menyaring hanya yang
penting
▪ Mudah melihat
keseluruhan cerita
▪ Dengan mencantumkan seluruh cerita
mulai dari Alasan & Bagaimana
Solusinya dalam 1 kertas/halaman
▪ Pembaca mudah melihat gambar
besarnya
▪ Sehingga mudah untuk mendapatkan
kesepakatan
▪ Bisa melihat hubungan dalam
system
▪ Menyederhanakan solusi ~
beberapa masalah bisa jadi
dari akar masalah yang sama
25. General Information
WHY HOW WHERE WHEN WHO
AKAR MASALAH ALASAN
RINCIAN
AKTIVITAS
LOKASI/
TEMPAT
WAKTU PIC
Pergantian jarum
tidak standar
Dengan 1 hari 2x mencegah
kasus loncat & patah
Cek mesin mana yg
harus ganti sehari 2x
SEWING LINE 7 MARET MEKANIK
A3 REPORT MASALAH SEWING
LINE 6
Standard : Kualitas & Output minimum 90%
APAKAH yang jadi masalah ? Kualitas & Output tidak stabil
YANG AKAN DILAKUKAN : Menstabilkan
Keadaan Saat Ini : Rata-rata output 65% dan RFT 89%
DIMANAKAH masalah terjadi ? LINE 6
TERHADAP : Kualitas & Output
Perbedaan : Output 25% & RFT 1%
BERAPA LAMA masalah sudah terjadi ? 1 Minggu SEBERAPA BANYAK/BESAR:
OUTPUT NAIK 25%, RFT NAIK 2%
SIAPAKAH yang punya masalah ? Tim sewing, loading, mekanik TARGET WAKTU : 7 Maret 2014
Dampak positif : Jika OUTPUT & QUALITY STABIL maka expor on time
karena tidak ada permakan berulang
Melengkapi jumlah operator
sesuai std IE
OK
Terjadi Selama : 1 minggu (24 Feb - 28 Feb 2014)
Progress Aktivitas Perbaikan
Aktivitas Status Rencana Perbaikan PIC/TGL
SOLUSI
Std ganti jarum 1 hari 2x NOT OK
In progress untuk cek mesin
mana yang harus ganti sehari 2x
MEKANIK/
14 MAR
Flow chart pergantian team
untuk PPIC, Loading dan Sewing
OK
Evaluasi pelaksanaan sesuai
prosedur atau tidak
LEAN TEAM/
14 MAR
Spv loading harus info
pergantian team ke chief sewing
H-1
OK
WHAT
Spv loading harus info
pergantian team ke chief
sewing
CHIEF SEWING
Persiapan mesin diluar line
setelah ada info pergantian
team
OK
Std ganti jarum 1 hari 2x
Operator kurang dari
std IE
Melengkapi jumlah operator
sesuai std IE
Operator salah satu
persyaratan target
Lihat line balancing IE
untuk tahu std total
operator
SEWING LINE 4 MARET
PPIC cek kesesuaian antara
schedule & aktual barang di
loading
OK
Informasi pergantian
team dadakan
Informasi pergantian team yang
cepat membantu proses
persiapan mesin & operator
1 hari sebelumnya, info
ke chief & mekanik
sesuai dengan
schedule produksi
LOADING & SEWING
LINE
7 MARET SPV LOADING
Kurang 1
operator dari
std IE
6. Progress Rencana Perbaikan
4.
Analisa
Akar
Masalah
2. Rincian Masalah
1. Identifikasi Masalah
3.
Penentuan
TARGET
MESIN/ALAT METODE/CARA MATERIAL LINGKUNGAN
Kualitas & Output tidak stabil
(RATA-RATA RFT 89%, OUTPUT 65%)
MANUSIA
5. Rencana Perbaikan
Kurang 1 operator
dari std IE
Seting
Ganti
warna
Jarum
patah
Alur benang salah
Pergantian team lama
Planning
operator
dadakan
Mesin
seting di
line
Operator
ambil
benang
sendiri
Informasi pergantian
team dadakan
Pergantian jarum tidak standar
26. General Information
http://www.howitwor
ksdaily.com/wp-
content/uploads/2013
/09/OK.jpg
https://contentblog.abaenglish.
com/wp-
content/uploads/2018/12/1301
0617/Top-10-most-common-
mistakes-in-English-
abaenglish.png
YANG WAJIB DIHINDARI :
- Ga ada Batasan masalah/pembahasan melebar
- Ga jelas APA, SIAPA, BAGAIMANA & Dampak Negatifnya
- Terlalu mudah menyimpulkan, cenderung memakai perasaan &
pengalaman masa lalu
YANG SEBAIKNYA DILAKUKAN :
- Pahami masalahnya dengan mendapatkan semua fakta & data yg terjadi dilapangan
- WAJIB Gemba/Blusukan
- Jangan pindah ke tahapan berikutnya sampai BENAR-BENAR MEMAHAMI kondisi saat ini
- SABAR! Kosongkan pikiran dari kesuksesan masa lalu untuk mencegah ‘MENGHAKIMI’
- Hanya tergantung berdasarkan fakta/data yang terjadi dilapangan
- Dapatkan BIG WHY (alasan yg TIDAK BISA DITOLAK) untuk menceritakan dampak negatifnya
sehingga orang lain mau mendukung kegiatan perbaikan
1 2
Steps
28. General Information
YANG WAJIB DIHINDARI :
- TARGET tidak spesifik
- Kegiatan tidak terukur & diukur
YANG SEBAIKNYA DILAKUKAN :
Gunakan Metode SMART (Specific, Measurable, Achievable, Relevant,
Time Bounded)
3
Steps
31. General Information
6. Defect minyak ditemukan
dipanel-panel besar
Cek dari temuan defect
proses,apakah ditemukan defect
minyak dari panel-panel besar?
Ditemukan sebelum & sesudah proses sewing
3. Bocoran minyak dari mesin
obras proses side seam
Liat dibawah tiang jarum, ada
bocoran minyak ga?
Tidak ditemukan, tapi kondisi dalam mesin terlalu kotor yang
berpotensi mengurangi efektivitas mesin
4. Bocoran minyak dari mesin
buttonhole
Liat dibawah tiang jarum, ada
bocoran minyak ga?
Tidak ditemukan
5. Kondisi sparepart dimesin obras
& overdeck sudah aus
Cek setiap part yang dilalui
minyak(bos, seal, oil tube, foam
etc.) masih bagus atau sudah
rusak?
Daritotal 13 overdeck machine, 2 diantaranya seal nya rusak, 9
tanpa packing seal
1. Kontaminasi minyak dari mesin
H/T
Cek panel setelah press, adakah
kontaminasi minyak?
Tidak ditemukan defect minyak tapi ditemukan defect
kotor/noda
2. Bocoran minyak dari mesin
overdeck proses kerah
Liat dibawah tiang jarum, ada
bocoran minyak ga?
Tidak ditemukan
Evaluasi Penyebab-Penyebab Potensial
Penyebab Potensial Bagainaba Ceknya? Hasil
Normal with
packing rubber
Abnormal with NO
packing rubber
32. General Information
Potential Cause How To Check? Result
12. Oil leaked from process side
seam overdeck M/C
Look after under needle plate is
there any oil leaked?
From total 4 machine, 2 of them found with oil leaked
13. Oil leaked from Cutter M/C Look after on cutter machine is it
found oil leaked?
From 12 machine found 6 machine with oil leaked under the oil
bottle
10. Operators bawa makanan
berminyak
Check in all operators bag and all
hidden place on 10.00 AM and
02.00 PM is it found operators that
bring oily food
Not found
11. Oil defect already found from
cutting panel
Check each pc of panel before
give to sewing line, is it found
panel with oil defect
Found panel with oil defect (29 pcs) on front panel
8. Kurang kesadaran dari operator
utk membersihkan mesinnya Cek ketika musik kebersihan
dijalankan, apakah operator
membersihkan sesuai standar??
Operators tidak membersihkan sesuai standard
9. Operators keringatan
Validasi dengan QC, apakah
keringat dianggap sebagai defect
minyak? Jika Ya, cek kondisi
operator, apakah berkeringat atau
tidak?
a) Keringat operator yang kering masih terlihat& secara visual
sama dengan noda defect minyak
b) Setelah diukur suhu line, temperatur menunjukkan angka 38
derajat, paling panas dibandingkan line lain
7. Defect minyak ditemukan
dirolan kain
Check defect minyak dari fabric
inspection report
Tidak ditemukan defect minyak dari Oct 2014 - April 2015