Managing Knowledge-based Enterprise

Samuel Manasseh Director PT. Toyota-Astra Motor

Presented on 2012 Indonesian Most Admired Knowledge Enterprise (MAKE) Study Nomination

2

1

3

TOYOTA in Indonesia at a glance

Knowledge Philosophy in TOYOTA Operations

Realizing Best Knowledge-based Enterprise

5 Main Dealers (By Area)

Dealer/ Branch

Dealer/ Branch

Dealer/ Branch

Dealer/ Branch

Dealer/ Branch

Customers

Toyota Motor Corporation PT Astra International Tbk

PT. Toyota-Astra Motor

49% 51%

PT Toyota Motor Mfg Ind Overseas TOYOTA Mfg.

Export

1 TOYOTA in Indonesia at a glance [ Business structure ]

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As Principal Distributors/ Brand holders As Business Licensor to Main Dealers/ TVC

!  Market & Product Strategy Define market potentiality & best product strategy to strengthen Toyota domination

!  Brand Building Develop best branding strategy & activity to generate best customers perception towards Toyota Brand

!  Business Operation Strategy Ensure Toyota products & services are readily available to end customers as promised

!  Smooth Operation Management Standardize level of excellence in services across all outlet.

!  Technical Assistance Technical Support; Area support; web-based technical information system

1 TOYOTA in Indonesia at a glance [ Toyota Business Value Chain ]

TAM’s role in relation to Total Customer Ownership Experience

158 Branch/Outlets

16 Branch/Outlets

13 Branch/Outlets

17 Branch/Outlets

16 Branch/Outlets

[ Network ] 1 TOYOTA in Indonesia at a glance

*As of Dec 2012, Total : 220 outlet

[ TOYOTA Line up ] 1 TOYOTA in Indonesia at a glance

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[ LEXUS Line up ] 1 TOYOTA in Indonesia at a glance

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1 [ TOYOTA Sales ] TOYOTA in Indonesia at a glance

Knowledge Management Inside TOYOTA Indonesia

2 Knowledge Philisophy in TOYOTA Operation [ CORE VALUE & CULTURE ]

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Continuous Improvement

Wisdom and improvement

Respect for People

Challenge

Kaizen

Genchi Genbutsu

Respect

Teamwork

2 Knowledge Philisophy in TOYOTA Operation [ VISION & MISSION ]

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Leader Policy Tools Check-ing

BOD

Vision & Mission

Statement

Corporate Planning

Yearly, Quarterly

& Monthly Review

Company strategic direction

President Letter

Senior Managem

ent

Business Strategy

Division Action Plan

1st Line Mgt to Staff

Tactical/ Operation Strategy

Dept. $ Sect. $ Individual

Strengthen-ing

Leadership through network

coverage

Product Competitiv

eness

Best Ownership Experience

through excellent operation

Reinforcing Resources

(people, organization,

capital)

23 Business Strategies, aligned among all Divisions

Operation & Tactical Implementation up to Individual Level Department $ Section $ Individual Planning

Market Leader with Excellent Operation

(M/share ! 40% & CS # 1)

< Policy & Knowledge Deployment >

Cont

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3 Realizing Best Knowledge Based Enterprise [ Outline ]

A People Development Kaizen as Toyota Knowledge Culture Knowledge Sharing Media

B

C

3 Realizing Best Knowledge Based Enterprise [ Concept ]

Deployment Strategy Sustainability Strategy

Continuous reinforcement and realization of “Kaizen Spirit”

People Development

(Individual and Teamwork)

$ Expert Creation

Standard Operation Procedure

Development

-  Practice -  Yokoten (Best Practice

Sharing) -  Motivational Program

Jiritsuka on Kaizen Activity

Kaizen as TOYOTA Knowledge Culture

Challenging Target Setting on Company Strategy

A

B

C

3 Realizing Best Knowledge Based Enterprise [ People Development ]

STANDARD

Role

Competency

Business Needs

TRAINING MATRIX PlanningEvaluating

Tracking

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Scheme Performance Management

TRAINING IMPLEMENTATION

Training Need Analysis

! Company establish training matrix to develop people who have competence to do their role as business needs.

All training topics have clear methodology, content, and pre & post training evaluation to meet the training objective

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! To better equip employees with knowledge required, training content in TAM is a combination of Local Content, Regional Content, and Astra Content

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3 Realizing Best Knowledge Based Enterprise [ People Development ]

Aside from in-class training, TAM cultivates on-the-job development as a learning process

Completely Acquire

what is learned

Repeat practicing

what is learned

Understand the

content to learn

Recognize the need to learn

Put what is learned

into practice

In-class Training

On-the-job Development

Tools : Toyota Business Practices & Quality Control Circle 1

1 TBP & QCC will be elaborated in Winning System

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Objective: •  Develop high level skill expertise •  Optimal use of global human resources •  Support for regional affiliates in achieving self-reliance through development of local staff

TAM Employee has opportunity to skill up the expertise through Global ICT Program in Toyota Motor Corporation Japan, Toyota Motor Asia Pacific Thailand & Singapore

Selected employee has opportunity join ICT program for 1 – 2 years then sharing the new knowledge to others TAM members

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3 Realizing Best Knowledge Based Enterprise [ People Development ] Supply Chain People

Knowledge Dev

SALES FORCE

Best Ownership Experience through dealer excellent operation (People Development & Kaizen Activites)

Market Leader with Excellent Operation

(M/share ! 40% & CS # 1)

CUSTOMER RELATIONS TECHNICAL SERVICE

Toyota Sales Profesional

Development Program (11 Training series

covered all tech level)

Toyota CR Development Program

(9 Training series covered all CR level)

TEAM 21 Toyota Technician

Development Program (24 Training series

covered all tech level)

Collaborative Sharing on line Media (T-First, CR Online) Magazines, newsletter, guidance book

Company Vision & Mission

Business Strategy

Area Coverage

Development Tools

Knowledge Sharing Media

TOYOTA Training Centre > Integrated Learning Centre

Infrastructure& Organization

3 Realizing Best Knowledge Based Enterprise [ People Development ] Supply Chain People Knowledge Dev TOYOTA Training Center (TTC)

New Facility: at MM2100 Bekasi, 4 Ha, Investment: 100 Bio IDR

3 Realizing Best Knowledge Based Enterprise

[ Kaizen as Toyota Knowledge Culture]

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3 Realizing Best Knowledge Based Enterprise [ Kaizen as Toyota Knowledge Culture]

Kaizen Philosophy

We improve our business operations continuously, always driving for innovation and evolution : %  Kaizen mindset and innovative thinking %  Lean system and structure development %  Creating organization system which encourage the members to learn continuously

How we show our concern on Kaizen o  Kaizen activity in all areas is clearly stated in company mission statement o  Creating dedicated department function which focus on kaizen activities in

Sales, After sales, and Logistic area through entire supply chain

3 Realizing Best Knowledge Based Enterprise [ Kaizen as Toyota Knowledge Culture]

Toyota Business Practice

Toyota Way

TBP

Values

Actions

Customer First

Always Confirm the Purpose

of Your Work

Ownership & Responsibility

Visualization (MIERUKA)

Judgment Based on Facts

Think and Act Persistently

Speedy Action in a TimelyManner

Follow Each Process with

Sincerity and Commitment

Thorough Communication

Involve All Stakeholders

!

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1. Clarify the Problem

2. Break Down the Problem

3. Target Setting

4. Root Cause Analysis

5. DevelopCountermeasures

6. See CountermeasuresThrough

7. Monitor Both Resultsand Processes

8. StandardizeSuccessful Processes

Concrete Actions & Processes Drive & Dedication

TBP Main Frame

Through TBP, Toyota people has standard methodology in practicing the values which focus on continuous improvement and respect to people. "!

#!

3 Realizing Best Knowledge Based Enterprise [ Kaizen as Toyota Knowledge Culture]

Nilai0 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40

13,600 46,240 78,880 111,520 144,160 176,800 209,440 242,080 274,720 307,360 408,000 510,000 612,000 714,000 816,000 952,000 1,088,000 1,224,000 1,428,000 1,632,000 1 MP

2 MP

Nilai0 2 4 6 8 10 12 14 16 18 20 22

Pengurangan jam kerja Tidak ada

1 5 10 20 35 50 65 85 110 140 180Nilai

0

Nilai 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

Nilai 0

00 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

0

KLASIFIKASI HADIAHTotal Nilai 5~7Ranking 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1

Hadiah 3,500 5,500 ##### 15,000 20,000 35,000 50,000 70,000 100,000 150,000 200,000 300,000 400,000 500,000 600,000 700,000 800,000 900,000 1,000,000

Penilai

Diputuskan oleh Direktorat melalui presentasi didepan Komite yang berangotakan Direktur, Manager,Supervisor Pendamping dan Presentator yang bersangkutan melalui undangan oleh Fasilitas atau Bagian Administrasi terkait

Bila Total Nilai lebih dari 168 , maka setiap penambahan 10 pint, hadiahnya bertambah Rp. 5000,-

Dinilai langsung oleh Kepala Seksi dan diputuskan untuk dibayarkan kebagian administrasi Tanpa harus Presentasi

Dinilai langsung oleh Kepala Departemen dan diputuskan

untuk dibayarkan ke administrasi tanpa harus

presentasi

Diputuskan oleh Komite Div isi bersama - sama dengan Kepala Departemen terkait

Mengurangi penggunaan alat / mesin

mengurangi batas waktu kerja

Tidak adaPengurangan tenaga Kerja

( orang )

Pengurangan biaya ( Rp. / Bln

Dalam K=kondisi apapun bisa dicegah ( kecelakaan berakibat masuk R.S / kematian )

Mencegah Kecelakaan meskipun berhati - hati ( kec. Berakibat masuk

R .S )

Mencegah kecelakaan karena kecerobohan ( tdk masuk R.S )

Menjadi lebih aman dari biasanya Tanpa disadari keselamatan dapat

terjaga

Realisasinya menghadapi masalah komplek dan perlu persetujuan pihak

lain.

Ada perhitungan - perhitungan teknis dan pemenuhan syarat terhadap aturan resmi

Ide baru dimana orang lain t idak menyadarinya

10

KOMITE DIVISI KOMITE DIREKTORAT

Tid

ak a

da

Gagasannya ada tetapi kecil

Memperbaiki atas saran / keluhan orang lain

Dapat direalisir dengan mudah

Dapat dimanfaatkan bagian kaizen di plant/ Divisi sendiri

Dapat dimanfaatkan oleh semua karyawan plant / Divisi sendiri

Perlu kesengguhan untuk merealisir

Merupakan ide yang kreatif dan inovatif

Manfaat

Nilai

KEPALA SEKSI

Tid

ak

a

da

Tid

ak

a

da

2

KEPALA DEPARTEMEN

AS

PE

K U

MU

M

HA

SIL

NY

AT

A

Usaha

Nilai

Nilai

Keaslian

Kepekaan

Lingkungan

Ergonomi kerja / Higiene

Merupakan gabungan dari ide- ide yang lain

Inisiat if sendiri pada masalah yang parah Memperbaiki hal - hal yang

terabaikan

Memperbaiki hal - hal yang telah berjalan tetapi t idak tepat tujuan /

sasaran Kombinasi dari ide - ide yang lain, tapi ada penyempurnaan dari

idenya sendiri Ide baik yang dapat didaptarkan hak

patennya.

6 7 8 9

3 4 5

Tid

ak

a

da

1

Perlu kesungguhan dan memerlukan waktu yang panjang untuk merealisir

8 9 10Tid

ak

a

da

Dapat dimanfaatkan oleh bagian kaizen di plant / Divisi lain

Dapat dimanfaatkan juga oleh bagian kaizen di plant / Divisi lain

Dapat dimanfaatkan juga pada industri yang berbeda ( Suplier , Dealer , Dll )

4 5 6 7

Tid

ak

a

da

1 2

Standard baru untuk lingkungan tempat kerja (

Dari t idak ada menjadi ada ) Memperbaiki standard yang

mempengaruhi aspek lingkungan hidup 3

Memperbaiki standard tentang lingkungan tempst kerja

Menjaga kualitas produk / barang / jasa ( Mencegah cacat )

Peningkatan pemeliharaan kualitas, jasa, produk / barang (

menurunkan cacat )

Bila pengurangan biaya / bulan lebih dari Rp. 1.632.000,- maka setiap penambahan Rp. 75.000,- nilainya bertambah 1 Point.Bila pengurangan biaya bersifat jangka pendek, maka point pengurangan biaya dikalikan faktor koreksi 0.8

Penghitungan pengurangan Jam Kerja Tidak termasuk Dalam Pengurangan Biaya

Kualitas

-Meningkatka kenyamanan bekerja

-Lingklungan kerja menjadi lebih baik

Menghilangkan pekerjaan yang melelahkan

Kaizen pekerjaan yang membosankan

Menghilangkan kebiasaan yang abnormal

Kaizen pekerjaan yang t idak menyenangkan H

AS

IL T

IDA

K N

YA

TA

Pe

rha

tik

an

T

he

ma

id

e

Standard baru yang memberi pengaruh pada aspek lingkungan

hidup

Ada pokayoke sistem yang mencegah kemungkinan terjadinya pencemaran lingkungan hidup

Meningkatkan nilai produk / barang / jasa dan citra perusahaan

Meningkatkan kualitas dan menstabilkan

Menjamin proses t idak menimbuklkan cacat ( Proses t idak

diperlukan lagi )

Safety (harus dilampirkan form Hyarihatto / KY )

Menghilangkan pekerjaan extra / tambahan

Meniadakan penggunaan alat pelindung diri

P.T.TOYOTA ASTRA MOTORHuman Resource Division KRITERIA PENILAIAN IDE BERKONSEP

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30Diputuskan langsung oleh kepala seksi (tanpa

presentasi)

Rp 3.500 – Rp 35.000

5 - 57

Diputuskan langsung oleh kepala department (tanpa

presentasi)

Rp 50.000 – Rp 150.000

58 - 81

Diputuskan oleh komite divisi bersama-sama dengan

departement terkait (tanpa presentasi)

Rp 200.000 –Rp500.000

82 - 117

Diputuskan oleh direktur melaui presentasi didepan

komite direktorat yang beranggotakan direktur,

manager, dan supervisor pendamping. Undangan oleh

fasilitator atau adm. terkait

Rp 600.000 – Rp 1 Juta

118 - 168

PENILAIAN

HADIAH

NILAI

Diputuskan langsung oleh kepala seksi (tanpa

presentasi)

Rp 3.500 – Rp 35.000

5 - 57

Diputuskan langsung oleh kepala department (tanpa

presentasi)

Rp 50.000 – Rp 150.000

58 - 81

Diputuskan oleh komite divisi bersama-sama dengan

departement terkait (tanpa presentasi)

Rp 200.000 –Rp500.000

82 - 117

Diputuskan oleh direktur melaui presentasi didepan

komite direktorat yang beranggotakan direktur,

manager, dan supervisor pendamping. Undangan oleh

fasilitator atau adm. terkait

Rp 600.000 – Rp 1 Juta

118 - 168

PENILAIAN

HADIAH

NILAI

> Scoring System > Incentive Criteria

Suggestion System

3 Realizing Best Knowledge Based Enterprise [ Kaizen as Toyota Knowledge Culture] Quality Control Cycle

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Theme LeaderTheme Leader

Board of Director (BOD)

Board of Director (BOD)

General Mgr.General Mgr.

ManagerManager

SupervisorSupervisor

ForemanForeman

Group LeaderGroup Leader

OperatorOperator

AdvisorAdvisor

SponsorSponsor

FacilitatorFacilitator

QCC LeaderQCC Leader

QCC MemberQCC Member

THEME DIRECTION ORGANIZATION

3 Realizing Best Knowledge Based Enterprise [ Kaizen as Toyota Knowledge Culture]

PART CENTER SURVIVAL for 2018

GOALS

TSM KODAWARI

INTEGRATED CS KAIZEN

BP OPERATION KAIZEN

SUB-DEPOT KAIZEN

REPAIR SUPPORT ACTIVITY

TOYOTA PARTS ONLINE SYSTEM (T-POS)

G-TOPAS (GLOBAL TOYOTA PARTS SYSTEM)CUSTOMER LOYALTY MANAGEMENT

DEMAND SUPPLY KAIZEN :

VEHICLE LOGISTICS KAIZEN TOYOTA VALUE CHAIN KAIZEN

FLEET MANAGEMENT KAIZEN

INTEGRATED SALES PROCESS KAIZEN

VISIT PURCHASE

OBTAINSEARCH

OWNVehicle operation

Vehicle operation

Maintenanc

CLM

CLM

TOYOTA OUTLET

(C) Service (Quality & Delivery): - Low Fix It Right rate (90%) - Long Lead Time (> 5 hour)

- Low On Time Delivey (83%)

OUTLET KAIZEN

ACTUAL> Market Share 38.4%> JD Power Sales = No. 3 After Sales = No.2

> Market Share >40%> JD Power Sales & After Sales = No.1

2009 PROBLEM

(A) Delivery Timing : - Low Promise Del. Accuracy = 71%

- Long Customer waiting time (39 day)

(B) Deal : - Customer feel inconvience - Uncomfortable Pressures

(D) Customer Data - Low accuracy (90%)

- Low utilization

KAIZEN

EXCELLENT DELIVERY KAIZEN

SUPPLY CHAIN KAIZEN

SUPPLY CHAIN KAIZEN

AFTER SALES AREA

SALES AREA

1

2

3

4

5

6

7

8

4

9

10

11

12

13

14

SUPPORT

SUPPORT

Cross Function Kaizen

3 Realizing Best Knowledge Based Enterprise [ Kaizen as Toyota Knowledge Culture]

Kaizen Coordinator

Kaizen expert

Kaizen expert

Kaizen expert

Pilot W/S

Kaizen Instructor

OJD W/S

OJD W/S

OJD W/S

Pilot Activity Expansion Activity

W/S

Kaizen expert Training Kaizen expert Practice SGA

SGA SGA Jishuken

W/S

W/S

SGA

SGA

Kaizen Coordinator

Kaizen Coordinator

OJD = On the Job Development SGA = Small Group Activity

3 Realizing Best Knowledge Based Enterprise [ Knowledge Sharing Media]

Knowledge Sharing Scope

INTERNAL

EXTERNAL

Employee

Union

Shareholders

Customers

Government

Journalist

Supply chain

Tools/ Methodology Intranet, magazine, 5 minutes talk, morning assembly

Bipartite forum

AGMOS, Annual working plan, quarterly review, Forum, Portal, magazine

Magazine, guidance book, MDP System

Website, Social Media, Customer focus, Gathering, etc

Training

Workshop, Benchmarking

Society TTEP, Bengkel Binaan, Body Maker Dev, Alumni Back to Campus, Eco Youth, etc

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Our Delivery: The Best Total Ownership Experience

Accomplish Mutual & Close communication with

the market & customer

Provide integrated 3S Services

(Sales, Spare parts, Service) -  Pleasure, convenience,

value - Top quality staff

Accomplish TOYOTA-Touch customer care

Offer High Quality vehicle Delivery to

Customer

Provide the best after sales service to

promote Customer Retention

Public Positive Feedback Institutions Recognition

JD Power # 1 Customer Satisfaction Index # 1 Initial Product Quality Survey

Frontier Indonesia Most Admired Company

Ministry of Man Power &

BNSP Competency Award

Recognition for delivering best service & products to customers

Description

Recognition for the best business Practice

Recognition on company concern on Employee competence development & certification

Best Innovation & Improvement After Sales Services

Delivering best after sales service in customer perspective

& Others Recognition from reputable institutions

Otomotif

! TAM’s Marketing Director, receiving competency award from minister of Man Power for its commitment in developing people competence

" Mr. Johnny Darmawan & board members received JD Power Asia Pacific CSI & SSI no.1 for recognition on delivering best service & product to customers

" TAM’s President Director, receiving IMAC award (Indonesia Most Admired Company) from Frontier

Sales 101,641 182,767 209,371 190,706 280,711 314,417 M/S 28.5 34.2 35.1 39.0 37.7 35.3 CS : CSI #3 #2 #1 #2 #1 #1 SSI #3 #2 #1 #2 #1 #2

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!  Market Share !40% Leader in all Areas Leader in all Segments

" CS #1

Company Performance