Budaya dan Tata Kerja

Budaya dan tata kerja merupakan satu kesatuan yang tidak dapat dipsahkan dalam penerapan suatu sistem manajemen. Budaya dapat saja terbentuk dari tata kerja, dan sebaliknya tata kerja dapat membentuk suatu budaya. Dialektikanya sama dengan mencari asal muasal ayam dan telur.

Dalam suatu organisasi, baik bisnis, sosial dan pemerintahan, seringkali para pihak dalam organisasi terjerumus dalam budaya dan tata kerja yang terpolarisasi secara turun temurun yang akhirnya mengakibatkan pemborosan atau output yang tidak berkemanfaatan.

Budaya dan tata kerja sangat menentukan keberhasilan suatu organisasi dalam mencapai tujuannya. Oleh karena itu, hendaklah tujuan dari organisasi itulah yang membentuk budaya dan tata kerja.

Penyatuan persepsi mengenai tujuan organisasi menjadi prioritas pertama yang harus disatukan. Tanpa kesatuan persepsi, maka komponen organisasi akan berjalan dengan serampangan. Bersyukurlah jika ada invisble hand yang dapat menjadikan organisasi tampak luar begitu indah, damun pondasinya kropos. Hal ini pada umumnya terjadi pada BUMN/ BUMD, Pemerintah Daerah dan Lembaga Swadaya Masyarakat, yang tidak memiliki kesatuan persepsi dalam mencapai tujuan.

Sebagai contoh di BUMN/ BUMD, point of social effect menjadi priorotas oleh kelompok tertentu, dimana kelempok ini menganggap bahwa BUMN/ BUMD tidak perlu dilihat sebagai lembaga bisnis murni, melainkan sebagai social effect, yang dapat memutar roda sosial, dengan penyerapan tenaga kerja, produksi dan penjualan. Tidak mengherankan semenjak UU Anti Monopoli diundangkan, beberapa BUMN/ BUMD kelabakan, dan nyaris tak berdaya untuk bersaing.

Untuk menyatukan persepsi organisasi maka, proses awal dimulai dari perumusan tujuan itu sendiri. Setelah itu, proses pengorganisasian disesuaikan dengan tujuan tersebut. Kemudian dilakukan seleksi.

Jika seluruh proses berjalan dalam suatu kerangka yang rapi dan terstruktur, maka organisasi akan dengan cepat dan mudah menggapai tujuannya.

Wassalam.

Deming's 14 Points for Management

Deming has abridged his philosophy in a set of 14 principles for the transformation of an organization. Deming's fourteen principles are powerful, universal axioms based on the assumptions that individuals want to do their best and that it is management's job to enable them to do so by constantly improving the system in which they work. They are:
Create constancy of purpose for improvement of product and service.
Adopt the new [Deming] philosophy. We are in a new economic age.
Cease dependence on inspection to achieve quality...Build in quality in the first place.
End the practice of awarding business on the basis of price alone. Instead, minimize total cost.
Improve constantly and forever [every process].
Institute training on the job.
Institute leadership. The aim of supervision should be to help people...to do a better job.
Drive out fear.
Break down barriers between departments.
Eliminate slogans, exhortations, and targets...for zero defects and new levels of productivity. Such exhortations only create adversarial
relationships, as the bulk of the causes of low productivity belong to the system and thus lie beyond the power of the work force.
Eliminate work quotas, management by objective, management by numerical goals. Substitute leadership.
Remove barriers that rob people...of pride of workmanship.Institute a vigorous program of education and self-improvement for everyone.
Put everybody in [the organization] to work to accomplish the transformation.
Deming's System of Profound Knowledge
Deming builds his 14 principles on four areas of "Profound Knowledge" concerning what people need to believe and know. Each [area] forcesone to confront what he or she accepts about people and processes in organizations with what they intuitively 'know'.One principle of profound knowledge - that workers are intrinsically motivated to do the best job possible (if only management systems permit them to do so) - calls into question the traditional top-down corporate management structure. Instead, TQM builds trust by empowering employees to implement change and to make improvements to products and services. Furthermore, TQM is based on the idea that those feeling the impact of the decision should be involved in making it.
Top

Indahnya Maaf

Suatu hari saya sedang berada dalam masalah yang cukup berat. Perbuatan yang saya lakukan kemudian menjadi presedent buruk di perusahaan. Saya dianggap telah merusak reputasi perusahaan dan dikategorikan sebagai pelanggaran berat.

Awalnya berteguh hari, bahwa hal tersbeut adalah kebenaran dan salah satu bentuk perlawanan terhadap manajemen. Saat ini saya sedeng mempesiapkan diri menghadapi pemeriksaan khusus.

Setelahberfikir dengan jernih dan tenang, akhirnya saya mulai luluh dan meminta maaf kepada manajemen dan hati menjadi lebih lega.

Maaf bukanlah hal yang mudan sekaligus rumit. Tapi dengan niat hati yang tulus dan ikhlas, Alhamdulillah ada titik terang dan permasalahan yang saya hadapi menjadi lebih dingin. Manajemen justeru memberi perhatian dan pembinaan dengan cara yang arif dan bijaksana.

kadang kita bersikukuh dengan kebenaran, padahal metodologi kemanusiaan kita tetap harus dikedepankan dalam menghadapi seluruh permasalahan hidup yang semakin kompleks. Alhamdulillah. Saya bangga bisa menjadi ksatri, yang rela berkorban untuk kepeningan perusahaan.

Wassalam.

ISO 9000: 2000 Documentation

ISO 9000: 2000 Documentation

Dokumentasi adalah suatu hal yang cukup penting dalam Standard ISO 9000, sebagai bukti bahwa suatu sistem telah dikendalikan dengan baik.
Beberapa klausul dalam standar, bahkan mempersyaratkannya dengan mutlak perlu disediakan catatan.
Pada saat membuat atau mengisi dokumen tersebut harus dilakukan berdasarkan data dan fakta, tidak harus dilakukan rekayasa, takut banyak temuan, terus jika unit kerja kita banyak temuan dianggap tidak bisa bekerja. Hindari salah kaprah dalam membuat dokumen atau mencapai tujuan dari standar ini. Gunakan standar ini sebagai alat bantu, alat komunikasi dalam organisasi, bukan menjadi sesuatu yang menakutkan dan menyulitkan dalam bekerja.
Masih ada beberapa manager perusahaan menolak sistem ISO 9000, baik syariat dan hakikat yang terdapat dalam ISO9000. Mereka beranggapan, tidak berjalannya sistem iso 9000 di perusahaan karena standar ISO 9000 itu sendiri yang menjadi masalah besar.

Quality Circle

10 IE(I) Journal–ID
Impact of Quality Circle—a Case Study
F Talib, Non-member
M Ali, Non-member
After second world war, most of the countries in the world had to face the problem of industrial development. Japan
was worst hit and the industrial units in Japan were going from bad to worse and it was necessary for Japan to put
their shattered economy back to the rails. To do so modern concept of quality control came to Japan after 1945,
from USA, but it was only after 1955 that this system of management of quality control was actually implemented
to the company from the bottom of the organization that could also share in the quality control function at the
workshop level. Quality circle provides the employees at the bottom level to proceed towards the top level with
opportunities to perform effectively and solving the daily problem of the unit. It this paper, the authors tried to
study the impact of quality circle techniques through a case study dealing with causes of the material losses related
to 4-Ms (man, machine, materials, methods), in a small production shop floor. The observed datas are analyzed
through Pareto diagram and ‘Ishikawa diagram’ and following results were obtained : Drastic reduction in materials
wastage, average saving per year increased and financial losses were minimized, workers were motivated to keep
and operate materials with care and prevent wastage, and good team relationship was built among the workman
and management.
Keywords : Quality Management; Quality Circle; Weight Loss and Total Quality Management
M Ali and F Talib are with University Polytechnic, AMU, Aligarh
202002
This paper was received on February 26, 2002. Written discussion on this
paper will be received until July 31, 2003.
INTRODUCTION
In older times, during the post world war the Indian workshop and
industries were generally practicing older concept of system to
manage the scientific techniques, as a result of following the older
concepts unwisely a barrier of mistrust, individualism and noninvolvement
of different levels of manpower and management has
been erected between the important sections of the organization.
For example, during the post second world war era Japan was
worst hit by the above mentioned crisis and the individual units in
Japan were going from bad to worse and it was necessary for
Japan to put their shattered economy back to rail. For that they
had to wipe out their poor image of quality, with the help of some
quality management experts from America, namely, Dr Deming, Dr
Juran. At this point Dr Ishikawa of Mushashi Institute of
Technology, Tokyo added a new dimension to this effect by
involving task performer at the grass root level to work towards
the quality improvement. He motivated the workmen to follow the
quality control techniques in their shop floor by forming small
groups and sought their help in solving the daily problem coming
during the production of the job. After all the person who is actually
doing the job know the job best. This was the basic guideline in
forming the quality circle. Hence, by introducing this modern
concept of quality control in any organization employees at the
grassroots level have the opportunity to perform effectively and
meshing well with the activities of other levels, ie, total involvement
of the worker and the intellectuals and hence there was a
tremendous change in the working environment between the
management, and the workforce. Various studies have been
conducted on the implementation of quality circles in different
organization and the results were very encouraging. Study
conducted by S K Dey, et al involving quality circles for a steady
reduction in chemeical wastage proved to be very gainful to the
industries related to the material wastage. Also study conducted
by Reddy, et al on dimensional quality control of casting gives a
result of good quality casting at minimum cost. Another study
conducted by Shiva Gonde, et al which was different from other
studies in the sense that he has implemented quality circle approach
in technical education systems for solving work related problems
and found that there were major dimensional change in decisions
and actions, conventional bureaucratic approach to self
empowering employees along with the responsibilities of managing
the institutions.
METHODOLOGY
Formation of Quality Circle
The following basic elements constitute the structure of the quality
circle :
i) Top Management
ii) Steering committee
iii) Co-ordinator
iv) Facilitator
v) Leader
vi) Members
vii) Non-members
The success of the quality circles depends solely on the attitude
of the top management and plays an important role to ensure the
success of implementation of quality circles in the organization.
Steering committee called middle management consists of chief
executive heads of different divisions or a co-ordinator plays a
positive role in quality circles activities for the success of the
efforts. The meetings are conveyed at least once in one to two
Vol 84, May 2003 11
months interval. Co-ordinator also acts as facilitators is an
individual responsible for coordinating and directing the quality
circles activities within an organization and carries out such
functions as would make the operations of quality circles smooth,
effective and self-sustainable. Facilitator also acts as a catalyst,
innovator, promoter and teacher and is nominated by the
management. Leader of the quality circles is chosen by the members
among themselves and they may decide to have a leader by
rotation since the members are the basic elements of the structure
of quality circle. Members of the quality circles are the small group
of people from the same work area or doing similar type of work
whereas non-members are those who are not members of the
quality circle but may be involved in the circle recommendation.
Figure 1 Structure of quality circle
Figure 2 Pareto diagram
Problem Solving Techniques
Quality circle commonly use the following basic techniques to
identify and to analyze problems
i) Team work (Brainstorming)
ii) Collection of data
iii) Pareto analysis
iv) Ishikawa diagram (Fishbone diagram)
v) Cumulative line diagram
PROBLEM FORMULATION
The present study was conducted by selecting a problem
concerning with the material loss in workshop of University
Polytechnic, AMU by forming a quality circle. The authors were
involved as internal observer in the operation of quality circle
working in workshop. The production involves manufacturing of
Figure 3 Pie chart (effectiveness of process variable on material
wastages)
Figure 4 Ishikawa diagram (fishbone diagram)
12 IE(I) Journal–ID
crankshaft, spindle and metallic numerals in the machine and fitting
shop. The operation involves in producing the above products
comprises of various methods of manufacturing such as facing,
drilling, filling, cutting, shaping, threading etc. The operations of
these quality circle as given below realize the impact of quality
circle.
Case Study
a) Name of the organization : Workshop, University
Polytechnic, AMU
Aligarh
b) Number of circle : 01 (one)
c) Section where the circle is : Machine and fitting shop
operating
d) Number of meetings held : 10 (ten)
for last one year
The quality circle under consideration has a leader, a facilitator, a
coordinator and four members. The object of the present quality
circle is ‘reduction of material wastage’. This problem was so
chosen for solution because of following facts :
a) Whether there was any reduction in material wastage.
b) Whether there were any saving and financial losses that
should be minimized.
c) Whether it had any effect on the working of the workers
and relationship between workman and management.
There were differences in the actual and expected material
consumption. Table 1 gives the detail of material consumption for
the year 1999 to 2000, before implementation of quality circle, and
Table 2 shows the detail of material consumption for the year 2000
to 2001 after implementing quality circle. After various discussion
and brain storming sessions following causes related to man,
machine, material and methods were located.
Table 1 Details of material consumption for the year July 15,
1999 to March 31, 2000 (before implementing quality circle)
Items Spefication Material Consum-Material Material
ption per year Loss in loss in
Expected, Actual, machin- Rs
k g k g ing, kg
Mild Steel Length, mm : 50 210 105 105 1785.00
Rod Diameter, mm : 31
Carbon, % : 0.01 to1
Harden cold rolled
Cast Iron Length, mm : 50 135 75 60 1920.00
Block Width, mm : 50
Thickness, mm : 24
Carbon, % : 2-4
Mild Steel Lenght, mm : 75 53 30 23 437.00
Flat Width, mm : 48
Thickness, mm : 6
Total 4142.00
Table 2 Details of material consumption for the year July 15,
2000 to March 31, 2001 (after implementing quality circle)
Items Spefication Material Consum-Material Material
ption per year Loss in loss in
Expected, Actual, machin- Rs
k g k g ing, kg
Mild Steel Length, mm : 50 210 150 60 1020.00
Rod Diameter, mm : 31
Carbon,% : 0.01 to 1
Harden cold rolled
Cast Iron Length, mm : 50 135 105 30 960.00
Block Width, mm : 50
Thickness, mm : 24
Mild Steel Lenght, mm : 75 53 45 8.0 152.00
Flat Width, mm : 48
Thickness, mm : 6
Total 2132.00
Causes Related to Man
a) Lack of knowledge about the materials
b) Proper instruction not given about the work
c) The materials were cut more than the required amount
d) Lack of knowledge about the operations
e) Lack of knowledge about handling special tools
Causes Related to Machines
a) Machines not operating at optimum condition
b) Frictional wear of machine parts
c) Problem arising due to misalignment of machine
components
d) Lack of implementation of new and automatic machines
Causes Related to Methods
a) No proper inspection in the machine shop after the material
has been issued from the store
b) No proper care was taken in storing the materials
c) Lack of knowledge of improving the existing method of
production
Causes Related to Material
a) No proper inspection of the material dimension before
machining
b) Materials obtained not having the required composition
Table 3 Saving in the material wastage for the year 2000-2001
Material Wastage Material Wastage Savings
before Implementing after Implementing Amount
Quality Circle, Rs Quality Circle, Rs Rs 1 year
4142 2132. 2010
Vol 84, May 2003 13
DISCUSSION AND CONCLUSION
After implementation of quality circle, steady reduction in material
wastage was observed. Considering the material wastage for the
year 1999-2000 as a base year, calculated savings for the next one
year 2000-2001 is obtained and shown in the Table 2. Besides this
Table 3 gives the complete details of the monetary gain for the
year 2000-2001 which shows a sufficient amount of saving.
Following observation were achieved after implementation of
quality circle.
i) Improvement of internal personal relationship
ii) Self-confidence was developed in solving more complex
problem related to production.
iii) A good teamwork was achieved among the workman
iv) Material wastage was minimized as a result heavy
monetary gain was obtained.
Table 4 shows a percentage of contribution of various factors that
led to material loss in the given order. These four factors were
chosen as the most effective factor in analyzing the problem. The
various reason or causes of each factor were determined and shown
in Ishikawa diagram (Fishbone diagram). The causes and effect
were obtained by calling various quality circle meetings (ten)
through brainstorming session and discussion. And hence these
factors led to the result of the present study in the following order
: Man
Machine
Method
Material
Further this quality circle approach for quality improvement in
University Polytechnic workshop may bring new dimension,
shifting dependence for decisions and actions, conventional
bureaucratic approach towards existing system. Empowering
employees exhibit considerably owing the responsibility of
managing the organization. This change revealed that quest for
quality service is in the hand of all employees. This success of
quality circle in the workshop and small enterprises. This quality
approach may be required to be spread in all polytechnic workshop
and small-scale enterprise existing in the country. The sustenance
of success will lead to total quality improvement emerging as a
centre of excellence of its own in any small enterprise in India.
REFERENCES
1. A K Chitale, K C Jain. ‘Quality Assurance and Total Quality Management,’
Khanna Publishers, Delhi, 1998.
2. S K Dey, et al. ‘Genesis of Quality Circle with a Case Study’. Journal of the
Institution of Engineers (India) pt ID, vol 78, May 1997, p 24.
3. D C Reddy, S S N Murthy. ‘Dimensional Quality Control of Castings’.
IE(I) Journal, vol 69, July 1998, p1.
4. R B Shivagunde, B L Gupta. ‘An Innovative Approach in Technical
Education System for Solving Work Related Problems by Quality Circles’.
The Indian Journal of Technical Education, vol 21, no 1, January - March
1998, p 9.
5. J Vidyanand. ‘Quality Circle Implementation in India Organization : An
Alternative Approach. Decision Journal, vol 24, no 1-4, January - December
1997.
Table 4 Percentage of contribution of various factors towards the
loss
Reason / Cause Percentage, Cumulative,
% %
Man 35.7 35.7
Machine 28.6 64.3
Methods 21.4 85.7
Materials 14.3 100.0