How to Integrate between BE,TQM,ISO Azas BeTI By Abdul Halim Alumni Examiner MBCfPE trg NIST USA Chairman LP ABEI Dewan Pakar FEB Assessor KPKU & MBCfPE Examiner Global-GPEA Quality Assurance (QA) KPKU Dewan Pengawas IQAF

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Integration between BE,TQM,ISO (BeTI) Business Excellence Framework ISO 9001: 2000 BP Documentation system Procedure Action plan OFI Proses D BE Assessment Themes and Title Innovation BeTI Integration Model Action plan OFI Results D

Criteria Change (CC) 2017-2018 2015-2016 2013-2014 , Work systems Cybersecurity 2013-2014 Enterprise risk management (ERM) Change Management Big Data, Work systems Climate Change , Managing for innovation Social media

Change Management B C A

Big Data For all organizations, turning data into knowledge and knowledge into useful strategic insights is the real challenge of big data. While the volume of data an organization must assimilate and use in decision making may vary widely, all organizations are faced with using data from different sources and of varying quality. This presents challenges in data validation, frequently exacerbated when the data being validated include numerics, text, and video or other formats. Organizations must deal increasingly with more sophisticated data analytics and issues of data integrity. Challenges to cybersecurity enhance the pressures on organizations and increase the need for organizational sophistication. User demands increase the need for speed and availability of data. In 2015, the Criteria incorporate an enhanced focus on data analytics, data integrity, and cybersecurity

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

ERM vs Cybersecurity(CS) Enterprise risk management. No organization is risk free. Intelligent risk management requires an enterprise to decide when and how risks should be taken and managed. Such management can mean the difference between extinction, survival, or role-model performance. Through a systems perspective of organizational performance management, the Baldrige framework has long addressed ERM, defined by ISO 31000: Risk Management—Principles and Guidelines as an organization’s coordinated activities to direct and control the effect of uncertainty on achieving its objectives. The future competitive advantage that will flow from good ERM is based on the holistic addressing of risk and the actions taken—including the pursuit of intelligent risks—as part of an overall strategic approach to managing organizational performance. In this revision, some Criteria requirements and notes have been revised to highlight (1) that risk is inherent in everything organizations do and (2) that the challenge is to balance the level of risk taken with the sustainability of the organization and the opportunity for innovation. Cybersecurity. There were an estimated 300 million cyberattacks in 2015—only 90 million of which were detected—and such attacks are increasing at an annual rate of approximately 40 percent. For businesses and organizations of all kinds, managing and reducing cyber risks to data, information, and systems have become a necessity. While the Criteria have addressed the security of information systems and the confidentiality of information since 2001, Criteria requirements and notes now reflect the growing importance of protecting against the loss of sensitive information about employees, customers, and organizations; protecting intellectual property; and protecting against the financial, legal, and reputational aspects of breaches. I-PDRR I-ARM

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

Konsep Bisnis EKSELEN (KPKU) MAIN BRAIN 7 Product & P , Customer, Workforce, Leadership, Financial & Market 4 Measurement, analysis & KM P Preface: Organizational Profile WORK CORE 6 Operation 5 Workforce DRIVER 2 Strategic Planning 3 Customer 1 Leadership Konsep Bisnis EKSELEN (KPKU)

Business Excellence a Journey Diagnosis 6 Managing for Innovation through Opportunity for Improvement (OFI) 6- System Development & monitoring 5 5- Assessment OFI Strength Azas BeTI 3 3- Capabilty Development: Interpret, Assesor, Criteria respont, Action plan OFI Score 4 4- Criteria Respons (Documentation) Navigation 2 1 2- Champion Team Senior Leader 1- Awareness BOD, Senior Leader Management TOOLS

The Business Excellence Criteria Questions (2&6). 2.1 a(4) Work Systems and Core Competencies 6.1 a (2) Key Work Processes The Business Excellence Criteria Questions (2&6). Dalam BE organisasi diminta untuk mendesain dan menjalankan sistem kerja. ( criteria 2). Organisasi harus menentukan proses kerja utama (criteria 6). Organisasi diminta untuk meningkatkan proses dan produk (criteria 6). 2.1a (4) Work Systems and Core Competencies Howdo you decide which key processes will be accomplished by your workforce and which by external suppliers and partners? How do those decisions consider your core competencies and the core competencies of potential suppliers and partners? What are your key work systems? How do you make work system decisions that facilitate the accomplishment of your strategic objectives? How do you determine what future organizational core competencies and work systems you will need? 6.1a (2) Key Work Processes What are your organization’s key work processes? What are the key requirements for these work processes? 6.1b (2) Support Processes Howdo you determine your key support processes? What are your key support processes? How does your day-to-day operation of these processes ensure that they meet key business requirements? 6.1 b. Process Management and Improvement

The Holistic View QCDSM Vision, Values Strategic Planning Workforce Customer & SH Requirement C-1 C-3 Vision, Values Strategic Planning Workforce Processes Product Offering C-2 C-6 C-5 QCDSM C-4 C-7 Performance measurement Customer& SH Satisfaction

PRODUCT & PROCESS Design INTERPRESE processes J K L M N KEY WORK processes A B C F D SUPPORT processes E F G H I Suppl Colla Part

IPO,i,e Contex Diagram A-1 A-2 A-3 Procedure =Approach

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

Business Processes Map (BPM) PROCEDURE-1 Setting VISION and VALUES. PROCEDURE-2 Promoting Legal and ETHICAL BEHAVIOR. PROCEDURE-3Communication.

Possibility Procedures base on BE IDENTIFIKASI PROCEDURE ISO vs BE ITEM NO BE CRITERIA 4.1 34 (1) Performance Measures 35 (2) Comparative Data 36 (3) Customer Data 37 (4) Measurement Agility 38 b. Performance Analysis and Review 39 (1) Future Performance 40 (2) Continuous Improvement and Innovation 4.2 41 (1) Quality   42 (2) Availability 43 (1) Knowledge Management 44 (2) Best Practices 45 (3) Organizational Learning 5.1 46 (1) Capability and Capacity 47 (2) New Workforce Members 48 (3) Workforce Change Management 49 (4) Work Accomplishment 50 (1) Workplace Environment 51 (2) Workforce Benefits and Policies 5.2 52 (1) Organizational Culture 53 (2) Drivers of Engagement 54 (3) Assessment of Engagement 55 (4) Performance Management 56 (1) Learning and Development System 57 (3) Career Progression 6.1 58 (1) Determination of Product and Process Requirements 59 (2) Key Work Processes 60 (3) Design Concepts 61 (1) Process Implementation 62 c. Supply-Chain Management 63 d. Innovation Management 6.2 64 a. Process Efficiency and Effectiveness 65 (1) Reliability 66 (2) Security and Cybersecurity 67 (1) Safety 68 (2) Business Continuity Possibility Procedures base on BE IDENTIFIKASI PROCEDURE ISO vs BE ITEM NO BE CRITERIA 1.1 1 (1) Setting Vision and Values 2 (2) Promoting Legal and Ethical Behavior 3 b. Communication 4 (1) Creating an Environment for Success 5 (2) Creating a Focus on Action 1.2 6 (1) Governance System   7 (2) Performance Evaluation 8 b. Legal and Ethical Behavior 9 (2) Ethical Behavior 10 (1) Societal Well-Being 11 (2) Community Support 2.1 12 (1) Strategic Planning Process 13 (2) Innovation 14 (3) Strategy Considerations 15 (4) Work Systems and Core Compmpetencies 16 (1) Key Strategic Objectives 17 (2) Strategic Objective Considerations 2.2 18 (1) Action Plans 19 (2) Action Plan Implementation 20 (3) Resource Allocation 21 (4) Workforce Plans 22 (5) Performance Measures 23 (6) Performance Projections 24 b. Action Plan Modification 3.1 25 (1) Current Customers 26 (2) Potential Customers 27 (1) Satisfaction, Dissatisfaction, and Engagement 28 (2) Satisfaction Relative to Competitors 3.2 29 (1) Product Offerings 30 (2) Customer Support 31 (3) Customer Segmentation 32 (1) Relationship Management 33 (2) Complaint Management BP CD Procedure WI

Contents dari Approach HARUS sesuai dengan PROCEDURE ISO PETA ADLI Persyaratan KPKU Approach (A) Depolyment (D) Learning (L) Integration (I) a.1.1 Bagaimana pimpinan senior bersama-sama menetapkan visi dan tata nilai perusahaan? Input: Kondisi internal dan ekternal perusahaan Proses: Membentuk tim Evaluasi kemampuan perusahaan dan pasar Menentukan calon statemen Visi dan nilai termasuk indikator Fokus group discussion Penetapan VMV melalui SK Output: Statemen VMV dan buku panduan & indikator pencapaian Visi Idikator pencapaian Visi Indikator: Sinergi KPI (7.1 3) Penerapan Budaya /nilai (7.31) Indikator visi dicapai (7.52) Mulai diterapkan: Sejak 2008 secara konsisten Unit yang terlibat: BOD GM Manager Approach dilaksanakan secara konsisten tidak Gap Penerapan (100%) Direview : 2009 direview oleh BOD Terjadi perubahan nilai baru CIRI Selaras dengan proses: Profil organisasai /statemen Visi Visi digunakan untuk mendeplyment sasaran perusaaan , sampai unit kerja dan individu (kategori 2) EVIDENCE Kondisi E/I SK TIM Hasil FGD Grafik indikator VMV Hasil review VMV SK Nilai baru Sasaran perusahaan terkait VMV Contents dari Approach HARUS sesuai dengan PROCEDURE ISO

Business Excellence a Journey Diagnosis 6 Salah satu Hasil dari assesment BE adalah OFI ( Opportunity for Improvement) PROCESS and RESULTS. Managing for Innovation through Opportunity for Improvement (OFI) 6- System Development & monitoring 5 5- Assessment OFI Strength Azas BeTI 3 3- Capabilty Development: Interpret, Assesor, Criteria respont, Action plan OFI Score 4 4- Criteria Respons (Documentation) Navigation 2 1 2- Champion Team Senior Leader 1- Awareness BOD, Senior Leader Management TOOLS

CONTOH MENETAPKAN ACTION PLAN, PIC, TARGET Carilah AKAR PENYEBAB MASALAH (diagram Tulang Ikan) Sebab Tema/ Akibat CONTOH

Diagram Tulang Ikan MASALAH SEBAB AKIBAT Metoda Mesin Lingkungan Salah operasi Salah ukur Panas 1-Tidak ada SOP 5-Belum ada jadual Yield HSM Rendah 7.1-12 Belum kalibrasi 4-Tidak ada kipas Material kualitas rendah Kurang tanggap 2-Belum training NOTE: Penyebab yang tidak dituju anak panah sebagai akar penyebab Usahakan dalam menggali akar penyebab sampai dengan 5 Why, dalam contoh maksimum 3 Why 3-Beli bukan di agen Tidak paham Alat /Mesin Manusia

Action Plan/Langkah Perbaikan (5 W, 2 H) Why (1) What (2) When (3) Where(4) How (5) Who (6) How Much (7) 1-Tidak ada SOP Dibuatkan SOP untuk meningkatkan Yield Juli 2014 Kantor div HSM Menunjuk personil Membuat shedule pembuatan SOP Menyususn SOP Pengesahan SOP Hasan 100% 2-Belum training Dilakukan training tentang awareness Yield dan dampaknya RR HSM Identifkasi jumlah orang Memnyusun materi Training Laporan Hamid 50% dari jumlah orang 3-Beli bukan di agen Membeli BB disumbernya Agustus 2014 Identifikasi masalah BB Analisa kelayakan pembelian BB Memutuskan pembelian Standardisasi Hambali 4-Tidak ada kipas Mengadaan kipas April 2014 Rool Shop Identifikasi area Menentukan jenis kipas Beli kipas Haris 5-Belum ada jadual Membuat jadual perawatan September 2014 Analisa jadual existing Analisa kelemahan Menyusun jadual baru Humaidi

Conclusion Run the concept Business Excellence through 6 steps PDCA. 6 steps PDCA consist: Awareness, Champion Team Dev, Capability Development, Criteria Respond, Assessment,System Development. Makesure all activities are systematically aligned according to business excellence criteria. Makesure all activities are standardized according to ISO 9001: 2000 standard. All of them have been determined the theme and steps for Improvement. All of the processes are completed by the innovation team. All innovation teams are controlled and used as a basis for giving appreciations.

Business Excellence Community NIST MPC,GPEA Spring K-BUMN, FEB, IQAF,WKM Global Award & Benchmark Terdapat 50 Perusahaan BUMN sudah mencapai band SKOR Good Performance keatas perlu didorong untuk mencapai workclass melaui penyertaan pada event global dan Benchmark

World Class Performance through Quality Award & Benchmarking World Class Company Tahun 2017 Sebanyak 50 BUMN pada posisi Good Performance Up Award and Benchmarking

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