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Just for the thought Lima Langkah untuk Mengatasi Resesi Resesi diberitakan telah tiba dan menyelimuti kita. Bagaimana produsen dari produk machining dapat memastikan performa yang menguntungkan pada saat resesi terjadi, khususnya jika pembeli utama menekan kita pada harga? Resesi biasanya berarti penjualan yang lebih sedikit. Tetapi manufaktur yang tanggap dapat menyiasati profi t tersebut walaupun dengan penjualan yang menurun. Keuntungan dari suatu manufaktur, pada waktu yang baik maupun buruk, adalah hasil dari keinginan manajemen untuk terus menyiasati pengembangan berkelanjutan. Ini membutuhkan perhatian yang konsisten pada segala permasalahan perusahaan dalam hal manufaktur, penjualan, keuangan dan sumber daya manusia. Seperti yang Socrates katakan pada Glaucon di Republik Plato,” Bintang adalah tuntunan yang sangat berarti dalam suatu perjalanan, tetapi pada perjalanan singkat kita membutuhkan tuntunan alam di bumi.” Saya mendapatkan kebebasan untuk merangkum segala pengalaman saya selama masa studi maupun bekerja sebagai pengamat perusahaan – perusahaan untuk memberikan tuntunan alam di bumi ini. Pengalaman saya telah membawa saya untuk mengidentifi kasi lima pertanyaan penting yang berhubungan dengan faktor pada level dasar yang sangat membantu untuk mengatasi resesi dan juga melawan resesi. Inilah pertanyaan penting tersebut. Apakah anda mengadakan suatu program insentif bagi karyawan untuk menaikkan produktivitas, dimana termasuk mengurangi biaya per unit dan meningkatkan marginal keuntungan pada penjualan anda? Karena karyawan harian anda adalah yang paling merasakan aktivitas keseharian, apakah anda mempunyai metoda untuk mendapatkan informasi lingkungan kerja dari mereka, seperti usulan bagaimana performa operasional dapat ditingkatkan? Ini membutuhkan suatu teknik interview yang menyeluruh. Apakah supervisi anda telah diberikan pelatihan tentang cara meningkatkan produksi, khususnya mengatur pekerja yang kurang berinisiatif, dan membutuhkan cara motivasi berbeda daripada pekerja biasanya? Apakah anda telah menggali informasi mengenai pengurangan biaya inventarisasi dengan menempatkan kewajiban inventarisasi pada vendor anda? Apakah anda secara berkesinambungan menggantungkan pada manager di setiap departemen untuk menaikkan keuntungan operasional di area mereka masing – masing? Pertanyaan – pertanyaan ini sangat penting bagi para manufaktur dengan jumlah karyawan antara 50 hingga 1200 pegawai, dimana merupakan 40 persen dari keseluruhan lapangan kerja di manufaktur Indonesia. Untuk menanyakan pertanyaan di atas adalah suatu permulaan. Jawaban membutuhkan suatu usaha yang lebih persisten dan lebih terorganisir, sehingga dapat membangun pertahanan anda pada saat resesi. Eksekutif perusahaan yang memproduksi produk machining biasanya tidak begitu mau mengetahui internal operasi pabrik. Biasanya, mereka tidak begitu mengetahui apa yang terjadi di luar sana, dimana mereka tidak menyadari kesempatan yang menguntungkan ada di luar sana. Sebagai konsultan, saya biasanya menanyakan pertanyaan mengenai elemen prosaic pada performa pabrik. Pemimpin perusahaan harus menetapkan tujuan perusahaan dan prioritasnya dan menjadikan suatu pencapaian sebagai hal yang penting dalam menjaga terjadinya resesi. Banyak eksekutif cukup puas dengan hasil yang dicapai karena peningkatan kerja harus membutuhkan usaha yang luar biasa berat. Kepemimpinan harus tidak disamakan dengan popularitas. Seperti yang dikatakan oleh Jack Welch, mantan presiden GE yang terkenal, bahwa kepemimpinan adalah sesuatu yang dipelajari dan ditetapkan, jika semua menunggu hingga semua menyetujui sesuatu hal sebelum hal itu diimplementasikan, maka itu bukanlah kepemimpinan. Sama halnya, pemimpin harus menetapkan tujuan perusahaan dan prioritasnya dan menjadikan pencapaiannya sebagai sesuatu yang penting. Pemimpin perusahaan machining harus mempunyai semangat untuk berkembang. Konsentrasi untuk menggali jawaban dari pertanyaan diatas bukanlah suatu metoda untuk dapat terus hidup, melainkan terus hidup secara nyaman di masa datang maupun resesi. 60 indometalworking news Vol. 2 / 2008
Just for the thought Is Incremental Improvement Enough? Is incremental improvement enough for our industry’s longterm survival? How many precision machining companies will perish in the next 5 years? The traditional path to continuous improvement will not be good enough for them. Getting away from mere traditional thinking is critical if the companies struggling to meet today’s customer demands for service, competitive pricing, just-intime and quality are to remain sustainable. These companies need more than incremental improvement. They have to develop bold, new visions of where they will be in the future and then begin to cut a path through the jungle to get there. Creative thinking versus traditional thinking—adding a new dimension to “value added.” Traditional thinking and operating practices are no longer good enough to make it all the way down the path. Doing the same thing better will not be enough to get through the jungle; the vines grow rapidly and block our way. Creative thinking, innovative practices and vision are the tools we can use to cut a path to our sustainable success—the beach where the fruits of our labor are abundant. How do we get there? First and foremost, we must understand our customers and continue to open the communication channel with them. Are they successful and profi table? Do their visions for the future parallel our vision for the future? Do we understand their current and future wants and needs? Can we react quickly enough to fulfi ll their wants and needs? Understanding our customers’ businesses will keep us aligned with their wants and needs and provide a path to the doors of opportunity and success. Open, honest communication is essential in a long-lasting relationship. Second and equally important, our vision for the future has to be a shared vision. Everyone in the organization must understand and agree with the vision. Even more important is the unifi ed effort of the organization to continually review our success and make adjustments to stay on the most direct path to our vision. Third, redefi ne “value added.” If we are profi table and customers agree to pay us for our products and services, everything we do in our organization is “value added.” Continuous improvement and long-term success depend on our abilities to fi nd and implement value added cost reductions everywhere possible throughout the organization. Doing the same thing we have always done just a little bit better will eventually lead to a dead end with no escape, in a jungle fi lled with known and not-yet-known hazards to our organizational survival. Fourth, make sure you are in the right business. Make sure you understand your business. There are a lot of articles written on strategy and management for business. What we don’t see a lot of is information on properly defi ning your business. If your business’ mission, means of production, market and methods are aligned, strategy will not be important. You will be advantaged by being properly equipped for your trip through the jungle. When was the last time your team sat down to discuss what your business’ purpose and defi nition really are? Do you have the right assets and people to match the defi nition? There are a lot of noises in the jungle. Are you paying attention to the right ones to ensure your future success? We are all vulnerable during those moments when we are so occupied by the immediate issues that we forget to check our surroundings and our own status. In such moments, we can fall victim to the perils of the jungle. Do you know and are you using the appropriate survival skills to fi nd your way? Do you have a process to make sure you know the status of your markets, customers and competitors? These are important clues to help you stay on the path. Do you have a process to evaluate your organization’s status? If the path takes a steep turn up ahead, are you fi t for the climb? Are you on the right path? How do you know? Continuous improvement through incremental improvements is a skill of daily living. Without it, you lose competitiveness. Others grow and improve while you slowly decline. But incremental improvement is not enough. Taking proactive steps to assure that you understand your customers and can anticipate their needs is essential to remaining their preferred supplier. Having—and sharing—your vision is critical if your organization is to execute successfully as a team when confronted with impossible challenges. Relentlessly reduce cost and improve value. Value-added cost reductions can be found throughout your organizations. Have a system to reduce cost and improve value—everywhere. Finally, make sure you know, understand and keep your actions consistent with your defi nition of your business. Trying to be all things to all people is a sure way to become yet another casualty on the path. Traditional thinking got us here. We thank those who helped us get here. We will honor their contributions by employing our best creative thinking to meet the challenges we face today. To do anything less is to ultimately fail indometalworking news newsVol. Vol. 1 / 22008 / 2008 61 61
Page 1 and 2: Vol. 02 / 2008 news The Indonesian
Page 3 and 4: Editorial CUT TO THE CHASE - LET’
Page 5 and 6: Chart 1 Unit Equivalent Metric to I
Page 7 and 8: The Art And Science Of Precision Cu
Page 9 and 10: Planning For The Future While the m
Page 11 and 12: Press Release On Course with Xtra.t
Page 13 and 14: Technical Features Automation in th
Page 15 and 16: ELIMIATES IMPROPER UNFOLDING In VPS
Page 17 and 18: the part process and often present
Page 19 and 20: Technology for Improving Five-Axis
Page 21 and 22: The Road to Welding Automation Why
Page 23 and 24: for multiple jobs; so, depending on
Page 25 and 26: • Part design can be based on fun
Page 27 and 28: Figure 13. Positioning error in a s
Page 29 and 30: Just how good is your process? Chec
Page 31 and 32: Automation This simple loader is de
Page 33 and 34: Shop Management Evaluating Shop Man
Page 35 and 36: Events Watch Specialized & Dedicate
Page 37 and 38: Metalcutting Technologies and Machi
Page 39 and 40: Laser Cutting, Sheetmetal & Metalfo
Page 41 and 42: Cutting Tools, Workholding Systems
Page 43 and 44: Cutting Tools, Workholding Systems
Page 45 and 46: IndonesiaFeatures Industri Mesin Pe
Page 47 and 48: IndonesiaFeatures generator, motor,
Page 49 and 50: INDONESIA IN ACTION Investasi Indus
Page 51: Just for the thought Five Steps To
Page 55 and 56: News Snippets PT. TVS MOTOR AKAN ME
Page 57 and 58: Calendar of Events 2008 9 - 12 July
Page 59 and 60: Helicopter Problem A helicopter was

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