MENUJU SDM INDONESIA PRODUKTIF & BERDAYA SAING

SDM UNGGUL, INDONESIA MAJU

HUMAN RESOURCES AND TECHNOLOGY DEVELOPMENT IN TOYOTA

INDONESIA FOR THE BEST WORLD CLASS ENTERPRISE

Jakarta

Oleh :
Ir. I Made Dana Tangkas, M.Si, IPU, AER.
Presiden Institut Otomotif Indonesia
SEA/Direktur TMMIN, CEO IBIMA
Jakarta, 23 Oktober 2019
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 OVERVIEW

I. World Class Industry and Business Challenges

II. Global Competitiveness : Lean Enterprise
(Value, System & Leadership)
III. Enhancing Human Resource and Technology
Development
IV. Summary

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 I. WORLD CLASS INDUSTRY AND BUSINESS CHALLENGES

EEC
North America
Asia
NAFTA Europe APEC

AFTA+3
GCC
APEC Africa
AFTA
COMESA Indonesia
South America INDONESIA
MERCUSOR
Australia

From ASEAN for Global Market

Page 2
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 Current Situation of Global Toyota
< World Class Enterprise : No. of Manufacturing companies & Distributors, 2017>

North
America
11
Europe
6
China
13
Middle
East Asia
5 9

Africa
Central & 2
South
Oceania
America
1
4

51 manufacturing companies in 26 countries

170 importers / distributors in 140 countries

 COMPETITIVENESS ASPECTS
COMPETITIVE
ADVANTAGE
=
Value – Cost
(v) (c)
v c
- Product quality meet with
Customer Requirement - Cost Reduction
(need & wants) - Cost Saving
- Competitive price/cost - Tight Budget
- On Time Delivery - VA/VE, etc
- After Sales Service,
- Safety, Productivity,
Environment, HR/Moral,
Information, Technology etc.
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 II. Global Competitiveness : Lean Enterprise (Industry)
(Values, System & Leadership)
The “4P” Model of Toyota Way
The Toyota Way (Values)
PROBLEM
SOLVING Respect
(Continuous for People
Toyota’s Improvement &
Term Learning) - Respect
- Team Work
PEOPLE & PARTNERS Continuous
(Respect, challenge Improvement
and grow them)
- Challenge
- Kaizen
PROCESS - Genchi
(Eliminate waste)
Genbutsu

PHILOSOPHY
( Long-Term Thinking)
 Business Activity (System) : Lead Lime for a Company

Business/ Product Plan

Simultaneous
Design Engineering

Procure equipment
& Tools
Investment
Production Plan

Collect
Production money Toyota
Production
Distribution System

Sales

The key in the business is how to collect
money quickly, to increase cash flow for
the company.
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To this end, it is essential for the
company to survive by securing
profits
 Cost Reduction is Absolute Requirement
for Increased Profit
(1) Selling price = Cost + Profit
(2) Profit = Selling Price – Costs

Customers determine the selling price Cost Reduction

(1 )Cost + Profit (2 )Cost Reduction

Profit
Profit Selling Price Selling Price
Cost Cost

Methods for Raise the selling price Demand > Supply

Reduce the costs Demand < Supply
increasing profit

The quality of design plays a decisive role. Still the costs vary depending
on the manufacturing method
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 Summary of TOYOTA (Lean) Production System

J.I.T
Realization embodying
“Customer First”
discipline Timely

Providing customers with

Elimination of waste
well made products at
Muda (Non-value Added )
reasonable price in a SQCDMPE
Mura (Uneverness)
timely manner
Muri (Overburden)

Taking back the Well-made product at

investigation promptly in reasonable cost
the limited capital
resource
Standardized Work

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Kaizen (incld. People, 5R) Jidoka
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 Standardized Work & Standardization
Standardized Work &
Standardization  KAIZEN
COST (4M : Material, Machine, Man
Safety, Quality and Method)
Environment

In Safety
In Quality
In
Productivity
Productivity

COST REDUCTION
LEADERSHIP :
MAKING PEOPLE before MAKING PRODUCT

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 III. Enhancing Human Resource and Technology
Development
Change Management
Visi, Misi, Value

Leader & HR
Business & Industry Development
Transformation / Culture
Strategy Transformation

Execution /
Action (Change
Management)

PERFORMANCE
(SQCDMPE+I,T)
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The Management Business Practices (Global Content)

Maximum Outcome as an Organization in Long term

Policy Management

P
A D
C OJD (On the Job
P
Toyota Business A D P Development)
P
Practices (Problem Solving & C
Decision Making) A D A D
C P PC
A D A D
P C C
P P
A DP A P D AP D
CA D AC D A DC
C C C
Business / Management Way
 Hoshin Kanri & Sistem Manajemen Perusahaan
Company Hoshin/Policy
1) Hoshin Kanri =
Direction/Policy Fiscal YEAR
Management Company
Hoshin

Vertical Alignment
Function
Hoshin
2) TQM :
Division Hoshin
- PM, AM/DM,
Horizontal Alignment
- Workplace Department Hoshin
OJD
Individual Priority
Vitality TBP Themes

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12 (QCC,ISS).
 SCHEME OF FUTURE TECHNOLOGY BASED ON IR 4.0
INTEGRATED INDUSTRY
INFORMATION SYSTEM (IIIS)
. Give sense to complexity
. Creativity
CYBER . Collaboration
. Customer & marketing
BIGDATA Manufacturing
SECURITY CLOUD intimacy
. Strong Protection COMPUTING . Flexibility
for internet based . Perfect match with
manufacturing. . Cyber Physical System (CPS) customer’sneeds with
. TechProduct ADVANCEDMANUF . Numerical command productionmass
SENSOR . Full automation
with longer efficiency
SYSTEM . Totally Interconnected
llife cycle . On demang
.Zero default / system manufacturig
deviation . M/C to M/C communication
. Reactivity
Supplier . Traceability MANUFACTURING Client/Customer
.Predictability
EXECUTIONSYSTEM

3D PRINTING/ NANOTECH/ADVANCED AUTONOMOUS

ROBOT Internet of
ADDITIVEMANUF MATERIALS VEHICLE Thing
LOGISTIC4.0 .Real time -Autonomy
.Scrap elimination .Smart value added product .Object tagging
.Mass customization Productivity .Flow optimization
. Fully integrated .Technology differentiation .Internet object com
.Rapid Prototyping .Connectivity .Full transparancy or .Increased security .Optimized stock
Data reporting .Lower cost
supply chain. .Reduce waster
. Interconnected system
. Perfect coordination
FUTURE PLANT
.Clean & Re Newable IOT TELEMATIC& AFTER
Energy MARKETBIGDATA
.Energy Strorage
Source : IOI/MAI .Alternatiev RawMaterial

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 IV. Summary
For Toyota, spirit of business & industry efforts started from how to realize the values &
culture of company, to manage demand & supply, develop product and process
technology, lessen the burden for all business aspects, increase the productivity,
managing people and business. Human Resources is the most important factor to
strengthen global competitiveness.
Strengthening Global Competitiveness
Industry/Business Effect

Human
Lessen the
(Developing human burden for all
resources) business aspects Strengthen
Global
Control Competitiveness
To be the best
Increase world class
Process
Technology/Automa Productivity enterprise
(Man, Material, Machine,
tion / Machine Method)  to achieve
(Business Engineering The business
aspects)) competitiveness (QCD)
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