Six Sigma Activity Plan

Six Sigma adalah salah satu metodologi dalam bekerja dan juga sebagai salah satu alat dalam memecahkan masalah qualitas produk/jasa. Konsep ini telah di pakai oleh organisasi ini sebagai kompetensi yang harus di miliki oleh karyawan nya. Dengan demikian continues improvement akan tetap berjalan baik dan benar dalam organisasi. Sebagaimana yang kita ketahui bahwa perusahaan yang survive hanya perusahaan yang melakukan perbaikan terus menerus.
Untuk kegiatan Six Sigma dalam tahun 2010 ini.
Diantaranya :

1. Menigkatkan kompetensi Karyawan
. Fokusnya pada karyawan yang menjadi 'Executor' dalam pelaksanaa Innovasi dan Improvement.
. Dengan demikian di perlukan Pelatihan dan pendidikan untuk karyawan yang masih rendah kompetensinya
. Masing BB harus define di area nya siapa saja yang akan di Training
. MI akan mangadakan training sesuai permintaan yang akan di koordinasikan menjadi kelas kepada training part.
2. Berorientasi pada kompetensi dan hasil akhir dan tidak berorientasi pada belt
• Tiap proces area mengulirkan kegiatan improvement dan memperlihatkan hasilnya pada Top MGT, dan tidak menunggu dari TOP MGT.
• Dan untuk awareness dan refressment , secara periodik akan di share tentang six sigma one point lesson atau dari para BB mempunyai materi yang bagus untuk di share juga di persilahkan. Intinya kegiatan six sigma dapat terlihat dan terukur hasilnya.

.............

Metode Failure Mode and Effects Analysis (FMEA) Untuk Mencegah Terjadinya Kegagalan Kualitas

Sumber : http://www.managementfile.com/journal.php?id=77&sub=journal&page=quality&awal=0

Kualitas makin memegang peran penting, seiring dengan tingkat persaingan yang makin ketat. Tuntutan dari pelanggan semakin tinggi, mereka tidak hanya menginginkan harga yang bersaing, melainkan juga kualitas yang tinggi. Oleh karena itu, produsen semakin perlu untuk berfokus pada quality management demi mencapai sebuah quality excellence.

Salah satu tools yang bisa digunakan dalam quality management adalah Failure Modes and Effects Analysis (FMEA). FMEA adalah suatu metodologi dalam menganalisa masalah kualitas yang muncul sejak di tahap pengembangan. Dengan demikian, maka tindakan koreksi bisa langsung diambil, dan desain langsung bisa diperbaiki. FEMA awalnya mengklasifikasikan jenis failure mode yang muncul, kemudian menentukan dampaknya terhadap produksi, kemudian menjalankan tindakan koreksi.




FMEA terdiri dari beberapa jenis, antara lain sebagai berikut:
• Process: berfokus pada analisa proses manufaktur dan assembly
• Design: berfokus pada analisa produk sebelum proses produksi
• Concept: berfokus pada analisa sistem atau subsistem dalam tahap awal desain konsep.
• Equipment: berfokus pada analisa desain mesin dan perlengkapan sebelum melakukan pembelian
• Service: berfokus pada analisa jasa dari proses industri jasa sebelum diluncurkan ke pelanggan
• System: berfokus pada analisa fungsi sistem secara global
• Software: berfokus pada analisa fungsi software
•
Dalam menjalankan FMEA, yang langkah-langkahnya akan dijelaskan nanti, terlebih dahulu kita harus memahami 3 variabel utama, yakni:
1. Severity, yakni rating yang mengacu pada besarnya dampak serius dari suatu potential failure mode.
2. Occurrence, yakni rating yang mengacu pada berapa banyak frekuensi potential failure terjadi
3. Detection, yakni mengacu pada kemungkinan metode deteksi yang sekarang dapat mendeteksi potential failure mode sebelum produk tersebut dirilis untuk produksi, untuk desain, hingga untuk proses sebelum

Metode FMEA mengenal apa yang disebut dengan Risk Priority Number (RPN), yakni angka yang bakal menggambarkan area mana yang perlu jadi prioritas perhatian kita. RPN diukur berdasarkan pertimbangan rating dari ketiga faktor diatas, yakni severiry, occurrence, dan detection.
RPN = rating severity x rating occurrence x rating detection
Anda harus melakukan suatu tindakan koreksi, seandainya:
• severity menunjukkan angka 9 atau 10, karena dampaknya bakalan sangat serius, dan berpotensi menghasilkan kerugian yang sangat besar, atau;
• severity rating x occurrence rating menghasilkan angka yang tinggi, atau;
• tidak ada aturan khusus, lakukan judgement sendiri berdasarkan analisa RPN

Beberapa tindakan koreksi yang dapat Anda lakukan demi memperkecil angka RPN:
• berusaha untuk menghilangkan failure mode
• memperkecil besar severity dari failure
• memperkecil occurrence
• meningkatkan detection, dengan cara memperbaiki control

Langkah-langkah Implementasi FMEA

Jika Anda sudah memahami beberapa istilah dan variable dalam FMEA, maka selanjutnya berikut ini adalah langkah-langkah yang perlu dilakukan dalam
1. Pertama-tama, deskripsikan produk/proses dan fungsi yang meliputinya. Dengan memahaminya, maka nantinya akan bisa dianalisa produk/proses mana saja yang fungsinya ternyata menyimpang dari apa yang diharapkan.
2. Buat Block Diagram dari produk/proses. Block diagram ini menggambarkan komponen-komponen utama dan bagaimana mereka saling berhubungan satu sama lain.
3. Mulai membuat FMEA Form worksheet. Isi header-nya dengan informasi-informasi mengenai Product/System, Subsystem, Component, Design Lead, Prepared by, Date, Revision Date, dan informasi lain yang bisa Anda modifikasi sesuai dengan keperluan Anda.
4. Gunakan diagram tersebut untuk membuat daftar item atau fungsi
5. Identifikasi failure mode, yakni potensi yang mengakibatkan kegagalan. Failure mode ini bisa berasal dari komponen, subsystem, system, process, dan lainnya.
6. Terjadinya failure mode pada satu komponen dapat berpengaruh pada komponen lainnya. Daftar failure mode bagi tiap fungsi dari komponen harus dibuat, sekaligus diidentifikasi mengenai kemungkinan akan terjadinya. Sehingga, kita dapat mengetahui failure mode apa saja yang berpotensi terjadi secara mendetail.
7. Jelaskan pula mengenai failure effect yang diakibatkan oleh failure mode. Failure effect ini adalah dampak yang dihasilkan oleh failure mode pada fungsi produk/proses seperti yang dialami oleh pelanggan, baik internal maupun eksternal. Tentukan juga besar dampak severity-nya, menggunakan skala dari 1 hingga 10. Makin besar, maka dampaknya semakin besar dan serius. Rating ini membantu dalam menentukan prioritas masalah yang harus ditangani duluan.
8. Selanjutnya, identifikasi sebab-sebab dari tiap failure mode. Setiap sebab yang potensial harus diidentifikasi dan didokumentasikan.
9. Masukkan juga faktor probabilitas atau frekuensi, yang menunjukkan seberapa besar kemungkinan dari sebab tersebut terjadi. Skala yang digunakan juga
10. Lalu identifikasi juga control yang diterapkan saat ini. Kontrol desain atau proses adalah suatu mekanisme yang memungkinkan pencegahan terjadinya failure mode atau deteksi failure sebelum mencapai pelanggan.
11. Tentukan rating dari Detection, yakni berapa besar kemungkinan dari control yang ada sekarang dapat mendeteksi sebab dari failure mode, atau bahkan failure mode itu sendiri.
12. Tentukan Risk Priority Numbers, yang merupakan hasil kali antara rating severity, occurrence dan detection control
13. Identifikasi tindakan-tindakan yang dapat diambil, berdasarkan RPN yang muncul. Prioritaskan yang punya RPN tinggi.
14. Prediksikan RPN yang baru, dengan asumsi bahwa tindakan koreksi sudah diimplementasikan. Jika hasil RPN baru di bawah RPN yang sekarang, maka tindakan koreksi mungkin perlu. Pertimbangkan juga faktor lain seperti waktu, biaya, sumber daya, dan sebagainya.
15. Tentukan siapa yang bertanggung jawab terhadap tindakan koreksi tersebut, sekaligus tentukan tanggal yang menjadi tarfet
16. Setelah tindakan koreksi diambil, maka ukur kembali rating-rating tersebut, mulai dari severity, occurrence, hingga detection-nya. Evaluasi kembali rating RPN. Apakah perlu tindakan lanjutan?
17. Lakukan perubahan terhadap FMEA jika terdapat perubahan desain atau proses, sehingga mengakibatkan pengukuran dan tindakan yang berbeda juga nantinya.


Anda dapat melihat contoh-contoh dari FMEA disini:
http://www.npd-solutions.com/fmea_example2.jpg
http://web2.concordia.ca/Quality/tools/11failuremodeanalysis.pdf
http://www.fmeainfocentre.com/examples.htm

Dengan melakukan metode FMEA ini, maka Anda akan dapat mencegah terjadinya kegagalan dalam produk atau proses, sejak dari tahap awal. FMEA merupakan salah satu langkah quality management sekaligus risiko management. Hasilnya tidak hanya menurunkan risiko kegagalan, melainkan juga meningkatkan kualitas dari produk/proses.

RP/RP/dari berbagai sumber

Referensi:
http://www.hownwhy.com/FMEA/fmea_a_quick_refresher.htm
http://www.npd-solutions.com/fmea.html
http://web2.concordia.ca/
http://www.fmeainfocentre.com/
http://web2.concordia.ca/Quality/tools/11failuremodeanalysis.pdf

Proses Pembentukan Bumi.(berbagai teori)

Proses Pembentukan Bumi.(berbagai teori)

Sebelum itu, mari kita pahami pengertian Bumi:
Bumi adalah planet tempat tinggal seluruh makhluk hidup beserta isinya. Sebagai tempat tinggal makhluk hidup, bumi tersusun atas beberapa lapisan bumi, bahan-bahan material pembentuk bumi, dan seluruh kekayaan alam yang terkandung di dalamnya. Bentuk permukaan bumi berbeda-beda, mulai dari daratan, lautan, pegunungan, perbukitan, danau, lembah, dan sebagainya. Bumi sebagai salah satu planet yang termasuk dalam sistem tata surya di alam semesta ini tidak diam seperti apa yang kita perkirakan selama ini, melainkan bumi melakukan perputaran pada porosnya (rotasi) dan bergerak mengelilingi matahari (revolusi) sebagai pusat sistem tata surya. Hal inilah yang menyebabkan terjadinya siang malam dan pasang surut air laut. Oleh karena itu, proses terbentuknya bumi tidak terlepas dari proses terbentuknya tata surya kita.

Setelah memahaminya, inilah proses pembentukan bumi dari beberapa teori:
1.Theory Big bang

Teori ini adalh yang paling terkenal gan.
Berdasarkan Theory Big Bang, proses terbentuknya bumi berawal dari puluhan milyar tahun yang lalu. Pada awalnya terdapat gumpalan kabut raksasa yang berputar pada porosnya. Putaran yang dilakukannya tersebut memungkinkan bagian-bagian kecil dan ringan terlempar ke luar dan bagian besar berkumpul di pusat, membentuk cakram raksasa. Suatu saat, gumpalan kabut raksasa itu meledak dengan dahsyat di luar angkasa yang kemudian membentuk galaksi dan nebula-nebula. Selama jangka waktu lebih kurang 4,6 milyar tahun, nebula-nebula tersebut membeku dan membentuk suatu galaksi yang disebut dengan nama Galaksi Bima Sakti, kemudian membentuk sistem tata surya. Sementara itu, bagian ringan yang terlempar ke luar tadi mengalami kondensasi sehingga membentuk gumpalan-gumpalan yang mendingin dan memadat. Kemudian, gumpalan-gumpalan itu membentuk planet-planet, termasuk planet bumi.



Dalam perkembangannya, planet bumi terus mengalami proses secara bertahap hingga terbentuk seperti sekarang ini. Ada tiga tahap dalam proses pembentukan bumi, yaitu:

1. Awalnya, bumi masih merupakan planet homogen dan belum mengalami perlapisan atau perbedaan unsur.
2. Pembentukan perlapisan struktur bumi yang diawali dengan terjadinya diferensiasi. Material besi yang berat jenisnya lebih besar akan tenggelam, sedangkan yang berat jenisnya lebih ringan akan bergerak ke permukaan.
3. Bumi terbagi menjadi lima lapisan, yaitu inti dalam, inti luar, mantel dalam, mantel luar, dan kerak bumi.

Perubahan di bumi disebabkan oleh perubahan iklim dan cuaca.

2. Teori Kabut Kant-Laplace

Sejak jaman sebelum Masehi, para ahli telah banyak berfikir dan melakukan analisis terhadap gejala-gejala alam. Mulai abad ke 18 para ahli telah memikirkan proses terjadinya Bumi.
Ingatkah kamu tentang teori kabut (nebula) yang dikemukakan oleh Immanuel Kant (1755) dan Piere de Laplace (1796)? Mereka terkenal dengan Teori Kabut Kant-Laplace. Dalam teori ini dikemukakan bahwa di jagat raya terdapat gas yang kemudian berkumpul menjadi kabut (nebula). Gaya tarik-menarik antar gas ini membentuk kumpulan kabut yang sangat besar dan berputar semakin cepat. Dalam proses perputaran yang sangat cepat ini, materi kabut bagian khatulistiwa terlempar memisah dan memadat (karena pendinginan). Bagian yang terlempar inilah yang kemudian menjadi planet-planet dalam tata surya.

3. Teori Planetesimal

Seabad sesudah teori kabut tersebut, muncul teori Planetesimal yang dikemukakan oleh Chamberlin dan Moulton. Teori ini mengungkapkan bahwa pada mulanya telah terdapat matahari asal. Pada suatu ketika, matahari asal ini didekati oleh sebuah bintang besar, yang menyebabkan terjadinya penarikan pada bagian matahari. Akibat tenaga penarikan matahari asal tadi, terjadilah ledakan-ledakan yang hebat. Gas yang meledak ini keluar dari atmosfer matahari, kemudian mengembun dan membeku sebagai benda-benda yang padat, dan disebut planetesimal. Planetesimal ini dalam perkembangannya menjadi planet-planet, dan salah satunya adalah planet Bumi kita.


Pada dasarnya, proses-proses teoritis terjadinya planet-planet dan bumi, dimulai daribenda berbentuk gas yang bersuhu sangat panas. Kemudian karena proses waktu dan perputaran (pusingan) cepat, maka terjadi pendinginan yang menyebabkan pemadatan (pada bagian luar). Adapaun tubuh Bumi bagian dalam masih bersuhu tinggi.

4. Teori Pasang Surut Gas

Teori ini dikemukakan leh jeans dan Jeffreys, yakni bahwa sebuah bintang besar mendekati matahari dalam jarak pendek, sehingga menyebabkan terjadinya pasang surut pada tubuh matahari, saat matahari itu masih berada dalam keadaan gas. Terjadinya pasang surut air laut yang kita kenal di Bumi, ukuranya sangat kecil. Penyebabnya adalah kecilnya massa bulan dan jauhnya jarak bulan ke Bumi (60 kali radius orbit Bumi). Tetapi, jika sebuah bintang yang bermassa hampir sama besar dengan matahari mendekati matahari, maka akan terbentuk semacam gunung-gunung gelombang raksasa pada tubuh matahari, yang disebabkan oleh gaya tarik bintang tadi. Gunung-guung tersebut akan mencapai tinggi yang luar biasa dan membentuk semacam lidah pijar yang besar sekali, menjulur dari massa matahari tadi dan merentang kea rah bintang besar itu.


Dalam lidah yang panas ini terjadi perapatan gas-gas dan akhirnya kolom-kolom ini akan pecah, lalu berpisah menjadi benda-benda tersendiri, yaitu planet-planet. Bintang besar yang menyebabkan penarikan pada bagian-bagian tubuh matahari tadi, melanjutkan perjalanan di jagat raya, sehingga lambat laun akan hilang pengaruhnya terhadap-planet yang berbentuk tadi. Planet-planet itu akan berputar mengelilingi matahari dan mengalami proses pendinginan. Proses pendinginan ini berjalan dengan lambat pada planet-planet besar, seperti Yupiter dan Saturnus, sedangkan pada planet-planet kecil seperti Bumi kita, pendinginan berjalan relatif lebih cepat.


Sementara pendinginan berlangsung, planet-planet itu masih mengelilingi matahari pada orbit berbentuk elips, sehingga besar kemungkinan pada suatu ketika meraka akan mendekati matahari dalam jarak yang pendek. Akibat kekuatan penarikan matahari, maka akan terjadi pasang surut pada tubuh-tubuh planet yang baru lahir itu. Matahari akan menarik kolom-kolom materi dari planet-planet, sehingga lahirlah bulan-bulan (satelit-satelit) yang berputar mengelilingi planet-planet. peranan yang dipegang matahari dalam membentuk bulan-bulan ini pada prinsipnya sama dengan peranan bintang besar dalam membentuk planet-planet, seperti telah dibicarakan di atas.

5. Teori Bintang Kembar

Teori ini dikemukakan oleh seorang ahli Astronomi R.A Lyttleton. Menurut teori ini, galaksi berasal dari kombinasi bintang kembar. Salah satu bintang meledak sehingga banyak material yang terlempar. Karena bintang yang tidak meledak mempunyai gaya gravitasi yang masih kuat, maka sebaran pecahan ledakan bintang tersebut mengelilingi bintang yang tidak meledak. Bintang yang tidak meledak itu adalah matahari, sedangkan pecahan bintang yang lain adalah planet-planet yang mengelilinginya

Kesimpulan

Ada dua kesimpulan yang dapat diambil dari penjelasan mengenai proses terbentuknya bumi, yaitu:

1. Bumi berasal dari suatu gumpalan kabut raksasa yang meledak dahsyat, kemudian membentuk galaksi dan nebula. Setelah itu, nebula membeku membentuk galaksi Bima Sakti, lalu sistem tata surya.Bumi terbentuk dari bagian kecil ringan yang terlempar ke luar saat gumpalan kabut raksasa meledak yang mendingin dan memadat sehingga terbentuklah bumi.

2. Tiga tahap proses pembentukan bumi, yaitu mulai dari awal bumi terbentuk, diferensiasi sampai bumi mulai terbagi ke dalam beberapa zona atau lapisan, yaitu inti dalam, inti luar, mantel dalam, mantel luar, dan kerak bumi.


Sumber ; http://www.kaskus.us/showthread.php?t=3174337

IM2 Broadband Prabayar

1. dengan mekanisme sharing bandwidth, kecepatan koneksi akan bergantung
pada kondisi jaringan saat koneksi tersebut dilakukan / with bandwidth sharing mechanism, speed of connection will depend on network infrastructure when the connection is doing 2. setelah jumlah pemakaian mencapai 2 GByte, kecepatan akan turun up to 64 Kbps / after uses of internet is 2 GByte, connection speed will be 64 Kbps 3. min Rp.100.000 dalam 1 bulan (berlaku kelipatan), masa berlaku voucher adalah 1 bulan sejak tanggal aktivasi /minimum once in a month, with minimum total of amount is Rp.100.000 (multiply is valid), effective period of voucher 1 month depend on user activation date.


kajhdkjahsdfhasjdhaj jashdkja kajsh akjsdhakjshd akjdh akjdh ajsdh akjdh asdh ajsdh ad askfj alkshdfl ashfdl a
a dalksdfj asf akl

6 alasan untuk bangun pagi

Banyak orang yg mengeluh karena pekerjaannya menumpuk dan dia selalu kekurangan waktu utk menyelesaikannya, dan akibatnya terkadang harus lembur.

Ada banyak teknik manajemen waktu utk menyelesaikan persoalan seperti diatas. Tapi dalam thread ini saya mencoba fokus pada satu teknik yang terkadang banyak diremehkan orang.
BANGUN LEBIH PAGI..



Ya, itu tidak mudah, diperlukan komitmen dan disiplin, tetapi hasilnya sangat berharga.

sebelum anda memutuskan utk merubah kebiasaan bangun lebih pagi, ada baiknya anda merencanakan apa yg akan anda lakukan seharian penuh. karena itu akan memotivasi anda utk terus bangun lebih awal..

berikut 6 alasan yg bisa membuat kita bangun lebih awal dari biasanya:

1. Pagi adalah waktu yang sangat baik untuk pengembangan pribadi.
Spoiler for pengenmbangan diri:



terkadang masalah kita adalah tidak punya waktu untuk membaca buku, belajar hal-hal baru ataupun mencoba ide-ide yang baru. waktu pagi yg tenang adalah hadiah kiriman dari Tuhan yang harus anda gunakan untuk tumbuh sendiri (secara profesional, emosional, Fisik, mental dan spiritual).
Gunakan waktu ini untuk "mengasah pisau" anda
.
2. Bagun pagi untuk menjaga Kesehatan.
Spoiler for jogging:

Tubuh adalah satu-satunya hal yang ada dalam kendali Anda, Jadi, latihlah dia dengan jogging yoga dsb. Semakin awal Anda bangun, semakin banyak Anda dapat membakar kalori dan semakin sehat anda
.
3. Bangun untuk mempersiapkan diri menghadapi hal-hal yang besar dan rumit.
Spoiler for selesaikan yg kecil dan mudah:

selesaikan seluruh pekerjaan kecil dan mudah pada pagi hari, sehingga tidak merepotkan Anda di kemudian hari
.
4. Bangun pagi untuk meningkatkan produktivitas.
Spoiler for produktivitas:

Jika Anda bangun lebih awal, Anda membuat hari Anda lebih lama, Anda dapat melakukan lebih banyak hal dalam satu hari dari yang biasanya Anda lakukan sebelumnya

5. Manfaatkan waktu Pagi untuk berpikir.
Spoiler for thingking:

waktu pagi hari yang tenang adalah waktu yg paling cocok bagi kita untuk memecahkan masalah-masalah penting, karena pada waktu pagi otak Anda santai dan pikiran jauh lebih tajam.
hampir 80% org sukses bangun lebih awal dari org kebanyakan
(http://finance.yahoo.com/expert/arti...adership/23188).

6. Bangun pagi untuk melakukan Meditasi.
Spoiler for meditasi:

Meditasi dapat menginduksi keseimbangan emosional. Jika Anda memulai hari Anda dengan meditasi Anda dapat menjaga keseimbangan emosional Anda sepanjang hari. Pagi hari adalah waktu yang paling baik untuk meditasi karena kondisi fisik dan pikiran Anda masih dalam keadaan fress.

Sumber ::: http://www.kaskus.us/showthread.php?t=2810666

Jam kerja Organ Tubuh

Zaman sekarang masyarakat sudah super sibuk,jadi setiap orang terkadang lupa dengan kesehatan dalam tubuhnya sendiri...Jadi gw mau sedikit kasih info jadwal kerja organ tubuh kita...Biar para juragan semua dapat beraktivitas dengan pola hidup yang sehat.

Berikut jadwal kerja organ kita :

LAMBUNG Jam 07.00 - 09.00 Jam piket organ lambung
sedang kuat, sebaiknya makan pagi untuk proses pembentukan energi
tubuh sepanjang hari. Minum jus atau ramuan sebaiknya sebelum sarapan
pagi, perut masih kosong sehingga zat yang berguna segera terserap
tubuh.

LIMPA Jam 09.00 - 11.00 Jam piket organ limpa
kuat, dalam mentransportasi cairan nutrisi untuk energi pertumbuhan.
Bila pada jam-jam ini mengantuk, berarti fungsi limpa lemah. Kurangi
konsumsi gula, lemak, minyak dan protein hewani.

JANTUNG Jam 11.00 - 13.00 Jam piket organ jantung
kuat, harus
istirahat, hindari panas dan olah fisik, ambisi dan emosi terutama
pada penderita gangguan pembuluh darah.

HATI Jam 13.00 - 15.00 Jam piket organ hati lemah,
bila orang tidur, darah merah berkumpul dalam organ hati dan terjadi
proses regenerasi sel-sel hati. Apabila fungsi hati kuat maka tubuh
kuat untuk menangkal semua penyakit.

PARU-PARU Jam 15.00 - 17.00 Jam piket organ
paru-paru lemah, diperlukan istirahat, tidur untuk proses pembuangan
racun dan proses pembentukan energi paru-paru

GINJAL Jam 17.00 - 19.00 Jam piket organ ginjal
kuat, sebaiknya digunakan untuk belajar karena terjadi proses
pembentukan sumsum tulang dan otak serta kecerdasan.

LAMBUNG Jam 19.00 - 21.00 Jam piket organ lambung
lemah sebaiknya tidak mengkonsumsi makan yang sulit dicerna atau lama
dicerna atau lebih baik sudah berhenti makan

LIMPA Jam 21.00 - 23.00 Jam piket organ limpa
lemah, terjadi proses pembuangan racun dan proses regenerasi sel
limpa. Sebaiknya istirahat sambil mendengarkan musik yang menenangkan
jiwa, untuk meningkatkan imunitas.

JANTUNG Jam 23.00 - 01.00 Jam piket organ jantung
lemah. Sebaiknya sudah beristirahat tidur, apabila masih terus bekerja
atau begadang dapat melemahkan fungsi jantung.

HATI Jam 01.00 - 03.00 Jam piket organ hati kuat.
Terjadi proses pembuangan racun/limbah hasil metabolisme tubuh.
Apabila ada gangguan fungsi hati tercermin pada kotoran dan gangguan
mata. Apabila ada luka dalam akan terasa nyeri.

PARU-PARU Jam 03.00 - 05.00 Jam piket organ
paru-paru kuat, terjadi proses pembuangan limbah/racun pada organ
paru-paru, apabila terjadi batuk, bersin-bersin dan berkeringat
menandakan adanya gangguan fungsi
paru-paru. Sebaiknya digunakan untuk olah nafas untuk mendapatkan
energi paru yang sehat dan kuat.

USUS BESAR Jam 05.00 - 07.00 Jam piket organ usus
besar kuat, sebaiknya biasakan BAB secara teratur.


sumber :
http://vibizlife.com/health_details....page=47&id=267
http://www.kaskus.us/showthread.php?t=2788243

DMAIC (Define-Measure-Analyze-Improve-Control)

No matter how you approach deploying improvement teams in your organization, they will all need to know what is expected of them. That is where having a standard improvement model such as DMAIC (Define-Measure-Analyze-Improve-Control) is extremely helpful. It provides teams with a roadmap. DMAIC is a structured, disciplined, rigorous approach to process improvement consisting of the five phases mentioned, where each phase is linked logically to the previous phase as well as to the next phase.

There are many resources that describe the DMAIC process. Our purpose here is to focus on special considerations for using the Lean Six Sigma DMAIC process in a service environment, including both methods and tools that are particularly helpful as well as hints on how to model the people side of each phase.

* Elements of Define (DMAIC)
* Elements of Measure (DMAIC)
* Elements of Analyze (DMAIC)
* Elements of Improve (DMAIC)
* Elements of Control (DMAIC)
* Process Simulation and Modeling
* Difference Between DMAIC and Design For Six Sigma (DFSS)



Elements of Define (DMAIC)

The first phase is Define. During the Define phase, a team and its sponsors reach agreement on what the project is and what it should accomplish. Presuming that a draft of the Project Charter is already in place, the main work in the Define phase is for the project team to complete an analysis of what the project should accomplish and confirm understanding with the sponsor(s). They should agree on the problem, which customers are affected, and how the current process or outcomes fail to meet their customers’ needs through "Voice of the Customer or Critical-To-Quality (CTQ)." The outcome of the Define phase is:

* A clear statement of the intended improvement (Project Charter)
* A high-level map of the Processes (SIPOC)
* A list of what is important to the customer (CTQ)
* An understanding of the project's link to corporate strategy and its contribution to ROIC

The tools most commonly used in the Define phase are:

* Project Charter
* Stakeholder analysis
* Suppliers, Inputs, Process, Output, and Customers (SIPOC) process map
* Voice of the Customer
* Affinity Diagram
* Kano Model
* Critical-To-Quality (CTQ) tree

The following sections provide a brief description of the above tools and techniques.
Project Charter

The charter is a contract between the organization’s leadership and the project team created at the outset of the project. Its purpose is:

* To clarify what is expected of the team
* To keep the team focused
* To keep the project and team aligned with organizational priorities
* To transfer the project from the champion to the team

Back to Define Tools
Stakeholder Analysis

A DMAIC project will require a fundamental change in the process. In an effort to mitigate the resistance to change when the improvement is implemented, it is crucial to identify the stakeholders early on, and to develop a communication plan for each of them. Typical stakeholders include managers, people who work in the process under study, upstream and downstream departments, customers, suppliers and finance. Regular communication can create more buy-in, identify better solutions, and avoid pitfalls.

Back to Define Tools
SIPOC Process Map

A SIPOC is a high-level process map that includes Suppliers, Inputs, Process, Output, and Customers. Quality is judged based on the output of a process. The quality is improved by analyzing inputs and process variables. An example of a SIPOC Process Map is provided below.


Using DMAIC to Improve Service Processes

SIPOC Process Map example
View large image | Read accessible description of image
Figure 1: SIPOC Process Map example

Back to Define Tools
Voice of the Customer

The "Voice of the Customer" is a process used to capture the requirements/feedback from the customer (internal or external) to provide them with best-in-class service/product quality. This process is all about responsiveness and constantly innovating to capture the changing requirements of the customers over time.

The "Voice of the Customer" is the term used to describe the stated and unstated needs or requirements of the customer. The “Voice of the Customer” can be captured in a variety of ways: Direct discussion or interviews, surveys, focus groups, customer specifications, observation, warranty data, field reports, complaint logs, etc.

This data is used to identify the quality attributes needed for a supplied component or material to incorporate in the process or product. The VOC is critical for an organization to:

* Decide what products and services to offer
* Identify critical features and specifications for those products and services
* Decide where to focus improvement efforts
* Obtain a baseline measure of customer satisfaction against which improvement will be measured
* Identify key drivers of customer satisfaction

The following is a list of typical outputs of the VOC process:

* A list of customers and customer segments
* Identification of relevant reactive and proactive sources of data
* Verbal or numerical data that identify customer needs
* Defined Critical-To-Quality requirements (CTQs)
* Specifications for each CTQ requirement

Back to Define Tools
Affinity Diagram

An Affinity Diagram (sometimes referred to as a "KJ", after the initials of the person who created this technique, Kawakita Jiro) is a special kind of brainstorming tool. You use an Affinity Diagram to:

* Gather large numbers of ideas, opinions, or issues and group those items that are naturally related
* Identify, for each grouping, a single concept that ties the group together

Affinity Diagram example
View large image | Read accessible description of image
Figure 2: Affinity Diagram example

An Affinity Diagram is especially useful when:

* Chaos exists
* The team is drowning in a large volume of ideas
* Breakthrough thinking is required
* Broad issues or themes must be identified

Building an Affinity Diagram is a creative rather than a logical process that encourages participation because everyone's ideas find their way into the exercise.

Back to Define Tools
Kano Model

Developed in the 80's by Professor Noriaki Kano, the Kano model is based on the concepts of customer quality and provides a simple ranking scheme which distinguishes between essential and differentiating attributes. The model is a powerful way of visualizing product characteristics and stimulating debate within the design team. Kano also produced a rigorous methodology for mapping consumer responses into the model. Product characteristics can be classified as:

* Threshold / Basic attributes
Attributes which must be present in order for the product to be successful, and can be viewed as a 'price of entry'. However, the customer will remain neutral towards the product even with improved execution of these threshold and basic attributes.
* One dimensional attributes (Performance / Linear)
These characteristics are directly correlated to customer satisfaction. Increased functionality or quality of execution will result in increased customer satisfaction. Conversely, decreased functionality results in greater dissatisfaction. Product price is often related to these attributes.
* Attractive attributes (Exciters / Delighters)
Customers receive great satisfaction from a feature and are willing to pay a price premium. However, satisfaction will not decrease (below neutral) if the product lacks the feature. These features are often unexpected by customers and can be difficult to establish as needs during initial design. They are sometimes called unknown or latent needs.

An example of Kano Model is provided below.

Kano Model example
View large image | Read accessible description of image
Figure 3: Kano Model example

Back to Define Tools
Critical-To-Quality (CTQ) tree

The purpose of Critical-To-Quality trees is to convert customer needs/wants to measurable requirements for the business to implement.

For example: A retail merchant was receiving a significant number of complaints regarding their homeowner warranty policies from their customers. By analyzing customer survey data and developing the CTQ tree, the business was able to identify critical-to-satisfaction requirements. These requirements became the focus for improving customer satisfaction. The business eliminated mandatory warranty visits and made all warranty visits optional. Eliminating mandatory visits satisfied the customers who thought there were too many visits and adding an extra optional visit satisfied customers who thought there were too few visits. Expanding the time frame for scheduling warranty visits from two weeks to three months eliminated the inconvenience for customers who had busy schedules and found the time frame difficult to manage.

The business took a general, difficult-to-measure need (to improve homeowner warranty satisfaction) and developed specific, measurable, and actionable requirements to drive improvements in customer satisfaction.

Critical-to-Quality (CTQ) tree example
View large image | Read accessible description of image
Figure 4: Critical-to-Quality (CTQ) tree example

Key Concept

The tools most commonly used in the Define phase are:

* Project Charter
* Stakeholder Analysis
* Suppliers, Inputs, Process, Output, and Customers (SIPOC) Process Map
* Voice of the Customer
* Affinity Diagram
* Kano Model
* Critical-To-Quality (CTQ) Tree

Back to Define Tools
Reference

* iSixSigma.com
* http://www.army.mil/ArmyBTKC/focus/cpi/tools3.htm#m

Lean Six Sigma

The root of both Lean and Six Sigma reach back to the time when the greatest pressure for quality and speed were on manufacturing. Lean rose as a method for optimizing automotive manufacturing; Six Sigma evolved as a quality initiative to eliminate defects by reducing variation in processes in the semiconductor industry. It is not surprising that the earliest adopters of Lean Six Sigma arose in the service support functions of manufacturing organizations like GE Capital, Caterpillar Finance, and Lockheed Martin.

Lean Six Sigma for services is a business improvement methodology (details on DMAIC) that maximizes shareholder value by achieving the fastest rate of improvement in customer satisfaction, cost, quality, process speed, and invested capital. The fusion of Lean and Six Sigma improvement methods is required because:

* Lean cannot bring a process under statistical control
* Six Sigma alone cannot dramatically improve process speed or reduce invested capital
* Both enable the reduction of the cost of complexity

Ironically, Six Sigma and Lean have often been regarded as rival initiatives. Lean enthusiasts note that Six Sigma pays little attention to anything related to speed and flow, while Six Sigma supporters point out that Lean fails to address key concepts like customer needs and variation. Both sides are right. Yet these arguments are more often used to advocate choosing one over the other, rather than to support the more logical conclusion that we blend Lean and Six Sigma.

How is it that Six Sigma and Lean are complementary? Here’s a quick overview



Six Sigma:
* Emphasizes the need to recognize opportunities and eliminate defects as defined by customers
* Recognizes that variation hinders our ability to reliably deliver high quality services
* Requires data driven decisions and incorporates a comprehensive set of quality tools under a powerful framework for effective problem solving
* Provides a highly prescriptive cultural infrastructure effective in obtaining sustainable results
* When implemented correctly, promises and delivers $500,000+ of improved operating profit per Black Belt per year (a hard dollar figure many companies consistently achieve)

Lean:

* Focuses on maximizing process velocity
* Provides tools for analyzing process flow and delay times at each activity in a process
* Centers on the separation of "value-added" from "non-value-added" work with tools to eliminate the root causes of non-valued activities and their cost
o The 8 types of waste / non-value added work
+ Wasted human talent – Damage to people
+ Defects – "Stuff" that’s not right & needs fixing
+ Inventory - "Stuff" waiting to be worked
+ Overproduction – "Stuff" too much/too early
+ Waiting Time – People waiting for "Stuff" to arrive
+ Motion – Unnecessary human movement
+ Transportation – Moving people & "Stuff"
+ Processing Waste – "Stuff" we have to do that doesn’t add value to the product or service we are supposed to be producing.
* Provides a means for quantifying and eliminating the cost of complexity

Did You Know?

Approximately 30% to 50% of the cost in service organizations is caused by costs related to slow speed or performing rework to satisfy customer needs.

The two methodologies interact and reinforce one another, such that percentage gains in Return on Investment Capital (ROIC%) are much faster if Lean and Six Sigma are implemented together.

In short, what sets Lean Six Sigma apart from its individual components is the recognition that you cannot do "just quality" or "just speed," you need a balanced process that can help an organization focus on improving service quality, as defined by the customer within a set time limit.


Key Concept

In short, what sets Lean Six Sigma apart from its individual components is the recognition that you cannot do "just quality" or "just speed," you need the balanced process that can help an organization to focus on improving service quality, as defined by the customer within a set time limit.

Hypothesis Testing

In Six Sigma, hypothesis testing helps identify differences between machines, formulas, raw materials, etc. and are the differences statistically significant or not. Without such testing, teams can run around changing machine settings, formulas and so on causing more variation. These knee-jerk responses can amplify variation and cause more problems than doing nothing at all.


In manufacturing, you might want to compare two or more types of raw materials and determine if they produce the same quality. In other words, do the products have the same or different means and variances? If they are the same, which one is less expensive to produce? If they are different, which one best meets the customer's requirements?

Hypothesis testing helps identify ways to reduce costs and improve quality.

There are Three Types of Hypothesis Tests
Classical Method - comparing a test statistic to a critical value
p value Method - the probability of a test statistic being contrary to the null hypothesis
Confidence Interval Method - is the test statistic between or outside of the confidence interval
Setting Up a Hypothesis Test

First, you will need to define a null (H0) and an alternate (Ha) hypothesis.

By default, the null hypothesis assumes that the means, averages or variation are statistically the same. The goal is to prove that they are not statistically the same at some level of confidence (usually 95%, 99%).

Tests can be either two sided or one sided depending on how the null hypothesis is stated.

Null Hypothesis- two sided test Alternate Hypothesis - two sided test
Average(Sample 1) = Average(Sample 2)
Mean(Sample 1) = Mean(Sample 2)
Mean1 - Mean2 = 0 (no difference) Average(Sample 1) not = Average(Sample 2)
Mean(Sample 1) not = Mean(Sample 2)
Mean1 - Mean2 not = 0
Variance(Sample 1) = Variance(Sample 2) Variance(Sample 1) not = Variance(Sample 2)

Null Hypothesis - one sided test Alternate Hypothesis - one sided test
Average(Sample 1) <= Average(Sample 2)
Average(Sample 1) >= Average(Sample 2)
Mean(Sample 1) <= Mean(Sample 2)
Mean(Sample 1) >= Mean(Sample 2)
Mean1 - Mean2 <= 0
Mean1 - Mean2 >= 0 Average(Sample 1) > Average(Sample 2)
Average(Sample 1) < Average(Sample 2)
Mean(Sample 1) > Mean(Sample 2)
Mean(Sample 1) < Mean(Sample 2)
Mean1 - Mean2 > 0
Mean1 - Mean2 < 0
Variance(Sample 1) <= Variance(Sample 2)
Variance(Sample 1) > = Variance(Sample 2) Variance(Sample 1) > Variance(Sample 2)
Variance(Sample 1) < Variance(Sample 2)


Then, using data from the test:
Calculate the test statistic (t test, f test, z test, ANOVA, etc.).
The test statistic is often converted to a p value (probability), but not always.
Compare the test statistic to:
a significance level (a) or confidence level (1-a)
a critical value (e.g., Fcrit)
to determine if you can accept or reject the null hypothesis.
Hypothesis Test
Compare
Result
Classical Method test statistic > critical value
(i.e. F > F crit) Reject the null hypothesis
Classical Method test statistic < critical value
(i.e. F < F crit) Accept the null hypothesis
p value Method p value < a Reject the null hypothesis
p value Method p value > a Accept the null hypothesis


Determining the Correct Test Statistic

Consider your data.
Is it variable (i.e., measured - 3.4 lbs) or attribute (i.e., counted - 3 defects)?
Are there one, two or more samples?

Variable Data 1 Sample 2 Samples 2 or More Samples
t-test one sample F-Test
One Factor t-test ANOVA
One Way ANOVA
Two Factor Two Way ANOVA
Two Way ANOVA with Replication
Attribute Data 1 Sample 2 Samples 2 or More Samples
One Factor One Sample Proportion Test Two Sample Proportion Test Chi Square Test
Two Factor Chi Square Test


Are you comparing the means or variance?
Number of levels or treatments 1 2 3+
Mean (Average) t-test
one sample t test ANOVA
One Way ANOVA
Two Way ANOVA
Two Way ANOVA with Replication
Variance (Standard Deviation2) F test ANOVA
One Way ANOVA
Two Way ANOVA
Two Way ANOVA with Replication
Z Test


Type I and II Errors

Hypothesis testing seeks to determine if the means or variances are the same or different at some level of confidence. Since we can never be totally confident, it is possible to encounter two types of errors:
Type I error - Reject a null hypothesis that is true (Producer's Risk)
Type II error - Not reject a null hypothesis that is false (Consumer's Risk)
Choose a confidence (or significance) level that will minimize the risk associated with these errors.

All of these hypothesis tests are included in the QI Macros Statistical Process Control software.

apa sih Wi-Fi?

Penggunaan Wi-Fi

1.Sekali lagi, apa sih Wi-Fi?

Wi-Fi adalah salah satu standard wireless networking. Dengan menggunakan peralatan yang sesuai, kita bisa terkoneksi ke jaringan tanpa menggunakan kabel. Saat ini secara umum berlaku standard IEEE 802.11b, IEEE 802.11a dan IEEE 802.11g.


2. Perangkat yang dibutuhkan

Dari sisi pengguna, peralatan yang dibutuhkan adalah

* Laptop: tentu saja untuk mengakses internet, anda memerlukan sebuah komputer.Laptop anda harus memiliki slot PCMCIA , karena pada slot ini nanti kita akan memasukkan perangkat Wi-Fi.







* Wifi PCMCIA Card: peralatan yang berfungsi sebagai pemancar dan penerima sinyal.



3. Pemasangan card dan instalasi driver

* Periksa dulu letak slot PCMCIA pada laptop anda.
* Kemudian masukkan Wi-Fi Card anda
* Sampai dengan masuk sempurna
* Setelah itu, maka sistem operasi akan mendeteksi hardware yang baru dimasukkan
* Selanjutnya kita masukkan CD driver dari vendor card.
* Windows akan mencari driver yang sesuai.
* Setelah ketemu dan terinstall, maka akan muncul konfirmasi bahwa hardware telah terinstall
* Setelah semuanya selesai, berarti driver anda sudah terinstall. Langkah ini cukup dilakukan sekali, ketika pertama kali card anda dimasukkan.

Catatan:


Jika anda menjumpai logo seperti di atas pada laptop anda, itu artinya komputer anda sudah memiliki perangkat Wi-Fi yang sudah built-in di dalam komputer anda. Sehingga anda tidak perlu menjalankan langkah2 instalasi seperti di atas. Anda bisa langsung loncat ke point berikut ini.

4. Melakukan koneksi

Setelah driver terinstall, kini saatnya anda melakukan koneksi.ke access point terdekat.

* Pada system tray, cari ikon yang menunjukkan wireless connection, kemudian klik kanan. Maka akan muncul menu pop up, pilih View Available Wireless Network
* Selanjutnya akan muncul sebuah jendela.

Apabila terdapat lebih dari satu access point, maka akan muncul nama-namanya pada jendela tersebut. Pilih salah satu nama access point, beri tanda centang pada Allow me to connect to the selected wireless network even though it is not secure.
Kemudian Klik tombol connect di bawahnya.
* Apabila koneksi berhasil, maka akan muncul konfirmasi sebagai berikut
* Untuk memastikannya, anda bisa memeriksa menggunakan perintah ifconfig, dan pastikan anda sudah mendapatkan nomor IP
* Selanjutnya anda bisa melakukan aktivitas berinternet seperti biasa.

After Action Review

After-action review
What is an after-action review?
An after-action review (AAR) is a tool to evaluate and capture lessons learned. It takes the form of a quick and informal discussion at the end of a project or at a key stage within a project or activity.





When to use an after-action review
After-action reviews enable individuals involved to:

review what has happened summarise new knowledge decide what action should be taken next.This discussion should cover:

what happened and why what went well what needs improvement what lessons can be learned from the experience.Why use an after-action review?
In local government, much work results in the creation of new knowledge. By formalising the way this knowledge is extracted and recorded, it can readily be made available to colleagues and other organisations facing similar challenges.

An AAR provides a quick way of making an informed decision about how to approach the next action.

How to run an after-action review?
An AAR involves major team members and is conducted as soon as possible after the specified stage, project or event. It is structured as an informal brainstorming session to build consensus on the following questions:

What was supposed to happen? What actually happened? Why were there differences? What did we learn? What are the lessons for next time?You may want to ask some more probing questions in these areas:

What did we set out to do? What were our objectives and deliverables? What did we actually achieve? What went well? What could have gone better? Why did it happen like that? What did we do? What would we do differently next time? How does this affect the next stage? What needs to be disseminated to whom and how?It is important to create an atmosphere of trust and openness, and to emphasise that this is a learning event, not a performance evaluation.

It is also important to focus on improvement and to ensure that any mistakes made or poor practice identified can be turned into a learning opportunity.

The review outcomes are normally captured during the session, on flip chart paper or electronically. This will depend on who the information is intended for and how it will be used.

By recording and storing the outcomes of the AAR on an intranet or website, those involved can refer back to what they have learned.

The material can also be shared with those who may benefit from the acquired learning, particularly those who are working on a similar project or activity.

An independent facilitator may be appointed to help draw out answers, insights and issues, and to ensure that everyone contributes. Alternatively, the AAR could be facilitated by someone from the project team.

How To Select A Six Sigma Quality Improvement Project

You've identified a process improvement area within your business or department. It's easy to figure out what comes next -- just fill out a team charter, select the team and team leader, form the team and get out of the way, right? Well, sort of...

Why Select Projects?Selecting the right project can have a tremendous effect on your business. If done properly, processes will function more efficiently in 3 to 6 months, employees will feel satisfied and appreciated for making business improvements and ultimately shareholders will see the benefit. If project selection is done improperly, a project may be selected that doesn't have the full business buy-in, project roadblocks may not be removed due to other business priorities, the team may feel ineffective and the end result may be less than ideal. No one wins in this situation, especially the quality manager who may look to these same people the next time a need arises. So how do you make sure you select projects in-line with business priorities?
Select Projects In-Line With Your Business PrioritiesHere are five guidelines to keep handy the next time you are evaluating potential quality improvement projects:
Ask your business leader for the three greatest issues facing the business. Make sure your project is one of the issues or is directly related. This will ensure that your management team is giving the project the proper attention and quickly removing roadblocks.
What are the three greatest issues as seen from the eyes of your customers? Look through customer complaint logs, listen to call center telephone conversations and call customers that have stopped your company service. Create a pareto chart to prioritize issues. This will help with project prioritization and project selection.
Is the project manageable? Can the project realistically be completed by a team within six months? If longer, you may lose members as they move to other jobs or the team may feel frustrated that they're not making a difference.
Will the team have a measurable impact on the business processes or financial bottom line? Don't embark on a project without knowing what the benefits are to the business. This will keep your team motivated along the way.
What is your process capability? If you haven't been measuring your process, how do you know it needs improvement? Make sure you know what amount of defects the process is currently producing and define your project desired outcome.
Every business is different and you should ensure that your specific priorities are taken into account when evaluating and prioritizing potential projects. Spreadsheets or databases can help you organize potential projects by assigning evaluation categories, values and weightings to create a consistent selection process. If you create a project selection template and provide it to iSixSigma, you could be featured here!

Integrated management systems

What are integrated management systems?
Integration
Integrated means combined; putting all the internal management practices into one system but not as separate components. For these systems to be an integral part of the company's management system there have to be linkages so that the boundaries between processes are seamless.

System
A system is the interconnection of components to achieve a given objective. These components include the organisation, resources and processes. Therefore, people, equipment and culture are part of the system as well as the documented policies and practices.

A definition
An integrated management system (IMS) is a management system which integrates all components of a business into one coherent system so as to enable the achievement of its purpose and mission

What should be integrated?
Anything which has an effect on business results must be part of the management system. Therefore, an IMS should integrate all currently formalised systems focusing on quality, health and safety, environment, personnel, finance, security etc. What this means is that all the processes and the documents that describe them would be integrated.

What integration is not
For something to be integrated it does not just sit next to the other components - it has to be fixed to the others so as to make a whole. Therefore, putting the financial system, the quality system and the environmental system into one book of policies and procedures is not integrating management systems. Creating one national standard for management systems is not integration. Buying a software package which handles quality, safety and environmental documentation is not integration. Merging disciplines such as putting the quality manager, safety manager and environmental manager in one department is not integration. But neither are integrating just quality, health, safety and environment an IMS, as there is only one system in any business. It just so happens that some parts may be formalised and others not.

Integrated management
Sometimes the word 'system' gets omitted, thus changing the subject of integration from system to management. Integrated management is a concept whereby functional management is dispersed throughout an organisation so that managers manage a range of functions, eg a manufacturing manager would manage planning, manufacturing, safety, personnel, quality, environment, finance etc.

Why should management systems be integrated?
The reasons
There are several good reasons for integration, to:
1. Reduce duplication and therefore costs
2. Reduce risks and increase profitability
3. Balance conflicting objectives
4. Eliminate conflicting responsibilities and relationships
5. Diffuse the power system
6. Turn the focus onto business goals
7. Formalise informal systems
8. Harmonise and optimise practices
9. Create consistency
10 Improve communication
11.Facilitate training and development

The pressure
The pressure to integrate a company's management systems will be from within. It is doubtful that customers will demand an IMS. There are no national or international standards for integrated management systems.

How should systems be integrated?
There are several approaches which can be taken, depending on an organisation's current position.

Conversion
If an organisation has a certificated QMS, it can build upon that by adding the necessary processes to cater for health, safety, environmental and other requirements of management system standards. All systems should share the following processes:
1. Bocument development and control
2. Training
3. Internal audit
4. Management review
5. Corrective action
6. Preventive action

There are a few important additions:
risk assessment
- this should address safety risks, environmental impacts and process failure modes. By having a common approach it will be easier to compare risks occurring in different parts of the business
regulations management
- this should cover the capture of regulations on health, safety, security, etc and their analysis and impact
programme management
- this should focus on specific improvement programmes such as safety, environmental and security improvement
public awareness
- this should address the notification aspects of health, safety and environment

The integration comes about by adding new practices to existing processes and hence revising documents to cover health, safety etc.
The weakness with this approach is that the quality of the result very much depends on the approach an organisation took when developing the original quality system.

Merging systems
If an organisation has more than one formal system - eg a quality management system and an environmental management system - it can merge the two systems and proceed to integrate other systems as it begins their formalisation. With this method the organisation can merge documentation where it supports the same process. However it will remain two separate systems unless the labels are removed and quality, safety and environment are no longer separated at the detail level.

System engineering approach
Whether an organisation has an existing formal system or no formal system, it can adopt the system engineering approach to management system development, ie design a system top-down to fulfil a specific objective. The benefits are that one coherent system can be built which serves business needs and does not tie the organisation to a particular standard. The standards are used to assist identify tasks and processes. This approach starts by looking at the business as a whole and establishing its purpose, mission and core processes which achieve this mission. The steps which follow on from this are as follows:

model the business
deploy functions to the model and form process development teams
analyse business processes using flow charts, standards and failure mode analysis techniques
formulate operational policies which will govern the processes
develop procedures to control each business process which define who does what where, when and how

capture existing documentation
identify documentation needs by linking the existing documents to the control procedures
develop document development plan
document the system
implement the new practices
With this approach, existing descriptions of processes, tasks etc are in use when they serve the process objective. If they do not they should be discarded and rewritten. Throughout the focus is on process, not separate disciplines.

Integrated Systems

Integrated Systems from IMS (Northern)
Integrating Quality (ISO 9001), Environment (ISO 14001) and Health and Safety (OHSAS 18001)
Effective Integrated Management Systems (IMSs) take into consideration all activities that have an effect on the business and are implemented at all levels within an organisation regardless of its size or function. A management system, be it quality, health & safety, environmental or financial, should operate seamlessly across all components as part of the day-to-day business functioning. Integration brings together the processes of these systems for effective business management.
Integrated Systems Flowchart

Benefits of an Integrated Management System
Greater focus on company objectives
Reduced business risk
Clearly defined roles and responsibilities for managing the integrated management system
Reduced documentation
Promotion of a single system
Reduced resources to manage the system
Easier to prioritise on key issues
More concise reporting structure
More efficient system – removes duplication
Easier to manage
Helps with multi-skilling

Proses bisnis

Dari Wikipedia bahasa Indonesia, ensiklopedia bebas

Proses bisnis adalah suatu kumpulan pekerjaan yang saling terkait untuk menyelesaikan suatu masalah tertentu. Suatu proses bisnis dapat dipecah menjadi beberapa subproses yang masing-masing memiliki atribut sendiri tapi juga berkontribusi untuk mencapai tujuan dari superprosesnya.

Analisis proses bisnis umumnya melibatkan pemetaan proses dan subproses di dalamnya hingga tingkatan aktivitas atau kegiatan.

Banyak definisi yang telah dijabarkan oleh para ahli manajemen mengenai proses bisnis (lihat bacaan lanjutan). Beberapa karakteristik umum yang dianggap harus dimiliki suatu proses bisnis adalah:

1. Definitif: Suatu proses bisnis harus memiliki batasan, masukan, serta keluaran yang jelas.
2. Urutan: Suatu proses bisnis harus terdiri dari aktivitas yang berurut sesuai waktu dan ruang.
3. Pelanggan: Suatu proses bisnis harus mempunyai penerima hasil proses.
4. Nilai tambah: Transformasi yang terjadi dalam proses harus memberikan nilai tambah pada penerima.
5. Keterkaitan: Suatu proses tidak dapat berdiri sendiri, melainkan harus terkait dalam suatu struktur organisasi.
6. Fungsi silang: Suatu proses umumnya, walaupun tidak harus, mencakup beberapa fungsi.

Sering kali pemilik proses, yaitu orang yang bertanggung jawab terhadap kinerja dan pengembangan berkesinambungan dari proses, juga dianggap sebagai suatu karakteristik proses bisnis.

……………………..

A business process is a set of coordinated tasks and activities, conducted by both people and equipment, that will lead to accomplishing a specific organizational goal. Business process management (BPM) is a systematic approach to improving those processes. The Business Process Management Initiative (BPMI), a non-profit organization, exists to promote the standardization of common business processes, as a means of furthering e-business and business-to-business (B2B) development. To this end, the organization has developed the Business Process Modeling Language (BPML), an Extensible Markup Language (XML)-based metalanguage for modeling business processes