Dealer/Showroom in Industry 4.

Business Process Integration Design Framework

Muhammad Ikhsan

Feb 2019
 Content

• Business Process Excellence Framework toward Industry 4.0

-Business Process Improvement Journey

• Business Process Flow

-Example Business Process Salesman and Sales Counter/Dealer
-Example SOP
-Example SOP Deliverable
• Project Milestone
• Project Team
• Business Process Improvement- Lean Service Best Practice

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Why We Need To Change(1/2)?

Business Survival in 21st Century:

- Every 3 to 7 Years , Organization need to reinvent
- According to The Boston Consulting Group- S&P 500 Company from 50
Years Ago – Only 19% are still in existence

Manufacturers Benchmark Toward Industry 4.0

35% Manufacturers Already use Smart Sensors, 10% plan to Implement them
within a year, and 8% plan to Implement them within 3 Years (Sources: PwC
Study 2017)

How About us?

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Why We need to Change
Manufacturing Benchmark Research and Future ?

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Why We Need To Change(1/2)?

Bahas Customer Business Pain point, Problem

Fianncial Problem : Profit, Revenue, Margin, Cash…. Etc – see Fiancial report or benchmaring
Product /Sales
Process Problem…
Or
Organization/culture

Baru arahkan ke Building block…

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Business Process Excellence Framework toward Industry 4.0
Customer Centric organization

1 Financial Performance

Revenue Cost Margin Volume

2 Product Development & Quality 3 Efficient & Effective Process 4 Digital Capability
Capability
R&D and Process -focused FTE Distribution Business Intelligence Capability
Product Life Cycle Management E2E
Lean Organization Cost Effective of IT infrastructure
Design & Customer Service Quality
Data Excellence Excellence Lean Supply chain End-to-end process IT App Capability
Analytics

Efficient Product Administration Reporting and Monitoring Tools

Research and Development (R&D)
Centre of excellence
Data Warehouse Management - Big Data
Process Automation and sharing

5 Organization & People

Company Culture, Management Leadership, Employee Engagement, Training & Development

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Bahas Block Finance – Manufacturing low margin…
Bahas Block Sales --- no Need…
Bahas Block Effective process,
Digitalization –focus di R&D product development

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Business Process Improvement Journey Cycle Toward Industry 4.0

Learning & Stabilization Improve & Growth

Standardization Phase Phase Phase

Autonomous
Improvement/Optimization Process/System
Copy and Spread best practices
Monitoring & Control Process/System to whole organization
- Project Improvement
Process/System: - Pilot Autonomous
Process/System Standardization -Visual Management - IT system Enabler
-Initial Audit Process/System readiness
- Process/System audit - Standardization
- Design Engineering
- Gemba Audit – Leaders
- Process Work flow
- Quick Win Improvement
(Material and information Flow)
- Standardization
- Daily Management - People
- Reporting control
- Quick Win Improvement

Foundation : Organization & People

Company Culture, Management Leadership, Employee Engagement, Training & Development

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 RAPID steps as platform to define issues, agree root-cause up until the
process is optimized.
Gate Review Gate Review Gate Review Gate Review
1 2 3 4 5
Implementatio
Implementa
Review Analyze Propose Implement D
n eliver
tion
• Review and define • Analyze current • Propose solution and • Implement new 1st ‘To- • Obtain process sign-
problem performance. ‘To-Be’ processes. Be’ processes. off and handover to
• Identify process area • Identify gap and root- • Prepare impact analysis • Review performance and Process Owner.
Key Activities

based on criteria: cause. and cost benefits. Situational Assessment. • Perform post
 High strategic impact • Validate analysis result • Prepare Implementation • Perform fine-tuning. handover monitoring.
 High operational Plan including Change
with target assumption. • Execute process training
impact
Management plan and where necessary.
• Identify project coordinate with
stakeholders, teams and supporting functions. • Prepare 2nd (final) ‘To-
targets. Be’ process docs.

• Project Charter • Gap Analysis report • 1st ‘To-Be’ process • 2nd (Final) ‘To-Be’ • ‘To-Be’ process
process docs. sign-off
Key Outputs

and Activity Plan • Implementation Plan

• Situational Assessment
Best Practices and Tools:
• Lean, Six Sigma • RAPID and RACI matrix • Common sense 

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 Process Integration Milestone

Key Milestone Stakeholder Deliverable 1st Month 2nd Month 3rd Month 3- 12 Month
Tetra data PM &
Kick Off Meeting Client Management
Milestone, deliverable,
Project Team
Team
Initial Audit Business Process
Tetra data PL BP & Recommendation
Process Workflow Project team Client Business process
(Information/ Material Flow Analysis)

Review, Redesign, Validate SOP

R D V
Sales and Marketing
R D V
Customer Services
R D V
Service/Workshop/Production
Tetra data PL BP &
Project team Client Validate Business
Purchasing and Logistics process/SOP
R D V
(PIC each
Information Technology (IT) department R D V

Assigned)
General Affair R D V

Branch Operational R D V

Human Resource R D V

Finance and Accounting R D V

Lean for Service Implementation TBD TBD TBD

Legend: Review Design Validate BP: Business Process, PL ; Project Leader, PM; Project Manage, PIC: Person In charge, TBD: To be define
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 Project Team- Business Process Integration
Isi Empat Pilar: financial expert, Sales expert,
Process Expert dan Automation expert.

Muhammad Ikhsan Wedhy Suharjo 3rd Member :TBD

Project Leader Team Member Team Member
15 Year Experiences 18 Years Experiences

Working Experiences Data Administration Specialist

1. Freelance Consultant Working Experiences:
2. Operation Management System (OMS) Advisor 1. Freelance Consultant
at PT. DHL Supply Chain Indonesia 2. Strategy Development & Implementation at PT.
3. Strategy Development & Implementation at PT. Salam Pasific Indonesia Line
Salam Pasific Indonesia Line 3. Planning And Plant Manager at PT Sumiden
4. Division Head of Strategic Program & Sintered Component IIndonesia (SSI)
Implementation at PT. Indosat, Tbk. 4. Project Development Manager at PT BlueScope
5. Business Improvement Manager at PT. DNX Lysagth IIndonesia (BLI)
Indonesia – Mining Services 5. Production and Quality Improvement
6. Industrial Excellence Manager at PT. UNINDO Coordinator at PT Sumitomo Electric Wintec
(JV Schneider Electric, PT. PLN. Tbk) (SEWI)
7. Quality, Production, Factory Improvement at 6. Process Engineer and New Product Introduction
PT. LG Innotek Indonesia (NPI) at PT PerkinElmer Optoelectronic Indonesia
8. Risk Management Consultant at Grupo Boa Vista
Dedicated to Project: Full time
Dedicated to Project: Full time

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End Slide

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Additional Slide- If needed..
Offering the client to enhanced the Business Process
Improvement by Implementing Lean Services-

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 Business Process Improvement – Lean Services
Best Practice - Experiences

1. Supply Chain Improvement E2E – Mining Services

• Annualized Saving Cost : 1.07 mUSD
2. Bunker Optimization Cost – Fleet Operation- Logistics/Supply chain Industry
• Annualized Saving Cost : 25 bIDR
3. Customer Complaint Handling E2E Improvement- Telecommunication
• Handling time complaint reduction up to 50 %
4. Managed Services- Telecommunication
• Annualized saving cost only for admin staff : 2.5 bIDR

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Lean Services to faced Industry 4.0
Maximize your Business Operation Performance

Lean Services Overview :

Lean has the ability to address a wide range of problems faced by service organizations, such as complexity reduction, sales force
productivity enhancement, operations risk control, cost leadership, combining scale with flexibility, service excellence and improving
employee morale and involvement. Service organizations worldwide are beginning to realize that only those organizations that are
efficient and able to meet the changing needs of customers will survive the fierce competition of the marketplace. Adopting Lean puts
anyone in a position more likely to build an intimate relationship with customers and build a foundation of operational excellence

What the Benefit of Implementing Lean for

Program Objective:
Services/Transactional Industry?:
 Participant clear understanding of the fundamental
principles behind Lean in a service or transactional  Improved Customer Satisfaction (Internal & External)
environment  Improved Work flow and Lead time reduction up to 50%
 Understand Value, Waste, and how customers define Value  Improved Productivity up to 50%
 Able to identify and remove waste, and streamline process  Improved Quality of Service
 Enable participants to plan a practical route for the  Reduced overall operating costs up to 30%
implementation of Lean in a service / transactional environment  Reduce paperwork up to 70%
 Better teamwork and Employee Engagement
 Organized workplace – Space Optimization

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Lean Services to faced Industry 4.0
Maximize your Business Operation Performance

Day 1 : Days 2:
 Lean Thinking Overview- Cost, Quality, Delivery  Standard Work – Takt Time, Cycle time, Lead Time,
 Understanding your Customer – VOC, Segmentation, Throughputs, Load balancing
Quality, KANO Modelling  Value analysis : red and green analysis
 8 Waste, Irregularity, Overburden in Process  Problem Solving - Why Analysis
 6S - Workplace Organizing for better productivity  Kaizen Blitz :-
 Value Stream Mapping  Gemba – Lean Leadership
 Push vs Pull system - One Piece flow  Services Industry journey to face Industry 4.0 challenges
 Visual Management - Control and audit

Participant: Method:
 Staff, Supervisor, Frontline Manager, General Manager  Theoretical Presentation 35%
for Service industry (IT, Financial, Supply chain/Logistics,  Practical Exercise 35%
Retails, Distributors, Healthcare )  Game Simulation 30%

Trainer:
Muhammad Ikhsan: 15 Years Practical Business improvement
that Lead various Business transformation/Improvement form
Multinational Company in Manufacturing, Mining,
IT/Telecommunication, Logistic and Supply chain Industry

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Example Project Snapshot (1/4)
Supply Chain Improvement E2E – Mining Services
Annualized saving : 1.07 mUSD

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Example Project Snapshot (1/4)
Supply Chain Improvement E2E – Mining Services
Annualized saving : 1.07 mUSD

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Example Project Snapshot (2/4)
Bunker Optimization Cost – Fleet Operation – only 1 Fleet – 5 bIDR

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Example Project Snapshot (3/4)
Customer Complaint Handling E2E Improvement- Telco
Lead time complaint handling E2E reduction up to 50%

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Example Project Snapshot (4/4)
Managed Services- Telco –annualized saving for 2.5 bIDR

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