Hasil Pencarian  ::  Simpan CSV :: Kembali

Abstrak :
The industrial transformation phenomenon that leads to more competitive structure in global business environment has become a common issue, and it happens in almost every business sector This condition has forced all business organizations to compete to be the best. Consequently the business competition becomes tougher and the change of environment becomes very complex due to the massive change of environment pressure towards the organization. To able to survive and be the front-runner in such competitive environment, an organization must transform itself to become an HPO organization. According to Lytle (1998:4) HPO is an organization that has a high response to future demands, has ability to provide superior results on three dimensions such as : Performance, Adaptability and People. These three dimensions can be achieved if such organization can manage four basic aspects that are interdependent, covering : Work process and technology, Organization structure, People and Organization cuirure. The transformation process from a traditional organization to become an HPO organization will be properly conducted if the process is managed with proper transformation management principles. In this case, before preceeding with a transformation process, the management must first solve the following issues, such as : Solid business reason for change, Shared vision of the future organization, Clear road map for change process, Comprehensive change strategic and plan, Effective project planning and managing structure, Realistic expectation, Political support, Policies-systems-contracts that support change, Adequate resources, Competent and commited people, Major investment in training and development, Constructive relationship among key parties, involvement people, information available to all, and skillfull out-in leadership. The objective of this research is to identify any critical factors in the transformation process to become an HPO organization, by using study case on PT. Persero Angkasa Pura 1 (AP1). The research is conducted through a qualitative approach by using Soft System Methodology (SSM) from Checkland (1990) as its analytical tools. The use of SSM in this research is based on the consideration that SSM is the most appropriate tool for conducting the research related to the transformation on 'human and culture' aspects. SSM is based on a notion that human and organizational factors cannot be separated from problem solving and decision making (Pidd, 1996). The data collection technique is carried out through an in-depth interview with persons that are mosthr affected by the transformation process, field observation as well as desk research. The research result concludes that the transformation process of an organization to become an HPO organization by PT. Persero Angkasa Pura 1 was not property conducted and has failed. The factors that are attributable to the failure of such transformation process are : misundestanding about HPO concept by management and employees, the low capability of environment assessment by the organization, the inadequate leadership of the companys management, poor of change management, low competency of Human Resources especially in non aero division as well as the existence of culture that is still not conform with the HPO culture. In order to successfully complete the transformation process, the management must be able to solve such issues and utilize strong support from political aspect (Commissioners), the availability of sufficient fund, competent Human resourcess in aero division and high performance of operation.

Abstrak :
Merubah perilaku bukan perkara mudah terutama bila perilaku telah menjadi budaya. Untuk merubah perilaku yang telah membudaya dibutuhkan metode yang sesuai dan tepat sehingga tujuan perubahan bisa tercapai dengan efektif. Model-model perubahan perilaku dan model perubahan budaya yang ada dan telah dikembangkan oleh para ilmuwan barat seperti Anderson Consulting, Marty Smye, Burt and Litwin, Burger dan lain-lain (Burger. et al, 1994) ternyata tidak mudah untuk diterapkan karena membutuhkan waktu yang lama dan biaya besar. Model-model perubahan tersebut juga disusun dari masyarakat yang memiliki latar belakang dan nilai-nilai yang berbeda dengan masyarakat Indonesia pada umumnya, sementara keberhasilan perubahan budaya sangat dipengaruhi oleh nilai-nilai dan sistem yang akan ditanamkan. Dibutuhkan suatu metode dan sistematika perubahan perilaku dan budaya yang lebih dekat dengan sistem nilai masyarakat Indonesia sehingga bisa dijadikan model perubahan yang memiliki karakteristik Indonesia dan lebih mudah dalam implementasinya serta lebih cepat dalam menilai hasilnya Penelitian ini dimaksudkan untuk memahami proses perubahan yang terjadi pada PT. Jawamanis Rafinasi dalam program peningkatan produktivitas melalui implementasi sikap 5S dan pembudayaan kaizen. Dari penelitian ini akan dideskripsikan proses perubahan yang lebih dekat dengan karakteristik budaya Indonesia dalam program peningkatan produktivitas. Untuk mencapai tujuanya, penelitian dilakukan dengan pendekatan kualitatif agar peneliti bisa memperoleh gambaran yang natural, lengkap dan mendalam tentang proses perubahan yang terjadi. Tehnik yang digunakan adalah Deskriptif Analitik dengan analisa data dilakukan di ranah penelitian selama proses penelitian berlangsung dan menempatkan peneliti sebagai instrumen penelitian. Penelitian ini mengambarkan suatu proses perubahan perilaku yang dimulai dari penanaman sikap 5S dan dilanjutkan dengan pembudayaan kaizen yang dititik beratkan pada peningkatan kemampuan pemecahan masalah. Sikap 5S mendorong perilaku efisien dari aspek gerak dan waktu dan berdampak kepada produktivitas. Pembudayaan kaizen meningkatkan kemampuan pemecahan masalah dan penguasaan Plan Do Check and Action (PDCA). Setelah keduanya terimplementasi, perilaku produktif membudaya dan kinerja meningkat. Kesimpulan dari penelitian ini adalah: Pertama, tema umum yang melandasi program perubahan di JMR adalah peningkatan produktivitas melalui penanaman sikap 5S dan pembudayaan kaizen. Kedua, kemunculan fenomena utama disebabkan karena dorongan dari kondisi produktivitas yang rendah, persaingan yang meningkat, inovasi yang kurang dan rendahnya kemampuan pemecahan masalah. Ketiga, faktor kontekstual atas kemunculan fenomena utama berasal dari keinginan perusahaan untuk memiliki budaya produktif dan budaya pengembangan berkelanjutan. Faktor intervening yang mendorong keberhasilan proses perubahan di JMR disebabkan karena: Nilai-nilai yang ditanamkan sederhana (mudah dipahami, dapat dihubungkan langsung dengan perilaku), Adanya komitmen yang tinggi dari pimpinan, kondisi bisnis dan keuangan yang baik, fasilitas produksi yang mendukung, kemampuan leadership di level menengah, dan metode implementasi yang efektif. Keempat, outcome yang dihasilkan dari program ini adalah peningkatan produktivitas yang tinggi, efisiensi produksi meningkat, tertanamnya sikap 5S yang mendorong budaya produktif, meningkatnya kemampuan pemecahan masalah serta peningkatan kesejahteraan karyawan. Penelitian ini juga menyimpulkan bahwa dalam model perubahan perilaku pada industri manufaktur Indonesia khususnya di PT. JMR bahwa unsur komitmen pimpinan menjadi faktor yang sangat penting dalam keberhasilan perubahan perilaku, suatu kondisi yang berbeda dengan model-model perubahan budaya yang telah ada yang lebih menonjolkan pada adanya komitmen anggota organisasi sebagai faktor penting. Selain itu metode pembudayaan 5S dan Kaizen dengan 20% bimbingan dalam kelas dan 80% bimbingan lapangan telah mempercepat proses penerapan nilainilai dalam perubahan perilaku kerja karyawan. Saran dan Rekomendasi yang diajukan adalah: Pertama, agar JMR melembagakan 5S dan kaizen serta melanjutkan program terkait agar 5S dan kaizen membudaya. Kedua, agar model perubahan di JMR ini diikuti oleh perusahaan manufaktur lainya karena telah menunjukkan hasil yang signifikan. Ketiga, agar dunia akademis melanjutkan penelitian seperti ini dengan mengembangkan model-model perubahan yang lebih sesuai dengan karakteristik Indonesia dengan menjadikan penelitian ini sebagai benchmarknya. Ke empat, agar pemerintah menjadikan program 5S dan kaizen sebagai kebijakan dalam peningkatan produktivitas dan daya saing industri nasional dan menghilangkan kebijakan-kebijakan yang menghambatnya serta menyarankan agar pemerintah menanamkan sikap 5S dan pembelajaran kemampuan pemecahan masalah ke dalam pendidikan dasar dan menengah agar masyarakat Indonesia memiliki keunggulan dalam produktivitas dan daya saing.

---

Changing behavior is not a simple things especially when behavior has becama culture. Changing Behaviored culture with the purpose of building a productive and continues improvement culture need to be managed with suitable models that fit with its goal..The existing Models of changing in culture and work behaviour that has been developed by Anderson Consulting, Marty Smye, Burt and Litwin, Burger and others (Burger. et al, 1994), are not easy to implement in fact are not easy to be implemented while also needed high cost in implementation. It is not easy to implement because those models are developed in countries with different cultures with Indonesia, while in other side also need to change in many element of the company such as system, work process and skill which is highly cost to change. We need models of change which is having near similar in most values and cultures with Indonesia so can minimize risks of curtural shocks when implemented and can be adopted smoothly and rather quick. The purpose of this Research is to get understanding of changing cultures in JMR in improving productivity through implementation of work attitudes calls ? 5S concept? and culturation of ?kaizen? concepts. We hope this research will produce models of culture and work behaviour which have specific features and charecteristics of Indonesian?s values and cultures. To come to its goals the process of this research is using qualitative approach to data collections and analyses so can get the insight of the process and get the understanding of change in more natural, complete and deeply.The process of analyses is made in descriptive technique and some others like techniques that commonly used in grounded theory research such as open, axial and selective coding. The reseacher treat himself as the instrument of the research. This research concluded that the process of changing behaviour in JMR started by implementing the attitudes so called ?5R? and continue by culturating the concept of ?kaizen? with stressing focus of developing the problem solving capability of the people in JMR. Implementation of ?5R? attitudes can pushing people to the efficiency of spending time and movement so impacted to productivity while culturation of ?kaizen? concept can improve the capablities of problem solving and practises of PDCA (Plan Do Check Action concept). After these two concepts (5R dan Kaizen) implemented the productive cultures arised and Performence improved. The conclusions of this research are: (1) General themes that caused the need of change in JMR are the need of productivity improvement through impelemntation of 5S concept?s of attitudes and a culturation of ?Kaizen? concepts. (2). The emergence of the main fenomena are caused by conditions of low in productivity level, the increase of competition tempere, low quality in innovations and Low level Capablities in Problem Solving. (3). Contecstual factors that caused the emergence of central fenomena come from the willingness of the company to have productive and contimues improvement cultures. Intervening factors that effecting the sucess of changing process in JMR.