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RITZ CARLTON GOLD STANDARD CULTURE January 13, 2010

Posted by Bima Hermastho in Expert Briefing.
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PROF. ULRICH ON HR TRANSFORMATION January 13, 2010

Posted by Bima Hermastho in Expert Briefing.
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TQM AND SCM: SHARED GOALS January 8, 2010

Posted by Bima Hermastho in Total Productive Management.
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Total quality management (TQM) and supply chain management (SCM) have both played an increasing role in strengthening organizational competitiveness. In the continually changing global market, quality products alone are no longer enough.

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New challenges now include a focus on supply to determine the right time and place for product delivery. International business competition is no longer limited to organizations but now includes the supply chains. Although both TQM and SCM are critical to organizational performance, they are rarely considered together.

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IS YOUR CORPORATE TRAINING PROGRAMME RELEVANT FOR TODAY’S ECONOMIC REALITY? January 8, 2010

Posted by Bima Hermastho in Corporate Training.
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Several years ago, as the training director for a $1 billion bank, my job was to teach leadership and management skills to managers and officers. While all of my programme reviews were enthusiastic and excellent, I began to see a decrease in attendance. Budgets were being cut and the various departments were reluctant to send their people to the class because they could no longer justify losing a revenue generator for one day.

A thorough review of the training programme by me and my colleagues revealed that the department managers were under increasing pressures to deliver improved business results that were secondary to the focus of our programmes. In short, my programmes were teaching critical, but soft skills such as leadership, motivation, and performance evaluation at the expense of hard skills such as increasing deposits, improving the efficiency ratio, and lowering loan default rates. From the department executive’s perspective, they could not justify the return on investment in soft skill training. Something had to be done.

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REDUNDANCY: HANDLING THE PROCESS SUCCESSFULLY January 8, 2010

Posted by Bima Hermastho in Industrial Relations.
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Sadly more and more people are being affected by redundancy – either as those responsible for implementing it, being made redundant or both.

When organizations find that they have surplus staff it does not automatically lead to redundancy. The circumstances leading to the surplus will vary. In the event of the closure of an organization redundancy is inevitable. However, there are other ways of handling staff surpluses which may avoid redundancy, or compulsory redundancy, or at least reduce the scale of redundancy. Much will depend on whether or not a fall in demand or financial problems are temporary or not and if not for how long.

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LEAN SUPPLY CHAIN: LEARNING FROM THE TOYOTA PRODUCTION SYSTEM January 8, 2010

Posted by Bima Hermastho in Lean Six Sigma.
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The three big motor companies (the Big 3) – General Motors (GM), Ford & Chrysler almost dominated the global market in early twentieth century. In 1994, Toyota replaced Chrysler, and it became the global No. 2 motor manufacturer by squeezing out Ford in 2003. Since 2008, Toyota has replaced GM to be the largest automaker globally.

image How did Toyota achieve its success? It all started with the first President of Toyota Motor Corporation, Kiichiro Toyoda, who set up the company’s objective “to use small lot size with cheaper vehicles to compete with the cost of American motor companies by continuously reducing cost through waste elimination”. The second president, Eiji Toyoda, went further to improve Toyota’s manufacturing process. In 1950, after the Second World War, Toyota learnt the concepts of continuous material flow, process standardization and waste elimination from Henry Ford’s book, Today and Tomorrow. Moreover, Toyota developed one-piece flow and the concept of “Pull System” which was inspired by American supermarkets. After decades of practice and refinement, the above principles and the concepts form the core of judoka and just-in-time (JIT), making the Toyota Production System (TPS) more functional.

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HEATHROW TERMINAL 5: A FRESH APPROACH TO THE BALANCED SCORECARD January 8, 2010

Posted by Bima Hermastho in Balanced Scorecard.
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Heathrow Terminal 5 opened on 27 March 2008 with high expectations. It represents a major step in the transformation of Heathrow and it is now a major gateway to the UK.

From the start T5 was different and it needed to be due to its size, complexity and proximity. Despite some teething problems on opening, T5 was a catalyst for new and improved ways of working. One such initiative is the application of a Balanced Scorecard approach in managing quality in major projects.

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The T5 project

BAA’s Terminal 5 Programme at London Heathrow Airport was one of Europe’s largest construction projects. Terminal 5 caters for approximately 30 million passengers a year and provides additional terminal and aircraft packing capacity. There are 42 aircraft stands (in phase one) including stands to cater for the Airbus A380. T5 features a world-class transport interchange connecting road, rail and air transport. The Heathrow Express from London Paddington and the Piccadilly Line have been extended and a new spur road links T5 to the M25 motorway. Passengers move from the terminal to satellite buildings by a driver-less tracked transit system. The new 87-metre control tower will meet the longer term demands of air traffic control at Heathrow. The facility opened to the public on 27 March 2008 and represents a £4.3 billion investment to BAA.

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GROWING THROUGH INNOVATION: EXAMPLES FROM WHIRPOOL AND CRAYOLA January 8, 2010

Posted by Bima Hermastho in Change Management.
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Most companies agree innovation is a key avenue to growth, but far too often the implementation is lacking. Some companies stop at lip service, somehow believing that if you say you value innovation it is equal to being innovative. Just think of how many companies do not include innovation as part of their mission statements!

imageThen there are companies that try to isolate innovation in a "Skunk Works," keeping its work separate from "normal" business. Skunk Works is a term that means a group of people who, in order to achieve unusual results, work on a project in a way that is outside the usual rules.

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RECRUITMENT AND TALENT 2010 … THE END OF THE ULRICH ERA? January 6, 2010

Posted by Bima Hermastho in Recruitment.
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In a roundtable discussion, top recruitment and HR professionals discussed the beginnings of recovery in recruitment, upskilling HR, and what lies ahead for HR. Things are getting better towards the end of the year, according to Anthony Pierce, HR practice leader, Hudson. There were headcount freezes over the summer which have now been lifted. Overall, it was a bit like being punched in the first half of the year, and you have to get back on your feet again, said Courtenay HR leader Gareth Jones. In terms of HR, Alex Rickard, head of HR at financial services firm Towry Law, looked at how they could be smarter. If you have a good HR team, that team can be good anywhere in the business. And HR has got to get better at metrics, at being able to demonstrate value-add, because that’s the language the business understands, said Linda Kennedy, VP, people, at telecoms business Orange.

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USING A ROADMAP FOR HR TECHNOLOGY January 4, 2010

Posted by Bima Hermastho in Technology.
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Like most companies, Turner Broadcasting Systems Inc. in Atlanta cut costs during the recession. The cuts had an impact on its HR technology plans. Unlike many companies, however, Turner had an HR technology road map that made it easier to decide what technology projects to postpone.

Turner, with about 11,000 employees, has had HR technology road maps for a number of years and the plan didn’t change, says Karen Bennett, SPHR, senior vice president of HR. "We just slowed the timing a little in response to the smaller budget." Now that the economy is showing signs of rebounding, hiring is likely to follow and technology budgets are loosening. This is an appropriate time for HR executives to determine the technology their organizations need to support talent management and other HR processes and to lay out plans.

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