Asistensi PERTAMINA Quality Award

2006
UPms III Jakarta
Bandung, 25.04.06 Manajemen Mutu OSM Direktorat Umum & SDM

Agenda:
1. Kriteria Kinerja Ekselen PERTAMINA Edisi 2006 2. Penyusunan Application Summary 3. Membangun Kesisteman Berdasarkan Kriteria Kinerja Ekselen

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Kriteria Kinerja Ekselen PERTAMINA Edisi 2006

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Organizational Profile
P.1 Organizational Description a. Organizational Environment
Org.main products & services, and it's delivery mechanism

What

Culture, purpose, Vision, Mission & Values Employee profile, categories and types of employees, education levels, work force, job diversity, bargaining units, contract emp,special health & safety aren't. Major technologies, equipment & fasilities Regulatory environment, applicable occupational health & safety regulations, accreditation, certification, relevant industry standards, or registrations requirement etc
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are is

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P.1 Organizational Description b. Organizational Relationship

Org structure & governance system, reporting relationship among Governance Board, SL & parent org.

What

are is

Key costumer & stakeholder groups & market segment, their requirement & expectation, the differences in the requirement among group & segment Role do supplier, partners & distributors play, most importance type of supplier/distributor and importance supply chain requirement Key supplier and customer partnering relationships & communications

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P.2 Organizational Challenges

a. Competitive environment
Competitive position, relative size & growth, in industry / market, number & type of competitor & key collaborators. Principal factor that determine success to comp, key change that effect competitive situation. Key available source of comparative & competitive data, KAS for analogous process outside industry, limitation on ability to abstain these data.

What

are is

b. Strategic Challenges
Key business, operational & human resource strategic challenges, and associated with organizational SUSTAINABILITY

c. Performance improvement system

The overall approach used to maintain performance improvement, systematic evaluation and improvement of key processes. Overall approach to organization learning and sharing your knowledge asset within the organization. Page 19

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1.1 Senior Leadership (70 pts.)

a. Vision & Values

1 VISION and VALUES

SENIOR LEADERS

Deploy organizations VISION and VALUES through LEADERSHIP SYSTEM

All employees KEY suppliers and PARTNERS Key CUSTOMERS other Stakehoders As appropriate

Do their personal actions

reflect a commitment to the organizations VALUES that fosters and requires legal and ETHICAL BEHAVIOR
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Promote Environment

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Create a sustainable organization.

For performance improvement. Accomplishment of Mission & SO Innovation Organizational agility

Create Environment SENIOR LEADERS Create Environment

For organizational and employee LEARNING

Be personally participate

In succession planning and the development of future organizational leaders?

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b. Communication & Organizational Performance

Communicate, SENIOR LEADERS

Empower and Motivate

All employee throughout the organization

Encourage frank, Two way communications Take an active role in Employee reward & recognition Create a focus on actions Focus on creating and Balancing value

throughout the organization

Reinforce high performance A customer & business focus Accomplish org. objectives, Improve performance and Attain your vision For Customer and other Stakeholders on organizational performance Expectation
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1.2 Governance and Social Responsibilities (50 pts) a. Organizational Governance

Address key factors In governance system ORGANIZATION

Accountability for mgt action, Fiscal accountability, Transparency in operation, disclosure policies for governance Independent audit (int & ekt), Protection of stakeholder interest.

Evaluate the Performance of SL, Including CEO. Evaluate the Performance of member of the governance Board. SL & governance board use these performance review.
Improving personal Leadership effectiveness & leadership system of board as appropriate
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b. Legal & ethical behavior.

ORGANIZATION
Related to products, services, And operations.

Addressing any adverse impact On society. Anticipate public concerns Prepare these concern in proactive manner including using resource-sustaining process.

Key compliance processes, measures, and goals ?

Achieving and surpassing Regulatory and legal Requirements as appropriate

Addressing risk associated With Products, services and operations. Page 25

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Org

Promote and ensure

Ethical behavior in all interaction

Key process and measures or indicators for enabling and monitoring ethical behaviors in governance structure and interaction with customers partners & other stakeholders

Org

Monitor and respond

for breaching of ethical behaviors

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c. Supporting of Key Communities.

Actively support & strengthening Org

Key communities

Identify key communities and determine area for Organizational involvement and support

List of key communities

SL & Emp

Contribute on improving these communities.

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2.1 Strategy Development (40 pts) a. Strategy Development Process Org

Conduct its strategic planning Key process steps and key Participants

Org

Setting of time horizon. Strategic planning process Address these time horizon

Short and longterm planning

Org

Identify blind spots

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Org SWOT

Ensure that strategic planning Address key factors,

Early indications of major shift

of techno, market, competition or

the regulatory environment Longterm org sustainability and business continuity. Org ability to execute the strategic plan.

Org

Including collecting and Analyzing data & information of these factors

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b. Strategic Objectives

List of key strategic objectives and time table for accomplishing them including Its importance goals Strategic objectives address the P2 challenges

Org
Ensuring strategic objective

Balance short and longer term challenges & opportunities.

Balance the needs of all key stakeholders.

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2.2 Strategy deployment (45 pts) a. Action Plan Development & Deployment.
Develop & deploy action plan Allocate resource
to achieve Key Strategic Objective to ensure accomplishment Of Action Plan.

Ensure key changes resulting from Action Plan Can be sustained Establish & deploy modified action plans if circumstances a shift and rapid execution of new plan.

Org

Short and longer term action plan and key change if any in products, services, customer and market & how org will operate. Key Human resource plans that derive from short-long term strategic Objective and action plan. Key Performance measures or indicators for tracking progress On action plans. Ensure that overall action plans measurement system reinforce Organizational alignment and covered all key deployment areas and stakeholders. Page 31

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b. Performance projection
Performance projection related to key performance measures Identified for short and long term planning time horizon. Projected performance compare with projected competitor or comparable organizations

Org
Compare with key benchmark, goals and past performance.

Addressing current or projected gaps in performance against competitor or comparable organizations .

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3.1 Customer and Market Knowledge (40pts)

a. Customer and Market Knowledge.
Identify Customer, Customer groups and Market Segments.

Determine which customer, customer groups and market segments to pursue for current & future product and services.

Org
Include customer of competitors and other potential customer and markets in this determinations.

Listen and learn to determine key customer requirements, needs and changing expectations & their relative importance to customer purchasing or relationship decision.
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a. Customer and Market Knowledge (continue)

Determination method vary for difference customer or customer groups. Use relevant information and feedback from current & former customer, marketing & sales information, customer loyalty & retention data, win/loss analysis, complaint data
Product & service planning, marketing, making process improvement, and developing new business opportunities. More customer focus, better satisfy customer needs and desires

Org

Keep listening & learning methods

Current with business needs and directions including changes in your marketplace.
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3.2 Customer Relationships and Satisfaction (45 pts) a. Customer Relationship Building.
To acquire customer, meet and exceed Their expectations, increase loyalty and repeat business, gain positive referral. To seek information, conduct business, And make complaint.

Build relationship
Key access mechanism

Org

Determine key customer contact requirements for each mode of access.

Ensure contact requirements are deployed to all people and process involved in the customer response chain.
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a. Customer Relationship Building (continue).

Manage CUSTOMER complaints. Ensure that complaints are resolved effectively and promptly.

Org

Minimize CUSTOMER dissatisfaction and loss of repeat business

Complaints aggregated and analyzed. for use in improvement

Keep APPROACHES to building relationships and providing CUSTOMER access current with business needs and directions
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b. CUSTOMER Satisfaction Determination.

Determine CUSTOMER satisfaction and dissatisfaction and methods differ among CUSTOMER groups . Use in exceeding customers expectations, securing their Ensure that measurements future business, and capture actionable information. gaining positive referrals

Org

Use CUSTOMER satisfaction and dissatisfaction information for improvement. Follow up with CUSTOMERS on products, services, transaction quality. Receive prompt and actionable feedback.

Obtain and use information on your customers satisfaction relative to their satisfaction with your competitors and/or industry benchmark.
Keep your APPROACHES to determining satisfaction current with business needs and directions.
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4.1 Measurement, Analysis & Review of Organizational Performance (45 pts).

a. PERFORMANCE Measurement.
Select, collect, align, and integrate data and information For tracking daily operations, tracking overall org.performance, including progress relative to strategic objective and action plans.

KEY organizational PERFORMANCE MEASURES Use these data and information to support organizational decision making and INNOVATION. Select and ensure the effective use comparative data and information. To support operational and strategic decision making and INNOVATION

Org

Keep performance measurement system current with business needs and directions.
Ensure that performance measurement system is sensitive to rapid or unexpected organizational or external changes.
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b. PERFORMANCE ANALYSIS and REVIEW.

Review organizational PERFORMANCE And CAPABILITIES.

SENIOR LEADERS participate in these reviews.

Org

Analysis performed

To support these reviews and ensure that conclusion are valid. Assess organizational success Competitive performance Progress relative SO & action plan. Assess org ability to rapidly respond changing org need & challenge in org operating environment.
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Use these reviews

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b. PERFORMANCE ANALYSIS and REVIEW (continue).

Translate org PERFOPRMANCE Review finding.

Priorities for improvement Breakthrough improvement Opportunities for innovation

Org

These priorities & opportunities Deploy to work group and functional level operational trough organization.

Enable effective support for their decision making.

Priorities & opportunities deploy To supplier and partner

To ensure organizational alignment.

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4.2 Information and Knowledge Management (45pts) a. Data and information Availability.
Make needed data and information available. Make them assessable to employee, supplier, partners & customer. Ensure that hardware & software are reliable, secure, & user friendly.

Org
Ensure the continued of data and information Availability of hardware & software system Keep data and information availability mechanism including software and hardware system. In the event of an emergency.

Current with business needs and directions and with technological changes in operating environment.
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b. Organizational Knowledge Management.

To accomplish ; The collection & transfer of employee knowledge. Transfer relevant knowledge from and to customer, suppliers and partners. Rapid identification, sharing and implementing best practices.

Org

Manage organizational knowledge

c. Data, information and Knowledge Quality.

Ensure The following Data, information & org knowledge
. . . . Accuracy Integrity and reliability Timeliness Security and confidentiality.
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Org

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5.1 Work System (35 pts). a. Organization and Management of Work

To promote : Cooperation. Initiative Empowerment Innovation Organizational culture.

Organize and manage Works, jobs including skills.

Org

Organize and manage Works, jobs including skills.

The work system capitalize on the divers ideas, culture, & thinking Achieve effective communication and skill sharing

To achieve : Agility. Kept current with business needs Action Plans.

Of employees & communities With which they interact Across work unit, job and locations
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b. Employee PERFORMANCE Management System

Employee Performance Management System

Including ; Feedback to employees, Support high performance work Contribute to achievement of action plan.

Org

Employee performance Management system support Customer and Business focus

Compensation, recognition and related reward & incentive practices

Reinforce high performance work Customer & business focus

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c. Hiring and career Progression.

Identify characteristics and skill needed by potential employees Recruit, hire and retain new employees.

Org

Ensure that the employees represent the divers idea, Culture, and thinking of employee hiring community.
Accomplish effective succession planning Manage effective career progression For leadership and management positions For all employees through out the organization.
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5.2 Employee Learning and Motivation (25 pts). a. Employee Education, Training and Development.
Employee education & training contribute to The achievement of ACTION PLAN.

Do

Employee education, training & development address key needs Associated with organizational performance measurement, Performance improvement and technology change.

Education and training approach balance short and longer term Organizational objectives with employee needs for development, Ongoing learning and career progression.

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Employee education, and development address key organizational needs associated with new employee orientation, diversity, ethical business practices, management & leadership development. Employee education, training & development address key needs associated with employee, workplace and environment safety. Seek and use input from employees and their supervisors and managers on education, training and development needs. Incorporate organizational learning and knowledge assets into education and training.

Do

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Deliver education and training

Seek and use input from employees and their supervisors and managers in determining training delivery approach.

Including mentoring and other approaches

Do

Reinforce the use of new knowledge and skill on the job and retain this knowledge for long-term organizational use. Systematically transfer knowledge form departing or retiring employee.

Evaluate the effectiveness of education and training

Taking into account individual and organizational performance.

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b. Motivation and Career Development

Motivate employees

To develop and utilize their full potential.

Do

Organizational use formal And informal mechanism

To help employees attain job and career related development and learning objective.

Managers and supervisors Help employees attain job and career

Related to development and learning objectives.

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5.3 Employee Well-being and Satisfaction (25 pts). a. Work Environment.

Ensure and improve workplace health, safety, security and agronomics in proactive manner and how employee take part in these improvement efforts.

Org /do

Significant differences in these workplace factors and performance measures or improvement target if different employee employee groups and work units have different work environment.

Ensure workplace preparedness for disaster or emergencies.

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b. Employee Support and Satisfaction.

Determine the key factors that effect employee well-being, satisfaction and motivation and how are these factors segmented For a diverse workforce and for different categories and type of employees.

Org /do

Support employee via services, benefits and policies and how are These tailored to need of a diverse workforce and different categories and type of employees.

Formal and informal assessment method and measure used To determine employee well-being, satisfaction and motivation.

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b. Employee Support and Satisfaction.

These methods and measures differ across a diverse work force and different categories and type of employee.

Org /do

Use other indicators (employee retention, absenteeism, grievances, Safety, and productivity) to assess and improve employee well being, Satisfaction and motivation). To identify priorities for improving the work environment and employee support climate.

Relate assessment to key business results

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6.1 Value Creation Processes (45 pts) a. Value creation Processes.

Determine its key value creation processes. These process contribute to Profit ability and business success.

Organizations Key product, service, and business processes

For creating and adding value.

Org
Determine key value creation process requirement. Incorporating input from Customer, supplier, partner

Key Value Creation Process Requirements.

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Key requirement for these processes

Design these processes to meet all the key requirements

Incorporate new technology, org. knowledge, the potential needs of agility into the design.

Org

Incorporate cycle time, productivity, cost control, and efficiency and effectiveness factor into the design of these processes.

Implement these processes to ensure they meet design requirements

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Key performance measures or indicators

Use to control and improve Key Value creation Processes.

Day to day operation Of these processes

Ensure meeting key process requirements

Org
In process measure used in managing these processes

Used customer, supplier, and partner input in managing these processes

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Minimize overall cost

Associated with inspection, test, and process or performance audits

Prevent defects and rework, and minimize warranty costs. To achieve better performance, reduce variability, improve product & services, and to keep process current with business need and directions.

Org

Improve key value creation processes

Improvement & lesson learn shared with other organizational units and processes.

To drive organizational Learning and motivation

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6.2 Support Processes and Operational Planning (45 pts) a. Support Processes.
Determine its key support processes.

Key processes for supporting Value Creation Processes

Org
Determine key support process requirement. Incorporating input from internal & external Customer, supplier, partner

Key Support Processes Requirement.

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Key Support Process Requirements.

Design these processes to meet all the key requirements

Incorporate new technology, org. knowledge, the potential needs of agility into the design.

Org

Incorporate cycle time, productivity, cost control, and efficiency and effectiveness factor into the design of these processes.

Implement these processes to ensure they meet design requirements

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Key performance measures or indicators

Use to control and improve Key Support Processes.

Day to day operation Of these processes

Ensure meeting key Performance requirements

Org
In process measure used in managing these processes

Used customer, supplier, and partner input in managing these processes

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Minimize overall cost

Associated with inspection, test, and process or performance audits

Prevent defects and rework. To achieve better performance, reduce variability, improve product & services, and to keep process current with business need and directions.

Org

Improve key support processes

Improvement & lesson learn shared with other organizational units and processes.

To drive organizational Learning and motivation

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b. Operational Planning.
Ensure adequate financial resources are available To support operations To meet current financial obligations

Determine the resources needed

Org

Ensure adequate resources are available

To support major new business investment

Associated with current business operations and major new business investment.

Assess financial risk

Ensure continuity of operations in the event of emergency

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7.1 Product and Service Outcomes (100pts) a. Product and Service Results

Current LEVEL and TREND

Key Measures or Indicators of product and service performance

Compared with competitors LEVELS

That are importance to Customer. *SEGMENT RESULTS by product and service types and groups, CUSTOMER groups, and market SEGMENTS
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7.2 Customer Focused Results (70 pts) a. Customer Focused Results

Key Measures or Indicators of Customer satisfactions & dissatisfactions

Current LEVEL and TREND

Compared with competitors LEVELS Key Measures or Indicators Of Customer perceive value.

Current LEVEL and TREND

*SEGMENT RESULTS by product and service types and groups, CUSTOMER groups, and market SEGMENTS

Including customer loyalty and retention, positive referral other aspect of customers relationships building,
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7.3 Financial & Market Results (70 pts) a. Financial & Market Results
Key Measures or Indicators of financial return and economic Value (ROI, Asset utilization, Operating Margin, Profit Ability by Market/customer segment, Liquidity, DER, value added per employee, Financial activity etc) Key Measures or Indicators Of Market place performance

Current LEVEL and TREND

Compared with competitors/ benchmark LEVELS

Current LEVEL and TREND

Including market share or Position, business growth, New market enter, etc) *SEGMENT RESULTS by market SEGMENTS
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7.4 Human Resource Results (70 pts) a. Human Resource Results

Current LEVEL and TREND Key Measures or Indicators of Work System & effectiveness ; job Simplification, job rotation, work Lay out improvement, promotion, etc.

Compared with competitors/ benchmark LEVELS

Current LEVEL and TREND

Current LEVEL and TREND

Key Measures or Indicators Of Employee learning & development; Innovation, suggestion rate, learning, Training rate, cross training, etc

Key Measures or Indicators Of Employee well-being, satisfaction & dissatisfaction.

*SEGMENT RESULTS to address the DIVERSITY of your workforce and the different types and categories of employees Page 65

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7.5 Organizational Effectiveness Results (70 pts) a. Organizational Effectiveness Results

Key Measures or Indicators of operational performance of Value Creation Processes ; productivity, Cycle time, supplier/partner perf, Effectiveness & efficiency.

Current LEVEL and TREND

Compared with competitors/ benchmark LEVELS Key Measures or Indicators of operational performance of Other key processes ; productivity, Cycle time, supplier/partner perf, Effectiveness & efficiency.

Current LEVEL and TREND

*SEGMENT RESULTS by product and service types and groups and by market SEGMENTS,

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7.6 Leadership & Social Responsibility Results (70 pts)

a. Leadership and Social Responsibility Results.
Current LEVEL and TREND

Key Measures or Indicators of :

Organizational strategy & Action plan. Ethical behavior & stakeholder trust in the SL & Governance. Breaches of ETHICAL BEHAVIOR Fiscal accountability ( internal and external. Regulatory & Legal compliance. Organizational citizenship in support key communities.
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Compared with competitors/ benchmark LEVELS

*SEGMENT RESULTS by business units,

Item Linkage

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P.1 Organizational Description Item Linkages

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7.5. Organizational Effectiveness Results Item Linkages

7.6 7.5 7.4
A

P.1

P.2 1.1 1.2 2.1

7.3
D

7.2 7.1 6.2 6.1 5.3 5.2 5.1 4.2 4.1

Page 88 C B

2.2

3.1
3.2

7.6. Governance and Social Responsibility Results Item Linkages

7.6 7.5 7.4 7.3
E F A B A

P.1

P.2 1.1 1.2 2.1

7.2 7.1 6.2 6.1 5.3 5.2 5.1 4.2 4.1 3.2
D C

2.2

3.1

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Penyusunan Application Summary

Page 90

Template Dokumen Aplikasi

Memfasilitasi dalam menangkap informasi di dalam Dokumen Aplikasi yang merespon pertanyaan Kriteria

Page 91

Organizational Profile P.0: Environment, Relationships, and Challenges

Stakeholder Groups Strategic Challenges Organizational Values, Mission, Vision and Purpose Table Organizational Structure Major Facilities, Equipment, and Technologies Employee Demographics Suppliers, Partners, Collaborators and Related Results Competitive Environment Regulatory Environment and Requirements Key Communities Supported

Page 92

Category 1: Leadership
Leadership-Driven Improvement Chronology Total Leadership System Model Leadership Communication Strategy Governance System Organization Performance Management ReviewsParticipation Ethics and Governance Monitoring Processes Stakeholder Council Societal Responsibility Activities Community Support Activities Community Improvement Strategy
Page 93

Category 2: Strategic Planning

Strategic Action Plans Strategic Objectives Strategic Planning Participants and Responsibilities Product, Service, Customer, Market, and Operational Changes Human Resource Plans Alignment to Strategic Action Plans Short- and Long-Term Performance Projections Strategy Development Process Refinement Factors

Page 94

Category 3: Customer & Market Focus

Customer and Market Segments -Requirements Customer Relationship Building Approaches Customer Satisfaction Determination Approaches Customer Listening and Learning Approaches Customer Access Approaches Customer Follow-Up Methods Customer Contact Service Standards
Page 95

Category 4: Measurement, Analysis, and Knowledge Management

Organizational Performance Review and Alignment Matrix Knowledge Assets Summary Comparison and Benchmark Selection Criteria Knowledge Management Core Values

Page 96

Category 5: Human Resource Focus

Employee/Staff Work Contribution Promotion Approaches Workplace Performance Measures Employee/Staff Communication Strategy Training Design, Delivery, Effectiveness Determination Methods Employee Listening and Learning Approaches Employee/Staff Well-Being, Satisfaction, and Motivation Assessment Methods Employee/Staff Support and Satisfaction Factors and Benefits Job-Career Development - Learning Mechanisms
Page 97

Category 6: Process Management

Value Creation Processes -- Requirements Support Processes -- Requirements Process/Performance Inspections, Audits and Tests Summary Design, Development, and Introduction Coordination Matrix

Page 98

Category 7: Results
Item 7.1 Product & Service Outcome Item 7.2 Customer Focus Outcome Item 7.3 Financial & Market Outcome Item 7.4 Human Resource Outcome Item 7.5 Organizational Effectiveness Outcome Item 7.6 Leadership & Social Responsibility Outcome
Page 99

Membangun Kesisteman Berdasarkan Kriteria Kinerja Ekselen

Page 100

Pemetaan Sistem

System Implemented
System Defined/Not Implemented System Exists/Not Defined No System

Page 101

Pemetaan Sistem2 yang Dibutuhkan:

6 ANCHOR SYSTEMS AREAS TO ADDRESS
1.1a, 1.1c 1.1b 1.2b 1.2c 2.1a & 2.1b 2.2a & 2.2b 3.1a 3.2a 3.2b

CRITICAL SYSTEMS
Leadership System & Performance Review Governance System Legal Compliance And Ethical System Support To Key Communities System Strategy Development System Strategy Deployment System Customer & Market Knowledge System Customer Relationship System Complaint Management System Customer Satisfaction Determination System Data Selection System Comparative Data Selection & Use System Data Analysis And Use System Data Availability System Organizational Knowledge System Work Organization & Management System Employee Performance System Hiring And Career Progression System Employee Education, Training, & Development System Employee Motivation & Career Development System Employee Work Environment System Employee Benefit System Employee Satisfaction Determination System Process Design System Process Management System Process (Performance) Improvement System

1. Leadership System

2. Planning System 3. Customer Relationship System 4. Measurement Selection And Deployment System

4.1a 4.1b 4.2a 4.2b 5.1a 5.1b 5.1c 5.2a 5.2b 5.3a 5.3b

5. People System

6. Process System

6.1a, 6.2a 6.1a, 6.2a P.2c, 6.1a, 6.2a

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TERIMA KASIH

Page 103