狠狠撸

7 MANAGEMENT
PRINCIPLES
DURI, 16 DECEMBER 2016

INTRODUCTION
? JAMALUDDIN MA’RUF
? S1 TEKNIK MESIN – UNES PADANG 1998
? PENGALAMAN
? 1998 PT HT BINTAN PRODUCTION SUPERVISOR
? 1999 PT JMS BATAM PRODUCTION SUPERVISOR
? 2000 PT OSRAM INDONESIA WASTE ANALYSIS DAN QA ENGINEER
? 2004 PT CKP JAKARTA QA COORDINATOR
? 2005 TAC PERTAMINA MANAGEMENT REPRESENTATIVE
? 2006 PT ETP JAKARTA MANAGEMENT REPRESENTATIVE
? 2007 PT CKP JAKARTA HSE MANAGER
? 2008 PT USTRACO JAKARTA PLANT MANAGER
? 2009 PT EJP JAKARTA HSE MANAGER
? 2011 PT PATRA TEKNIK JAKARTA HSE MANAGER
? 2012 PT PGN SOLUTION JAKARTA HSE MANAGER
? 2013 KSO PERTAMINA JAKARTA HSE MANAGER
? 2014 TAS KJG JAKARTA HSE MANAGER
? 2015 PT EJP JAKARTA HSE MANAGER
? SERTIFIKASI
? Lead Auditor ISO 9001 – WQA Jakarta
? Lead Auditor ISO 9001 – Neville Clark
? Training for Trainer – Neville Clark
? Ahli K3 Umum – Disnaker Jakarta
? Pengawas Ahli K3 Migas – Cepu
? Kalibrasi Dimensi & Massa – Kaliman
? Kalibrasi Kelistrikan & Volume – Puspitek LIPI
? Internal Auditor QHSE – Premysis
? Tenaga kerja professional – Disnaker

TRAINING GOAL
The goal is :
? Audiences able to understand through
out 7 principles of management.

MANAGEMENT PRINCIPLES
New version
? Customer Focused
? Leadership
? Engagement of People
? Process Approach
? Improvement
? Evidence-based decision making
? Relationship management
Last Version
? Customer Focused
? Leadership
? Involvement of People
? Process Approach
? System Approach to Management
? Continual Improvement
? Factual approach to decision making
? Mutually beneficial supplier relationships

PRINCIPLE 1 : CUSTOMER FOCUS
5
? "Organisations depend on their customers
and therefore every aspect of interaction
shall provides an opportunity more value
for the customers.
? “Organizations shall meet customer
requirements and strive to exceed customer
expectations".

? Understanding current
and future needs of
customers and other
interested parties
contributes to the
sustained success of the
organization.
Have we understood customer’s requirements ?

How shall we do?
? recognize direct and indirect customers as those who receive value from the organization;
? understand customers’ current and future needs and expectations;
? link the organization’s objectives to customer needs and expectations;
? communicate customer needs and expectations throughout the organization;
? plan, design, develop, produce, deliver and support product s and services to meet customer needs and
expectations;
? measure and monitor customer satisfaction and take appropriate actions;
? determine and take actions on interested parties’ needs and expectations that can affect customer
satisfaction;
? actively manage relationships with customers to achieve sustained success

PRINCIPLE 2 : LEADERSHIP
? " Leaders at all
levels establish
unity of
purpose and
direction and
create
conditions in
which people
are engaged in
achieving the
organization’s
QHSE
objectives.”
? increased effectiveness and efficiency in meeting the organization’s
quality objectives;
? better coordination of the organization’s processes;
? improved communication between levels and functions of the
organization;
? development and improvement of the capability of the organization
and its people to deliver desired results.
Key benefits;

PRINCIPLE 2 : LEADERSHIP
? communicate the organization’s mission, vision, strategy, policies and
processes throughout the organization;
? create and sustain shared values, fairness and ethical models for
behaviour at all levels of the organization;
? establish a culture of trust and integrity;
? encourage an organization-wide commitment to quality;
? ensure that leaders at all levels are positive examples to people in the
organization;
? provide people with the required resources, t raining and authority to
act with accountability;
? inspire, encourage and recognize the contribution of people.
What shall we do?

PRINCIPLE 3 : ENGAGEMENT OF PEOPLE
? In order to manage an organization effectively
and efficiently, it is important to respect and
involve
? all people at all levels. Recognition,
empowerment and enhancement of
competence facilitate the
? engagement of people in achieving the
organization’s quality objectives.
"Competent, empowered and
engaged people at all levels
throughout the organization are
essential to enhance the
organization’s capability to create
and deliver value.".

Key benefits;
? improved understanding of the organization’s quality objectives by people in the
organization and
? increased motivation to achieve them;
? enhanced involvement of people in improvement activities;
? enhanced personal development, initiatives and creativity;
? enhanced people satisfaction;
? enhanced trust and collaboration throughout the organization;
? increased attention to shared values and culture throughout the organization.

? Possible actions include:
? communicate with people to promote understanding of the importance of their individual
contribution;
? promote collaboration throughout the organization;
? facilitate open discussion and sharing of knowledge and experience;
? empower people to determine constraints to performance and to take initiatives without fear;
? recognize and acknowledge people’s contribution, learning and improvement;
? enable self-evaluation of performance against personal objectives;
? conduct surveys to assess people’s satisfaction, communicate the results and take appropriate
actions.

PRINCIPLE 4 - PROCESS APPROACH
Consistent and
predictable results are
achieved more
effectively and
efficiently when
activities are
understood and
managed as
interrelated processes
that function as a
coherent system.

PRINCIPLE 4 - PROCESS APPROACH
? define objectives of the system and processes necessary to achieve them;
? establish authority, responsibility and accountability for managing processes;
? understand the organization’s capabilities and determine resource constraints prior to action;
? determine process interdependencies and analyse the effect of modifications to individual processes on
the system as a whole;
? manage processes and their interrelations as a system to achieve the organization’s quality objectives
effectively and efficiently;
? ensure the necessary information is available to operate and improve the processes and to monitor,
? analyse and evaluate the performance of the overall system;
? manage risks which can affect outputs of the processes and overall outcomes of the QMS.

PRINCIPLE 5 – IMPROVEMENT
? Improvement is essential for an organization to maintain current levels
of performance, to react to
? changes in its internal and external conditions and to create new
opportunities.
? Plan: establish the objectives and processes necessary to deliver results
in accordance with customer requirements and the organization’s
policies.
? Do: Implement the processes.
? Check: monitor and measure processes and product against policies,
objectives and requirements for the product and report the results.
? Act: take actions to continually improve process performance.
“Successful organizations have an ongoing focus on
improvement”.

? Some potential key benefits are:
? improved process performance, organizational capability and customer satisfaction;
? enhanced focus on root cause investigation and determination, followed by prevention
and corrective actions;
? enhanced ability to anticipate and react to internal and external risks and opportunities;
? enhanced consideration of both incremental and breakthrough improvement;
? improved use of learning for improvement;
? enhanced drive for innovation.

? promote establishment of improvement objectives at all levels of the organization;
? educate and train people at all levels on how to apply basic tools and methodologies to achieve
improvement objectives;
? ensure people are competent to successfully promote and complete improvement projects;
? develop and deploy processes to implement improvement projects throughout the organization;
? track, review and audit the planning, implementation, completion and results of improvement projects;
? integrate improvement consideration into development of new or modif ied product s and services and
processes;
? recognize and acknowledge improvement.

PRINCIPLE 6 : EVIDENCE-BASED DECISION MAKING
? Decision-making can be a complex
process and it always involves
some uncertainty. It of ten involves
multiple types and sources of
inputs, as well as their
interpretation, which can be
subjective. It is important to
understand cause and effect
relationships and potential
unintended consequences. Facts,
evidence and data analysis lead to
greater objectivity and confidence
in decision making.
18
“Decisions based on the analysis and evaluation
of data and information are more likely to
produce desired results.

PRINCIPLE 6 : EVIDENCE-BASED DECISION MAKING
? determine, measure and monitor key indicators to demonstrate the organization’s
performance;
? make all data needed available to the relevant people;
? ensure that data and information are sufficiently accurate, reliable and secure;
? analyse and evaluate data and information using suitable methods;
? ensure people are competent to analyse and evaluate data as needed;
? make decisions and take actions based on evidence, balanced with experience and
intuition.

PRINCIPLE 7 : RELATIONSHIP MANAGEMENT
For sustained success, organizations manage their
relationships with interested parties, such as
providers.
Some potential key benefits are:
? enhanced performance of the organization
and its interested parties through
responding to the opportunities and
constraints related to each interested part
y;
? common understanding of objectives and
values among interested parties;
? increased capability to create value for
interested parties by sharing resources and
competence and managing quality related
risks;
? a well-managed supply chain that provides
a stable f low of products and services.

PRINCIPLE 7 : RELATIONSHIP MANAGEMENT
Possible actions include:
? determine relevant interested parties (such as providers, partners, customers, investors, employees or
society as a whole) and their relationship with the organization;
? determine and prioritize interested part y relationships that need to be managed;
? establish relationships that balance short-term gains with long-term considerations;
? gather and share information, expertise and resources with relevant interested parties;
? measure performance and provide performance feedback to interested parties, as appropriate, to
enhance improvement initiatives;
? establish collaborative development and improvement activities with providers, partners and other
interested parties;
? encourage and recognize improvements and achievements by providers and partners.

狠狠撸

7 MANAGEMENT PRINCIPLES

Recommended

More Related Content

What's hot (19)

Similar to 7 MANAGEMENT PRINCIPLES (20)

7 MANAGEMENT PRINCIPLES