Director (owner)
PT. ONEZIZ Sejahtera Bersama
مجموع سنوات الخبرة :40 years, 9 أشهر
Director (Owner):
1. ONEZIZ Business Process Improvement
Completed Projects / Assignments:
1.a Lean Six Sigma White Belt Training Instructor:
1. Chevron IndoAsia Balikpapan & Jakarta (2014-2015)
2. Universitas Islam Indonesia Jogjakarta & IPOMS Jogjakarta (17 Mei 2016)
3. IPOMS Semarang (18 Mei 2017)
4. Yayasan Assalaam Bandung (2014)
1.b Lean Six Sigma Foundation Training Instructor:
1. PT. Reasuransi MAIPARK Indonesia (April-September 2017)
2. Pusat Pengembangan Aparatur Sipil Negara BKN (May-September 2017)
1.c Mentor and Coach to Green Belt and White Belt Facilitators and Project Champions:
1. PT. Reasuransi MAIPARK Indonesia (April-September 2017)
2. Pusat Pengembangan Aparatur Sipil Negara BKN (May-September 2017)
2. ONEZIZ Online Training & Certification
2.a Development and implementation of ONEZIZ Online Training & Certification system:
1. Designed and developed the system in 2013-2015
2. Launched and start implementing the system in 2015
2.b Promotion, Selling and Implementation of ONEZIZ Online Training & Certification system for Direktorat Jenderal Bina Konstruksi Kementerian PUPR (DJBK PUPR):
1. Promotion and selling: Oct-2016 - Jan-2016
2. Developed 1 training program (Mengelola Komunikasi Efektif Di Tempat Kerja) ready for use in the system
3. Installation in March-May 2017 and launched in June 2017.
1. Coordinator Talent Management for Supply Chain Management (SCM) - Chevron IndoAsia Business Unit
1.a Coordinated Talent Management for SCM:
1. Organization Capability improvement
2. Strategic Manpower Planning
3. Internal recruitment for SCM employees
4. Established annual Competency Assessment, Training Plan and Training Execution
5. Facilitated Career Development Plan (CDP) development & update for SCM employees
6. Facilitated Annual Performance Appraisal & Salary Adjustment (PASA) for SCM employees.
1.b Coordinated annual training plan and monthly revision for 185 SCM employees and facilitated planed trainings (outside, in-house and on-line trainings).
1.c Coordinated Horizon Program (5-year focused trainings for new SCM employees) for 21 new SCM employees and around 12 trainings/year/ employee.
2. Coordinator Lean Six Sigma for SCM - Chevron IndoAsia Business Unit
2.a Coordinated SCM Work Process Improvement:
1. Facilitated 12 Department Heads from 5 SCM Divisions and identified around 80 Work Processes to be improved (Work Process improvement opportunities)
2. Coordinated Lean Six Sigma Work Process improvement for the 80 Work Process improvement opportunities
2.b Coached many Lean Six Sigma Green Belt Facilitators on improvement projects for the 80 Work Process improvement opportunities
3. Lean Six Sigma Black Belt Facilitator
Identified 4 work processes to be improved and facilitated the improvement projects:
1. SCM Talent Management - Training Services Optimization
Results:
Much more in-house trainings executed
Less employee business trips
Less training cost.
2. SCM Talent Management - Training Services Improvement Through On-line Training Establishment.
Results:
Established on-line trainings
Training cost saving US$ 1, 200, 000/year
Saved employee time from prevented business trips.
3. SCM Talent Management - Talent Resources Empowerment.
Result:
Established local/internal instructors
Much less training cost from prevented outside instructors and training services
More SCM Management involvement on training quality improvement
Much better training quality.
Advisor Supply Chain Management - Chevron Indonesia Company Kalimantan Operation
1. Facilitator Talent Management for Supply Chain Management Kalimantan
1.a Coordinated Talent Management for SCM Kalimantan:
1. Organization Capability improvement for: Logistics, Facility Management, Inventory Management, Warehouse and Procurement functions
2. Strategic Manpower Planning for 4 SCM Kalimantan organizations
3. Internal recruitment for SCM Kalimantan employees
4. Established annual Competency Assessment, Training Plan and Training Execution
5. Facilitated Career Development Plan (CDP) development & update for 90 SCM Kalimantan employees
6. Facilitated Annual Performance Appraisal & Salary Adjustment (PASA) for 90 SCM Kalimantan employees.
1.b Coordinated Trainings for 90 SCM Kalimantan employees:
1. Coordinated annual training plan and monthly revision
2. Facilitated planed trainings (outside, in-house and on-line trainings)
2. Lean Six Sigma Facilitator for SCM Procurement of Goods & Services
2.a. Material Requisition (MR) to Purchase Order (PO) Process Improvement.
Result: Much faster PO issuance; much more POs generated monthly; higher customer satisfaction.
2.b. Blanket Purchase Agreement (BPA) Service Improvement for Strategic Materials.
Result: Less BPA; powerful BPA for Strategic Materials; faster delivery of strategic materials Suppliers- warehouse-Maintenance; higher customer satisfaction.
3. Lean Six Sigma Facilitator for SCM Logistics (Land-Marine-Air Transportations, Inventory Management, Warehousing)
3.1. Drilling - Rig Towing Workboat Optimization.
Result: Less number of rental vessels and fuel for rig towing jobs; cost saving US$ 25, 000, 000 in 2014 and US$ 15, 000, 000 in 2015.
3.2 Marine Vessel Tracking System Improvement.
Result: Stopped frequent fuel leaking; much less fuel lost; cost saving US$ 5, 800, 000 in 2014 and US$ 14, 300, 000 in 2015.
3.3 Marine Fuel Loading-Unloading Method Improvement.
Result: Much less fuel lost; significant cost saving in 2014 and 2015.
3.4 Land Transportation Light Vehicles Optimization.
Result: Lower rental costs; lower fuel usage cost.
3.5 Land Transportation Cargo Trucks Optimization.
Result: Reduced number of rental trucks, drivers & fuels; lower rental costs; lower fuel usage cost.
3.6 Air Transportation Helicopter Sharing.
Result: Higher helicopter utilization; less air transport cost; sustainable safety for emergency evacuation.
3.7 Dead Stock Materials Reduction.
Result: US$ 3, 000, 000 inventory reduction.
3.8 Obsolete Items Reduction.
Result: US$ 500, 000 inventory reduction.
4. Facilitator for Catering & Food Safety Management for Chevron Kalimantan
1.1 Catering, accommodation, housekeeping & cleaning services contract integration.
Result: More reliable and better food; satisfied catering customers; satisfied residents.
1.2 Food Safety Improvement.
Result: Established Inspection & Transportation Procedure; established Raw Food Specification Standards; implemented Food Safety procedure.
5. Project Manager for Chevron Balikpapan Camp Master Plan
Developed Balikpapan Camp Master Plan. Result: Availability of a comprehensive Balikpapan Camp Master Plan.
6. Lean Six Sigma Facilitator for Shared Services Group (SCM, IT, Government Relation, Community Services, Health-Environment-Safety (HES), Human Resources, Finance, Laboratory)
6.1. Coordinated Work Process Improvement for Shared Services Group: SCM, IT, Government Relation, Community Services, Health-Environment-Safety, Human Resources, Finance and Laboratory.
6.2. Coached Lean Six Sigma Green Belt Facilitators on improvement projects at Shared Services Group:
1. Long Distance Telephone Optimization. Result: Mush less long distance and international telephone cost.
2. Camp Cable TV Optimization. Result: less cost on cable TV channels subscription; much increased customer satisfaction.
3. Government Relation Land Transportation Optimization.
4. HES Personal Protective Equipment Optimisation.
Managing Balikpapan Facility Management
• 3 apartments & 90 houses with 150 residences national and expatriate
• Housing Services for all residences
• 7 office buildings with total 1, 200 office tenants national and expatriate
• Office Services for all office tenants
• Camp Maintenance Services
• Camp Housekeeping & Cleaning Services
• Fire & Rescue Team
• Land Transportation Services
• Power, Water & Sewage Utility Services
• Restaurant end Food & Beverage
• Sport Facilities (soccer field, tennis courts, basket ball, volley ball, table tennis, badminton)
• International school
Supervised the following personnel:
• Around 50 Chevron employees
• Around 407 outsourcing employees
Handled the following outsourcing services:
1. Integrated Facility Management Service Contract
a. M&E Maintenance Services; 125 personnel
b. Renovation & New Project Services; 45 personnel
c. Housekeeping & Cleaning Services; 55 personnel
d. Gardening, Plant and Landscape Services; 20 personnel
2. Utility Operation & Maintenance Services (power, water & sewage); 30 personnel
3. Fire Brigade Services; 24 personnel
4. Land Transportation Services; 84 personnel
5. Catering Services; 24 personnel
Managed around US$ 10, 000, 000 annual budget.
Developed and implemented the following SOP's:
1. Housing Rules and Regulation
2. Resident Move-In and Move-Out Procedure
3. Community Center Rules and Regulation
4. Service Level Agreement (SLA)
5. Camp Traffic Regulation
Project Manager for Balikpapan Facility Management Improvement project:
1. Implemented Project Management Book Of Knowledge (PM BOK).
2. Trained Chevron Key Personnel on PM BOK and Microsoft Project software.
3. Facility Management services to Contractor through 3-year integrated outsourcing contract
4. Results: Less operating cost; satisfied customers.
Superintendent Information Technology Operation
Managed the followings:
• Help Desk Services & Incident Management
• IT Data Center
• IT Problem & Change Management
• IT Service Level Management
• IT Communication Services
• 45 Chevron employees and 83 Outsourcing employees
Project Manager for IT All-In-One Desktop Management project:
1. Implemented Project Management Book Of Knowledge (PM BOK).
2. Trained Chevron Key Personnel on Project Management Book Of Knowledge (PM BOK) and Microsoft Project software.
3. IT Desktop management services to Contractor through 3-year integrated outsourcing contract
4. Results: Less operating cost; much reliable IT; satisfied IT customers.
Senior Business Process Engineer
• Implemented Warehouse management under Enterprise Resource Planning (ERP) system (SAP R/3)
• Optimized packaging raw material
• Improved Supply Chain Management for paper manufacturing system and processes.
Manager Information Technology
1. Implemented Material Resource Planning (MRP-II) system (Fourth Shift)
2. Optimized Manufacturing-Finance processes:
• Inventory - General Ledger
• Purchasing - Accounts Payable
• Production - Bill Of Material
• Sales - Accounts Receivable
3. Trained and coached Fourth Shift Project Team members on the Fourth Shift MRP-II system implementation.
4. Improved Supply Chain Management for Gillette manufacturing system and processes.
Coordinator End User Computing (1993-1994)
• Managing thousands of Desktop Terminals and PC’s in VICo Jakarta and East Kalimantan
Supervisor Computer Operations, Balikpapan (1989-1993)
• Set up Data Center in VICo Muara Badak (East Kalimantan) with 2 DEC VAX Minicomputers
• Operated and maintained 2 DEC VAX Minicomputers
• Provided and maintained hundreds of Desktop Terminals and PC’s in VICo East Kalimantan
• Supervised 25 VICo employees for computer operations and hardware maintenance.
Supervisor Data Center, Jakarta (1985-1989)
• Set up Data Center in VICo Jakarta with 3 DEC VAX Minicomputers
• Operated and maintained 3 DEC Minicomputers
• Provided and maintained hundreds of Desktop Terminals and PC’s in VICo East Kalimantan
• Supervised 7 VICo employees and outsourcing contract for computer operations and hardware maintenance.
• Trained 3 weeks in Digital Equipment Corporation (DEC) office in USA (Washington DC and Boston) for DEC VAX-VMS system management.
Digital Equipment Corporation (DEC) as Computer System Engineer
• Digital Equipment Corporation (DEC) trainings in Jakarta on VAX and PDP-11 mini computers
• Delivered to and installed at ITB Bandung in 1984 one DEC PDP-11 mini computer
• Delivered to and installed at ITS Surabaya in 1985 one DEC PDP-11 mini computer
• Delivered to and installed at Hilton Hotel Jakarta in 1985 one DEC PDP-11 mini-computer for 2-day DEC workshop.
Started the Bachelor's degree education (Industrial Engineering) in June 1978 and graduated in March 1983.