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Holcim Group Support : Managing Knowledge Initiatives

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HOLCIM GROUP SUPPORT : MANAGING KNOWLEDGE INITIATIVES Teguh Anggara
120820100513 / P41 MM UNPAD

About Holcim :
Dengan kepentingan mayoritas dan minoritas di lebih dari 70 negara di semua benua, Holcim adalah salah satu pemasok terkemuka dunia semen, serta agregat (kerikil dan pasir), konstruksi beton dan layanan terkait.

• Karyawan : 48,220
• Kapasitas Produksi : 145.2 Mio t • Penjualan : 12,600 Mio CHF • Laba Operasi : 1,925 Mio CHF

History
• 1912: Holcim was founded in 1912 in the village of Holderbank, Canton Aargau, Switzerland 1920s: investments in cement companies in Europe, Egypt, Lebanon and South Africa 1945-1960s: development of holdings network in North and Latin America. 1970-1990s: continued expansion in Asian-Pacifc emerging markets and Central & Eastern Europe. Greater focus on aggregates and ready-mixed concrete production. 2000: The name of the Group was changed from “Holderbank” Financière Glaris Ltd to Holcim Ltd in May 2001.



• •



• The Service Center
• Sejak 1996 Holcim Group Support (HGRS) bertindak sebagai service center yang melakukan fungsi penting dari transfer knowledge sebuah grup yang besar • Pentingnya HGRS untuk Holcim dicontohkan oleh fakta bahwa komite eksekutif secara langsung membantu HGRS dalam keputusan utama

HGRS Board (Holcim EXCO) HGRS Delegate Jurg Meili

Communications
Corporate Technical Services

Finance and Services
Corporate Technical Services

Corp. Human Resources & Training

Corporate Engineering

Corporate Marketing Services

Mineral Components

Corporate Industrial Technology

Information Technology

Knowledge Initiatives
The Six Critical Task of a Learning Organization Relate Strongly to the Building Blocks of Knowledge Management

Collect Intelligence Systematic Problem Solving Using knowledge Identifying knowledge
Learning From Own Experience and Past History

Experimentatio n with New Approaches Creating knowledge

Knowledge transfer throughout the Organization

Retaining knowledge
Learning from Experience /Best Practices of Other Companies

Sharing knowledge

Acquiring knowledge

The Stripped-Down Concept
• pada tahun 1990 alsen breitenberg, fasilitator Holcim di lagerdorf, Jerman, diperlukan untuk mengembangkan kapasitas produksi untuk memenuhi permintaan pasar. tim manajemen proyek yang dianggarkan DM 154 juta untuk ekspansi tetapi ternyata proyek markas Holcim turun karena terlalu mahal. sehingga mereka berpaling ke pabrik baru di meksiko yang telah dibangun sesuai dengan konsep “Stripped-Down". 1993 – tim proyek Jerman mengunjungi pabrik di meksiko dan mempelajari konsep high-quality/low cost yang dapat dengan signifikan mengurangi biaya expansi. Fasilitas “stripped-down” di meksiko juga melayani pabrik Devil Slide di Utah, USA yang merupakan pabrik ketiga di Amerika.





Documenting Knowledge
• • HGRS mengembangkan yellow pages yang menggambarkan keberadaan para ahli yang tersedia di dalam grup. Isinya mengenai deskripsi keahlian karyawan yang akan di share dalam sebuah pra-format template, dan dalam template yang sudah terformat secara online. Kelemahannya adalah masih ada beberapa karyawan yang tidak mempunyai waktu untuk mengisi templates yang disediakan. Kemudian masih ada juga yang tidak dapat mengakses database. E-learning sebagai proyek IT lainnya juga tidak memenuhi ekspektasi yang diharapkan.





HolSpace
• • • • Merupakan sebuah platform berbasis IT yang diciptakan tahun 1998 dengan menggunakan jaringan intranet perusahaan. Holspace diciptakan untuk memberikan kemudahan akses bagi seluruh karyawan. Didalamnya terdapat konten yang merupakan perpustakaan Information on Cement Manufacturing (ICM) Saat proses berjalan terdapat kelemahan pada database berupa permasalahan bahasa yang digunakan. Sehingga konten yang terdapat didalamnya tidak sepenuhnya dimengerti oleh karyawan di cabang lain. Konten tidak lagi relevan.



Communities of Practice
• • Merupakan basis dari pengembangan praktek komunitas, atau lingkaran para ahli. Setiap tim dibentuk juga untuk memecahkan permasalahan di lokasi lain.

Benchmarking Performance and Best Practices
• • Tahun 1999, operational benchmarking of performance (OBM) menjadi trigger untuk pengembangan praktek terbaik. OBM merupakan bagian dari proyek performa manufaktur yang dapat menganalisis proses benchmarking dan pembangunan proyek dengan benchmark yang lebih spesifik, sehingga perusahaan dapat membandingkan performa pabrik yang satu dengan yang lainnnya.

Project Management
Phase I Project Definition Phase II Project Planning Phase III Project Realization Phase IV Project Completion
Phase V Project Evaluation & Transfer

• HGRS ingin memastikan bahwa knowledge management menjadi institusi sehingga dikeluarkan dana untuk merealisasikan kelima proyek tersebut.

Identify critical issue(s) why the “faster learning” philosophy is important for a group like Holcim?
• Perusahan memiliki subsidiary (cabang) lebih dari 70 negara diseluruh benua sehingga sulit untuk mengakomodir knowledgesharing dari satu cabang ke cabang yang lain. Holcim berupaya melakukan peningkatan kapasitas produksi dengan penekanan biaya rendah. Sehingga return yang diharapkan pada net operating asset bisa mencapai 6% Jumlah karyawan yang banyak dari setiap negara memberikan kontribusi keahlian yang berbeda sehingga diperlukan service center sebagai portal informasi. Sebagai problem solving dari setiap cabang holcim yang bermasalah. Dapat memastikan pelaksanaan best-practice lebih cepat Untuk meningkatkan kinerja dalam mencapai efisiensi





• • •

What is your assessment of Holcim’s knowledge initiatives to date? Why have they or haven’t they worked?
• Knowledge initiative yang dilaksanakan sampai saat ini cukup berhasil walaupun memiliki banyak keterbatasan dalam berbagai aspek khususnya pada documenting knowledge dimana masih ada beberapa karyawan yang tidak mempunyai waktu untuk mengisi templates yang disediakan. Kemudian masih ada juga yang tidak dapat mengakses database. E-learning sebagai proyek IT lainnya juga tidak memenuhi ekspektasi yang diharapkan. Pada HolSpace terdapat kelemahan pada database berupa permasalahan bahasa yang digunakan. Sehingga konten yang terdapat didalamnya tidak sepenuhnya dimengerti dan tidak relevan. Knowledge initiative menjadi tidak terorganisir karena sangat bergantung pada sistem IT.

• •



What should Jurg Meili do to promote the roll-out of the knowledge initiatives in the entire group? Is he doing the right thing by attempting to have group-wide initiatives?
• Meili melakukan hal yang benar dengan membuat group-wide initiatives, hal ini dikarenakan pengaplikasian knowledge initiatives di setiap cabang tidak memungkinkan untuk terintegrasi secara menyeluruh pada service center, belum lagi dengan adanya permasalan pada penggunaan database. Kedepannya Meili dapat meningkatkan sistem IT dengan terus memaintenance portal yang dapat memfasilitasi karyawan dengan membuat library dengan opsi bahasa yang dapat dipergunakan diseluruh negara. Melakukan koordinasi dengan CEO di setiap cabang untuk menerapkan best-practice yang dapat di sharing kedalam service center sehingga konten pada HolSpace menjadi lebih relevan. Mempekerjakan content manager yang dapat memfasilitasi kebutuhan informasi bagi setiap karyawan. Memberikan reward pada setiap best-practice yang berhasil diaplikasikan untuk perusahaan.





• •

What is hindering a succesfull roll-out? What organizational changes would be required to overcome these hurdles?
• Penghambat kesuksesan terdapat pada kurangnya koordinasi manager di setiap cabang dalam implementasi sistem IT yang digunakan, baik dari segi konten hingga bahasa yang digunakan sehingga transfer knowledge dari HGRS ke setiap grup perusahaan tidak berjalan dengan baik. Diperlukan sosialisasi knowledge initiatives yang menyeluruh karena luasnya area jangkauan di setiap cabang holcim. Perubahan yang dapat dilakukan adalah dengan membuat standarisasi untuk menunjang proses benchmark sehingga memudahkan proses operasi di setiap cabang dan untuk menerapkan best-practice yang lebih efektif.

• •

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