Lebih baik Mencoba tapi gagal daripada gagal mencoba

gagal

1831 – ia mengalami kebangkrutan dalam usahanya.
1832 – ia menderita kekalahan dalam pemilihan tingkat lokal.

1833 – ia kembali menderita kebangkrutan.
1835 – istrinya meninggal dunia.

1836 – ia menderita tekanan mental sedemikian rupa, sehingga hampir
saja masuk rumah sakit jiwa.

1837 – ia menderita kekalahan dalam suatu kontes pidato.
1840 – ia gagal dalam pemilihan anggota senat Amerika Serikat. 1842 -
ia menderita kekalahan untuk duduk di dalam kongres Amerika Serikat.

1848 – ia kalah lagi di konggres Amerika Serikat.
1855 – ia gagal lagi di senat Amerika Serikat.

1856 – ia kalah dalam pemilihan untuk menduduki kursi wakil presiden
Amerika Serikat.
1858 – ia kalah lagi di senat Amerika Serikat.

1860 – ia menjadi presiden Amerika Serikat.

kita mengenalnya sebagai Abraham Lincoln.

SOICHIRO HONDA : “Lihat Kegagalan Saya”

Saat merintis bisnisnya Soichiro Honda selalu diliputi
kegagalan.

Ia sempat jatuh sakit, kehabisan uang, dikeluarkan
dari kuliah.

Namun ia trus bermimpi dan bermimpi…

Cobalah amati kendaraan yang melintasi jalan raya.
Pasti, mata Anda selalu terbentur pada Honda, baik
berupa mobil maupun motor. Merk kendaran ini menyesaki
padatnya lalu lintas, sehingga layak dijuluki “raja
jalanan”.

Namun, pernahkah Anda tahu, sang pendiri “kerajaan”
Honda – Soichiro Honda – diliputi kegagalan. Ia juga
tidak menyandang gelar insinyur, lebih-lebih Profesor
seperti halnya B.J. Habibie, mantan Presiden RI. Ia
bukan siswa yang memiliki otak cemerlang. Di kelas,
duduknya tidak pernah di depan, selalu menjauh dari
pandangan guru.

“Nilaiku ?jelek di sekolah. Tapi saya tidak bersedih,
karena dunia saya disekitar mesin, motor dan sepeda,”
tutur tokoh ini, yang meninggal pada usia 84 tahun,
setelah dirawat di RS Juntendo, Tokyo, akibat mengidap
lever.

Kecintaannya kepada mesin, mungkin ‘warisan’ dari
ayahnya yang membuka bengkel reparasi pertanian, di
dusun Kamyo, distrik Shizuko, Jepang Tengah, tempat
kelahiran Soichiro Honda. Di bengkel, ayahnya memberi
cathut (kakak tua) untuk mencabut paku. Ia juga sering
bermain di tempat penggilingan padi melihat mesin
diesel yang menjadi motor penggeraknya.

Di situ, lelaki kelahiran 17 November 1906, ini dapat
berdiam diri berjam-jam. Di usia 8 tahun, ia mengayuh
sepeda sejauh 10 mil, hanya ingin menyaksikan pesawat
terbang.

Ternyata, minatnya pada mesin, tidak sia-sia. Ketika
usianya 12 tahun, Honda berhasil menciptakan sebuah
sepeda pancal dengan model rem kaki.

Tapi, benaknya tidak bermimpi menjadi usahawan
otomotif. Ia sadar berasal dari keluarga miskin.?
Apalagi fisiknya le! mah, tidak tampan, sehingga
membuatnya rendah diri.

Di usia 15 tahun, Honda hijrah ke Jepang, bekerja Hart
Shokai Company. Bosnya, Saka Kibara, sangat senang
melihat cara kerjanya. Honda teliti dan cekatan dalam
soal mesin. Setiap suara yang mencurigakan, setiap oli
yang bocor, tidak luput dari perhatiannya. Enam tahun
bekerja disitu, menambah wawasannya tentang
permesinan. Akhirnya, pada usia 21 tahun, bosnya
mengusulkan membuka suatu kantor cabang di Hamamatsu.

Tawaran ini tidak ditampiknya.

Di Hamamatsu prestasi kerjanya tetap membaik. Ia
selalu menerima reparasi yang ditolak oleh bengkel
lain. Kerjanya pun cepat memperbaiki mobil pelanggan
sehingga berjalan kembali. Karena itu, jam kerjanya
larut malam, dan terkadang sampai subuh. Otak
jeniusnya tetap kreatif.

Pada zaman itu, jari-jari mobil terbuat dari kayu,
! hingga tidak baik meredam goncangan. Ia punya gagasan
untuk menggantikan ruji-ruji itu dengan logam.
Hasilnya luarbiasa. Ruji-ruji logamnya laku keras, dan
diekspor ke seluruh dunia. Di usia 30, Honda
menandatangani patennya yang pertama.

Setelah menciptakan ruji, Honda ingin melepaskan diri
dari bosnya, membuat usaha bengkel sendiri. Ia mulai
berpikir, spesialis apa yang dipilih? Otaknya tertuju
kepada pembuatan Ring Pinston, yang dihasilkan oleh
bengkelnya sendiri pada tahun 1938. Sayang, karyanya
itu ditolak oleh Toyota, karena dianggap tidak
memenuhi standar. Ring buatannya tidak lentur, dan
tidak laku dijual. Ia ingat reaksi teman-temannya
terhadap kegagalan itu. Mereka menyesalkan dirinya
keluar dari bengkel.

Kuliah

Karena kegagalan itu, Honda jatuh sakit cukup serius.
Dua bulan kemudian, kesehatannya pulih kembali. Ia
kembali memimpin bengkelnya.

Tapi, soal Ring Pinston itu, belum juga ada solusinya.
Demi mencari jawaban, ia kuliah lagi untuk menambah
pengetahuannya tentang mesin. Siang hari, setelah
pulang kuliah – pagi hari, ia langsung ke bengkel,
mempraktekan pengetahuan yang baru diperoleh. Setelah
dua tahun menjadi mahasiswa, ia akhirnya dikeluarkan
karena jarang mengikuti kuliah.

“Saya merasa sekarat, karena ketika lapar tidak diberi
makan, melainkan dijejali penjelasan bertele-tele
tentang hukum makanan dan pengaruhnya,” ujar Honda,
yang gandrung balap mobil.

Kepada Rektornya, ia jelaskan maksudnya kuliah bukan
mencari ijasah. Melainkan pengetahuan. Penjelasan ini
justru dianggap penghinaan.

Berkat kerja kerasnya, desain Ring Pinston-nya
diterima. Pihak Toyota memberi! kan kontrak, sehingga
Honda berniat mendirikan pabrik. Eh malangnya, niatan
itu kandas. Jepang, karena siap perang, tidak
memberikan dana. Ia pun tidak kehabisan akal
mengumpulkan modal dari sekelompok orang untuk
mendirikan pabrik. Lagi-lagi musibah datang.

Setelah perang meletus, pabriknya terbakar dua kali.

Namun, Honda tidak patah semangat. Ia bergegas
mengumpulkan karyawannya. Mereka diperintahkan
mengambil sisa kaleng bensol yang dibuang oleh kapal
Amerika Serikat, digunakan sebagai bahan mendirikan
pabrik. Tanpa diduga, gempa bumi meletus menghancurkan
pabriknya, sehingga diputuskan menjual pabrik Ring
Pistonnya ke Toyota. Setelah itu, Honda mencoba
beberapa usaha lain. Sayang semuanya gagal.

Akhirnya, tahun 1947, setelah perang Jepang kekurangan
bensin. Di sini kondisi ekonomi Jepang porak-poranda.
Sampai-sampai Honda tidak dapat menjual mobilnya untuk
membeli makanan bagi keluarganya. Dalam keadaan
terdesak, ia memasang motor kecil pada sepeda.

Siapa sangka, “sepeda motor” – cikal bakal lahirnya
mobil Honda – itu diminati oleh para tetangga. Mereka
berbondong-bondong memesan, sehingga Honda kehabisan
stok. Disinilah, Honda kembali mendirikan pabrik
motor.

Sejak itu, kesuksesan tak pernah lepas dari tangannya.
Motor Honda berikut mobinya, menjadi “raja” jalanan
dunia, termasuk Indonesia.

Bagi Honda, janganlah melihat keberhasilan dalam
menggeluti industri otomotif. Tapi lihatlah
kegagalan-kegagalan yang dialaminya. “Orang melihat
kesuksesan saya hanya satu persen. Tapi, mereka tidak
melihat 99% kegagalan saya”, tuturnya

Belajar dari (sampai ke) CHINA

Apa yang tidak bisa dibuat oleh CHINA? Dari sekedar meniru berbagai produk Negara maju hingga mengkreasikan produknya sendiri. Berbagai jenis produk mereka bisa membuat dan memasarkannya! Dari sekedar tusuk gigi, mainan anak, makanan, sandang, asesoris, elektronik hingga permesinan dengan teknologi mutakhir. Sulit mencari produk yang tanpa label Made In China. Hebatnya lagi mereka mampu memasarkan berbagai produknya tersebut ke seluruh dunia sesuai dengan kualitas dan harga produk yang mereka ciptakan. Meski terkadang kualitasnya menengah ke bawah namun soal harga produk China sangat memenuhi selera konsumen terutama di Negara berkembang. Industri di China juga berkembang dari hulu ke hilir semua industry tersuport dari bahan baku, permesinan hingga tenaga kerjanya. Sebagai salah satu Negara berpenduduk terbesar di dunia China mampu mengoptimalkan potensi sumber daya alamnya dan sumber daya manusianya.

China tidak pernah merasa malu untuk mengembangkan industry yang berteknologi rendah. Hampir semua barang yang dibutuhkan manusia mereka mampu membuat sekaligus memasarkannya. Ketertinggalan teknologi dari Negara maju mereka siasati dengan meniru produk dari Negara maju. Meski kualitas produknya tidak sehebat aslinya namun dari sisi harga China mampu membuatnya jauh lebih murah. Cerdasnya lagi mereka mampu mencari tempat-tempat pemasaran yang sesuai dengan kualitas dan harga dari produknya. Mereka juga sangat percaya diri dan mampu mengembangkan brand Made in China meski produk tersebut meniru dari produk Negara lain yang lebih maju. Industri China juga memiliki value chain yang baik semua tersuport dari hulu ke hilir.

Mengapa kita tidak meniru China?………………………………………………………

The Apparel Production Process

From: “Fashion Forward Introduction to the Apparel Industry February 2002″  prepared Assessing the Future of Apparel Manufacturing in Los Angeles County by Los Angeles Regional Workforce Preparation and Economic Development Collaborative

Apparel manufacturing involves at least 14 different steps, beginning with the idea or design

concept and ending with a finished product.

Research and Development

Market research is the first step in the apparel production process. Market research can be

defined as “the systematic and objective approach to the development and provision of

information for the marketing management decision-making process.”7 Designers and

merchandisers may conduct market research in order to forecast fashion trends. Trade

associations also conduct market research to provide important information to apparel

manufacturers.

Market research can be divided into two main categories: consumer research and market

research. Consumer research generates information about consumer behavior and

characteristics. Consumer research is conducted formally and informally, using a variety of

methods. Information may be collected by polling consumers in target demographics, as well as

by observing what youth wear. Designers tap both formal and informal sources—trade

publications, popular media (such as consumer magazines and newspapers), television, movies,

sports figures, retailing reports, trends popular in Europe, and ethnic attire—for clothing

inspiration.8

Market research includes both short-range and long-range forecasting. Short-range forecasting

includes:

• Analyzing consumer spending patterns,

• Tracking sociological, psychological, political, and global trends,

• Researching business trends (such as new computer technologies), and

• Studying competitors’ products and tracking what is selling at retail.

In contrast, long-range forecasting includes:

• Determining the desired increased sales growth for a company,

• Predicting retailing changes, and

• Studying competitors’ products and tracking what is selling at retail.

In addition, companies and designers research color, fabric, and trimmings for each clothing line.

Designers often collect fabric swatches and garments for future inspiration. These may include

antique fabrics and trims as well as clothing or fabrics from other countries and cultures.

Product Design

Many apparel companies hire both merchandisers and designers as part of their design and

development team. Merchandisers often oversee and guide the design team to determine what,

when, and how much apparel to produce. At planning meetings, designers use concept boards to

present their ideas to the development and management teams. These concept boards are

typically collages of color and fabric swatches, fashion sketches, and magazines photos that

capture the theme or mood of the design ideas. Previous season’s sales figures, sales forecasts

for the new season, and the overall outlook of upcoming seasons will also be discussed in these

planning sessions.

Designers begin to materialize their ideas using hand sketches, off-the-rack garments, technical

drawings, three-dimensional draping on dress forms, or computer-aided design (CAD). CAD is

becoming increasingly popular, partially due to the ease with which images can be redrawn,

altered, and modified; and partially attributable to the active marketing efforts of apparel

computer system manufacturers such as Gerber Technology, Lectra Systems, Pad Systems, Inc.,

Snap Fashun and Tukatech, Inc.

After the design team reviews the line, designers transform those final designs destined for actual

production into sample garments. If the product is to be made offshore, the final designs are

translated into garment specification sheets. A garment specification sheet consists of all the

important information required to complete a pattern and prototype of the design. Increasingly,

garment specification software programs facilitate this process.

Fabric Selection and Inspection

Designers specify the fabric as part of their design concept. Designers may develop new styles

for fabrics that have been successful. In other cases, untested fabrics may inspire new designs.

Once the final fabric has been determined, the manufacturer contacts a textile supplier and places

a tentative order for that fabric (also called “taking an early position”), based on estimates of the

line’s sales.

Apparel manufacturers inspect the fabric stock upon arrival, so that any fabric irregularities are

caught early in the production process. Textile producers also generally inspect fabrics before

sending them to manufacturers. These inspections are an important part of quality control, which

takes place at nearly every stage of apparel production.

New fabric printing technologies have dramatically decreased the amount of time between

ordering a fabric sample and receiving it, if the yarn and base fabric are available. For short-run,

limited volume apparel, man-made fabric sample prints can be designed and printed in less than

48 hours. For larger volume orders, fabric printing can take up to 10 weeks.

Patternmaking

Once a designer has completed a drawing of a garment, it is transformed into a sample pattern.

“Patternmaking” is the process of creating all the correctly sized pieces needed to make a

complete garment.

For many smaller manufacturers, pattern making is still done on paper because the cost of

computerized systems remains prohibitive. The patternmaker may use one of the following

techniques to develop a sample pattern. S/he may “manipulate” a new pattern by using

geometric rules to modify or alter existing pattern pieces. S/he may translate a design that has

been “draped” and pinned on a dress form by converting the shapes of the draped garment

sections into paper pattern pieces. Alternatively, s/he may pin pieces of muslin to a garment

being copied and rub tailor’s chalk over the seams and darts, making a “muslin rub.” The chalk

markings are then used to create a flat paper pattern.

From this initial pattern, a sample garment is developed. The sample process allows a designer

to correct any problems inherent in translating a one-dimensional sketch into a two-dimensional

garment; it ensures that the designer’s fabric yardage specifications are accurate; and it provides

an opportunity to spot potential production problems inherent in a design. Once the sample is

made, the manufacturer makes a small batch of duplicates for its sales force to test market. If

they sell well, the garment goes into larger volume production.

Although many firms still make patterns by hand, larger manufacturers make production patterns

on a computer using CAD software. Other systems have been developed that allow

patternmakers to create patterns manually by using a life-sized, sensitized table and a stylus

attached to a computer. As the patternmaker indicates points with the stylus, the pattern pieces

are automatically entered into the CAD system where they can immediately be accessed for

grading and marking. Although pattern making is becoming increasingly computerized,

patternmakers still must learn the manual method because making patterns manually develops an

advanced understanding of garment construction, knowledge that cannot yet be replaced by a

computer.

Grading

Patterns initially are made in only one size. In order to produce clothing that fits various body

types and sizes, the pattern pieces must be increased or decreased geometrically to create a

complete range of sizes. The process of resizing the initial pattern is called “grading.” Each

company determines its own grade specifications for each size, and size specifications vary

slightly from manufacturer to manufacturer.

Although many small firms still use traditional grading methods, grading, like patternmaking, is

becoming increasingly computerized. Using a CAD system, the pattern can be resized according

to a predetermined table of sizing increments (or “grade rules”). The computerized plotter can

then print out the pattern in each size. Because the productivity gains are so great, small- to

medium-sized manufacturers are beginning to acquire their own CAD systems for grading.

Alternatively, they may use an outside grading service to perform this function.

Marking

Once the pattern is graded, the fabric must be prepared for cutting. In order to spread the fabric

properly, the spreader must know how the pattern pieces will be placed on the fabric. “Marking”

refers to the process of placing pattern pieces to maximize the number of patterns that can be cut

out of a given piece of fabric. Firms strive for “tight” markers largely because fabric is one of a

manufacturer’s most significant business costs, often exceeding the cost of labor. Although

markers can be made by hand or using CAD software, the computerized method is up to eight

times faster. Once a marker is completed, a CAD system can use a plotter to print a full size

layout on a long sheet of paper. This layout becomes the guide for the cutter.

Spreading

“Spreading” is the process of unwinding large rolls of fabric onto long, wide tables in

preparation for cutting each piece of a garment. The number of layers of fabric is dictated by

the number of garments desired and the fabric thickness. Spreading can be done by hand or

machine. Depending upon the fabric and cutting technology, up to 200 layers of fabric may be

cut at one time. Fabrics that are more difficult to handle are generally cut in thinner stacks.

Cutting

Once the marker is made, pattern pieces must be cut out of the specified fabric, a process called

“cutting.” Currently, several cutting techniques exist, ranging from low- to high-tech.

Although scissors are used very rarely—only when working with very small batches or sensitive

fabrics—cutting continues to be done by hand, particularly in many lower volume

establishments. Here, cutters guide electric cutting machines around the perimeter of pattern

pieces, cutting through the fabric stack. An electric drill may be used to make pattern notches.

The accuracy and efficiency of this system is considerably less than in computerized cutting

systems.

Computerized cutting systems are achieving more widespread use as technology costs decrease

and labor costs rise. These computer-driven automated cutters utilize vacuum technology to hold

stacks of fabric in place while cutting. Cutting blades are sharpened automatically based upon

the type of fabric being cut. Gerber Garment Technology manufactures one of the most

commonly used cutting systems. This technology has the advantage of being highly accurate

and fast, but does cost considerably more than other cutting techniques.

Bundling

“Bundling” is the process of disassembling the stacked and cut pieces and reassembling them in

production lots grouped by garment unit, color dye lot, and number of garments. Manufacturers

use a variety of bundling methods depending upon their needs, with four basic systems being the

most common among local manufacturers10:

1. Item bundling – all pieces that comprise a garment are bundled together.

2. Group bundling – several (10-20) garments are put together in a bundle and given to a

single operator or team to sew.

3. Progressive bundling – pieces corresponding to specific sections of the garment (such

as sleeves or a collar) are bundled together and given to one operator. Other

operators sew other parts of the garment, which are then assembled into the finished

garment in the final phase.

4. Unit production system (UPS) – individual garment pieces are delivered to sewers

using a computerized, fully mechanized “assembly line” that runs throughout the

manufacturing facility. Using a UPS computer monitoring system, a manufacturer

can fully track the production of a garment, identify where sewing slowdowns are

occurring, and reroute garment pieces to other sewers who work more quickly.

Gerber Garment Technology Inc. manufactures a UPS system, which eliminates the need for

passing apparel piece bundles from worker to worker. This lowers labor costs because

employees spend less time handling bundles and more time sewing. It also facilitates short-cycle

manufacturing.

Modular or “team based” manufacturing is another type of bundling that combines some of the

above characteristics. Developed in Japan, it is the grouping of sewing operators into teams of

eight to ten. Rather than each sewer performing a single task, they work together on a garment

from start to finish. One-third of the U.S. apparel industry has switched to either unit production

or modular manufacturing. In Los Angeles, however, only a few major manufacturers engage in

computerized unit production (constituting about ten percent of total production) while the

majority of contractors still use progressive bundling.11

Bundling workers also carry out important quality control functions. They inspect the garment

pieces for cutting problems, fabric irregularities, or any other problems that may have occurred

in production thus far.

Sewing

This is the main assembly stage of the production process, where sewers stitch fabric pieces

together, and a garment is assembled. Computerized sewing machines, costing upwards of

$100,000, can be programmed to sew a specific number of stitches to perform a standard

operation, such as setting a zipper or sewing a collar. However, even though new machines

mechanize and hasten the sewing process, sewing remains largely labor-intensive.

There are four general types of sewing machines: single-needle machines, overlock machines,

blind-stitch machines, and specialized machines. Single needle machines are most common, as

are their operators. Because operating more complicated machines requires additional training,

there is frequently an oversupply of single-needle operators and a shortage of sewers who can

use other machines.

Sewers need to be familiar with many different types of fabric and how to stitch each, but they

usually specialize in a particular fabric or a particular machine. Working with cotton knit fabrics

is very different from working with denim, silk, or linen. Learning how to work with each fabric

type is part of the training—usually informal—that sewers undergo. Sewers may also specialize

in zipper-setting, embroidery, and other hand stitching techniques.

Sewers may also affix labels. Certain labels identify the garment as belonging to a particular line

and designer. Other labels inform the consumer of fabric content, care instructions, country of

origin, size, or production by a union shop.

Pressing or Folding

Some pressing, termed “underpressing,” may be done in the course of assembling a garment, for

example, pressing seams open or ironing a collar. Most pressing is done after assembly to

improve the appearance of a garment. In other cases, especially with knits, garments are simply

folded instead of pressed. Although pressing remains largely a manual task, new automated

processes exist that apply force and steam to garments placed over a body form.

Finishing and Detailing

“Finishing” is the addition of special detailing such as pleats, embroidery and screen printing to a

garment. This includes hand stitching (unseen handwork done inside collars and lapels to give

them shape) and its automated substitutes. This may also include adding buttons, hooks, eyes, or

trims, as well as clipping loose threads. All finishing of moderate- and lower-priced garments is

done by machine.

Dyeing and Washing

For some garments, dyeing is done after final assembly in order to ensure a perfect color match

for items intended to be worn together. In jeans manufacturing, washing is often a final stage in

finishing in which various washing techniques are used to give denim a ‘stonewashed’ look, or

faded, bleached, and aged appearances.

Quality Control

Quality control helps to ensure that all products meet production standards and match the

original sample. Quality control occurs throughout the production process, but once a garment is

constructed, quality controllers perform a final check. Quality controllers inspect garments for

sewing irregularities, uncut threads, measurement errors, fabric imperfections, and other similar

flaws.

Ticketing and Bar-coding

Increasingly, retailers request that manufacturers supply them with “hanger ready” garments; in

other words, the garments must be pre-ticketed with bar-coded price tags attached and hung on

the hangers the retailers will use. Previously, retailers were responsible for ticketing, but

retailers have shifted this burden to manufacturers. A contractor or a distribution warehouse

routinely handles the ticketing.

Trend  celana jeans selalu berputar dari aspek

1. Warna

- standar

- belel

- washing effect

2. Bentuk/style

- Basic

- Baggy

- Bootcut

- Straight

3. Material

- 100% cotton dengan anyamam twill

- Stret 80-95% cotton dengan 6 percent serat elastomer

- Pegangan soft dan keras

4. Jeans Asesoris

- Kancing

- Resluiting

- Hiasan (motif kain, efek cuci, warna benang, hiasan jahitan, bordir)

- Label

Disamping parameter tersebut masih ada faktor harga, tempat pembelian, brand, dll

Edu Creative Preneur

World Creative University

Pendidikan Berbasis Kreativitas dan Entrepreneurship

Sebuah jalan menuju World Class University

Creative Student

Creative Curiculum

Creative Learning

Creative Teacher

Creative Library

Creative Laboratory

Creative Networking

Creative Competence

Creative People

Creative Product

Creative Economi

Baru sebuah judul penjabarannya menunggu petunjuk dan sumbang saran dari para pakar dan anda sekalian? Jika anda punya pemikiran tentang ini tuliskan saja……………………..

Bali Creative Power:

Merayakan Kreatifitas Yang Mencerahkan

————————–

BALI CREATIVE POWER
Sabtu, 29 November 2008
Sanur Paradise Plaza, Denpasar, Bali
09.00 – 24.00
Tiket:
- Rp 200.000 (sehari penuh)
- Rp 100.000 (sesi malam saja)
- Rp 50.000 (untuk mahasiswa)

*Lokasi: Grand Ballroom Sanur Paradise Plaza

SESI PAGI
Seminar Mengenai Ekonomi Kreatif
09.30 – 13.00
Seminar mengenai Industri & Komunitas Kreatif oleh Andi S. Boediman (tokoh industri kreatif), Dwinita Larasati (Bandung Creative Community), dan Nita Murjani (British Council).
Moderator: Sugi Lanus & Marlowe Bandem

14.00 – 16.00
Seminar mengenai Industri berbasis “hijau”, eco-friendly product, oleh Maya Pagandiri (Bali Asli), Kalisari (Saraswati Paper), Noor Fitrihana (Universitas Negeri Yogyakarta), Paola Cannucciari (EcoBali)
Moderator: Robi Navicula

Membangun Sistem Manajemen Mutu Dengan ISO 9000

            Mengapa ISO 9000 dipilih untuk satu standar manajemen yang profesional Lembaga Bantuan Manajemen Bandung(2000) mengungkapkan beberapa alasan pentingnya ISO 9000 yaitu :

• Menyediakan landasan mutu yang berguna/pedoman kerja yang standar
• Memenuhi pokok/hakikat persyaratan bisnis dalam pemasaran secara umum
• Tetap tegak dalam ketatnya persaingan pasar, menekan biaya biaya dan meningkatkan perhatian/focus terhadap pelanggan
• Melengkapi manajemen dengan”tool” untuk memungkinkan pemantauan pencapaian mutu yang lebih ketat
• Menghilangkan ketergantungan mutu pada salah satu/beberapa personil
• Sistem mutu yang didokumentasikan akan memeperbaiki komunikasi antar departemen , memudahkan pelatihan/pengajaran, menjadi dasar untuk perbaikan berkesinambungan.
• Meningkatkan image lembaga
• Meningkatkan efektifitas dan efisiensi
• Meningkatkan kepercayaan dan kepuasan pelanggan

Untuk menerapkan ISO 9000 Sprint Consultan (2002) memberikan tahapan dan kunci penerapan ISO 9000 serta bagaimana cara memelihara sistem mutu adalah sebagai berikut:

 

 

1. Tahapan penerapan ISO 9000
   • Penetapan Komitmen Manajemen Puncak
   • Pembentukan Team ISO 9000
   • Pelatihan kesadaran mutu dan dokumentasi
   • Identifikasi proses bisnis
   • Disain sistem dan pendokumentasian
   • Penerapan
2. Kunci penerapan ISO 9000
   • Tanggung Jawab manajemen

Komitmen, Kepemimpinan,Manajemen memberi dukungan dan memberdayakan karyawan, Membuka dan memelihara komunikasi dan umpan balik dari karyawan

•  
  • Pemahaman ISO secara benar

Melakukan pelatihan mutu untuk seluruh tingkatan

•  
  • Alokasi sumberdaya

Menunjuk seorang wakil manajemen (MR), menunjuk pengendali dokumen, menunjuk auditor mutu internal, mengalokasikan sumberdaya yang diperlukan seperti tenaga kerja, waktu, biaya dan peralatan.

•  
  • Dokumentasi dan penerapan yang sesuai

Dibuat agar efisisen, efektif , fleksibel dan mudah dilaksanakan, sistem mutu dibuat agar mudah untuk diaudit dan disertifikasi, menggunakan bahasa yang mudah dimegerti.

•  
  • Penerapan yang sistematik

Menjamin seluruh kegiatan operasi telah terlibat, menggambarkan keterkaitan proses antara fungsi organisasi. Melakukan uji coba dari sistem mutu yang telah dibuat

•  
  • Faktor Faktor manusia

kesadaran,kemauan,kemampuan,disiplin,kerjasama,komunikasi, proaktif

• Memelihara Sistem mutu

1. Disiplin/konsisten
2. Menerapkan/Melaksanakan
3. Usaha yang berkesinambungan
4. Komitmen terhadap mutu dari manajemen dan karyawan
5. Kerjasama dari seluruh karyawan
6. Motivasi untuk meningkatkan mutu.

KOZAI (Komunitas Zat Warna Alam Indonesia) Juli 22, 2008

Posted by Noor Fitrihana in zat warna alam.
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