Knowledge Management sebagai Kunci Sustainable Enterprise Garuda Food

Oleh: Sudhamek AWS*

Memasuki era knowledge-based economy, korporasi harus mampu menjadi learning organization yang melahirkan para knowledge worker, yang merupakan faktor penting dalam meningkatkan keunggulan kompetitif perusahaan. Garudafood Group telah menerapkan model knowledge management untuk melahirkan para knowledge worker yang mendukung terwujudnya sustainable enterprise, melalui kreativitas dan inovasi yang dihasilkan.

Setelah revolusi teknologi informasi, masalah utama abad ini adalah bagaimana memanfaatkan informasi dan data menjadi knowledge yang melahirkan informasi. Kemampuan knowledge management sangat penting namun belum banyak disentuh dan dimanfaatkan oleh para pelaku bisnis di Indonesia.

Garudafood telah mengembangkan kultur yang membiasakan setiap orang semakin kritis dalam menganalisis fakta dan data sehingga menjadi knowledge yang akan melahirkan kreativitas dan inovasi yang mampu memberikan value added bagi perusahaan. Kultur ini pada akhirnya akan mendukung terwujudnya sustainable enterprise.

Dalam struktur business model kami fondasinya ada pada knowledge worker. Kami melihat knowledge management (KM) merupakan kebutuhan yang paling mendasar bagi sebuah perusahaan yang ingin memenangkan persaingan. Kami terus mengembangkan kemampuan analytical ability, membiasakan setiap orang cermat menganalisis data dan informasi, sehingga mendalami bidang pekerjaannya dan mampu memberikan penilaian yang kritis. Dalam setiap rapat, kami terbiasa dengan format ringkas yang berbicara data. Di Garudafood dikenal format seven sheets. Melalui kemampuan analisis yang tajam, masalah yang kompleks harus dapat dipresentasikan dalam format maksimal tujuh slide saja.

Pada akhirnya, kemampuan knowledge management (KM) ini harus bisa membuat setiap bagian mampu mengembangkan sendiri model of excellence di bagiannya masing-masing. Ini bagian dari functional management system. Kami meyakini, pada hakikatnya esensi bisnis itu sudah bukan lagi persaingan antara barang dan jasa melainkan sudah menjadi persaingan kompetensi. Bisnis sudah harus dapat dilihat dengan pengertian ini. Di Garudafood pengertian ini sudah diterima tanpa keraguan, bahkan telah menjadi keyakinan. Kami meyakini bahwa sebuah perusahaan untuk memenangkan persaingan perlu mengembangkan aspek kompetensinya. Karyawan Garudafood terus mengalami proses pengembangan kompetensi, baik dari skill, knowledge, hingga understanding dan attitude-nya. Oleh karena itu, muncul ungkapan bahwa bekerja di Garudafood itu “belajar yang dibayar”.

Kultur yang Meningkatkan Value Added Perusahaan

Proses pengembangan kompetensi dimulai dari menggali core compentence dengan menilai generic competency, hingga masing-masing karyawan mendapatkan grade-nya. Tahap selanjutnya, karyawan akan dibekali dengan specific competency yang sesuai spesifikasi pekerjaannya. Ini adalah bagian dari learning model kami. Tidak hanya berhenti sampai di situ, kami bahkan mengembangkan tingkat kompetensi hingga mencapai wisdom dan intuition, supaya mereka semakin peka dan terlatih melakukan penilaian-penilaian yang tepat. Kemampuan ini kami yakini akan mendukung proses kreatif dan inovasi yang pada akhirnya meningkatkan value added bagi perusahaan. Jika proses ini dilakukan terus menerus akan menghasilkan sustainable enterprise. 

Kami juga menerapkan project management untuk memberikan kesempatan kepada setiap karyawan bisa belajar di tempat lain atau di bidang-bidang lain melalui beberapa proyek tertentu. Mereka akan belajar bidang-bidang lain sesuai proyek yang sedang dikerjakan. Ini semua merupakan bagian dari cara kami menjalankan KM. Dengan cara ini setiap orang di Garudafood disiapkan untuk menjadi generalis, sehingga pada waktu perusahaan berkembang mereka siap mengisi berbagai kemungkinan posisi yang ada. Selain memberikan peluang career path yang lebih luas, cara ini juga akan membiasakan para karyawan bekerja sama dengan kolega-kolega yang lain dan membuat perusahaan tidak bergantung pada satu orang tertentu. Di Garudafood hampir tidak ada seorang pun yang hanya memegang satu jabatan.

Pengembangan multi-kompetensi ini manfaatnya sangat strategis. Ketika kami merencanakan bisnis baru, kami dapat langsung memilih beberapa calon project manager yang akan menjalankan rencana tersebut. Dengan cara ini kami juga dapat melakukan internal promotion. Merekrut dari luar sering kali memerlukan proses lagi untuk penyesuaian dengan kultur perusahaan. Organisasi kami relatif bertumbuh cukup cepat sehingga kami sering kekurangan orang. Jika kami tidak siasati dengan cara ini maka kami akan sulit mendapatkan orang yang siap untuk menjalankan pengembangan yang kami lakukan. Meskipun demikian kami masih merekrut dari luar karena sumber daya manusia yang ada tidak mencukupi.

Bersama 16.000 karyawan yang tergabung dalam sembilan anak perusahaan, saat ini Garudafood terus mengembangkan langkah-langkah ekspansif di industri makanan dan minuman. Para karyawan yang diarahkan untuk menjadi knowledge worker telah berhasil melahirkan beberapa produk inovatif yang beberapa di antaranya menjadi best brand. Melalui berbagai kompetensi yang dikembangkan, Garudafood menargetkan untuk menjadi the big five di bisnis makanan dan minuman nasional.

 sumber: 

http://books.google.co.id/books?id=urR_5fXRZ2cC&pg=PA51&lpg=PA51&dq=knowledge+management+garudafood&source=bl&ots=-HY7WrP3EQ&sig=H3XRArkeUuL57y8u9tp5iLxopA0&hl=id&ei=17MpTYaELs_wrQeOmqDLDA&sa=X&oi=book_result&ct=result&resnum=1&ved=0CBQQ6AEwAA#v=onepage&q=knowledge%20management%20garudafood&f=false

Pembahasan oleh saya:

Pandangan Garudafood terhadap KM:

KM adalah suatu hal yang sangat penting di era sekarang ini untuk membantu perusahaan memenangkan persaingan.

Knowledge management yang dilakukan oleh Garudafood:

-          Mengembangkan kemampuan setiap karyawannya (kemampuan menganalisis data dan informasi, sehingga mendalami bidang pekerjaannya dan mampu memberikan penilaian yang kritis, yang pada akhirnya mampu mengembangkan sendiri model of excellence di bagiannya masing-masing), seperti: pengembangan kompetensi, baik dari skill, knowledge, hingga understanding dan attitude-nya.

-          Garudafood juga menerapkan project management untuk memberikan kesempatan kepada setiap karyawan bisa belajar di tempat lain atau di bidang-bidang lain melalui beberapa proyek tertentu.

 

Studi Kasus PT Nutrifood Indonesia

PT Nutrifood Indonesia merupakan salah satu perusahaan yang sudah cukup lama bergerak di sektor FMCG (fast moving consumer goods). Perusahaan memperlakukan para pelanggannya sebagai sesuatu yang vital. Ini terbukti dari upaya mereka untuk selalu menanggapi dengan cepat atas setiap keluhan konsumen terhadap produk-produk mereka yang dijual di pasaran. Tetapi selama bertahun-tahun, perusahaan mengelola keluhan konsumen tersebut secara manual (SWA, 2006).

Keluhan konsumen (yang sebagian besar disampaikan melalui telepon) tersebut kemudian dicatat di kertas oleh petugas, baru kemudian dimasukkan ke database dan ditindaklanjuti. Cara penanganan keluhan seperti ini, tentu saja memiliki kelemahan karena tergantung ketelitian karyawan dalam mencatat dan mengirimkan pesan keluhan kepada brand manager dan unit lainnya.

Menyadari kelemahan tersebut, maka perusahaan memutuskan untuk meninggalkan cara-cara penanganan keluhan konsumen yang bersifat manual. Ini dibuktikan dari upaya mereka menerapkan aplikasi program Microsoft CRM pada Agustus 2004 (SWA, 2006). Dengan aplikasi Microsoft CRM, begitu pelanggan selesai telepon ke customer call center Nutrifood, e-mail pemberitahuan dan alur kerja (workflow) penyelesaian keluhan berjalan secara otomatis, sehingga semua orang yang terkait di Nutrifood langsung tahu.

sumber:
http://nita21.blog.binusian.org/2009/07/19/pt-nutrifood-indonesia/

Pembahasan oleh saya:

Pandangan PT Nutrifood Indonesia terhadap KM:

Pengetahuan yang didapat dari pelanggan itu sangat penting untuk pengembangan dan perbaikan produk yang dihasilkan oleh perusahaan, oleh karena itu pengetahuan tersebut harus terekam dengan akurat dan harus cepat terdistribusikan ke bagian yang terkait, sehingga perbaikan produk dapat dilakukan secepat mungkin agar pelanggan tidak beralih ke produk yang dihasilkan perusahaan lain.

Knowledge management yang dilakukan oleh PT Nutrifood Indonesia:

-          Mengganti penanganan konsumen yang bersifat manual ke terkomputerisasi, dalam hal ini penanganannya menggunakan aplikasi Microsoft CRM (begitu pelanggan selesai telepon ke customer call center Nutrifood, e-mail pemberitahuan dan alur kerja (workflow) penyelesaian keluhan berjalan secara otomatis, sehingga semua orang yang terkait di Nutrifood langsung tahu).

Case Study Casio

The Challenge

"Casio receives many thousands of customer phone calls and email inquiries per month from our customers in the US and Canada. As part of our commitment to total product quality, we wanted to provide our Tokyo headquarters with information on call volume by call type, root cause, product model, and call solution to help product development make improvements in product set-up and ease of use. Ultimately, this will allow us to build better products and better service our customers. We hit a roadblock because our previous customer service software lacked sufficient reporting.

We were also looking for a call center solution with integrated knowledge base software. To help us improve the consistency of information we provide and enable us to more quickly train new customer service agents, we wanted to be able to give both our agents and customers access to an online FAQ and knowledge base of known problems and solutions.

We knew that providing our customers with 24 x 7 access to information via our Web site would improve customer satisfaction, since they could find their own customer service solutions at any time. Our objective was to lower support costs by decreasing the number of phone calls and emails we receive.

We also wanted to be able to answer customer calls with knowledge of any other issues they recently had. We wanted to automate the workflow of our paper-based business processes to enable us to reduce manual and time consuming follow-up work with other departments."

The Solution

"Since we are an international company with strong brand awareness and a reputation for quality and innovation, a number "Giva eCustomerService stood out far and above the other products in terms of reporting, ease of use, functionality, and overall value." of vendors were interested in winning our business. We completed a thorough analysis and placed four enterprise software vendors on our short list. When we compared the customer service software from these four vendors, Giva eCustomerService stood out far and above the other products in terms of reporting, ease of use, functionality, and overall value. Giva eCustomerService is more flexible and easier to configure. The other call center solutions were harder to work with, as well as less intuitive and adaptable. The Giva customer service solution does not require any programming – set-up is mostly point-and-click with step-by-step instructions.

Because Giva provides ’high touch’ customer service, we trust them with to provide the infrastructure with which we service our customers. Giva assisted us in getting a trial up and running and then spent a lot of time in working with us to help us gracefully move from our old system to Giva.

Giva got deeply involved in all aspects of the implementation – they took full ownership for it. They dedicated project managers and staff to our implementation, saving our IT and customer service resources.

We were impressed with Giva’s willingness to accommodate our requests. For example, the Giva implementation team spent many hours cleaning up 1,000s of rows of customer profile data in preparation for the cut-over to the new system.

Giva understood our desire and passion to provide exceptional customer service – they knew that we could not let our "it was Giva’s own ability to provide Casio with exceptional customer service that was one of the key reasons why we selected Giva." call center service level metrics decrease during the training, trial, or cut-over. In fact, it was Giva’s own ability to provide Casio with exceptional customer service that was one of the key reasons why we selected Giva.

Giva came to our facility and worked closely with our customer support team to understand our requirements, workflow, and business processes. They used this information to optimize the configuration and customization of Giva eCustomerService.

It was critical that we made the cut-over on schedule. The Giva implementation teamed work around the clock in New Jersey and California – Giva met every single milestone and we made our cut-over on schedule. Giva delivered beyond our expectations.

Giva trained our call center agents in one-hour onsite sessions. The Giva call center software is easy and intuitive to use. As our call center continues to grow, we will be able to train our new agents very quickly."

The Result

"Giva real-time reports allow us to carefully monitor customer service key metrics, hour-by-hour and minute-by-minute with "Giva real-time reports allow us to carefully monitor customer service key metrics, hour-by-hour and minute-by-minute with no special reporting program, custom coding, or training." no special reporting program, custom coding, or training. Our agents have access to reports that help them monitor their own progress throughout the day. Since the Giva call center solution reports are real-time, all we have to do is point and click to run reports to get results.

Headquarters is very pleased with the quality and level of detail that we can now provide. We are using this information to improve product ease-of-use and the out of box experience we give our customers. Since we now provide detailed reporting, headquarters now better understands our call center challenges.

Giva is 100 percent Web-based – we do not have to deploy any client software. Tokyo headquarters can log into the application and review reports from our US and Canada call center any time.

The Giva customer service software applications are very fast. They allow our agents to quickly open service requests and handle a high volume of customers more efficiently than our previous system or the other systems we evaluated.

Giva is also easy to use. Our agents were able to get up to speed quickly. Speed and ease-of-use are important when our call volume spikes and there is a lot of pressure to quickly process customer calls to keep the hold time low. The Giva customer support software has directly helped us improve in this area.

We continue to be impressed with the flexibility of the Giva system. It is easy to make changes to the Giva solution.

Initially, we were interested deploying Giva eCustomerService solution locally on our own infrastructure. However, after carefully analyzing the total cost of ownership, we concluded that the hosted on demand software version made sense for us.

We undertook a thorough independent analysis of hosted versus installed solutions. We found that there are many soft costs "We undertook a thorough independent analysis of hosted versus installed solutions. We found that there are many soft costs of owning software and concluded that we would see dramatic savings by having Giva host the solution for us." of owning software and concluded that we would see dramatic savings by having Giva host the solution for us.

We evaluated the infrastructure and environment at Verizon Business, where Giva hosts its on demand solution. They have a reliable, bulletproof infrastructure, and we have had 100 percent uptime and excellent performance. Of course, we have the option to host Giva eCustomerService on our own infrastructure at some point in the future, if we choose. We like this flexibility.

After having worked with a number of resellers of other vendor’s products, we prefer Giva’s direct sales and support approach. Resellers generally do not have strong ties with the technical support and R&D teams, but with Giva, we rapidly receive answers to our questions. For example, we requested some enhancements so that the customer service software would better meet our needs. Giva quickly built, tested and released the new enhancements. With this high level of responsiveness, we know that we have found an excellent partner that we can trust.

We increasingly find that as the industry matures, many call center and customer support software vendors have generally become much less responsive to their customers’ needs. This is especially true in providing incremental enhancements. The Giva customer support and product development teams have been there for us long after the sale – they continued to exceed our expectations.

Giva tells us their model for success is simple. They tell us that customers are the center and cornerstone of Giva. We believe it.

sumber:
http://www.givainc.com/case-study/call-center-casio.htm

Pembahasan oleh saya:

Pandangan Casio terhadap KM:

KM adalah suatu hal yang sangat penting di era sekarang ini untuk membantu perusahaan memenangkan persaingan. Dengan adanya KM yang baik, Casio sekarang dapat melatih pegawai Costumer Service dengan cepat, bisa menghasilkan laporan yang detail mengenai berbagai keluhan pelanggan dengan cepat, keluhan pelanggan dapat diselesaikan dengan cepat.

 Knowledge management yang dilakukan oleh Casio:

-          Menggunakan costumer service software yang lebih baik daripada sebelumnya, dalam hal ini software yang dapat menghasilkan laporan detail mengenai berbagai keluhan pelanggan dengan cepat, mendukung efisiensi dan bisa menjadi lebih cepat dalam menangani keluhan pelanggan.

Nikon gets a better picture of customer base

Imaging giant Nikon has replaced its disparate customer relationship management (CRM) model with a centralised European knowledge management system to improve services.

The company has expanded its European customer base and changed its business model to support this growth, consolidating 12 separate country operations into a centralised on-demand resource.

It has deployed a knowledge management system, remotely hosted by service provider RightNow, to record, retain and organise customer information and interactions to provide a hub for all European customer-facing call centre activity.

Nikon has phased out its country offices and web sites and opened two pan-European call centres in Dublin and Sweden.

David Ward, CRM manager at Nikon, says the company has installed the centralised platform for inbound web and telephone enquiries. It is now working on the outbound element, which includes a marketing campaign management system that the firm will use to send targeted communications about its products to consumers, enthusiasts and professionals.

Ward says benefits include greater opportunity for reports analysis, improved customer service, streamlined staffing and greater ability to trace costs.

‘Our customer service levels are now measured at 98 per cent and our profit and loss recording is now more transparent,’ said Ward.

The knowledge management system includes a database of 800 frequently asked questions in 11 languages, as well as manuals and software.

sumber:
http://www.computing.co.uk/ctg/news/1821775/nikon-picture-customer-base

Pembahasan oleh saya:

Pandangan Nikon terhadap KM:

Knowledge management yang baik itu sangat penting untuk kemajuan suatu perusahaan, dalam hal ini, dapat membuat Nikon meningkatkan peluang untuk menganalisa laporan dengan lebih baik, meningkatkan pelayanan pelanggan, kemampuan menganalisa biaya yang lebih baik lagi daripada sebelumnya.

Knowledge management yang dilakukan oleh Nikon:

-          Mengganti model CRM-nya dengan  centralised European knowledge management system (dengan menginstal platform tersentralisasi untuk inbound web dan telephone enquiries).

Case Study Toshiba

Technological Trends in Knowledge Management

The knowledge of each individual has been recognized to be the source of an enterprise's power. Advanced enterprises that realize the importance of knowledge have been introducing knowledge management (KM). Using KM, they create new knowledge, accumulate it as organizational knowledge, transfer it, and deploy it, thereby transforming themselves into a so-called knowledge creating company leading the way in the 21st century. The introduction of information tools by itself does not lead to the achievement of real KM.　 Rather, the deployment of information technology is also very important to support effective KM.

Toshiba Knowledge Management Solutions
Precise analysis of the wealth of information that exists in multiple forms has become the most important key to rapid decision-making by corporate management. For this purpose, the knowledge and experience possessed by the organization and the individuals in it must be accumulated. The need for knowledge management (KM), which supports the creation of new knowledge, is increasing due to such sharing and analysis.

In response to these circumstances, Toshiba is offering KM solutions consisting of consulting, systems integration (SI) for both applications and platforms, and change management. These solutions are based on the concept that management strategies and information technology (IT) strategies have to be integrated from now on.

Platform for Community-Based Collaborative Knowledge Creation
Communication tools such as e-mail and bulletin boards are essential for sharing thoughts and ideas in a community such as a section-transverse project team in a company or a grassroots organization on the Internet. However, knowledge created through such communication is difficult to extract, organize, and maintain.

We have therefore proposed a new knowledge management model for extracting knowledge from communication and stimulating communication by sharing knowledge. Using this model, we have developed a platform for community-based collaborative knowledge creation. A prototype system has been experimentally used in Toshiba. The experiment has verified that the model works effectively for community knowledge management.

Text Mining and Its Application
There has been increasing demand in recent years for automatic analysis of large quantities of text data such as salespeople's daily reports, questionnaires, and call center inquiries. Text mining is one of the natural language processing technologies that is attracting attention as a promising solution. To meet the above requirements, we have proposed a method of text mining based on information extraction, and developed a system for analysis of salespeople's daily reports to support decisiontabunn-making by sales managers using this method. It analyzes "best practice"cases and "missed opportunity"cases from daily reports of storefront management, as well as key success factors and unsuccessful factors from daily reports of business negotiation management.

This system not only enables important information to be quickly accessed without the need to read large volumes of reports, but also makes daily reports a resource to support decision-making.

XML Processing Engine for Knowledge Management
Toshiba has developed an XML processing engine which manages and accumulates XML-based information in an organization. This engine can search and process XML data on-line at high speed. Individual analysis processes are automatically stored in this engine. These processes can be shared and reused by other users in an organization. Using this engine, various types of information-sharing and analysis systems, such as claim information, daily reports, and patents, can be efficiently developed.
 

Improvement of Help Desk Operation by Q&A Case Referencing
In help desk services, it is important to be able to promptly answer questions from customers. The accumulation of question and answer (Q&A) cases and efficient referencing of a database of such cases is an effective method of shortening the response time.

At the Toshiba Computer Information Service Center (Toshiba ISCTM), examples of Q&A cases are stored in a database and can be searched by natural language using a knowledge sharing system developed by the Toshiba R&D Center. The rate of retrieval of Q&A cases by the system is 23%. The response time to questions about operating systems has been shortened to about 38%.

Database Analysis System for VOC--Development and Application to Toshiba Customer Call Center
The increasing diversity of customer needs and their changing sense of values make it more important than ever that we conduct business activities based on the voice of the customer (VOC) to offer products and services truly achieving customer satisfaction. To do this, we have to ensure that the many customer views and requirements that come into the Toshiba Customer Call Center every day are quickly and efficiently shared throughout the Toshiba organization.

In response to this need, we have created the "Database Analysis System for VOC." This system has an automatic word search function that allows analysis of the 1,000 or more calls, the voices of our customers, that come into our call center every day. One particular advantage offered by the system is the ability to program it before the launch of a new product and then track customer evaluations of the product--including the negative comments that help us to make timely improvements.

Development of Knowledge and Information on Demand System
We have developed a practical knowledge and information on demand system. The goal of the system is to convert undocumented tacit knowledge into explicit knowledge. Experiments carried out in an actual office have demonstrated the feasibility of knowledge sharing.

sumber:  

  http://www.toshiba.co.jp/tech/review/2001/05/index.htm

Pembahasan oleh saya:

Pandangan Toshiba terhadap KM:

KM itu sangat penting untuk semua perusahaan, karena dengan KM, perusahaan dapat membuat pengetahuan baru, mengakumulasinya sebagai pengetahuan organisasi, mentranfernya, dan menyebarkannya. Penyebaran TI juga sangat penting untuk mendukung efektifitas KM.

Knowledge management yang dilakukan oleh Toshiba:

-          Penggunaan model KM yang baru untuk mengekstrak pengetahuan dan menstimulasi komunikasi dengan berbagi pengetahuan, dalam hal ini Toshiba mengembangkan sebuah platform untuk community-based collaborative knowledge creation .

-          Text Mining Application, yang memungkinkan informasi penting dapat diakses dengan cepat tanpa perlu membaca banyak laporan, membuat laporan harian sebagai pendukung pengambilan keputusan.

-          XML Processing Engine for Knowledge Management, yang menyimpan secara otomatis individual analysis processes, proses ini dapat dishare dan digunakan lagi oleh user lain di organisasi.

-          knowledge sharing system developed by the Toshiba R&D Center, mesin pencari untuk mendapatkan contoh Q&A cases yang disimpan di database.

-          Database Analysis System for VOC--Development and Application to Toshiba Customer Call Center.

-          Development of Knowledge and Information on Demand System, untuk mengubah tacit knowledge yang tidak terdokumentasi menjadi explicit knowledge.