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"Lean system sejak diperkenalkan melalui konsep Toyota Way sebagai salah satu alat dalam Toyota Production System telah menjadi sebuah terobosan baru. Banyak perusahaan yang berusaha untuk mengadaptasi dan mengadopsi lean system ke dalam proses produksi mereka, namun tidak sedikit yang mengalami kegagalan, jika-pun ada yang berhasil setelah dilakukan analisa lebih mendalam ternyata bukanlah lean.Lean system bukanlah sebuah alat atau sarana yang dapat diterapkan dengan begitu saja namun harus terintegrasi dengan budaya dan nilai-nilai perusahaan. Hal inilah yang menyebabkan konsep lean dapat lahir, tumbuh dan berkembang di Jepang yang memiliki nilai-nilai menghargai orang lain dan kerjasama.Toyota Way dan Toyota Production System merupakan satu kesatuan pendekatan yang membuat Toyota berhasil menjadi perusahaan manufaktur terhebat di dunia. Dengan menerapkan keduanya, telah terjadi peningkatan produktivitas dan kualitas yang luar biasa di Toyota. Lebih dari itu, Toyota Way juga mengenai pemberdayaan seluruh anggota organisasi untuk melakukan peningkatan berkesinambungan. Semua upaya peningkatan ini ditujukan untuk menghilangkan pemborosan dari sistem produksinya. Dengan demikian, akan tercipta organisasi pembelajar yang lean.Selama ini konsep dan literatur yang ada lebih mengarah kepada proses lean di perusahaan atau dari sisi manufaktur namun masih menjadi pertanyaan bagaimana menerapkan konsep lean di bagian administrasi atau jasa. Lean system erat kaitannya dengan lean accounting; khususnya dalam system pembelian barang/jasa di Departemen General Affair PT TAM ternyata baru mulai mengkaji penerapan lean system. Fokus lean system dalam hal ini adalah lead time yang semakin cepat dan tepat. Langkah awal dari penerapan lean system ini adalah mengkaji hal apa yang merupakan penambah nilai bagi para customer/user.Setelah dilakukan pengkajian atas hal-hal yang akan menambah nilai bagi para customer/user maka ditentukan lead time yang cepat dan tepat sebagai fokus utama. Selanjutnya dibentuk cell team dan value stream yang diberi pengukuran atas kinerja masing-masing komponen tersebut, dimana cell team dan value stream merupakan komponen dari lean system itu sendiri. Penerapan lean system di bagian purchasing & cost analysis berada di maturity path stage-1. Pada akhirnya dalam penelitian ini diperoleh kelebihan dan kelemahan dari penerapan lean system yang akan diterapkan oleh PT TAM dalam hal ini Departemen General Affair.

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Lean system has been a breakthrough since its inception as one of tools for production system found by Toyota in their Toyota Way. Many companies have been tried to adopt lean system into their production system but failed. If some of them were succeed, the depth analysis found that it is apparently not lean system. Lean system is not a tools or medium that can be adopt immediately. It should be integrated with culture and value within a company. That?s why lean system can be set up, raise, and develops in Japan, which possess a value such as respect to other people and teamwork.Toyota Way and Toyota Production System is one integrated approach that brings Toyota to be the number one Manufacture Company in the world. By implementing that approach Toyota has an excellent improvement in their quality and productivity. In addition, Toyota Way is also empowering all their resource to persistently improve the way they do their business. All of this effort is to achieve efficiency and reduce wastefulness in their production system. Thus, it will be create lean learning organization.Up until now, all the concept and literature of lean is only for production and manufacture process. There is still a question about how to implement lean concept in administrative process or services. The intention of this research is to know how the implementation of lean concept in administration PT. TAM, especially in purchasing system at General Affair Department. Lean system closely related to lean accounting. In purchasing system PT TAM, this concept had just been studied, but not yet implemented. Lean system for this department will be focused in lead time, which is faster and more accurate. The first step in the implementation is reviewing what aspect that will add value to customer/user.After reviewing all the aspect that can add value to customer/user; we form cell team and value stream with each performance evaluation, where cell team and value stream are the components of lean system. The implementation of lean system in procurement section is in the maturity path stage 1. This research tried to analyst the strength and drawback in lean system that will be implemented in PT. TAM."

"During Toyota's highly publicized recalls of 2009 and 2010, the legendary carmaker's 60-year-old reputation for operational excellence was put under the microscope. Business pundits wondered out loud if Toyota's quality levels had decreased dramatically, while the harshest critics predicted the end of the company as we know it. For the most part, the government's findings absolved Toyota of serious defects and accidents, and Toyota recovered rapidly---but mistakes were made, which showed that Toyota is not perfect. In fact, there is always opportunity for improvement in every process."

"In the end of 1998, a street brawl in Poso City, the capital of Poso District in Central Sulawesi expanded into a full-scale communal conflict that caused breakdown of authority, damaged public infrastructures and resulted in over 75,000 people to be displaced from their home. Efforts from both government and non-governmental actors to bring peace back to Poso District, as well as to recover the livelihood of the conflict-affected people have been going on from 1998 up to present.

This study would like to find out whether livelihoods of the conflict-affected people are recovered and to identify links between relief and development using sustainable livelihoods approach, especially in the case of CROP Program implemented by Church World Service Indonesia in Poso District, Central Sulawesi.

Household Livelihood Security Analysis was used in this study using in depth interviews with direct program beneficiaries and obtaining secondary data from project documents and articles in journals and reports.

The findings of this study is a Household Livelihood Profile of the beneficiaries of CROP Programs, that contains changes in livelihood system that happened before and after the intervention and efforts to recover impaired livelihoods in a post-conflict setting is presented.

In the end, the study concluded that the CROP Program was able to enhance the livelihood recovery process of household beneficiaries in Poso District through the provision of vegetable seeds, and fish fry as well as fish and farming tools i.e. hoes, sickles and fish nets, which eventually increased and strengthened physical, economic and social resources of the household beneficiaries. In addition, linkages between relief and development are identified through changes in livelihood resources and strategies, appropriate and accurate intervention design that does not harm the existing livelihood resources and strategies of the conflict-affected people as program beneficiaries.

However, commitment of CWS Indonesia to sustain and recover the existing livelihoods resources and strategies of the conflict-affected people should be strengthened by enriching the capacity of its organization resources."

"Forming and maintaining an atmosphere of partnering is key to a successful performance intervention. This issue presents a strategy to create more effective partnerships that will have a real impact on your organization. Included is a set of critical success factors, examples of common types of partnerships, and job aids that will help you plan a partnership and check to ensure that the partnership is functioning as it should."

""Operation Excellence" shows readers how to harness the same strategies used to great effect by the Army, Air Force, Navy, and Marines in their own personal and professional lives. Using action-packed examples to deliver the message behind each lesson, the book reveals how a combination of discipline, confidence, and sacrifice can help anyone achieve superior results in leadership, teamwork, tactics, health, wealth, relationships and much more."

"Industri pracetak dan prategang adalah industri konstruksi berbasis manufaktur yang dari sejak masa awal pembangunan Indonesia sudah menunjukkan perannya dalam menghasilkan kualitas pekerjaan infrastruktur yang baik, cepat, ekonomis dan berkelanjutan. Namun beberapa penggunaan produk dalam negeri masih rendah, artinya masih banyak produk impor yang memenuhi pasar nasional. Disisi lain, para petinggi menjadi tersangka kasus korupsi mengindikasikan rendahnya kualitas kepemimpinan sehingga mengakibatkan kerugian negara. Untuk itu perlu dibangunnya budaya invoasi dengan cara pengembangan leadership system berbasis ISO 56002 yang diintegrasikan dengan Lean Six Sigma. Dalam pengolahan data, penelitian ini menggunakan metode delphi serta SEM. Hasil penelitian ini dapat memberikan masukan dan strategi pengembangan leadership system guna membangun budaya inovasi pada perusahanan pracetak di Indonesia. Hasil dari penelitian ini terdapat 10 indikator leadership system dari integrasi antara ISO 56002 dan Lean Six Sigma. Pengaruh integrasi antara LSS dan ISO sangat tinggi, sedangkan ISO terhadap budaya inovasi serta LSS terhadap budaya inovasi cenderung medium. Indikator yang paling berpengaruh terhadap budaya inovasi antara lain tujuan inovasi, kebijakan inovasi, pakar yang dikembangkan, serta integrasi orang, system, dan informasi.

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The precast and prestressed industry is a construction manufacturing industry with the potential to produce high-quality, fast, cost-effective, and sustainable infrastructure since the early days of Indonesia's development. However, the usage of domestic products in the national market is still low, with imported products being more prevalent. Furthermore, the low leadership quality of high-ranking officials, who are suspects in corruption cases, has resulted in state losses. Therefore, it is necessary to cultivate cultural innovation by developing an ISO 56002-based leadership system inspired by Lean Six Sigma. In data processing, this research employs the Delphi method and SEM. The research's findings can provide valuable input and strategies for developing a leadership system that fosters a culture of innovation within precast companies in Indonesia. This research resulted in 10 leadership system indicators derived from integrating ISO 56002 and Lean Six Sigma. The integration's impact on innovation culture is high, while ISO's influence on innovation culture and Lean Six Sigma's influence on innovation culture are moderate. The most influential innovation culture indicators include innovation goals, innovation policies, expert development, and the integration of people, systems, and information."

"Todays organizations are faced with many challenges: increased complexity of work, a need for more resources paired with the reality of cost cutting, lack of training for new leaders, and tired and stressed workers. To manage these challenges and more, organizations need leaders who focus on developing their people to move toward specific goals. To be an effective leader, individuals need to develop 10 competencies in the areas of knowing oneself, working with other people, and integrating it all. This Infoline enables leaders to assess their own leadership skills and identifies ways to build skills and knowledge in the 10 leadership competencies."