COMPANY OUTLINE

Establishment June 21, 2016

Capital USD 123,324
Number of staff 540

Head office
Menara Sudirman 6th floor, Senayan,
Kby. Baru, Kota Jakarta Selatan, Daerah
Khusus Ibukota Jakarta

n History
1999 Materials and metallurgical engineering was established
2007 Materials selection project was initiated
2012 Became individual firm under Metallurgical Laboratory control
2016 Spin off from Sepuluh Nopember Institute of Technology and became
individual entity

Vôidukas Corporation 1
 n Our Clients

No. Company Address

1. PT. Megah Semesta (Screw Manufacturer East Java, Indonesia
Company)
2. PT. ZKK (Fastening Manufacturer Company) West Java, Indonesia
3. PT. Bintang Timur (Cutting Tools Company) Yogyakarta, Indonesia
4. PT. Borneo Jaya (Coal Producer Company) Central Kalimantan,
Indonesia
5. Green Ship Corp. (Ship Manufacturer Company) Bali, Indonesia
6. PT. Indofud (Plastic Producer Company) Jakarta, Indonesia
7. PT. Kokatua (Aluminum Processing Company) Banten, Indonesia
8. Eu Yon Sing Corp.(Pharmacies Company) Singapore
9. Bastoud Corp. (Escavator Manufacturer Company) Kuala Lumpur, Malaysia
10. JK-Leather (Fashion Company) Penang, Malaysia

Vôidukas Corporation 2
 n Vision Mission

Become top 100 service

company in Asia in
2020

VISION
Enriching Indonesia
Students to be more
competent in materials
science and engineering

Missions:
1. To provide integrated and reliable material selection consultant company
2. To provide free education and internship to Indonesian selection students
3. To improve our service to obtaion customers satisfaction

n Vôidukas Values

Customer
Integrity
Focused

Professional Leadership

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 TQM IMPLEMENTATION

n What is TQM?
“TQM is a management philosophy, a paradigm, a continuous improvement approach to
doing business through a new management model”

TQM is a comprehensive management system which:

1. Focused on meeting owners’/customers’ needs by providing quality services at
a cost that provides value to the owners/customers
2. Focused on the way tasks are accomplished rather than simply what tasks are
accomplished
3. Emphasizes teamwork and a high level of participation by all employees
4. Views an organization as an internal system with common aim rather than as
individual departments acting to maximize their own performances

TQM Beliefs
1. Owner/customer satisfaction is the measure of quality
2. Quality improvement must be continuous
3. Analyzing the processes used to create services is key to quality improvement
4. Sustained TQM is impossible without active, visible, consistent and enabling
leadership by managers at all levels
5. If we do not continuously improve the quality of services that we provide to our
owners/customers, someone else will

TQM Goals
1. Each person initiates and personally leads quality improvement in his or her
area
2. Establish organizational performance goals that will provide a benchmark for
success
3. Support teamwork not individualism
4. Reinforce deliberate process improvement
5. Reward quality-focused behavior

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 n The benefits of TQM
For Management
ë Provides an invaluable problem-
solving tool to managers/supervisors
to use
ë Dispels negative attitudes
ë Management becomes more aware of
problems that occurs in work
environment
ë Employees gain a sense of
participation
ë Increase efficiency and productivity
ë Builds loyalty to the company
ë Improve communication within and
among all departments
n What should be avoided
ë Lacks of funding
ë Commitment in only one department
ë Overselling hourly workers –
expecting instant pudding
ë Haphazard approach
Vôidukas Corporation
For Employee
ë Provides opportunity for personal
growth and development
ë Increases innovation for solving
problems, removing fear and failure
ë Employee use their knowledge and
skills to generate data-driven
recommendations that will lead to
well informed decision-making
ë Increase motivation and acceptance
of new ideas
ë Develop mutual respect among
employees, management and
customers
ë Increase job satisfaction
ë Promotes teamwork
ë Short-term commitment
ë Lack of top or middle management
support
ë Failure to solicit worker input
5
 n Steps in Implementing TQM
1.
Obtain CEO Commitment
2. Educate Upper-Level Management
3. Create Steering Committee
4. Outline the Vision & Mission Statement and guiding principles
5. Focus on the Customer (Surveys)
6. Provide a Quality Training Program
7. Establish Quality Improvement Teams
8. Implement Process Improvements
Continuous Improvement

1. Obtain CEO Commitment, and

2. Educate Upper-Level Management
1st step in implementing TQM is to obtain the total commitment, involvement
and leadership of the CEO and upper-level management
2nd step is to teach the CEO and upper-level management how to conduct the
following:
ë Undergo quality training ë Drive decision making and problem
ë Commit to TQM and provide the resolution
necessary resources of time and ë Drive fear out of the organization
money to permit improvement ë Actively lead the way by
ë Serve as a role model participating in the activities of the
quality steering committee and
company training
3rd step is to create organizational culture which TQM can exist and flourish
No. Cultural Elements Required for TQM
1. Quality information must be used for improvement, not to judge or control
peoples
2. Authority must be equal to responsibility
3. There must be rewards for results
4. Cooperation, not competition. Must be the basis for working together
5. Employees must have secure jobs
6. There must be a climate of fairness
7. Compensation should be equitable

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 Total Quality Management, by Marshall Sashkin and Kenneth J. Kiser, 1991,
Ducochon Press.

3. Create Steering Committee

In order to guide the company through the process of implementing TQM,
steering committee should be created. The roles of steering committee are:
ë Review and evaluate customer surveys
ë Determine processes to be improved, based on customer and employee
recommendations, surveys and a knowledge of existing problems
ë Monitoring process improvement
ë Oversee employee recognition for quality improvement

4. Outline the Vision & Mission Statement and guiding principles

Vision ë Become top 100 service company in
Asia in 2020
ë Enriching Indonesia Students to be
more competent in materials science
and engineering
Mission 1. To provide integrated and reliable
material selection consultant company
2. To provide free education and
internship to Indonesian selection
students
3. To improve our service to obtaion
customers satisfaction
Guiding Principle 1. Integrity, Sincerity and uprightness
expressed through the unity of words
and actions in applying the values,
ethics and professional business and
company regulations consistently
despite possible difficult
circumstances, to gain maximum
trust.
2. Customer Focused, Sincerely and
vigorously fulfill all needs and
objectives that may exceed
expectations.

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 3. Professional, Completing tasks
skillfully and earnestly according to
technical standards and business
ethics.
4. Leadership, Committed to
providing strong leadership to its
industry and to the communities in
which it does the business

5. Focus on the Customer (Surveys)

The best ways to gain quality improvement is to listen what customers’
concerns. It can be obtained by doing surveys. There are several elements that
related to customers satisfaction
1. Our service performance
2. Our people’s level of performance
3. The perceived price-value relationship of our service
And several questions that been asked to our customers
1. How well do we listen your problems?
2. How quickly do we respond to your problem/request?
3. How helpful and polite we are?
4. How much confidence do you have in our services?
5. Overall, how would you rate the appearance of our facilities, services,
communications and peoples?
6. What could we do to improve our service to you?
7. How willing would you be to recommend us?
8. How willing would you be to consult to us again?
9. What do you like the best about what we do?

6. Provide a Quality Training Program

The successful TQM company provides training to employees in the order
illustrated in figure below
1. Management training
2. Front-line supervision training
3. Non-supervisory employees training
4. Team training

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 Areas of Training
Management training
Front-line supervision training
Non-supervisory employees
training
Team training
Topics to cover
ë Basic knowledge about quality
ë The role of management
ë Steps in implementing TQM
ë Structure needed, i.e., steering committee,
process improvement teams, facilitator(s),
trainer(s)
ë Employee empowerment
ë Principles of team building
ë Company vision, mission, guiding principles
ë Company-planned steps for implementing
TQM
ë Need for quality
ë Employee involvement
ë Need for quality
ë Company vision, mission, guiding principles
ë Company-planned steps for implementing
TQM
ë Treating others
ë How to operate as a team
ë Team-building exercises
ë Brainstorming
ë Understanding variation
ë Process improvement procedure

7. Establish Quality Improvement Teams

In order to maintain and improve quality in our company, we also create
smaller group to investigate which areas should be improved. Areas where the
quality improvement teams could begin investigating are:
ë Increased employee value
ë Technical training
ë Personal development
But not every single person in our company could be quality improvement team.
There are several criteria that must be fulfilled which are:
ë Strong commitment to learning and change
ë Good organizational skill
ë Good communication and interpersonal skills

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 ë Commitment to quality, customer satisfaction and the success of the
organization

8. Implement Process Improvements

ë Focus on customer
ë Employee involvement
ë Cooperative attitude between elements of the company
ë Training for all employees in quality awareness
ë Fear driven from the company
ë Improved communications outside the company

n Result
As an effort to be great and recognized material selection consultant and
education company, Vôidukas have started TQM implementation since
been established. Its been our commitment to put quality first.
Here we provide you our data to strengthen our willingness to become top 100
service company in Asia

ë 0 Resign
ë Highest number of staff recruited during 2016-2017 period (Badan Pekerja
Indonesia, March 2017)
ë 75% employees happy and plan to stay longer at Vôidukas (according to
the latest survey conducted in April 2017)
ë 100% net semester profit growth
ë 100% customer satisfied

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 Number of Staffs
600

500

400
Staff(s)

300

200

100

0
Jul-16 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17 Apr-17

Staff Happiness Index

0% Happy
24%
Neutral

Sad
76%

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 Control Chart of Absenteeism
7

5
Staff(s)

0
Jul-Sep 2016 Oct-Dec 2016 Jan-Mar 2017 April-now

Net Profit
250,000

200,000

150,000
USD

100,000

50,000

0
July-December 2016 January-April 2017

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 References:

Ackof F, R. L. (1993). Beyond total quality management. Journal for Quality and
Participation.
Capezio, P., & Morehouse, D. (1993). Taking the mvstery out of TOM: A practical
guide to total quality management. Hawthorne, NY: Career Press.
Covey, S. R. (1990). Principle-centered leadership. New York; Simon & Schuster.
Gelina, R. J. (1993). Continuous quality improvement. Ames, lA: Center for
Continuous Quality Improvement.
Kanter, R. M., & Stein, B. A. (1979). Life in organizations: Workplaces as people
experience them. New York: Basic Books.
Leddick, S. (1995, November). Fear of knowledge: Icebergs in Iowa? Paper presented
at the Woods Quality Center Conference, Cedar Rapids, lA.
Teegarden, James William. 1996. TQM comes to the Carter Company: a case study
of quality improvement teams in a total quality management initiative in a mid-
sized manufacturing company. IOWA State University Digital Repository

Vôidukas Corporation 13