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Recommendation For Expanse Bussines Existing On 2019 !!

Bisnis Model - Take And Go, Oleh Muahammad Rizal.


Street Food Concept

Key Partner Key Activities Value Proposition

1. Workshop & suplier 1. Suplay Chain 1. Tempat Strategis


2. Media Publishing 2. Bussines Licensing 2. Diferensiasi rasa dan harga terjangkau
3. Investor 3. Market Analys 3. Pelayanan ramah dan cepat
4. Operatinal Distributrion 4. Packing simple & menarik

Key Resources
1. CEO, CTO,COO,CMO & CFO
2. Peramusaji
3. Tempat, Peralatan Masak & Dekorasi Gerobak
4. Bahan Baku
5. Iklim

Cost Structure
1. Sewa tempat dan Gerobak
2. Pegawai
3. Bahan Baku & Tools
Customer Relationships Customer Segmentation

1. Traffic Area 1. Semua Profesi & Latar belakang


2. Instagram

Channels
1. Pusat Keramaian
2. Sekolah/Perguruan Tinggi
3. Perkantoran

Revenue Streams
1. Penjualan Langsung
Goed Managem
1 ●
2 ● ●
3 ● ●
4 ● ●
5 ●
6 ●
7 ● ●
8 ● ● ●
9 ● ● ●
10 ● ●
Customer Satisfaction
11
12 ● ● ●
13 ● ● ● ●
14 ● ● ● ●
15 ●
16 ●
17
18 ● ● ●
19 ● ● ●
20 ● ● ● ●
21 ● ● ●
Quality Leadership
22 ● ●
23 ● ● ● ●
24 ● ● ● ● ● ● ●
25 ● ● ●

Cost Leadership
26 ● ● ● ● ● ●
Cost Leadership 27 ● ●
28 ●
29 ● ● ● ● ● ● ● ●
30 ● ● ● ● ●
31 ● ● ● ● ● ●
32 ● ● ●
Social Responsibility
33 ●
34 ● ● ● ●
35 ●
36 ●
37 ●
Organization
development 38 ● ● ● ● ●
39 ● ● ● ● ●
40 ● ● ● ● ●
41 ● ● ● ●
42 ● ● ● ●
TARGET
4
3
2
Increase product Selling&Repeat business of x 2017

1
Increase customer based xx % at 2017

1 ● ●

2
Improve Capital Efficiency

GROWTH
Operating earnings of xxxx at 2017

● ●

MARKET SHARE
4
Reduce cycle time

6
Afer sales service

FASTER
SERVICE
Availability of supply

8
Reduce 7 Waste on operational
Consistency quality of product & services

BETTER
QUALITY
Implement of Quality Management System
● ● ● ● ● ●
Reduce waste & rework
Efficiency in operational
● ●

Increase prospective subcon based on lower cost &


LOWER COST
9 10 11 12 13 14
acceptable quality
gement 2018. 1

Support Dept. Service level


Forecast accuracy ●
Planing accuracy ●
Plan attainment ●
Productivity level ●
Process Standardization ●
On time delivery level
Reject/defect level product incoming
Reject/defect level at processing
Reject/defect level at outgoing (Cust. Complain)
Increase product margin
Percent of revenue from new customers ●
Percent of revenue from repeat customers ●
Number
Increase qty of new
number of customers
prospective subcon ●

Supplier Management
Level of re-service machine & utility
OEE Level
(P&L) Profit &Loss control ●
Turn over employee level
Internal ISO Findings
External ISO Findings
Stock Accuracy
Reduce defect varians & percentage
Customers complain level
Reduce wastes
Absent rate
Over time rate
Reject/defect ratio
Reduce warranty expenses
● Cost Efficiency Program Initiatives ●
● ● Zero Accident
● ● HIRA Assesment
Lead time & cycle time improvements
Implementation level ISO:9001
Implementation level ISO:14001
● Implementation level GMP
Employee training hours
Mapping job grading & matrix skill
Employee training program implementation
● Kaizen Program
● 5R Point
Executive
Improvement
Priorities
Executive
Improvement

Increase Global National Sales to Achieve ROI xx%


Priorities

Program
Annual Targets to
Objectives improve
Implement QHSE
Zero accident

3 to 5 years
Strategic
Objective

Business growth xx% at 2022


Operating earnings of xxxx at 2022 Note
Customer satisfaction of xx% at 2022 ●
● ● Operational Excellence rate xx% at 2022 ○
15 16

REDUCE
RISK
Production
Marketing

PPIC

PDD
2 3 4 5 6 7 8 9 10 11 12 14

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Increase share at national chains xx %

Note
Reduce waranty expenses cost xx%
Implement CRM
Reduce expenses xx % in COGS
Cycle time reduction program

Primary responsibility
Lean manufacturing

Secondary responsibilities
Six sigma - quality program
Lean supply chain program
Cost reduction program
Total Productive Maintenance Program
Operational cost control

DEPT.
Increase Safety in working area & Environtment

Max score
Max value

Max value
1
Marketing

Max score 20.7


90
2.3
10
0.23
PPIC

85
0.5
10

4.25
0.05
Production

80
2.1
10
0.21

PDD

16.8 10.56
96
1.1
10
0.11
2
W






Strategic & Continuo









Warehouse











Quality








Maintenance









Purchasing






Finance & Accountin






H&R
Q1
Q2
TARGET
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Strategic & Continuous Improvement

Finance & Accounting


Maintenance
Warehouse

Purchasing
Quality

H&R

2 3 4
Weight
0.05 0.05 0.12 0.05 0.03 0.05 0.05 1
10 10 10 10 10 10 10 110
0.5 0.5 1.2 0.5 0.3 0.5 0.5 10

90 95 95 95 90 95 89
4.5 4.75 11.4 4.75 2.7 4.75 4.45 89.61
TARGET
Q2 Q3 Q4
39 40
MANAGEMENT, 2019.

NO ACTIVITY
1 CUSTOMER SATISFACTION

1.1 Plan attainment

1.2 Peformnce level

COST LEADERSHIP
Department Concentration Program
2.1

2.2 Customers complain level

2.3 Project Operation


2.4 Cost Efficiency Program Initiatives

3 QUALITY LEADERSHIP
Temuan internal & eksternal audit ISO 9001:2008 &
3.1
1401:2008
4 SOCIAL RESPONSIBILITY

4.1 Campagin & Organizatinal Program

4.2 Implementation Act.

5 ORGANIZATIONAL DEVELOPMENT

5.1 Busines Development Program


5.1 Busines Development Program

5.2 Study Analys

5.3 Strategic & Continous Improvement

KETERANGAN :
INDIVIDUAL ACTIVITY PLAN
(Key Performance Indicator Model)
TAHUN 2019
Department Revisi
Dibuat Tanggal Halaman
PIC
DETAIL ACTIVITY
MAIN SUPPORT

Persona & RFM


Dibuat Oleh Diset
PLAN
or Model)

SCHEDULE
TARGET DOCUMENT
1 2 3 4 5 6 7
Disetujui Oleh

CHEDULE
8 9 10 11 12
How To 5 A Concept
1 Awarenes Promotion conten&contex diferentiation Goals = Want to come and visit
2 Appiel Product service Infrastruktur Goals = Comfortable
3 Ask Program Campagin Exposed Goals = Curiousity
4 Act Event colab exposed Goals = Emotinal touch
5 Advocate Promo/discount conten&contex diferentiation Goals = Loveble
t to come and visit