Regular Inspection of Storage Equipment is Essential to Ensure Employee Safety

By Alex Ashcroft, Installation & Projects Manager, Constructor Group UK

Around 10,000 work-related injuries were recorded in the warehousing, storage and road haulage sectors in 2005-06, according to figures from the Health and Safety Executive (HSE). It is a requirement of the HSE, as detailed in “Health & Safety in Wholesale and Retail Warehouses”, that racking and shelving storage systems must be installed, used and maintained correctly to protect against injuries. Similarly it is essential that warehouse staff work in a safe environment where equipment is regularly checked for damage and defects.

If a racking system collapses it can lead to major injury or even death. Racking is manufactured from relatively light components and consequently is susceptible to damage. Any damage to racking will reduce its loading capacity. Eventually the racking will collapse even when it is within specified safe load limits. Prevention is always better than the cure, and is less expensive. Periodic, rack safety audits make good business sense and are a critical component of every warehouse's successful planning and operation.

In general terms, storage equipment comes in two categories, shelving and racking. Shelving is for pedestrian picking, hand-loaded applications and as such, under normal use, sustains little damage. Racking however is constantly being loaded and unloaded with mechanical handling equipment and therefore is much more susceptible to damage.

WHAT TO LOOK FOR:
The HSE and The Storage Equipment Manufacturers Association (S.E.M.A.) give the following areas to look at for potential problems. These are divided into two distinct areas, beams and uprights:
1. Beams: a) Missing beam locks/pins
b) Bent/deformed beams when unloaded
c) Dislodged beam connectors
d) Damaged beam profiles.

2. Uprights: a) Front impact damage (limit 5mm)
b) Side impact damage (limit 3mm)
c) Damaged/missing braces.
d) Damaged/missing floor fixings

The limits quoted are measured by using a simple 1m long straight edge held against the racking upright. The damage/deflection is then measured in the centre of the straight edge.

POTENTIAL CAUSES OF SHELVING & RACKING DAMAGE
It is essential that companies use qualified forklift truck drivers who should only be expected to work within their capabilities. Not only is it necessary to use the right type of truck intended for a particular installation, it is also important to ensure that the layout of the racking system provides good access for that vehicle with adequate aisle widths free from obstruction.

Pallets and decking can also be a potential cause of damage. Broken, or poor quality pallets can cause premature beam failure by putting outward pressure on the inside faces of the beams. Dropping heavy goods on to decking, overloading, or forcing items into place can cause them to weaken and become unstable. The decking being struck by access equipment, fork trucks and other heavy lifting equipment can cause other possible hazards.

Other rack accidents occur when the structures are not properly secured to the floor slab or when unsecured beams are dislodged. Improper loading, either by exceeding capacity constraints or not placing the pallet’s squarely on the decking can cause it to either tip off the front or back of the rack or to push another pallet off an adjacent rack in a double-deep situation. In addition, post palets provide a series of pointloads for which beams may not be designed.

PROTECTING RACKING
Collisions between forklifts and racking are a relatively common occurrence in a busy warehouse. Where racking is likely to be struck by vehicles it should be protected with column guards or rail systems. Semi-flexible, moulded plastic guards, such as the Sentry products, are quickly and easily attached to racking or building columns in seconds to form a protective bumper that minimises the force of fork truck collision that can damage racking frames, structural columns, vehicles and operators.

These drastically reduce the power of fork truck impact that can easily damage the structural integrity of racks and floors leading to health & safety issues and expensive repairs. They are designed to fit all standard European racking uprights and are easily fitted around the feet of racking systems and secured by Velcro straps. These products deflect any impact energy away from the racking to provide effective protection against most collision damage.

In addition to upright protection, rack-end protection, , guide rails and tunnel guards there is netting and wire mesh backing and safety signs, which include safe working load markings and maintenance signs. These are all critical items in racking safety.

MAINTENANCE CONTRACTS
When there is a high degree of activity in the warehouse, it is especially important that trained and competent rack safety personnel regularly inspect the racking system. When a forklift has struck a rack, one of the first priorities should be to identify any unsafe components in order to reduce the dangers of collapse. Specific precautions and taking damaged racking out of service immediately may be the only prudent response to prevent possible risk of injury to personnel caused by continued use of damaged racking. Rack safety is the employer's moral responsibility and comes with substantial legal liabilities (civil and criminal).

An audit will assist in ensuring the number of incidents is kept to a minimum and it will examine the set up of the warehouse and help identify a pattern of operation that may be contributing to rack damage, or that additional training, signage, or upgraded rack protection systems are required. In addition a racking maintenance contract with a respected company, such as Dexion ensures compliance with health and safety regulations. The Workplace (Heath, Safety & Welfare) Regulations 1992, states: “The workplace and the equipment, devices and systems to which the regulation applies shall be maintained in an efficient state, in efficient working order and in good repair”.

The PUWER Regulations (Provision and Use of Work Equipment Regulations 1998) states that audit period should not exceed 12 months. Section 5 states “…equipment to be maintained in an efficient state, in efficient working order and in good repair” and that repairs, modifications, maintenance and servicing are restricted to competent personnel.

The contracted company will arrange for trained technicians to make an initial site visit and inspection to provide a detailed assessment of the storage system and layout. Following the visit, a report will be sent to the customer highlighting any damaged, missing or badly fitted components and detailing any replacements and repairs that need to be carried out. Such contracts not only give peace of mind to the employer but also provide a written history for Health & Safety Inspectors and Insurance Companies. They allow for continuity and help ensure that storage systems are maintained in a safe and workable condition.

http://www.logisticshandling.com/absolutenm/templates/article-rack_shelving.aspx?articleid=1006&zoneid=12

Just in Time (2)

Menurut Taiichi Ohno, dasar sistem produksi Toyota adalah secara mutlak menghilangkan pemborosan. Dua tiang yang diperlukan untuk mendukung sistem itu ialah:
• Tepat waktu.
• Otonomasi, atau otomasi dengan sentuhan manusia.

Tepat waktu atau JIT berarti bahwa, dalam suatu rangkaian proses produksi, suku cadang atau komponen yang diperlukan untuk perakitan mobil tiba pada ujung lini rakit pada waktu yang diperlukan dan hanya dalam jumlah yang di diperlukan. Dengan demikian, perusahaan yang menggunakan sistem ini, akan mendekati tingkat persediaan nol.

Tiang kedua ialah otonomasi atau disebut juga otomasi dengan sentuhan manusia. Ini berlainan dengan otomasi biasa. Dalam otomasi biasa, biasanya perusahaan membeli mesin yang dapat beroperasi sendiri dengan hanya sekali menekan tombol. Mesin seperti ini mempunyai kemampuan kinerja yang tinggi sekali, tetapi kalau ada gangguan kecil saja, dapat merusak produksi sehingga barang cacat akan tertumpuk dengan cepat sebelum kerusakan dapat dideteksi dan proses dihentikan.

Dalam otonomasi, mesin dapat mencegah masalah semacam itu secara otonom, karena mempunyai alat yang dapat membedakan antara keadaan normal dan abnormal dalam mesin tersebut. Dalam sistem semacam itu, mesin akan berhenti dengan segera bila ada gejala tidak normal dalam mesin itu. Dengan sistem ini, tidak ada produk cacat yang dihasilkan.

Perencanaan (Planning)

Perencanaan adalah fungsi pertama dan salah satu fungsi dari manajemen. Sebagaimana diketahui, konsep manajemen klasik mengatakan bahwa fungsi manajemen ada lima yaitu
1. perencanaan (planning),
2. penyusunan organisasi (organizing),
3. pengisian sumber daya manusia (staffing),
4. penggerakan organisasi (actuating),
5. dan pengawasan (controlling).

Tentu saja jumlah lima ini tidak mutlak, karena ada yang memerasnya menjadi tiga atau empat fungsi saja. Tetapi jumlah berapapun atau istilah apapun yang digunakan, fungsi perencanaan selalu ada dan merupakan fungsi yang pertama.

Dalam pengembangan manajemen, fungsi perencanaan ini mengalami perkembangan pula, sekurang-kurangnya dapat dilihat dari dua sudut pandang. Sudut pandang pertama adalah fungsi perencanaan dalam kepentingan suatu entitas atau perusahaan, dan yang kedua integrasi fungsi perencanaan dalam berbagai bagian di perusahaan.

Public Warehousing In The Supply Chain

Introduction

A company’s supply chain will incorporate some warehousing function. This can be company-owned, owned by a third party logistics (3PL) company or could be a public warehouse. At certain times, extra warehouse space is required due to any number of factors including; seasonal inventory, warehouse re-organization or warehouse damage. Whatever the reason the use of public warehousing is a useful tool for the supply chain manager as they try to find the greatest efficiencies in the supply chain.

The public warehouse is not only a facility where a company can store their products, but the public warehouse offers inventory management, physical inventory counts and shipping functionality. The public warehouse charges their clients for a certain rate for the goods stored, the volume of the warehouse used and the services the client wishes to use. The company using the public warehouse does not have to employ warehouse staff, does not require any inventory software or warehouse equipment. The owner of the public warehouse is responsible for the costs and passes this on to their clients based on the rate they are charged.

Although most companies see public warehousing as a short-term solution it can often turn into a long-term relationship as companies been accustomed to convenience of the public warehouse services. Companies that own and operate public warehouses, invest significantly in modern facilities to remain competitive. They offer clients increasing levels of flexibility in order to retain and attract additional clients. Public warehouses offer companies a range of labor solutions including picking, packing, inventory control software and dedicated workforce. Public warehouses will also allow clients to bring in their own ERP or warehouse software so that the public warehouse becomes a satellite location with real-time data.

Criteria for Choosing A Public Warehouse

Because of the increasing competition between the public warehouse operators, potential clients should review the capabilities of each potential warehouse to identify which would be the best fit. Each client will have a number of factors that need to be considered when selecting a public warehouse. Companies have a variety of reasons why they require an outside warehouse, as well as their short-term and long-term needs and the price they are willing to pay for the service. However, the majority of the following criteria is likely to be used by all companies comparing public warehouse sites.

* Geography
* Technology
* Expansion
* Company Network
* Flexibility

Geography

The location of the public warehouse can be important to some clients, and less to others. If a large volume of items is to be moved between the company warehouses and the public warehouse, a location closer to the company site may be more advantageous. However, some clients may require a public warehouse to be closer to their customers if items are to be moved there from a number of company sites.

Technology

Although most public warehouses offer modern facilities and technology, the level of technology may vary, for example, one public warehouse may offer a warehouse management system that is not compatible with common ERP systems. This can be less attractive than a warehouse that allows clients a range of warehouse solutions or for clients to use their own systems.

Expansion

Depending on a company’s needs, the amount of space required at a public warehouse is likely to change during the period that the space is required. Although space requirements are often unknown at the beginning of a contract with a public warehouse, the agreement should include an expansion clause. This will guarantee that the public warehouse operator will accommodate any future space requirements a company may need.

Company Network

When a company negotiates for space in a public warehouse, future requirements for other warehousing needs would probably not be known. However, a public warehouse that is part of a warehouse network may be able to offer national or global supply chain management services that smaller public warehouse operators cannot.

Flexibility

The flexibility of the public warehouse operator is an important consideration. Clients can need warehouse functionality at short notice and warehouse operators that can guarantee rapid access to the facility, with trained staff and suitable technology are at an advantage.


Source:

http://logistics.about.com/od/tacticalsupplychain/a/public_warehousing.htm

Memulung Botol di Jerman Untuk Ambil Gelar Doktor

Ada orang Indonesia yang jadi pemulung untuk ambil gelar doktor di luar negeri? Ya ada. Demi menyelesaikan studi jenjang doktoral di Brandenburgische Technische Universität Cottbus, Jerman, dalam dua tahun terakhir Suhendra berusaha mencukupi kekurangan uangnya dengan memulung botol di Berlin. Kemandiriannya berbuah pada penguasaan kemampuan spesifik hingga menjadikan dia satu-satunya doktor dari negara lain yang dibutuhkan sebuah institusi Pemerintah Jerman.

"Saya memulung pada waktu senggang, biasanya sehabis subuh agar tak ketahuan orang (Indonesia)," kata Suhendra, salah seorang peserta International Summit 2010 Ikatan Ilmuwan Indonesia Internasional (I-4) pada 16-18 Desember 2010, di Jakarta.

Ia memulung botol bekas wadah minuman di stasiun pemberhentian kereta api, terminal bus, dan bandara. Satu botol bekas minuman air mineral dihargai 25 sen euro. Sementara botol bekas minuman berkarbonasi dihargai 15 sen euro.

Untuk menguangkan botol-botol itu, ia membawanya ke mesin otomatis yang ada di stasiun kereta api. Sabtu dan Minggu merupakan hari penuh berkah karena botol bekas relatif berlimpah. Dalam sehari dia bisa mendapatkan 40-50 botol.

"Mesin-mesin otomatis itu seperti ATM. Botol yang saya masukkan diganti voucher yang bisa ditukar dengan uang," kata Suhendra yang memulung tahun 2004-2006, saat mengambil doktor bidang environmental safety for petroleum project atau sistem keamanan lingkungan untuk industri tambang minyak.

Hasil memulung memang tak cukup untuk membayar sewa apartemen, biaya makan, dan asuransi. Suhendra pun bekerja paruh waktu di pabrik cokelat. "Pekerjaan saya di bidang perawatan. Tetapi, itu sesungguhnya pekerjaan bersih-bersih lantai dan mesin pabrik."

Suhendra menikahi Dewi Yuniasih tahun 1999, dan mulai 2002 istrinya juga menetap di Jerman. Kini Dewi masih menuntaskan program studi kedokteran di Humboldt University of Berlin.

Keahlian spesifik

Suhendra menempuh studi S-1 di Universitas Diponegoro, dan lulus di bidang teknik kimia. Ia melanjutkan S-2 di Institut Teknologi Bandung dan mendapat beasiswa program master double degree di Brandenburgische Technische Universität (BTU) untuk periode 2000-2002. Jenjang studi S-2 dia selesaikan setahun di ITB dan setahun di BTU.

"Program master saya di Jerman dengan riset industri bidang teknik kimia di Max Planck Institute (MPI)," katanya.

Di MPI, dia meneliti penentuan kinetik pada reaksi kimia. Ini lalu jadi keahlian spesifik Suhendra. Aplikasinya pada reaksi eksplosif pada metal. Ia melanjutkan studi S-3 di tempat sama tahun 2002-2006. Selama 2002-2004 ia memperoleh beasiswa, tetapi dua tahun berikutnya harus biaya sendiri.

Tahun 2006, ia menuntaskan studi dengan hasil penelitian kerangka kerja untuk penilaian kondisi minyak yang aman serta ramah lingkungan. "Berupa parameter untuk kerangka kerja dan indikator operasi kilang minyak yang aman dan ramah lingkungan," kata Suhendra yang mendapatkan ijazahnya pada Februari 2007.

Dia lalu melamar kerja di Badan Penelitian Jerman, Federal Institute for Materials Research and Testing (Bundesanstalt für Materialforschung und-prüfung/BAM) di Berlin. Ini seperti Lembaga Ilmu Pengetahuan Indonesia (LIPI), tetapi di bawah Kementerian Ekonomi dan Teknologi Jerman.

"Ada slogan menarik di lembaga ini," katanya. Kira-kira demikian, "Alokasikan uang yang banyak untuk riset, maka riset akan memberikan uang yang lebih banyak."

Pada April 2007, setelah melalui verifikasi dinas ketenagakerjaan setempat, dia diterima di BAM. "Kemungkinan saya diterima di BAM karena keahlian spesifik untuk bidang material eksplosif. Latar belakang keilmuan saya sesuai dengan yang dicari," katanya.

Di lingkup kerja BAM, Suhendra mengerjakan model simulasi matematik untuk kebakaran tambang batu bara bawah tanah. Ia mengembangkan pula model simulasi emisi gas rumah kaca yang dihasilkan dari kegiatan tambang batu bara bawah tanah.

"Saya mengembangkan simulasi kecepatan perambatan api pada tambang batu bara bawah tanah," ujarnya. Keberhasilan itu mengantar Suhendra memimpin kerja sama Jerman-China pada 2008 di bidang penanganan kebakaran tambang batu bara bawah tanah di China.

"Korban sekitar 6.000 jiwa per tahun terjadi di China akibat kebakaran tambang batu bara. Saya diserahi proyek untuk kerja sama penanganan masalah ini," katanya.

Dia pun banyak hadir dalam forum ilmiah China untuk menyebarkan ilmu penanganan dan pencegahan kebakaran tambang batu bara bawah tanah. Belakangan, Suhendra beranjak pada kegiatan urban minning yang secara harfiah bisa diartikan menambang di kawasan urban atau kota.

Menambang di kota

Menambang di kota tak ubahnya dengan kegiatan memulung, yaitu menghasilkan uang dari limbah yang terbuang. Menurut Suhendra, konsep urban minning tak sesederhana proses daur ulang. Urban minning mempersyaratkan teknologi lebih rumit dibandingkan dengan sekadar proses daur ulang.

Ia mencontohkan bagaimana memulihkan komponen vital dan paling berbahaya kadmium bagi lingkungan dari proses industri sel surya. "Di Uni Eropa, urban minning memanfaatkan pula limbah logam seperti aluminium dan besi, juga kegiatan produksi fosfor dari limbah kotoran manusia."

Pada 2008 Uni Eropa sempat kekurangan fosfor untuk bahan utama pupuk. Suhendra lalu mengembangkan rekayasa pengolahan limbah kotoran manusia secara lebih optimal untuk meningkatkan produksi fosfor.

Seperti di Jerman, limbah kotoran manusia disalurkan ke sebuah penampungan. Ini memudahkan pengolahannya. Limbah juga dijadikan biogas.

Tahun 2009, BAM menugasinya memimpin proyek Sustainable and Safe Re-use of Municipal Sewage Sludge for Nutrient Recovery (Susan). Ini proyek penanganan berbagai limbah industri di kota, yang juga bisa diimplementasikan di Indonesia yang sumbernya berlimpah.

Sumber: Kompas

The Strategic Benefits of Logistics Alliances

In early 1990, American President Companies started double-stack container rail service from Woodhaven, Michigan to Ford Motor Company's auto assembly plant in Hermosillo, Mexico. APC coordinates all the information, transportation, and inventory handling necessary to pick up parts and components from vendors and sequence-load them into containers for delivery on a just-in-time basis to Hermosillo.

The movement includes coordination over four railroads and with Mexican customs officials for delay-free clearance. At the plant, Ford has built a state-of-the-art stack train terminal to smooth the flow of sequenced parts into assembly operations. APC provides cranes and management to break down the containers. The partners collaborate to return containers to the United States carrying components produced in the Maquiladora region and specialized part racks.

A warehouse service venture of Lever Brothers and Distribution Centers, Inc. is bearing fruit. DCI has built, staffed, and operates a high-tech dedicated distribution warehouse for the toiletries maker in Columbus, Ohio. The companies share the benefits and risks: if warehouse utilization falls below a certain point, Lever helps cover the overhead; in return, DCI shares the productivity benefits when utilization approaches full-capacity economies of scale. A similar arrangement exists between Lever Brothers and Dry Storage Corporation in Atlanta.

Schneider National furnished initial computerized scheduling and electronic data interchange for 90 Minnesota Mining & Manufacturing Company shipping locations that were revamping their transportation operations in the late 1980s. The service included coordination of freight transit and associated documentation for all motor carriers 3M was using. 3M got the benefits of the latest information technology, and Schneider gained and still enjoys the position of nationwide core carrier for 3M.

These examples illustrate logistics alliances that are becoming commonplace business arrangements. Virtually unheard of a decade ago, such agreements are now spreading as a way of lowering distribution and storage operating costs. For many manufacturers and vendors, these ventures offer opportunities to dramatically improve the quality of customer service.

The principals in a typical agreement are a provider of customized logistics services and a producer of goods that jointly engineer and launch a system to speed goods to customers. But there are other forms too, like arrangements between two service providers and between two product marketers.

Outsourcing of transportation or warehousing requirements to a specialist is, of course, an everyday matter. What is unusual about the relationships described here is the innovative manner in which the parties commingle their operations to obtain mutual benefits. A prime example is Drug Transport, Inc., which has carved out a niche in less-than-truckload distribution in the pharmaceutical and office supply fields.

To permit wholesalers to offer daily delivery to retail customers at specified times, the Atlanta-based carrier has established an array of services and pricing. The rates are based on guaranteed delivery, at a fixed charge, to the retailer of whatever product quantity is required. The charge is based on average shipment weight at a rate negotiated in advance of each 30-day planning period.

Source:
http://supply-chain-management.bestmanagementarticles.com/a-36210-the-strategic-benefits-of-logistics-alliances.aspx

The value of CPIM APICS Certification

http://www.helium.com/items/1587729-five-reasons-you-should-get-a-cpim

by Laura Lee Winger

The Certified in Production and Inventory Management designation, certified by APICS The Association for Operations Management, is a recognized certification in many manufacturing and supply chain-related industries in America and worldwide. CPIM, as it is most often referred to as, is required or desired on many job applications
for positions in planning, buying, materials management, logistics and the like. For people interested in this field, it may be of greater value than you think.

1
First and foremost, as alluded to, CPIM is a strength to have on your resume. Even if you are applying to positions that do not require it, having such a certification shows that you go above and beyond your prior education, and indicates that you are bright and ambitious. APICS exams are not easy, and passing them is a great accomplishment. Five exams are currently required to earn a CPIM designation, so it
takes quite a bit of time, energy and effort, and this is widely recognized by employers.

2
Second, a CPIM indicates credibility. As a working professional who has earned the designation, you can append your name with CPIM, and that alone can draw attention to you and make you appear to be an authority on the subject. This is especially important within the APICS organization, as most officers have at least one certification. CPIM is by far the most common APICS certification and considered the
cornerstone of APICS. Outside of the organization, supply chain managers and professionals often see APICS as strong background, and may come to a CPIM for advice on a variety of topics.

3
Third, think continuing education. Many people go for their CPIM years after graduating college, if they went to college at all. A CPIM usually takes about a year to complete, but can be done as quickly as you are able to take the five exams. Many people study for the exams and either take online or in-person classes to prepare for the exams. The classes cover the materials in-depth, and are a great source of education on a broad range of topics within the supply chain field.
Taking such classes looks good to your employer, who may even pay for some or all of it.

4
Fourth, and perhaps less significantly, CPIM is the basis of another APICS certification, CSCP, or Certified Supply Chain Professional. CPIM covers the inner workings of supply chain organizations, while CSCP broadens the scope to the whole chain of supply, womb to tomb as they say.

5
Finally, I will let you in on a less-recognized benefit. Most people don't realize that CPIM and CSCP certifications are a virtual shortcut to gaining valuable teaching, speaking and training experience. Many local APICS chapters hold their own classes, and they need instructors to lead those classes. When I first heard of this opportunity, I assumed it was a great volunteer activity that would help me develop
my skills in public speaking and presenting. Little did I know how much fun I'd have, or that I'd get paid for it! For a person as early in their career as I was when I first started, the additional income was substantial, and in the process I had the perfect audience to work on my presentation styles and teaching skills.

So what is the value of a CPIM certification from APICS? Well, it's a great resume builder, it gives you credibility and continued education which your company will like, it sets the groundwork for the CSCP and it puts you on the fast track to a paid teaching position if you choose to pursue that route.

SATU JAM SAJA!

Suatu kisah klasik yang mungkin bisa mengilhami Inpres No.10/2005 tentang "penghematan Energi"dari dua anak yang melaksanakan amanah ayahnya yang meninggal. Amanahnya ialah : :supaya kedua anaknya kalau pergi ketempat kerja janganlah kena matahari dan jangan lupa makan ikan setiap hari.

Anak pertama melaksanakan amanah ini dengan membuat koridor yang dibangun sepanjang jalan dari rumah sampai ke tempat kerjanya untuk menghindari panas matahari dan dia tak lupa makan ikan tengiri setiap hari.Tapi, kemudian dia jatuh miskin.

Sebaliknya anak kedua menjadi kaya raya. Dia berbeda pelaksanaannya. Dia berangkat pagi-pagi sebelum matahari terbit dan baru pulang setelah matahari tenggelam sehingga tidak kena terik matahari dan setiap hari makan ikan teri supaya hemat.

Satu amanah dengan dua interpretasi yang berbeda dan memberikan hasil yang beda. Anak pertama menjadi miskin karena penafsiran yang naïf dan boros, sedangkan yang kedua menjadi kaya karena berfikir kreatif dan cerdas.

Demikian pula dalam kenyataan Inpres No.10/2005 dilaksanakan dengan bermacam-macam interperetasi. Yang paling gampang interpretasinya ialah mematikan semua lampu pada waktu malam. Ada yang pergi ke kantor menunggang kuda. Ada yang melarang atau membatasi kegiatan yang berhubungan langsung dengan energi atau BBM. Penghematan yang
diartikan hanya mengurangi atau menghilangkan tanpa dasar yang rasional dapat memberikan dampak negatif terutama dalam jangka panjang.

Presiden Susilo Bambang Yudhojono mengatakan bahwa bangsa Indonesia sangat boros energi dan juga Menteri ESDM Purnomo Yusgiantoro menyatakan bahwa Indonesia memakai 2 kali energi untuk kegiatan yang sama. Sasaran pemerintah sekarang ini adalah menghemat energi.

Mengingat bahwa energi memiliki peran yang sangat besar pada semua sektor ekonomi dan kehidupan bangsa Indonesia ini. Ada baiknya, Inpres ini yang memiliki prinsip "Semangatnya mengurangi kenyamanan, tetapi tidak meninggalkan kegiatan ekonomi" dapat dijadikan dasar "gerakan effisiensi nasional." yang berkaitan dengan semua sector.

Effisiensi nasional dan produktivitas kita sangat rendah dan sangat prihatin sehingga daya saingpun rendah. Effisiensi dapat ditingkatkan dengan menyederhanakan, subsitusi, membuang yang tak perlu, memanfaatkan teknologi, menggabung kegiatan yang
sama dan lain-lain, tetapi tujuan atau fungsinya tetap tercapai.

Dalam era globalisasi, kita dituntut untuk terus untuk lebih efisien, harga murah, mutu yang tinggi dan waktu pengiriman yang cepat. Dalam dunia tekstil yang, mengalami saingan sangat berat, dituntut waktu pengiriman 17 hari yang tadinya diizinkan waktu pengiriman 3 bulan (90 hari).

Begitu pula produktivitas pekerja sangat rendah meskipun upah yang sangat rendah($0.25 perjam) dibandingkan dengan pekerja Jerman yang upahnya $25 perjam
atau 100 kali upah Indonesia.

Sehingga ada joke, yaitu orang Jepang kalau kerja berkeringat karena mereka adalah pekerja ulet, tetapi sebaliknya orang Indonesia berkeringat sewaktu makan saja.

Sebetulnya banyak contoh untuk meningkatkan efisiensi dalam kehidupan kita sehari-hari dan hampir semua orang pernah melihat atau mengalaminya. Mungkin kita tak pernah menghitung harga lubang ditengah jalan yang diameternya sekitar 50 cm?
Kalau kita isi lubang itu dengan aspal, maka nilainya adalah adalah sekitar tidak lebih dari Rp. 20 ribu. Tapi kalau kita biarkan, maka nilainya lebih dari Rp100 juta atau 5.000 kali. Nilai ini dihitung dengan adanya antrian yang panjang, kecelakaan, atau kerusakan kendaraan-kendaran karena masuk lubang.

Kita simak lebih jauh lagi. Suatu berita dikoran Tempo atas hasil survai mengenai bangsa yang banyak bangun pagi-pagi. Bangsa Indonesia dan juga Vietnam termasuk jago bangun pagi. Tentu ini membanggakan dari kaca mata Indonesia. Tetapi kalau dilihat dari pandangan orang Malaysia dan Singapura, mareka akan mengatakan belum tentu.

Mereka akan bertanya : rata-rata jam berapa bangsa Indonesia itu bangun pagi?
Kalau dijawab jam lima pagi. Maka mereka akan mengatakan : itu sudah siang. Jam lima
Indonesia itu adalah jam enam pagi di Malaysia dan Singapura. Jam mereka menunjukkan satu jam lebih cepat dari jam Indonesia pasa saat yang sama.

Oleh karena itu sewaktu terjadi "Black Monday" yang melanda pasar saham di Amerika Serikat, maka pasar modal di Malaysia dan Singapura sudah bereaksi cepat dan kerja keras, tetapi Indonesia masih tidur. Apalagi Jepang dan Hongkong sudah mengetahui sebelumnya.

Kalau kita lihat bagaimana orang Eropa berkaitan dengan jam yang mereka ikuti. Cukup menarik. Setiap tahun, jam diubah dua kali, Pada musim dingin, jam digeser kedepan satu jam atau dipercepat satu jam pada setiap tanggal 31 Oktober. Jam yang menunjukkan jam 6 pagi (atau jam 12 siang di Indonesia) diputar kearah jam 5 pagi dengan waktu yang baru(tetapi jam Indonesia tetap jam 12 siang di Indonesia).

Artinya secara gampangan, orang Eropa disuruh tidur satu jam lagi karena matahari belum terbit pada jam 6 pagi waktu yang lama. Tetapi sebaliknya pada musim panas, pada tanggal 31 Maret, jam digeser kebelakang, artinya yang tadinya jam 10 malam
diubah menjadi jam 9 malam waktu baru. Mereka akan tidur lebih cepat satu
jam.

Pergeseran-pergeseran ini disengaja dibuat sehingga waktu kegiatan memberikan dampak yang cukup besar bagi penghematan listrik dan kehidupan mereka.

Singapura apalagi Malaysia terletak sebelah timur Indonesia. Tetapi mereka memiliki waktu lebih awal dari Indonesia. Jam 6 Malaysia dan Singapore sama dengan(=) jam 5 Indonesia.

Jam 6 Malaysia dan Singapura = jam 5 Indonesia Artinya dalam saat yang sama orang Indonesia merasa pagi-pagi sekali dan masih tidur, tetapi orang Malaysia dan Singapura harus bangun karena sudah jam 6.

Tetapi bila jam Indonesia digeser satu jam saja atau bila jam 5 kita geser menjadi jam 6 juga ,yaitu sama dengan Malaysia dan Singapura. Jam 6 Malaysia dan Singapura = jam 6 Indonesia, Maka orang Indonesia dalam saat yang sama sudah bangun seperti orang Malaysia dan Singapura.

Dengan satu jam saja, kita telah mengubah pola hidup kita. Matahari akan terbenam jam 7, bukan jam 6. Jadi bila kita biasa tidur jam 9 waktu yang baru, maka sebenarnya tidur lebih awal yaitu jam 8 waktu yang lama. Jadi suatu penghematan listrik yang sangat besar. Kantor-kantor dan toko swalayan akan tutup satu jam lebih cepat.

Begitu pula kehidupan sosial berbeda.dan positif . Keuntungan dari sudut global berupa memperoleh informasi lebih awal dan pembuatan keputusan terhadap perubahan- perubahan strategis. Perubahan "Satu Jam Saja" ini memiliki potensi penghematan yang luar biasa.

Dugaan kuat penghematan lebih dari Rp satu trilyun pertahun.". Ini adalah suatu terobosan yang menjanjikan untuk penghematan energi dan memberikan dampak positif yang luas dan untuk jangka panjang.

Anang Zaini Gani
Bandung

Pakar Keselamatan Transportasi di General Motors

Annisa Mutia

Keselamatan transportasi merupakan hal yang sangat penting bagi negara-negara berpopulasi besar, terutama negara maju. Lihat saja aturan keselamatan di Amerika Serikat, Cina, dan India, yang begitu ketatnya diatur dalam sebuah undang-undang. Hingga menjadi lumrah bila penelitian keselamatan transportasi di negara-negara tersebut terus berkembang sangat dinamis.

Seharusnya, Indonesia seba-, gai negara berpenduduk terbesar keempat di dunia, juga memberlakukan peraturan keselamatan transportasi yang sama ketatnya. Namun faktanya, Indonesia justru menjadi salah satu negara dengan undang-undang keselamatan transportasi yang sangat minim, bila tak ingin disebut seadanya. Padahal, di negeri ini jenis kendaraan bermacam-macam.

Itulah penilaian sekaligus kerisauan yang disampaikan Sigit Puji Santosa, doktor keselamat-an transportasi lulusan Massachusetts Institute of Technology (MIT), Amerika Serikat. Bukan sekadar pernyataan tanpa bobot, ucapan itu diungkapkan sebagai bagian dari kepedulian sosok pakar keselamatan transportasi yang kini menjabat sebagai Global Manager Engineering kawasan Eropa dan Asia di General Motors Company ini.

"Kita perlu mencontoh Cina, yang sekarang memiliki perundang-undangan transportasi sangat ketat," kata Sigit ketika ditemui Republika di Jakarta, beberapa waktu lalu.

Sigit adalah salah satu ilmuwan Indonesia yang sukses meniti karier di luar negeri. Dia menjadi bagian dari ratusan anggota Ikatan Ilmuwan Indonesia Internasional (1-4) yang mengikuti International Summit

(IS) 2010 di Jakarta, 16-18 Desember 2010.

Karier keilmuan Sigit di Amerika bermula ketika dia mendapat beasiswa S-2 pada 1997 di Department of Mechanical Engineering MIT. Sementara itu, gelar strata satu diraihnya di Institut Teknologi Bandung (ITB). Kemudian, pada 1999, Sigit meneruskan pendidikan doktor dalam bidang keselamatan transportasi juga di MIT dan mendapat gelar Doctor of Mechanical Engineering. Penelitiannya berjudul Crashworthiness of Ultralight Metal Structures.

"Saya telah menghasilkan 14 penelitian dan lebih dari 60-an technical paper yang . semuanya tentang keselamatan transportasi," ungkap Si- git saat menceritakan kembali perjalanan keilmuannya.

Meski telah melakukan banyak penelitian pada bidang keselamatan transportasi, baik di MIT maupun penelitian untuk perusahaan tempatnya bekerja, Sigit mengaku kesulitan dalam rriematenkan penelitiannya. "Masalah pengurusan hak paten sangat kompleks. Terlebih lagi, hasil temuan di bidang keselamatan transportasi. Di AS, penelitian tersebut sudah sangat berkembang dan kompetitif," katanya menjelaskan.

Menurut Sigit, tidak semua temuan bisa dipatenkan meski potensi temuan itu banyak. Kendala utama untuk mematenkan di bidang ini lantaran sulitnya proses pa-ten di Amerika. "Apalagi banyak implikasi perundang-undangan," ujarnya.

Sigit mengatakan, perlu kehati-hatian untuk mematenkan suatu temuan. Pasalnya, dalam proses mematenkan temuan, jika tidak berhati-hati, akan menimbulkan hal yang justru tidak menguntungkan. Apalagi, peraturan hak paten di Amerika sangat dinamis, selalu terus berkembang.

"Jadi, kita menjaga rahasia saja untuk perusahaan tempat kita bekerja, teknologinya kita yang tahu atau bisa dibawa di negara berkembang," tutur dia.

Pada pertemuan IS 2010 yang berlangsung belum lama ini, Sigit ikut dalam klaster Inovasi IPTEK. Para ilmuwan yang tergabung dalam klaster itu menyatakan, kerja sama antara ilmuwan Indonesia di luar negeri dan mitranya di dalam negeri untuk pengembangan keilmuan regional development and environment di Indonesia perlu terus dibangun.

Para ilmuwan Indonesia di luar negeri diharapkan pula dapat mengembangkan sumber dayanya di luar negeri untuk kepentingan pembangunan lingkungan, kota, dan wilayah di Indonesia. "Karena penelitian di Indonesia banyak kendalanya, mulai dari teknologi sampai masalah biaya, jadi perlu kerja sama juga dengan pihak swasta untuk membuat inovasi di bidang teknologi," cetus Sigit.

Meski kini lebih banyak menghabiskan waktu di Amerika, Sigit tetap memperhatikan dunia penelitian di Tanah Air. Tanpa ragu, dia bahkan mengkritik iklim penelitian di perguruan tinggi Indonesia yang dinilai belum kondusif karena para dosen lebih banyak disibukkan pada aktivitas pengajaran.

"Penelitian di perguruan tinggi harus ditingkatkan. Sayangnya, selama ini dosen hanya teaching (mengajar), seharusnya mereka juga lebih giat meneliti," ujarnya.

Selain itu, Sigit mengatakan, perguruan tinggi juga perlu membuat suatu konsorsium atau kerja sama dengan kalangan perusahaan swasta atau BUMN agar penelitian dapat berlanjut dan diterapkan ke industri. "Konsorsium harus mulai dikembangkan."

Saat disinggung mengenai banyak anak cerdas dan berbakat Indonesia yang belajardi luar negeri, Sigit menganggap itu bukan masalah. Seperti di India, kata dia, juga banyak pelajarnya yang keluar negeri dan setelah itu kembali ke India membawa modal dan ilmu.

"Maka harus ada kebijakan yang terintegrasi, perlu ada wadah untuk ilmuan dan kalangan industri. Itu pen-" ting karena kalau mau investasi di sini mesti ada technological research," paparnya.

Sigit berjanji akan tetap berkontribusi untuk Indonesia sesuai keahliannya. Namun, sekarang dinilainya bukan waktu yang tepat untuk kembali ke Tanah Air,

Dia ingin menimba ilmu dan keahlian mengenai keselamatan transportasi lebih dalam lagi di negeri Paman Sam. "Perlu pengalaman kerja dan keahlian yang lebih banyak lagi agar ilmunya bisa dibawa pulang," ujarnya. ed budi raharjo


Sumber: http://bataviase.co.id/node/508270

Creating a Logistics Strategy

What Is a Logistics Strategy?

When a company creates a logistics strategy it is defining the service levels at which its logistics organization is at its most cost effective. Because supply chains are constantly changing and evolving, a company may develop a number of logistics strategies for specific product lines, specific countries or specific customers.
Why Implement a Logistics Strategy?

The supply chain constantly changes and that will affect any logistics organization. To adapt to the flexibility of the supply chain, companies should develop and implement a formal logistics strategy. This will allow a company to identify the impact of imminent changes and make organizational or functional changes to ensure service levels are not reduced.
What Is Involved in Developing a Logistic Strategy?

A company can start to develop a logistics strategy by looking at four distinct levels of their logistics organization.

* Strategic: By examining the company’s objectives and strategic supply chain decisions, the logistics strategy should review how the logistics organization contributes to those high-level objectives.
* Structural: The logistics strategy should examine the structural issues of the logistics organization, such as the optimum number of warehouses and distribution centers or what products should be produced at a specific manufacturing plant.
* Functional: Any strategy should review how each separate function in the logistics organization is to achieve functional excellence.
* Implementation: The key to developing a successful logistics strategy is how it is to be implemented across the organization. The plan for implementation will include development or configuration of an information system, introduction of new policies and procedures and the development of a change management plan.

Components to Examine when Developing a Logistics Strategy

When examining the four levels of logistics organization, all components of the operation should be examined to ascertain whether any potential cost benefits can be achieved. There are different component areas for each company but the list should at least include the following:

* Transportation: Does the current transportation strategies help service levels?
* Outsourcing: What outsourcing is used in the logistics function? Would a partnership with a third party logistics company improve service levels?
* Logistics Systems: Do the current logistics systems provide the level of data that is required to successfully implement a logistics strategy or are new systems required?
* Competitors: Review what the competitors offer. Can changes to the company’s customer service improve service levels?
* Information: Is the information that drives the logistics organization real-time and accurate? If the data is inaccurate then the decisions that are made will be in error.
* Strategy Review: Are the objectives of the logistics organization in line with company objectives and strategies.

A successfully implemented logistics strategy is important for companies who are dedicated to keeping service levels at the highest levels possible despite changes that occur in the supply chain.


Logistics & Supply Chain Center (LOGIC)
Widyatama University