Managing Knowledge-based Enterprise
Samuel Manasseh Director PT. Toyota-Astra Motor
Presented on 2012 Indonesian Most Admired Knowledge Enterprise (MAKE) Study Nomination
2
1
3
TOYOTA in Indonesia at a glance
Knowledge Philosophy in TOYOTA Operations
Realizing Best Knowledge-based Enterprise
5 Main Dealers (By Area)
Dealer/ Branch
Dealer/ Branch
Dealer/ Branch
Dealer/ Branch
Dealer/ Branch
Customers
Toyota Motor Corporation PT Astra International Tbk
PT. Toyota-Astra Motor
49% 51%
PT Toyota Motor Mfg Ind Overseas TOYOTA Mfg.
Export
1 TOYOTA in Indonesia at a glance [ Business structure ]
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As Principal Distributors/ Brand holders As Business Licensor to Main Dealers/ TVC
! Market & Product Strategy Define market potentiality & best product strategy to strengthen Toyota domination
! Brand Building Develop best branding strategy & activity to generate best customers perception towards Toyota Brand
! Business Operation Strategy Ensure Toyota products & services are readily available to end customers as promised
! Smooth Operation Management Standardize level of excellence in services across all outlet.
! Technical Assistance Technical Support; Area support; web-based technical information system
1 TOYOTA in Indonesia at a glance [ Toyota Business Value Chain ]
TAM’s role in relation to Total Customer Ownership Experience
158 Branch/Outlets
16 Branch/Outlets
13 Branch/Outlets
17 Branch/Outlets
16 Branch/Outlets
[ Network ] 1 TOYOTA in Indonesia at a glance
*As of Dec 2012, Total : 220 outlet
[ TOYOTA Line up ] 1 TOYOTA in Indonesia at a glance
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[ LEXUS Line up ] 1 TOYOTA in Indonesia at a glance
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1 [ TOYOTA Sales ] TOYOTA in Indonesia at a glance
2 Knowledge Philisophy in TOYOTA Operation [ CORE VALUE & CULTURE ]
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Continuous Improvement
Wisdom and improvement
Respect for People
Challenge
Kaizen
Genchi Genbutsu
Respect
Teamwork
2 Knowledge Philisophy in TOYOTA Operation [ VISION & MISSION ]
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Leader Policy Tools Check-ing
BOD
Vision & Mission
Statement
Corporate Planning
Yearly, Quarterly
& Monthly Review
Company strategic direction
President Letter
Senior Managem
ent
Business Strategy
Division Action Plan
1st Line Mgt to Staff
Tactical/ Operation Strategy
Dept. $ Sect. $ Individual
Strengthen-ing
Leadership through network
coverage
Product Competitiv
eness
Best Ownership Experience
through excellent operation
Reinforcing Resources
(people, organization,
capital)
23 Business Strategies, aligned among all Divisions
Operation & Tactical Implementation up to Individual Level Department $ Section $ Individual Planning
Market Leader with Excellent Operation
(M/share ! 40% & CS # 1)
< Policy & Knowledge Deployment >
Cont
ribut
ing
to
upp
er M
gt
Dire
ctio
n
3 Realizing Best Knowledge Based Enterprise [ Outline ]
A People Development Kaizen as Toyota Knowledge Culture Knowledge Sharing Media
B
C
3 Realizing Best Knowledge Based Enterprise [ Concept ]
Deployment Strategy Sustainability Strategy
Continuous reinforcement and realization of “Kaizen Spirit”
People Development
(Individual and Teamwork)
$ Expert Creation
Standard Operation Procedure
Development
- Practice - Yokoten (Best Practice
Sharing) - Motivational Program
Jiritsuka on Kaizen Activity
Kaizen as TOYOTA Knowledge Culture
Challenging Target Setting on Company Strategy
A
B
C
3 Realizing Best Knowledge Based Enterprise [ People Development ]
STANDARD
Role
Competency
Business Needs
TRAINING MATRIX PlanningEvaluating
Tracking
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Scheme Performance Management
TRAINING IMPLEMENTATION
Training Need Analysis
! Company establish training matrix to develop people who have competence to do their role as business needs.
All training topics have clear methodology, content, and pre & post training evaluation to meet the training objective
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! To better equip employees with knowledge required, training content in TAM is a combination of Local Content, Regional Content, and Astra Content
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3 Realizing Best Knowledge Based Enterprise [ People Development ]
Aside from in-class training, TAM cultivates on-the-job development as a learning process
Completely Acquire
what is learned
Repeat practicing
what is learned
Understand the
content to learn
Recognize the need to learn
Put what is learned
into practice
In-class Training
On-the-job Development
Tools : Toyota Business Practices & Quality Control Circle 1
1 TBP & QCC will be elaborated in Winning System
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Objective: • Develop high level skill expertise • Optimal use of global human resources • Support for regional affiliates in achieving self-reliance through development of local staff
TAM Employee has opportunity to skill up the expertise through Global ICT Program in Toyota Motor Corporation Japan, Toyota Motor Asia Pacific Thailand & Singapore
Selected employee has opportunity join ICT program for 1 – 2 years then sharing the new knowledge to others TAM members
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3 Realizing Best Knowledge Based Enterprise [ People Development ] Supply Chain People
Knowledge Dev
SALES FORCE
Best Ownership Experience through dealer excellent operation (People Development & Kaizen Activites)
Market Leader with Excellent Operation
(M/share ! 40% & CS # 1)
CUSTOMER RELATIONS TECHNICAL SERVICE
Toyota Sales Profesional
Development Program (11 Training series
covered all tech level)
Toyota CR Development Program
(9 Training series covered all CR level)
TEAM 21 Toyota Technician
Development Program (24 Training series
covered all tech level)
Collaborative Sharing on line Media (T-First, CR Online) Magazines, newsletter, guidance book
Company Vision & Mission
Business Strategy
Area Coverage
Development Tools
Knowledge Sharing Media
TOYOTA Training Centre > Integrated Learning Centre
Infrastructure& Organization
3 Realizing Best Knowledge Based Enterprise [ People Development ] Supply Chain People Knowledge Dev TOYOTA Training Center (TTC)
New Facility: at MM2100 Bekasi, 4 Ha, Investment: 100 Bio IDR
3 Realizing Best Knowledge Based Enterprise
[ Kaizen as Toyota Knowledge Culture]
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3 Realizing Best Knowledge Based Enterprise [ Kaizen as Toyota Knowledge Culture]
Kaizen Philosophy
We improve our business operations continuously, always driving for innovation and evolution : % Kaizen mindset and innovative thinking % Lean system and structure development % Creating organization system which encourage the members to learn continuously
How we show our concern on Kaizen o Kaizen activity in all areas is clearly stated in company mission statement o Creating dedicated department function which focus on kaizen activities in
Sales, After sales, and Logistic area through entire supply chain
3 Realizing Best Knowledge Based Enterprise [ Kaizen as Toyota Knowledge Culture]
Toyota Business Practice
Toyota Way
TBP
Values
Actions
Customer First
Always Confirm the Purpose
of Your Work
Ownership & Responsibility
Visualization (MIERUKA)
Judgment Based on Facts
Think and Act Persistently
Speedy Action in a TimelyManner
Follow Each Process with
Sincerity and Commitment
Thorough Communication
Involve All Stakeholders
!
"
#
$
!
"
#
$
1. Clarify the Problem
2. Break Down the Problem
3. Target Setting
4. Root Cause Analysis
5. DevelopCountermeasures
6. See CountermeasuresThrough
7. Monitor Both Resultsand Processes
8. StandardizeSuccessful Processes
Concrete Actions & Processes Drive & Dedication
TBP Main Frame
Through TBP, Toyota people has standard methodology in practicing the values which focus on continuous improvement and respect to people. "!
#!
3 Realizing Best Knowledge Based Enterprise [ Kaizen as Toyota Knowledge Culture]
Nilai0 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40
13,600 46,240 78,880 111,520 144,160 176,800 209,440 242,080 274,720 307,360 408,000 510,000 612,000 714,000 816,000 952,000 1,088,000 1,224,000 1,428,000 1,632,000 1 MP
2 MP
Nilai0 2 4 6 8 10 12 14 16 18 20 22
Pengurangan jam kerja Tidak ada
1 5 10 20 35 50 65 85 110 140 180Nilai
0
Nilai 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Nilai 0
00 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
0
KLASIFIKASI HADIAHTotal Nilai 5~7Ranking 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1
Hadiah 3,500 5,500 ##### 15,000 20,000 35,000 50,000 70,000 100,000 150,000 200,000 300,000 400,000 500,000 600,000 700,000 800,000 900,000 1,000,000
Penilai
Diputuskan oleh Direktorat melalui presentasi didepan Komite yang berangotakan Direktur, Manager,Supervisor Pendamping dan Presentator yang bersangkutan melalui undangan oleh Fasilitas atau Bagian Administrasi terkait
Bila Total Nilai lebih dari 168 , maka setiap penambahan 10 pint, hadiahnya bertambah Rp. 5000,-
Dinilai langsung oleh Kepala Seksi dan diputuskan untuk dibayarkan kebagian administrasi Tanpa harus Presentasi
Dinilai langsung oleh Kepala Departemen dan diputuskan
untuk dibayarkan ke administrasi tanpa harus
presentasi
Diputuskan oleh Komite Div isi bersama - sama dengan Kepala Departemen terkait
Mengurangi penggunaan alat / mesin
mengurangi batas waktu kerja
Tidak adaPengurangan tenaga Kerja
( orang )
Pengurangan biaya ( Rp. / Bln
Dalam K=kondisi apapun bisa dicegah ( kecelakaan berakibat masuk R.S / kematian )
Mencegah Kecelakaan meskipun berhati - hati ( kec. Berakibat masuk
R .S )
Mencegah kecelakaan karena kecerobohan ( tdk masuk R.S )
Menjadi lebih aman dari biasanya Tanpa disadari keselamatan dapat
terjaga
Realisasinya menghadapi masalah komplek dan perlu persetujuan pihak
lain.
Ada perhitungan - perhitungan teknis dan pemenuhan syarat terhadap aturan resmi
Ide baru dimana orang lain t idak menyadarinya
10
KOMITE DIVISI KOMITE DIREKTORAT
Tid
ak a
da
Gagasannya ada tetapi kecil
Memperbaiki atas saran / keluhan orang lain
Dapat direalisir dengan mudah
Dapat dimanfaatkan bagian kaizen di plant/ Divisi sendiri
Dapat dimanfaatkan oleh semua karyawan plant / Divisi sendiri
Perlu kesengguhan untuk merealisir
Merupakan ide yang kreatif dan inovatif
Manfaat
Nilai
KEPALA SEKSI
Tid
ak
a
da
Tid
ak
a
da
2
KEPALA DEPARTEMEN
AS
PE
K U
MU
M
HA
SIL
NY
AT
A
Usaha
Nilai
Nilai
Keaslian
Kepekaan
Lingkungan
Ergonomi kerja / Higiene
Merupakan gabungan dari ide- ide yang lain
Inisiat if sendiri pada masalah yang parah Memperbaiki hal - hal yang
terabaikan
Memperbaiki hal - hal yang telah berjalan tetapi t idak tepat tujuan /
sasaran Kombinasi dari ide - ide yang lain, tapi ada penyempurnaan dari
idenya sendiri Ide baik yang dapat didaptarkan hak
patennya.
6 7 8 9
3 4 5
Tid
ak
a
da
1
Perlu kesungguhan dan memerlukan waktu yang panjang untuk merealisir
8 9 10Tid
ak
a
da
Dapat dimanfaatkan oleh bagian kaizen di plant / Divisi lain
Dapat dimanfaatkan juga oleh bagian kaizen di plant / Divisi lain
Dapat dimanfaatkan juga pada industri yang berbeda ( Suplier , Dealer , Dll )
4 5 6 7
Tid
ak
a
da
1 2
Standard baru untuk lingkungan tempat kerja (
Dari t idak ada menjadi ada ) Memperbaiki standard yang
mempengaruhi aspek lingkungan hidup 3
Memperbaiki standard tentang lingkungan tempst kerja
Menjaga kualitas produk / barang / jasa ( Mencegah cacat )
Peningkatan pemeliharaan kualitas, jasa, produk / barang (
menurunkan cacat )
Bila pengurangan biaya / bulan lebih dari Rp. 1.632.000,- maka setiap penambahan Rp. 75.000,- nilainya bertambah 1 Point.Bila pengurangan biaya bersifat jangka pendek, maka point pengurangan biaya dikalikan faktor koreksi 0.8
Penghitungan pengurangan Jam Kerja Tidak termasuk Dalam Pengurangan Biaya
Kualitas
-Meningkatka kenyamanan bekerja
-Lingklungan kerja menjadi lebih baik
Menghilangkan pekerjaan yang melelahkan
Kaizen pekerjaan yang membosankan
Menghilangkan kebiasaan yang abnormal
Kaizen pekerjaan yang t idak menyenangkan H
AS
IL T
IDA
K N
YA
TA
Pe
rha
tik
an
T
he
ma
id
e
Standard baru yang memberi pengaruh pada aspek lingkungan
hidup
Ada pokayoke sistem yang mencegah kemungkinan terjadinya pencemaran lingkungan hidup
Meningkatkan nilai produk / barang / jasa dan citra perusahaan
Meningkatkan kualitas dan menstabilkan
Menjamin proses t idak menimbuklkan cacat ( Proses t idak
diperlukan lagi )
Safety (harus dilampirkan form Hyarihatto / KY )
Menghilangkan pekerjaan extra / tambahan
Meniadakan penggunaan alat pelindung diri
P.T.TOYOTA ASTRA MOTORHuman Resource Division KRITERIA PENILAIAN IDE BERKONSEP
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30Diputuskan langsung oleh kepala seksi (tanpa
presentasi)
Rp 3.500 – Rp 35.000
5 - 57
Diputuskan langsung oleh kepala department (tanpa
presentasi)
Rp 50.000 – Rp 150.000
58 - 81
Diputuskan oleh komite divisi bersama-sama dengan
departement terkait (tanpa presentasi)
Rp 200.000 –Rp500.000
82 - 117
Diputuskan oleh direktur melaui presentasi didepan
komite direktorat yang beranggotakan direktur,
manager, dan supervisor pendamping. Undangan oleh
fasilitator atau adm. terkait
Rp 600.000 – Rp 1 Juta
118 - 168
PENILAIAN
HADIAH
NILAI
Diputuskan langsung oleh kepala seksi (tanpa
presentasi)
Rp 3.500 – Rp 35.000
5 - 57
Diputuskan langsung oleh kepala department (tanpa
presentasi)
Rp 50.000 – Rp 150.000
58 - 81
Diputuskan oleh komite divisi bersama-sama dengan
departement terkait (tanpa presentasi)
Rp 200.000 –Rp500.000
82 - 117
Diputuskan oleh direktur melaui presentasi didepan
komite direktorat yang beranggotakan direktur,
manager, dan supervisor pendamping. Undangan oleh
fasilitator atau adm. terkait
Rp 600.000 – Rp 1 Juta
118 - 168
PENILAIAN
HADIAH
NILAI
> Scoring System > Incentive Criteria
Suggestion System
3 Realizing Best Knowledge Based Enterprise [ Kaizen as Toyota Knowledge Culture] Quality Control Cycle
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Theme LeaderTheme Leader
Board of Director (BOD)
Board of Director (BOD)
General Mgr.General Mgr.
ManagerManager
SupervisorSupervisor
ForemanForeman
Group LeaderGroup Leader
OperatorOperator
AdvisorAdvisor
SponsorSponsor
FacilitatorFacilitator
QCC LeaderQCC Leader
QCC MemberQCC Member
THEME DIRECTION ORGANIZATION
3 Realizing Best Knowledge Based Enterprise [ Kaizen as Toyota Knowledge Culture]
PART CENTER SURVIVAL for 2018
GOALS
TSM KODAWARI
INTEGRATED CS KAIZEN
BP OPERATION KAIZEN
SUB-DEPOT KAIZEN
REPAIR SUPPORT ACTIVITY
TOYOTA PARTS ONLINE SYSTEM (T-POS)
G-TOPAS (GLOBAL TOYOTA PARTS SYSTEM)CUSTOMER LOYALTY MANAGEMENT
DEMAND SUPPLY KAIZEN :
VEHICLE LOGISTICS KAIZEN TOYOTA VALUE CHAIN KAIZEN
FLEET MANAGEMENT KAIZEN
INTEGRATED SALES PROCESS KAIZEN
VISIT PURCHASE
OBTAINSEARCH
OWNVehicle operation
Vehicle operation
Maintenanc
CLM
CLM
TOYOTA OUTLET
(C) Service (Quality & Delivery): - Low Fix It Right rate (90%) - Long Lead Time (> 5 hour)
- Low On Time Delivey (83%)
OUTLET KAIZEN
ACTUAL> Market Share 38.4%> JD Power Sales = No. 3 After Sales = No.2
> Market Share >40%> JD Power Sales & After Sales = No.1
2009 PROBLEM
(A) Delivery Timing : - Low Promise Del. Accuracy = 71%
- Long Customer waiting time (39 day)
(B) Deal : - Customer feel inconvience - Uncomfortable Pressures
(D) Customer Data - Low accuracy (90%)
- Low utilization
KAIZEN
EXCELLENT DELIVERY KAIZEN
SUPPLY CHAIN KAIZEN
SUPPLY CHAIN KAIZEN
AFTER SALES AREA
SALES AREA
1
2
3
4
5
6
7
8
4
9
10
11
12
13
14
SUPPORT
SUPPORT
Cross Function Kaizen
3 Realizing Best Knowledge Based Enterprise [ Kaizen as Toyota Knowledge Culture]
Kaizen Coordinator
Kaizen expert
Kaizen expert
Kaizen expert
Pilot W/S
Kaizen Instructor
OJD W/S
OJD W/S
OJD W/S
Pilot Activity Expansion Activity
W/S
Kaizen expert Training Kaizen expert Practice SGA
SGA SGA Jishuken
W/S
W/S
SGA
SGA
Kaizen Coordinator
Kaizen Coordinator
OJD = On the Job Development SGA = Small Group Activity
3 Realizing Best Knowledge Based Enterprise [ Knowledge Sharing Media]
Knowledge Sharing Scope
INTERNAL
EXTERNAL
Employee
Union
Shareholders
Customers
Government
Journalist
Supply chain
Tools/ Methodology Intranet, magazine, 5 minutes talk, morning assembly
Bipartite forum
AGMOS, Annual working plan, quarterly review, Forum, Portal, magazine
Magazine, guidance book, MDP System
Website, Social Media, Customer focus, Gathering, etc
Training
Workshop, Benchmarking
Society TTEP, Bengkel Binaan, Body Maker Dev, Alumni Back to Campus, Eco Youth, etc
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Our Delivery: The Best Total Ownership Experience
Accomplish Mutual & Close communication with
the market & customer
Provide integrated 3S Services
(Sales, Spare parts, Service) - Pleasure, convenience,
value - Top quality staff
Accomplish TOYOTA-Touch customer care
Offer High Quality vehicle Delivery to
Customer
Provide the best after sales service to
promote Customer Retention
Public Positive Feedback Institutions Recognition
JD Power # 1 Customer Satisfaction Index # 1 Initial Product Quality Survey
Frontier Indonesia Most Admired Company
Ministry of Man Power &
BNSP Competency Award
Recognition for delivering best service & products to customers
Description
Recognition for the best business Practice
Recognition on company concern on Employee competence development & certification
Best Innovation & Improvement After Sales Services
Delivering best after sales service in customer perspective
& Others Recognition from reputable institutions
Otomotif
! TAM’s Marketing Director, receiving competency award from minister of Man Power for its commitment in developing people competence
" Mr. Johnny Darmawan & board members received JD Power Asia Pacific CSI & SSI no.1 for recognition on delivering best service & product to customers
" TAM’s President Director, receiving IMAC award (Indonesia Most Admired Company) from Frontier