PROFILE : LUQMAN HARRIS
Name : Luqman Harris Position : Construction Safety Manager – Cargill Indonesia Location : Greater Jakarta Area, Indonesia Mobile Phone : +6281703655991 / +628111000740 Email : [email protected] Place & Date of Birth : Bojonegoro / April, 2nd 1985
Jun 2014 – Present : Construction Safety Manager Lead all related environment, health, safety and security activities in green field (build a new factory) project. Make safety plan, implementation strategy and monitoring system Jul 2013 – Jun 2014 : Asst. TPM Manager Foods Factory Unilever Indonesia Coordinates TPM implementation in the plant and is the overall leader of TPM implementation. Asst. TPM Manager is the right-hand person to the General Manufacturing Manager Jan 2011 – Jun 2013 : Asst. SHE Manager Foods Factory Unilever Indonesia Set up SHE (Safety, Health & Environment) annual plan, Promote SHE awareness of both management & employee, Define gap analysis & design improvement plan, Set up target & control SHE KPI with the main purposes to reduce accident rate become zero, and Comply to National & International regulations in terms of SHE & promote embedded safety culture in daily life. Dec 2009 – Jan 2011 : Project & Improvement Section Head of Assembly Department Astra Daihatsu Motor Set up, implement & control module of Project Preparation Step to strict deadlines & within budget, Lead improvement activities to support business continuity Oct 2007 – Dec 2009 : SHE, Cost & QCC Section Head of Assembly Department Astra Daihatsu Motor
PERSONAL DATA
OCCUPATIONAL RECORDS
LUQMAN’s PROFILE : SPECIALTIES
1. Construction Safety Specialist (Certified OSHA 30 hours construction safety specialist)
2. Basic of Supply Chain Management certified by APICS CPIM
3. Ahli K3 Umum / Occupational Safety & Health Specialist (certified by Indonesian
Government)
4. OHSMS & EMS Lead Auditor certified by SEQM
5. Safety Professional (certified by DuPont consultant)
6. Integrated System Auditor for ISO 9001, ISO 14001 & OHSAS 18001 by SAI Global
7. Implementation of Toyota Production System
8. Contractor Safety Management System
9. Incident Handling & Investigation (Systematic Cause Analysis Technique)
10. Emergency Management
11. Waste Management
12. TPM (Total Productive Maintenance) : Factory Business Ways of Working, consist of 8 pillars
(Autonomous Maintenance, Preventive Maintenance, SHE, Quality Management, Early
Equipment Management, Logistic, Training & Education Management, Focused
Improvement)
LUQMAN’s PROFILE : TRAINING
SOFTSKILL TRAINING : Dec 2013 : BeSafE (Behavior Safety Excellence) Training held by Unilever
Aug 2013 : TPM in office held by Unilever Indonesia
Dec 2012 : FSSC (Food Safety System Certification) Training held by Unilever & DNV
Sep 2012 : Safety Construction Management Training held by Unilever
Jun 2012 : SCAT (Systematic Cause Analysis Technique) / Incident Investigation Training held by Unilever
Apr 2012 : OHSMS & EMS Lead Auditor Training held by Unilever
Jun 2011 : Integrated Auditing (ISO 9001, ISO 14001, ISO 22000 & OHSAS 18001) held by SAI Global
Jun 2011 : "Ahli K3 Umum Training" held by Depnaker & Srikandi Panca Global
May 2011 : Safety Training for Safety Professional by DuPont Sustainable Solutions
Jul 2010 : IQA (Indonesia Quality Award) Training at Astra Daihatsu Motor
May 2010 : DKC (Daihatsu Kyushu Corp.) Training Program - Japan
Aug 2009 : Internal Audit Training for OHSAS held by Paradigm Management Consulting
Feb 2009 : Quality Control Cicle (QCC) for Jury at Astra Daihatsu Motor
Jan 2009 : Kaizen Rally at Astra Daihatsu Motor
Nov 2008 : Toyota Job Instruction at Astra Daihatsu Motor
Mar 2008 : Astra Basic Management Program (ABMP) at Astra International
Feb 2007 : Nation and Character Building held by VEDC and BPKLN Depdiknas Indonesia
Apr 2006 : ESQ Leadership Training by Ary Ginanjar Agustian
Jan 2006 : Public Opinion Management Training (LKMM TL)
Aug 2005 : Organization Management Training (LKMM TM)
Dec 2004 : Training for Event & Organization Management Trainer
Mar 2004 : Event Management Training (LKMM TD)
Jan 2004 : Self Management Training (LKMM pra TD)
TECHNICAL TRAINING : Nov 2014 : OSHA 30 hours Construction Safety Specialist Training , USA
Aug 2014 : OSHA 10 hours Construction Safety Training
Dec 2012 : “Instalasi Pengolahan Air Limbah" (WWTP) Installation Training held by Sumco Management Training Indonesia
Oct 2011 : Defensive Driving Training held by JDDC
Jul 2011 : Workshop Hazardous (B3) Waste Management held by Geocycle (Holcim)
Feb 2011 : TPM Induction Course by Unilever Indonesia
Mar 2010 : TPS (Toyota Production System) by Astra Daihatsu Motor
Jul 2009 : Safety Dojou (Fundamental Safety) at Astra Daihatsu Motor
Mar 2006 : Network Simulator (ns-2) Training
Jul 2005 : IT Pro Workshop held by Ciputra Cyber Institute
Jun 2005 : Networking Training held by Himatektro ITS
BIGGEST ACHIEVEMENT – CARGILL INDONESIA
More than 1.5 million safe man hours without incident
Leading indicator index (safety training, near miss reported, PJHA, etc.) beyond the target No environment complaint
More than 100 person from contractors got the safety award
Improvement on all safety aspect and 100% follow OSHA standard
EHS ACHIEVEMENT OVERVIEW
SAFETY
• SBO hit target & increase significantly year by year
• USHEC establishment & activation (Involve all WL1+ to safety activities as think tank)
• SHE compliance improvement
• Initiate impactful safety program : 3on3, 3E safety program, Safety Enhancement Program
ENVIRONMENT
• Green Environment KPI for both SCC&C & TBB
• Zero waste to landfill for both SCC&C & TBB
• Cost Optimization for waste disposal
• COD reduction by fat trap improvement and waste disposal method improvement
EXCELLENT SBO ACHIEVEMENT
Key Action : 1.SBO online refreshment & motivation sharing 2.Reward implementation 3.Set up individual target and periodically monitoring 4.Cascade individual monthly achievement 5.Link individual SBO achievement with annual appraisal
SAFETY
BEHAVIOR
OBSERVATION
ZERO WASTE TO LANDFILL
Key Action :
1.Waste segregation and provide facilities 2.Collaborate with PT. Ferro Hijau Sekawan for segregated office & garden waste as paper & plastic seed and compost for food waste 3.Collaborate with Dua Srikandi for Royco powder waste handling as fertilizer with zero cost of distribution and handling 4.Collaborate with CV. Mega Asha Perkasa for tea dust handling as compost with zero cost
Zero Waste to landfill Road Map TBB Zero Waste to landfill Road Map SCC&C
COST OPTIMIZATION FOR WASTE DISPOSAL
Key Action :
1.Move distribution of Royco powder waste from Geocycle (IDR 775K/ton) to Dua Srikandi (IDR 0) Saving +/- 78mio/year 2.Move distribution of tea dust from HNA (pay truck cost) to CV. MAP (truck cost is free) 3.Distribution of used oil has been moved from LJA (pay IDR 6k/gallon) to WGI (paid IDR 0,2k/lt) 4.Better allocation of WWTP cost between Foods & IC by using actual data of effluent & COD number. Foods get allocation 2% from total WWTP cost (previously 40% of cost). Saving +/- 3.6bio/year
ROYCO POWDER WASTE HANDLING
2010 : 2011 -2012 : Distributed to Geocycle with cost IDR 775k/ton
Powder waste disposed to fat trap
Powder waste distribute & recycle to Geocycle as alternative energy source
STORAGE CRUSHING MIXING KILLING
2013 : Distributed to Dua Srikandi with Zero cost
INITIATE IMPACFUL SAFETY PROGRAM
• Initiate 3on3 safety program that identify top 3 risk & define action to be taken from identified risk
• Improve effectiveness of safety campaign by implement eye-tracking campaign method that adopt method from Marketing Communication
Impactful Campaign
• Everyday, Everywhere and Everyone (3E) safety program is one of safety program in Foods Factory to endorse all employee to implement safety behavior everyday, everywhere and by everyone
3E safety program
• Safety enhancement program is one of safety program to cover all aspects to be improved that consist of People Development, System Improvement and Infrastructure Improvement. This improvement impact to SHE compliance status (SHE PAR, GRC Audit, TPM SHE Pillar Assessment, OHSAS 18001)
Safety Enhancement
Program
2011 : COD & NHW REDUCTION (HIT TARGET)
COD SCC&C 2011
0.1970.176
0.160
0.332
0.141
0.089 0.0990.113
0.008 0.004 0.009
0.050
Jan
Feb
Mar
Apr
May Jun
Jul
Aug
Sep
Oct
Nov
Targ
et
NHW SCC&C 2011
0.281 0.1960.305 0.302 0.285
0.701
1.925
0.873
0.4750.299 0.341
0.700
Jan
Feb
Mar
Ap
r
May Jun
Jul
Au
g
Sep
Oct
No
v
Targ
et
1
2
3
4
KEY ACTION :
For detail : see
2013 : Achieve zero
waste to landfill
Lead cost reduction for D01N project (New Xenia-Avanza) for All plant
BIGGEST ACHIEVEMENT : ASTRA DAIHATSU MOTOR
Man power efficiency by cycle time reduction
Jan ‘09 : Tact Time Down (from 1,5' to 2,3‘). Reduce 390MP by improving supply system, cycle time reduction and balancing process Apr ‘09 : Tact Time Up (from 2,3' to 2,1‘) with no additional MP by CT reduction & balancing process Jun ‘09 : Tact Time Up (from 2,1' to 2,0‘) with no additional MP by CT reduction & balancing process
Improvement implementation after benchmark to Daihatsu Japan
Set up Project Preparation Module
Preparation •Project org.
•Master schedule
•Pre production check
•Document preparation
•etc
Procurement •In Procurement step, focus on man power & equipment preparation
Trial •Process confirmation base on individual process trial(Consist of part, equipment, man power, cycle time and document)
Pilot Production •Process confirmation base on continual process (consist of part, equipment, man power, cycle time, tact time & document)
Mass Production •confirmation production preparation & decide whether production will be continued or not
For detail : see
Purposes of Activity :
1.Learn Daihatsu Japan level and manufacturing strategy 2.Improve Ways of Working and increase working efficiency of Supervisor & Foreman level 3.Improve safety and 5S condition 4.Reduce cycle time by “MUDA” observation 5.To learn and standardize abnormality rule
BIGGEST ACHIEVEMENT : ASTRA DAIHATSU MOTOR