KNOWLEDGE MANAGEMENT APPROACH TO CLOSE ORGANIZATIONAL CAPABILITY GAP ON THE IL6S PHASE 0 PROGRAM IN PT. XYZ

• Main Author: Safitri Rizkiana, Erika
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/37922
• Institution: Institut Teknologi Bandung

PT. XYZ is a subsidiary of MI, a multinational fast moving consumer goods company. MI is one of the largest snacking companies which operates in approximately 160 countries. The products are ranging from biscuits, chocolate, gum and candy, cheese and grocery, and beverage categories. PT. XYZ is one of MI manufacturing units which is located in Bandung, Indonesia. PT. XYZ is a processed cheese Plant. MI has decided to implement Integrated Lean Six Sigma (IL6S) as its organizational strategy, in all over its manufacturing units worldwide, including also in PT. XYZ. The IL6S program is a long journey which will take years to complete. The program has five phases, starting from Phase 0 to Phase 4. The program has in total 11 IL6S Pillars, which consist of Pillar Leaders and System Owners. PT. XYZ has just started the IL6S Phase 0 in the late 2016 and scheduled to continue with the Phase 1 starting in the late 2018. In Phase 0, there are only 7 IL6S Pillars which have been kicked off. The other 4 Pillars are to be kicked off in the next phases. The Pillar Leaders and System Owners in PT. XYZ are the Office Colleagues. The study is aimed to analyse the existence of any organizational capability gap from the previous IL6S Phase 0 implementation, limited only to the Pillar Leaders and System Owners in PT. XYZ. The analysis is referred to McKinsey 7S: Strategy, Structure, System, Staff, Skill, Shared Values, and Style elements. From the analysis, it is known that the organizational capability gaps are still existed in the implementation of IL6S program in PT. XYZ. The gaps are existed in each of the McKinsey 7S elements. The Skill element has the lowest score amongst the others. Step Up Card, a tool that PT. XYZ and MI globally have used to qualify the knowledge and skill of the Pillar Leaders and System Owners, is used as the supporting analysis tool. The analysis shows that gaps are also existed in the Step Up Cards’ qualification results. Knowledge Management approach is proposed as the business solution in closing the gap. The employees of PT. XYZ are the key success of the IL6S program. The employees should be able to continuously learn and utilize their capability, and also actively involved in making improvements. They are also needed to provide coaching, trainings, leadership on the floor, and support everyone to boost the knowledge sharing and contribute positively for the company’s improvement. Rather than having employees with individual knowledge, those knowledge have to be transformed into the organizational knowledge. Both of the Pillar Leaders and System Owners are expected to be able to support the company in giving examples and developing the rest of the employees of PT. XYZ, who are the Plant Colleagues. The proposed approach is considering the current situation and habit of the employees in PT. XYZ. The implementation plan timeline is also considering those aspects in order to have better results of Knowledge Management approach implementation to close the organizational capability gap.