Few days ago, my
co-worker telling me that our Director assign him to improving ways of work in
branch's logistic and warehouse. Actually, the scope of this assignment is in
my area, everything that related to workflow process in branch always comes
from my department, the Field Operation & Standardization (FOS) department.
So, the assignment transferred to me provided with general requirement. The
request is very simple, just make the branch's warehousing area more
comfortable to manage, because our customer's asset is there.
Before I tell you more
how to plan and achieve this assignment, I'll give you brief explanation about
what we means by asset and what is the problem there that makes we need to
improve ways of work in branch logistic area. The asset itself is a EDCs, a
transactional draft capturing machine. This machine works with magnetic tape
that we called credit or debit card issued by bank. Merchants that using EDC
just set the nominal purchase by customer in that machine, then inserting
customer's credit or debit card, and voila! Customer bank account will be
debited as much as nominal of purchasing that has been set by merchant (as much
as the good's price, of course)
If our customer (bank,
of course) giving EDC Installation order to us, they will send an EDC and its
Job Order (contains information where the machine will be installed, due date, etc.)
The EDC must stay at our logistic area first, and then will be issued a day
before installation’s due date to the merchant. As well as EDC Withdrawal
order, the bank just issued Withdrawal Job Order to us, and our technician will
go to the merchant as Job Order stated, to take the EDCs from merchant and
cutting off connectivity.
 |
| EDC Machine |
In field operation,
installation or withdrawal activity isn't simple as stated above. In our SOP,
installation or withdrawal only can be done if merchant’s condition fulfill our
SOP Terms and Condition (TC). The terms of installation job is like active
phone line, merchant’s name and address is valid (same precisely with jobs
order issued by Bank), etc. If Terms and Condition not apply by merchant, our
engineer just set job status to pending. The machine will stay at branch’s
logistic until job order is re-assigned. The problem arise when the TC-not-comply
trend is growing up, logistic area become full with EDC and we need to sort EDC
by its age. The old one MUST be forward to Bank’s Logistic because the
follow-up respond is timed up. And we don’t have responsibility to manage it
anymore.
After we know what kind
of machine that we will manage and what the problems there, I set a team of two
from my subordinate. Experiencing in leading team, I focused on what kind of
personality that can handle this type of project. The team lead for this
project assigned to Mr. Budi, he is a senior employee that formerly
coordinating area in Jakarta area. The reason is simply, he has high respect
from all field operational member in Jakarta that can be used to ease our
project implemented in each branch. Besides that, Mr. Budi is compliance person
and always obeying any standard that had been agreed by management. He
experienced handling resistance issues that always rise when new ways of work
being piloting (a thing that I MUST still learn more to him). Mr. Budi will
assist by Dendy, a newly hired employee in my team. There are some reason I
involve Dendy in this project, he have good logical-brain (A must HAVE ability
in team that I recruit, especially when I directing a workflow process for each
project), He also well-know about this asset much, because I assign him in
other project as a supporting staff that handling branch office’s EDC database
and its sub process. So, the composition for the team is: Mr. Budi as
instructor and lead our member in branch, and Dendy as conceptor that must
well-detail-explained why this improvement must be held in office's branch
across Indonesia to each branch leader.
After we set the team to
hold this project, we're going to create goal and its mission statement. My
role here is to directing the Team to our goals and creating project concepts
to meet the goals. The main goal of this project (as I state above) is to manage
customer asset easily in Branch's Logistic Area. I break the goal into some
mission statement that must be accomplished by me and my Team.
Usually, I try to make
the mission statement with what-I-called Milestone Table. Milestone table contains:
what will we do? When we do it? Who will do it? (I mean, who's have higher
responsibility to doing it well), and when you show it off?
For this project, I
invited my teams to attend kickoff and brainstorming meeting. Brainstorming
meeting is very very very required. You can share our goal there, share your
concept and let others to giving opinion and feedback, discuss and comparing
the old ways and the new ways, (with each pros and cons table), at the end,
you'll find better solution and its alternatives. At next paragraph I will tell
you much about how my team accomplish the goals.
Comparation Old Concept
and New Concept (Brainstorming Meeting, Omega Room, June 8 2015)
I'll tell you a little
about our previous Branch's Asset Management. This previous project is one of
my standardization improvement about 2 years ago. At that time, everything not
so crowded like now, so our approach to handle that machine will be slightly different
from now on. Want to know interesting thing about this change? Please wait for my second post J
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