Professional Documents
Culture Documents
UTS PMPK MM Ganjil 2020-2021
UTS PMPK MM Ganjil 2020-2021
1) Terdapat 3 (tiga) bentuk penerapan berpikir: decision making, problem solving, dan creative thinking.
Jelaskan yang dimaksud ketiga bentuk tersebut dan perbedaannya masing-masing serta hubungannya satu
sama lain. Berikan contohnya.
2) Analisis kasus di bawah ini dengan menggunakan tahapan pendekatan klasik menurut John Adair
“EATON CORPORATION USES PROCESS INNOVATION TO COMPETE”
Eaton Corporation manufactures gears, engine valves, truck axles, circuit breakers, and other unglamorous parts,
largely for automobile manufacturers. It has 38,000 employees in 110 plants around the world. It prospers through
obsessive cost cutting and other actions to increase productivity. Some of the actions it takes are classic in nature,
for example, closing less productive plants and shifting work from union plants in the northern U.S. to nonunion
plants in the southern U.S. and Mexico. But the main program which has enabled it to make its U.S. plants more
productive is its version of continuous improvement.
Employees routinely make decisions about how to improve productivity throughout Eaton Corporation plants. They
have bought into productivity improvement efforts, and have been empowered through teams to make the decisions
necessary to enable the firm to become more productive. Eaton has opened its books to employees to help them make
more informed decisions. And through plant wide gainsharing programs, recognition awards, and other reward
programs, Eaton has motivated employees to actively seek process innovations. Esprit de corps is high. Teams with
names like ferrets and worms meet regularly to solve problems. Many alternatives are generated before final solutions
are implemented.
Examples of process innovation abound. For example, by making numerous small changes in production activities,
one group of workers was able to cut scrap by 50 percent. And while solving the scrap cutting problem, these same
workers learned to preheat dies before using them, saving the company $50,000 a year in one plant alone. Employees
built two automated machines on the shop floor for $80,000 and $93,000 rather than buy them from vendors for
$350,000 and $250,000 respectively. And workers have designed effective compensation programs that raise
compensation as workers progress through stages of job knowledge rather than insisting that the company pay
workers full wages to new hires before they are fully productive as would have normally happened in a union contract
situation.
Source: Thomas F. O'Boyle, "Working Together: A Manufacturer Grows Efficient by Soliciting Ideas from
Employees," Wall Street Journal, June 5, 1992, pp. Al, A4.