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About Me
- AGUNG PRAPTAPA
- Agung Praptapa is a lecturer in Jenderal Soedirman University, Indonesia. Director of AP Consulting,and professional trainer for personal and organizational development. Interests: Management of Change; Quality Management; Control Systems
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Nama : Cici Sri Suprihatiningsih
NIM : C1L008006
James McGaran’s Performance Evaluation.
Doing the year-end performance evaluation for James McGaran, the branch manager of the flagship office in the Los Angeles area, was probably one of the most difficult experiences in all my years with Citibank in the capacity of area manager. James has been not just an exemplary employee in our area, but really someone who other branch managers could always look up to. His career with Citibank has been a quick progression through the ranks from the assistant branch manager to the manager position at the most important of all the bank branches in the Los Angeles area – the Financial District office. Until this year his performance exceeded expectations in every single year. His financial results have been truly impressive. However with the introduction of the new performance scorecard which reflected the company’s broadening of the evaluation scope to customer satisfaction score, it became obvious that this was essentially the only area where James’ performance was lacking. At the same time Frits Seegers, President of Citibank California, was convinced that customer satisfaction indicator was important not only for meeting ever-increasing expectations of highly-sophisticated clients, but also for achieving strategic goals of the division, and staying competitive. Since five of the six performance measures in James’ year-end evaluation were “above par”, the customer satisfaction rating was the only one that caused a significant challenge and had substantial financial repercussions for James’ year-end bonus, which was a significant part of his base salary. Based on his customer satisfaction scores, which was “below par” according to the banks written guidelines, his total evaluation could be only “on par” in spite of the fact that he excelled in five other performance areas. Not only would it be a substantial financial shortfall in total annual compensation for James, but it would also deal a blow to his self-esteem. Having worked with James for the last eleven years I know that he is very conscientious worker and takes personal pride in successfully running the hardest of branch in the division. Therefore it is with much heartwrenching feelings that I have to give him “below par” rating in customer service satisfaction category.
terusan
The company’s policy states it clearly that “a branch obtained par score if it scored 74 to 79”. Unfortunately, in spite of a dramatic improvement in customer satisfaction score in the fourth quarter from 54 to 72, the branch still did not meet the minimum required score for “on par” rating. The temptation to make concessions in James’ case was very big. Frankly, I could imagine that this evaluation could cause him to consider leaving the company, not even so much because of the reduced bonus, but also because of the feeling of being treated unfairly or not being valued by the company. I also recognize that losing James would be a significant loss for our bank, notwithstanding the fact that it would be hard to find as qualified and dedicated manager as James for this particular branch. However, if we bend the rules, and compromise in this particular case by giving James “on par” evaluation for customer satisfaction, the damage to the company’s management team reputation and image would potentially have far more reaching negative consequences. It would cause a great damage to the morale of the 30 other branch managers in the area. It would stir speculations, gossip, accusations in favoritism. Ultimately, if we have to make a negative evaluation of other employees based on the company approved metrics and stick to the rules, without giving them any concession, it could become a basis of labor dispute and even litigation by a disgruntled employee. Ironically, they would feel being dealt “unfairly” exactly because we are playing by the rules in his or her particular case. Finally, I believe that James is not only ambitious, highly qualified employee, but also a mature person. We would have to arrange a special meeting with him to explain our position, and to work out the plan for the future to help him improve the customer satisfaction rating, so next year we would not have to go through this agonizing experience any more
Fredi Dharmawan
C1L008001
Example of Asset Control done by AKR Corporindo
AKR Corporindo shows growth in Assets with explaining its strategies and controls on how it can be achieved. Its explanation is as follows :
Assets
The Company’s total assets grew 39.4% to Rp 4,875 billion as at 31st December 2008 from Rp 3,498 billion on the same date in the previous year. During the year 2008, significant investments were made to increase the Petroleum storage capacity, manufacturing and logistics assets which resulted in the increase in Property plant and equipment by Rp 891 billion. This includes the ongoing investment in PT Jakarta Tank Terminal (JTT) of over Rp 387 billion during 2008. Current assets increased by Rp 340 billion with the overall increase in sales revenue.
Inventory
AKR’s Inventory grew by 29% to Rp 783.9 billion as of 31 December 2008, from Rp 608.4 billion in 2007. This growth was largely attributed to the starch inventory in the Company’s manufacturing subsidiaries in order to maintain sufficient levels of inventory and manage net open positions. Basic chemicals and petroleum inventory increased marginally in 2008 and the company maintained optimum levels.
Receivables
The Company’s receiveables grew marginally by 8.8% in 2008 to Rp 923.4 billion as compared to a sales growth of 61%. Day Sales Outstanding decreased to 35 days in 2008 as compared to 49 days in 2007 implying higher focus on collection efficiency.
RECOGNITION PERFORMANCE
The recognition results are presented in this section when applying the WI007 front-end and the HTK recognition scheme as described above. The MFCC of order 0 is not part of the feature vector that consists of the remaining 13 components as well as of the corresponding delta and
acceleration coefficients. Thus a vector contains 39 components in total. Based on those results a relative improvement can be stated for the proposals of the Aurora WI008 activity. The word accuracy is listed in Table 1 for test set A when applying the multi-condition training. As well nown the performance deteriorates for decreasing SNR. The degradation does not significantly differ for the different noises. A performance measure for the whole test set has
been introduced as average over all noises and over SNRs between 0 and 20dB. This average performance between 0 and 20dB takes a value of 87.81% for test set A. The average performance of test set B is 86.27% for the SNR range between 0 and 20dB when applying the multicondition Training
Sharing
I think this company use recognize from system under noisy because the company should be better from this case , solve the problem under noisy
JAMSOSTEK's strategy to control their asset.
Jamsostek, an insurance company, use their assets and money that they get from customer to invest in stocks. This year, Jamsostek have invested on stocks as much as Rp 18 trillion. Jamsostek will increase their investment to Rp 22-23 trillion to buy stock instruments in 2011. It means that, they will increase their investment around Rp 4-5 trillion with expectation to get higher income.
They have many considerations to invest their assets in stock instruments before they decide it. They see that outlook of Indonesia Economy will have a good future. This also includes the capital markets which became the entrance to the flow of foreign funds (capital inflow), before switching to a direct investment (Foreign Direct Investment / FDI). They choose long-term investment and select blue chip stocks (stock in a company with a national reputation for quality, reliability and the ability to operate profitably in good times and bad).
Of course, the investment that they conduct is not done haphazardly. The company will monitor the relevant price. During the shares is considered quite cheap, shares will be purchased by Jamsostek. So, they go with the low price earning but good fundamentals.
Nama :ERNA ISABELA PURBA
Nim: C1L008014
UNILEVER’S CONTROL ASSET
Consumer goods company Unilever has chosen a Luxembourg-domiciled Fonds Commun de Placement (FCP) vehicle to launch its cross border pension pooling vehicle, the first of its kind for a multinational in Europe.
The choice of the FCP was made over Ireland's competing vehicle, the Common Contractual Fund (CCF). Both vehicles provide the tax transparency required for efficiently pooling all or some of the assets of underlying national pension funds. Another company, IBM had been reported in 2004 to be looking at a CCF for its own European pooling but then withdraw from the deal. Northern Trust, which was IBM's partner at the time, declined to comment on market rumour.
Many advantages are expected from Unilever's pooling vehicle, called Univest. "We expect Univest to generate significant benefit for Unilever and its pension funds", said Philip Lambert, head of Unilever Corporate Pensions and chairman of the investment committee. "We also expect Univest to improve the consistency in quality of asset management, lower overall risk and allow us to better leverage our economies of scale."
Unilever's pension pooling has nevertheless caused some tension among the local staff. A row over the pooling project even caused Walther Schapendonk, chief investment officer at Progress, Unilever's Dutch pension fund, to quit at the beginning of 2005.
"Best-in-class" approach
The assets from the underlying schemes flowing into Univest will be channelled into multi-manager regional equity sub-funds rooted in a "best-in-class" approach managed by external managers. As the owners of their assets, the underlying funds are free to make their own allocation in those ring-fenced sub-funds. This allows local schemes to keep full control over their regional asset allocation.
Univest will be first endowed with €2billion coming from Unilever's two largest national funds in the Netherlands and the UK, which will invest €1billion each. Upcoming investments from other local pension funds is estimated to push the assets of Univest to about €3-5 billion overall.
The Luxembourg branch of the financial services company Northern Trust has been mandated to run the pooling vehicle, as well as for the provision of custody and fund administration services for Univest. Unilever expects the Univest Investment Committee, which brings together the investment expertise from across Unilever and the participating pension funds, to back Northern Trust with critical input as to how to run the vehicle.
Trend
Northern Trust expects the current pooling trend to continue. It reported last October that six of its multinational clients had committed assets around $4bn for pension pooling vehicles in Ireland and Luxembourg. Earlier, one of Northern Trust's rivals, State Street, said it had received enquiries from multinational corporations, some with pension assets of up to €20bn, about setting up pension pooling.
"We see pooling as an important growth sector as multinationals continue to seek to enhance governance and risk management, diversify investments and improve administrative efficiencies. We are currently implementing additional tax-transparent vehicles in both Dublin and Luxembourg, designed to serve the needs of both multinational companies and investment managers", said Stephen Potter, group head of Northern Trust's International Business Segment.
Name : Dhea Christianti Yehuda
NIM. : C1L008013
Performance evaluation of Aqua..
AQUA Treatment Technologies Inc. and it's partners can provide all of the services required for a turn key installation of a vertical flow constructed wetland. This includes permitting, design and installation. In the US AQUA works with consulting firms, such as GeoSyntec Consultants, to resolve permitting issues etc.
In the Province of Ontario a Certificate of Approval, issued by the Ministry of Environment, is required to operate any wastewater treatment system treating more than 10,000 Litres per day. Certificates of Approval are also required for surface water discharge of treated effluent, regardless of daily flow volume.
AQUA can guide our clients through the approval process. The following are key components of this process:
1) Pre-submission consultation meeting: This meeting must be held prior to preparing the application package. This meeting is held on-site with personnel from the local MOE district office, MOE technical support staff, the proponent and the consultants (AQUA). At this meeting the proposal is presented and the MOE personnel voice any concerns they may have. Due to serious under funding of the MOE this meeting should be scheduled months in advance of the anticipated meeting date. Often the MOE technical support staff are simply not available to meet and this meeting is done via telephone conference.
2) preparation of the application package. This package must include the design brief, engineering drawings, detailed description of the proposed works, supporting performance data from similar installations and processing fees. In addition, a surface water impact assessment is required if the treated effluent is to be discharged into surface water or a Hydrogeological assessment is required if the discharge is sub-surface e.g. Shallow buried trench system, leaching bed.
3) One copy of the completed package must be sent to the MOE technical support office, one to the MOE district office and one to the MOE approvals branch in Toronto. Be prepared to wait longer than the 6 weeks they say is required to process the application - most take 6 to 12 months. For this reason you must begin this process well in advance of your anticipated system start-up date.
4) Upon successful review, the MOE issues a Certificate of Approval. This is a legal, enforceable contract between the owner of the system and the MOE. The approval stipulates design the operating parameters within which the system must operate, as well as performance limits, reporting requirements etc.
AQUA Treatment Technologies Inc. also offers a pilot study service. This service provides a performance evaluation of the AQUA Wetland System for treating untested wastewater types. In the past AQUA has run pilot studies testing winery wash water, landfill leachate and contaminated groundwater.
Name : Anggun Parassuci Adely
NIM : C1L008051
Control Assets of National Bank.
National banks in the UAE controlled more than two-thirds of the country's overall banking operations in 2009, although they are outnumbered by foreign financial units, according to a new banking report. At the end of 2009, the country's 24 national banks possessed about $355.5 billion (Dh1,305bn) in assets and nearly a fifth of them were controlled by Dubai's Emirates , showed the report by the Beirut-based Union of Arab Banks (UAB). The combined assets of national banks accounted for nearly 84.2 per cent of the total assets of Dh1,519bn controlled by the UAE's banking sector, which also includes 28 foreign institutions, the figures showed.
National banks dominated lending activity in the country, the second-largest Arab economy, with total credit standing at about $231.9bn at the end of 2009, nearly 83.6 per cent of the banking sector's total loans of Dh1,017bn.
The "special report" on the UAE banking sector, published in the UAB's monthly magazine, showed national banks sat atop nearly $229.8bn in deposits, accounting for about 85.8 per cent of the total deposits with the baking sector. At the end of last year, shareholders equity of national banks, comprising their capital and reserves, peaked at about $45.7bn, nearly 72 per cent of the sector's total equity. The report showed total assets of national banks grew by about 7.5 per cent in 2009 while there was an increase of about five per cent in credit, 9.5 per cent in deposits and 23 per cent in shareholders equity. In contrast, their net profits slumped by nearly 16 per cent from $5.701bn to $4.797bn.
Analysts attributed the decline to a surge in the banks' non-performing loans provisions through 2009 following the eruption of the global fiscal crisis and their exposure to two ailing Saudi business conglomerates. A breakdown showed Emirates created from the merger of National Bank of Dubai and
Emirates Bank International, was by far the largest bank in the UAE and one of the largest units in the Middle East in terms of assets, which stood at about $76.7bn at the end of 2009, almost unchanged from the previous year. The assets at the end of 2009 accounted for just over 18 per cent of the banking sector's consolidated assets at the end of 2009.
Name : Anggun Parassuci Adely
NIM : C1L008051
HR Anew Inc. Stallings Performance Evaluation Process.
For both employers and employees, performance evaluations can be an intimidating process. However, effective and consistent performance management practices can help establish and maintain performance excellence within an organization, according to Deborah Stallings, CEO of HR Anew Inc. Stallings said employers often do not associate the performance evaluation process with their organizational strategy.
Stallings said she recommends using a performance management tool that will help employers navigate through what questions to ask and strategies to use to manage performance. Also, ensuring all management personnel conducting evaluations are well trained in performance management procedures and practices is imperative.
Performance evaluations should be conducted after an employee’s first six months at an organization, their anniversary of employment, and every year thereafter, Stallings said. She added that there are other times when it may be necessary to conduct a performance evaluation. For example, if an employee is under performing and you would like to develop a plan with them to help their performance improve, you should conduct an evaluation. Stallings also recommended adding a self-evaluation step to the process so management and employees can have the opportunity to clarify any misunderstandings.
Name : Yudanto Budi Prastowo
Nim : C1L008030
Internal control system of cash in flow and cash out flow of PT Kimia farma trading and distribution Surakarta
In general applying the inernal control system of cash in flow and cash out flow at PT kimia farma trading and distribution Surakarta have been executed well. There are existence of dissociation of function expressly, there are good record keeping procedure and authorization, healthy practice and also employees which qualified in its part . But there are still several things which need to be paid attention by company, among others there are still any double function, there are no investigation just in time, and position rotary.
Nama : Dhea Christianti
Nim: C1L008013
Control Asset of Kimia Farma:
The company will also allocated 180 million new shares of series B for its workers and the management of the company under the program of shareownership by workers and management.
Kimia Farma operates as a producer and trader or distributor of chemicals, health equipment, and food and beverage F&B is a common abbreviation in the United States and Commonwealth countries, including Hong Kong. F&B is typically the widely accepted abbreviation for "Food and Beverage," which is the sector/industry that specializes in the conceptualization, the making of, and delivery of foods. products. It has business in biology sector and operates many dispensaries, optic shops and clinic laboratories. It has an authorized capital of Rp 2 trillion with issued capital fully paid amounting to Rp 500 billion. Therefore, it still has shares in portfolio worth Rp 1.5 trillion. If the public offering has been implemented, the share capital issued and fully paid will total Rp 555.4 billion after the public offering and shares in portfolio will be Rp 1,444.6 billion.
80% for investment
Around 80.2% of the fund to be raised from the public offering will be used for new investment and the rest to strengthen working capital. The company plans to increase its production capacity for basic materials and the capacity of its dispensaries. The new factory will manufacture Indonesia's medicinal products and exploit iodine iodine (ī`ədīn, –dĭn) [Gr.,=violet], nonmetallic chemical element; symbol I; at. no. 53; at. wt. 126.9045; m.p. 113.5°C;; b.p. 184.35°C;; sp. gr. 4.93 at 20°C;; valence −1, +1, +3, +5, or +7. reserves. It also plans to expand its pharmaceutical formulation Pharmaceutical formulation, in pharmaceutics, is the process in which different chemical substances are combined to a pure drug substance to produce a final medicinal product facility.
Based on its financial report it had liabilities totaling Rp424.5 billion by December, 2000 and 98% of the debt was current liabilities Current Liabilities.
Usually appearing on a company's balance sheet, it represents the amount owed for interest, accounts payable, short-term loans, expenses incurred but unpaid, and other debts due within one year. and Rp7.8 billion in non current liability in the form of long term loan from the government. However, no portion of the fund to be raised from the share sales to the public is to be used for debt repayment.
The largest part of the current liabilities were to a third party totaling Rp 99.7 billion and operating debt to those with whom it has special relations totaling Rp 82.1 billion. Its debt is estimated to increase with some business deals having financed with bank loans. Late December, 2000, Kimia Farina opened bank guarantee at Bank Mandiri Bank Mandiri (JSX : BMRI) is the largest bank in Indonesia in term of assets, loans and deposits. Total assets as of Q3 2006 were IDR 253.7 trillion (or USD 25.7 billion). It also has Capital Adequacy Ratio (CAR) of 23% (including market risk), Return on Asset (RoA) of 0. amounting to Rp 1.45 million and US$ 401,780 as an advanced payment and implementation of sales contract Sales Contract
Contract between a seller and buyer for the sale of goods, services, or both. with the health ministry.
Kimia Farma also had import letter of credit amounting to US$ 119,20 still open in the same bank. On April 12, 2000, Kimia Farma increased its credit from PT Bank Central Asia Bank Central Asia (BCA) is an Indonesian bank founded on August 10 1955.
The Asian monetary crisis in 1997 had a tremendous impact on Indonesia’s entire banking system. In particular, it affected BCA’s cash flow and even threatened its survival. to a maximum level of Rp 90 billion. Similarly it increased the utilization of its credit facility from bank Mandiri consisting of working capital credit amounting to Rp 35 billion, bank guaranee around Rp 61 billion and import letter of credit worth US$ 3 million.
Control of Assets done by Enseval Putra Megatrading, listed company in Bursa Efek Indonesia:
The Company’s assets grew by 20.0% to Rp 2,513.3 billion in 2008 from Rp 2,094.4 in 2007. Current Assets grew by 22.4%, which is an increase from Rp 1,770.4 billion in 2007 to 2,167.8 billion in 2008. A major contributor to the rise was an increase in cash and cash equivalent to Rp 347.7 billion at the end of 2008 from Rp 133.9 billion in 2007. This positive growth was due to implementation of good cash management practices to achieve optimal control over the Company’s cash flows, and especially in receivables collection. In line with the increase in net sales, third party accounts receivable also increased by 12.4% in 2008. Another contributor included the 11.1% growth in inventory as the Company wanted to ensure product availability to optimize order fulfillment. The Company’s other current assets such as prepaid taxes and prepaid expenses also increased in 2008. Non current assets increased by 6.6% from Rp 324.0 billion in 2007 to Rp 345.5 billion in 2008. Investment for fixed assets increased by 22.5% in 2008. Capital expenditure of Rp 84.9 billion was made on building infrastructure in information technology, warehouse facilities, renewal of transportation fleets, and improving branch offices facilities.
Retsa Dwiki Yanuar
C1L008042
International Accounting
The Board of Directors of The Coca-Cola Company has adopted the following guidelines in furtherance of its continuing efforts to enhance its corporate governance. The Board will review and amend these guidelines as it deems necessary and appropriate.
Annual Chief Executive Officer Performance Evaluation.
To ensure that the Chief Executive Officer is providing the best leadership for the Company, the Board will annually evaluate the Chief Executive Officer's performance in an executive session of non-management Directors. The Compensation Committee will measure the Chief Executive Officer's performance against his goals and objectives and, considering the full Board's evaluation, determine the compensation of the Chief Executive Officer. The full Board will review the Compensation Committee's actions. The Board, with input from the Committee on Directors and Corporate Governance, shall annually review and ratify corporate goals and objectives relevant to the Chief Executive Officer's compensation.
Andreawan Eka S
C1L008016
International Accounting
US: Inventory and cost control help Cato to Q4 profit
Careful control of inventory and costs, coupled with lower markdowns, has helped women's fashion retailer The Cato Corporation to a fourth quarter profit.
The Charlotte, North Carolina based retailer posted a net income of $3.9m or $0.13 per share for the three months to 31 January, compared to a loss of $1.8m or $0.06 per share in the same period last year.
Sales for quarter were $209.1m, flat to sales of $209.4m last time, while comparable store sales fell 3%.
For the full year, profit rose 4% to $33.6m or $1.15 per share, compared to $32.3m, or $1.03 per share in the prior year.
Annual sales at the retailer, which operates 1,282 Cato and It's Fashion stores, were up 1% to $845.7m from $834.3m, and same-store sales fell 1%.
"We are pleased with our 2008 results given the difficult environment," said John Cato, chairman, president and chief executive officer.
"We were able to manage our inventory and control costs throughout the year, increasing net income and EPS while closing 102 stores."
For the year, gross margin increased 210 basis points to 33.5% of sales due to higher merchandise margin as a result of lower markdowns.
Cato Corp said it expects the difficult economic environment to continue in 2009, with same-store sales in a range of down 3% to flat resulting in a net income of $28.8m to $34.7m.
For the year, earnings per share are seen in a range of $.98 to $1.17, a decrease of 14% to an increase of 3% over 2008.
For the first quarter, net income is forecast in a range of $14.4m to $16.0m, or $.49 to $.54 per share, a decrease of 14% to 5%, and is based on comparable store sales of down 3% to flat.
Rahmat
C1L008011
In the United States, Dell Computer Corporation and Wal-Mart are recognized leaders in inventory control. In the 1980s Wal-Mart developed an often-copied electronic sales, ordering, and warehousing system. Scanning systems constantly transmit sales from each store to Wal-Mart headquarters in Bentonville, Arkansas. Reorders based on sales are automatically transmitted to vendors, who then ship to Wal-Mart’s distribution centers. Distribution centers are expected to maintain no inventory but instead constantly coordinate shipments from vendors to individual stores. As an old saying goes, “Nothing gets sold in the warehouse.” A story in the Wall Street Journal about sales on September 11, 2001, provides insights into both American consumer behavior and Wal-Mart’s inventory-control system. The article reported that during the morning of September 11, sales of all goods plummeted as Americans were transfixed to their television screens. In the afternoon sales of water, batteries, canned goods, and ammunition skyrocketed. By evening, sales of American flags had exhausted stores’ inventories.
Dell Computer Corporation is another example of the importance of inventory control. Relatively few Dell customers realize the company does not produce computers or computer parts. Instead, when customers go on-line and order a Dell computer, their orders automatically send other orders to Dell suppliers to produce and send the needed components. By maintaining no inventory, Dell reduces their costs, allowing them to adjust for market conditions and also to avoid inventory obsolescence.
With such methods, many companies wind up with products or components that are out-of-date. Managing inventory has been critical to minimizing costs of production, especially in the personal computer market during the late 1990s, when the “state of the art” technology was being replaced every 12–18 months.
Rahmat H
C1L008011
International Accounting
PERFORMANCE EVALUATIONS
Judy Capko is a senior consultant with The Sage Group Inc., a national health care firm based in Newbury Park, Calif explain about performance evaluation.
Performance evaluations, which provide employers with an opportunity to assess their employees’ contributions to the organization, are essential to developing a powerful work team. Yet in some practices, physicians and practice managers put performance evaluations on the back burner, often because of the time involved and the difficulties of critiquing employees with whom they work closely. The benefits of performance evaluations outweigh these challenges, though. When done as part of a performance evaluation system that includes a standard evaluation form, standard performance measures, guidelines for delivering feedback, and disciplinary procedures, performance evaluations can enforce the acceptable boundaries of performance, promote staff recognition and effective communication and motivate individuals to do their best for themselves and the practice.
The primary goals of a performance evaluation system are to provide an equitable measurement of an employee’s contribution to the workforce, produce accurate appraisal documentation to protect both the employee and employer, and obtain a high level of quality and quantity in the work produced. To create a performance evaluation system in your practice, follow these five steps:
1. Develop an evaluation form.
Performance evaluations should be conducted fairly, consistently and objectively to protect your employees’ interests and to protect your practice from legal liability.
2. Identify performance measures
Standard performance measures, which allow you to evaluate an employee’s job performance objectively, can cut down on the amount of time and stress involved in filling out the evaluation form.
3. Set guidelines for feedback.
Feedback is what performance evaluations are all about. So before you implement your performance evaluation system, make sure that everyone who will be conducting evaluations knows what kind of feedback to give, how to give it and how to get it from the employee in return.
4. Create disciplinary and termination procedures.
In some cases, even after a thorough performance evaluation and a discussion of expected improvements, an employee will continue to perform poorly. You need to be prepared to handle such a situation by having well-defined, written disciplinary and termination procedures in place.
5. Set an evaluation schedule.
Once you’ve built your performance evaluation system – the evaluation form, the performance measures, the feedback guidelines and the disciplinary procedures – you just need to decide when to conduct the performance evaluations.
Rahmat H
C1L008011
International Accounting
PERFORMANCE EVALUATIONS
Judy Capko is a senior consultant with The Sage Group Inc., a national health care firm based in Newbury Park, Calif explain about performance evaluation.
Performance evaluations, which provide employers with an opportunity to assess their employees’ contributions to the organization, are essential to developing a powerful work team. Yet in some practices, physicians and practice managers put performance evaluations on the back burner, often because of the time involved and the difficulties of critiquing employees with whom they work closely. The benefits of performance evaluations outweigh these challenges, though. When done as part of a performance evaluation system that includes a standard evaluation form, standard performance measures, guidelines for delivering feedback, and disciplinary procedures, performance evaluations can enforce the acceptable boundaries of performance, promote staff recognition and effective communication and motivate individuals to do their best for themselves and the practice.
The primary goals of a performance evaluation system are to provide an equitable measurement of an employee’s contribution to the workforce, produce accurate appraisal documentation to protect both the employee and employer, and obtain a high level of quality and quantity in the work produced. To create a performance evaluation system in your practice, follow these five steps:
1. Develop an evaluation form. Performance evaluations should be conducted fairly, consistently and objectively to protect your employees’ interests and to protect your practice from legal liability.
2. Identify performance measures Standard performance measures, which allow you to evaluate an employee’s job performance objectively, can cut down on the amount of time and stress involved in filling out the evaluation form.
3. Set guidelines for feedback. Feedback is what performance evaluations are all about. So before you implement your performance evaluation system, make sure that everyone who will be conducting evaluations knows what kind of feedback to give, how to give it and how to get it from the employee in return.
4. Create disciplinary and termination procedures. In some cases, even after a thorough performance evaluation and a discussion of expected improvements, an employee will continue to perform poorly. You need to be prepared to handle such a situation by having well-defined, written disciplinary and termination procedures in place.
5. Set an evaluation schedule. Once you’ve built your performance evaluation system – the evaluation form, the performance measures, the feedback guidelines and the disciplinary procedures – you just need to decide when to conduct the performance evaluations.
Rahmat H
C1L008011
International Accounting
Control Asset
Inventory
In the 1970s many companies shifted emphasis from production improvement to inventory reduction materials-requirements planning (MRP) and materialsresource planning (MRPII) led to the concept of just-in-time (JIT) inventory minimization. In Japan the Toyota Production System, “kanban,” or time-based management, called for eliminating inventories, with suppliers delivering materials and components, sometimes within 30 minutes of when the inputs were needed for production. The system saved money for Toyota, but as correspondent Roger Schreffler states, “The savings realized through kanban, however, aren’t necessarily passed on to Japanese suppliers. In fact, much of the cost for ensuring on-time delivery of precise quantities of components and materials falls directly on the suppliers’ shoulders.” JIT inventorycontrol systems work better when suppliers and customers are in close proximity, but as Toyota learned in the 1990s, such systems create risks. When Toyota’s only brake-part supplier’s factory burned, its ASSEMBLY PLANT had only a few hours’ worth of parts to use, and production stopped. Other suppliers quickly created alternative sources of parts, but Toyota lost millions of dollars’ worth of production.
NAME: JAMILATUN
NIM: C1L008018
International Accounting
Strategy to Improve Control Asset of The Whitepaper company.
Learn how a paper company lowered steam costs by 50%
Generating new business value requires action and no company knows that better than Matrikon. Matrikon is renowned for supporting industry-leading research in the areas of performance monitoring and fault detection, but it is our continuing focus on best practices and collaborative work flow technology that has transformed passive monitoring into a critical business process.
For over 13 years, Matrikon has taken control asset performance seriously. We provide our clients with a complete solution for success, focusing on excellence in the following areas: Industry-leading research: learn about the NSERC-Matrikon-SUNCOR-iCORE Industrial Research Chair in Computer Process Control. Vendor-neutral software, created within our Microsoft Gold Certified partnership program and backed by the Windows Workflow Foundation standard for collaborative workflow technology
Control Asset Performance Monitoring services that allow Matrikon experts to get inside your plant, implement your strategies with your own teams, and help you understand and make the most of your software
Control asset performance monitoring solutions provide the following:
Identify, improve and sustain control performance with one product
- Automated step testing & model identification
- A new era in control loop tuning and optimization
- APC design, development, simulation & implementation
- APC monitoring and assessment
A well designed and well implemented control performance management strategy will improve overall process stability, increase throughput, improve product quality and reduce maintenance costs — all without additional capital investments or IT infrastructure.
Febriarini Rismawati
C1L008023
Russia's Asset Control in Regaining over Georgia's
The West, and particularly Europeans are calmly observing how Russia continues its successful process of establishing control over the strategic assets of former Soviet Union and Eastern Europe. Control over those assets brings critical political influence to Russia in this strategically important region. In the last two years Russia managed to have the near-entirety of Kazakh oil flowing through Russia, and with the Blue stream project close to its end, additional leverage over the Turkish natural gas market is becoming a reality. By regaining control over the Georgian gas distribution market, Russia puts additional pressure on the Shah-Deniz project, and the prospects are less promising for the development of an alternative corridor of supply of natural gas from Caspian to the Europe. The proactive policy, including tax and other incentives for European and American companies investing in strategic assets of Eastern Europe, Caucasus and Central Asia should be in the long-term economic security interests of Europe, as well as United States. Meanwhile, diversified sources of the investments and partnerships would help strengthen independence and economic security of Eastern European and Former Soviet States.
Sincerely,
Febriarini
Name : Thio Rizki Fauzi Yudhistira
Student Number : C1L008033
I take an example of controlling assets applied by Toyota Motor Corporation as a part of Toyota Production System (TPS). Here is JIT Inventory System, one kind of Assets Control of Inventory.
Just in Time, or JIT is a set of techniques to improve the return on investment of a business by reducing in-process inventory, and its associated costs. The process is driven by a series of signals, or Kanban that tell production processes to make the next part. Kanban are usually simple visual signals such as the presence or absence of a part on a shelf.
JIT causes dramatic improvements in a manufacturing organization's return on investment, quality, and efficiency.
History
The technique was first adopted and publicized by Toyota Motor Corporation of Japan as part of its Toyota Production System (TPS).
Japanese corporations cannot afford large amounts of land to warehouse finished products and parts. Before the 1950s this was thought to be a disadvantage because it reduced the economic lot size. An economic lot size is the number of identical products that should be produced, given the cost of changing the production process over to another product. The undesirable result would be a poor return on investment for a factory.
The chief engineer at Toyota in the 1950s examined accounting assumptions, and realized that another method was possible. The factory could be made more flexible, reducing the overhead costs of retooling, and therefore reducing the economic lot size to the available warehouse space.
Over a period of several years, Toyota engineers redesigned car models for commonality of tooling for such production processes as paint-spraying and welding. Toyota was one of the first to apply flexible robotic systems for these tasks. Some of the changes were as simple as standardizing the hole sizes used to hang parts on hooks. The number and types of fasteners were reduced in order to standardize assembly steps and tools. In some cases identical subassemblies could be used in several models.
Toyota engineers then determined that the remaining critical retooling operation was the time to change the stamping dies used for body parts. Traditionally, these were adjusted by hand, with crowbars and wrenches. It sometimes took as long as several days to install a large (multiton) die set and achieve acceptable quality. Further, these were usually installed one at a time by a team of experts, so that the line would be down for several weeks.
Toyota implemented a program called "The Single Minute Exchange of Die," SMED. With very simple fixtures, measurements were substituted for adjustments. Almost immediately, die change times fell to about a half hour. At the same time, quality of the stampings became controlled by a written recipe, reducing the skill reuqired for the change. Analysis showed that the remaining time was used to search for hand tools, and move dies. Procedural changes (moving the new die in place with the line in operation) and dedicated tool-racks reduced die change times to as little as 40 seconds. Dies were changed in a ripple through the factory, as a new product began flowing.
After SMED, economic lot sizes fell to as little as one vehicle in some Toyota plants.
Carrying the process into parts-storage made it possible to store as little as one part in each assembly station. When a part disappeared, that was used as a sign to produce or order a new part.
Effects
Some surprising things occurred. A huge amount of cash appeared, apparently from nowhere, as in-process inventory was built out and sold. This by itself generated tremendous enthusiasm in upper management.
Another surprising effect was that the response time of the factory fell to about a day. This improved customer satisfaction by providing vehicles musually within a day or two of the minimum economic shipping delay.
Name : Thio Rizki Fauzi Yudhistira
Student Number : C1L008033
I take an example of controlling assets applied by Toyota Motor Corporation as a part of Toyota Production System (TPS). Here is JIT Inventory System, one kind of Assets Control of Inventory.
Just in Time, or JIT is a set of techniques to improve the return on investment of a business by reducing in-process inventory, and its associated costs. The process is driven by a series of signals, or Kanban that tell production processes to make the next part. Kanban are usually simple visual signals such as the presence or absence of a part on a shelf.
JIT causes dramatic improvements in a manufacturing organization's return on investment, quality, and efficiency.
History
The technique was first adopted and publicized by Toyota Motor Corporation of Japan as part of its Toyota Production System (TPS).
Japanese corporations cannot afford large amounts of land to warehouse finished products and parts. Before the 1950s this was thought to be a disadvantage because it reduced the economic lot size. An economic lot size is the number of identical products that should be produced, given the cost of changing the production process over to another product. The undesirable result would be a poor return on investment for a factory.
The chief engineer at Toyota in the 1950s examined accounting assumptions, and realized that another method was possible. The factory could be made more flexible, reducing the overhead costs of retooling, and therefore reducing the economic lot size to the available warehouse space.
Over a period of several years, Toyota engineers redesigned car models for commonality of tooling for such production processes as paint-spraying and welding. Toyota was one of the first to apply flexible robotic systems for these tasks. Some of the changes were as simple as standardizing the hole sizes used to hang parts on hooks. The number and types of fasteners were reduced in order to standardize assembly steps and tools. In some cases identical subassemblies could be used in several models.
Toyota engineers then determined that the remaining critical retooling operation was the time to change the stamping dies used for body parts. Traditionally, these were adjusted by hand, with crowbars and wrenches. It sometimes took as long as several days to install a large (multiton) die set and achieve acceptable quality. Further, these were usually installed one at a time by a team of experts, so that the line would be down for several weeks.
Toyota implemented a program called "The Single Minute Exchange of Die," SMED. With very simple fixtures, measurements were substituted for adjustments. Almost immediately, die change times fell to about a half hour. At the same time, quality of the stampings became controlled by a written recipe, reducing the skill reuqired for the change. Analysis showed that the remaining time was used to search for hand tools, and move dies. Procedural changes (moving the new die in place with the line in operation) and dedicated tool-racks reduced die change times to as little as 40 seconds. Dies were changed in a ripple through the factory, as a new product began flowing.
After SMED, economic lot sizes fell to as little as one vehicle in some Toyota plants.
Carrying the process into parts-storage made it possible to store as little as one part in each assembly station. When a part disappeared, that was used as a sign to produce or order a new part.
Effects
Some surprising things occurred. A huge amount of cash appeared, apparently from nowhere, as in-process inventory was built out and sold. This by itself generated tremendous enthusiasm in upper management.
Another surprising effect was that the response time of the factory fell to about a day. This improved customer satisfaction by providing vehicles musually within a day or two of the minimum economic shipping delay.
(Continued)
Also, many vehicles began to be built to order, completely eliminating any risk that they would not be sold. This dramatically improved the company's return on equity by eliminating a major source of risk.
Since assemblers no longer had a choice of which part to use, every part had to fit perfectly. The result was a severe quality assurance crisis, and a dramatic improvement in product quality. Eventually Toyota redesigned every part of its vehicles to eliminate or widen tolerances, while simultaneously implementing careful statistical controls. (See Total Quality Management). Toyota had to test and train suppliers of parts in order to assure quality and delivery. In some cases, they eliminated multiple suppliers.
When a process problem or bad parts surfaced on the production line, the entire production line had to be slowed, or even stopped. No inventory meant that a line could not operate from in-process inventory while a production problem was fixed. Many people in Toyota confidently predicted that the initiative would be abandoned for this reason. In the first week, line stops occurred almost hourly. However, by the end of a month, the rate had fallen to a few line stops each day. In six months, line stops had so little economic effect that Toyota had an overhead pull-line, similar to a bus bell-pull, that permitted any worker on the production line to order a line stop for a process or quality problem. Even with this, line stops fell to a few per week.
The result was a factory that became the envy of the industrialized world, and which has since been widely emulated.
USHIANA DEVI
C1L008004
INTERNATIONAL ACCOUNTING
Pertamina may buy Inpex oil assets
Indonesia's state energy firm Pertamina may buy some of Inpex's oil and gas assets in the country to boost its production, a source at Pertamina said on Friday. Another source at the country's energy watchdog BPMIGAS confirmed that Pertamina and Inpex are in talks over Indonesian assets. Pertamina has previously indicated it wants to expand its upstream activities to boost oil and gas production, and that it was looking at several potential oil and gas fields.
"Actually Pertamina and Inpex have already reached an agreement, but they need to talk further on price," the Pertamina source said. He said Pertamina was looking at buying a 7.25 per cent stake from Inpex in the Offshore North West Java (ONWJ) block and a 13 per cent stake in its offshore South East Sumatra block.Pertamina already has a 46 per cent stake in the ONWJ block.Both the ONWJ and South East Sumatra blocks are currently producing gas and crude oil. Other major shareholders in ONWJ include China's CNOOC with 36.72 per cent.
Ownership and control of energy and mineral resources in Indonesia is sensitive, particularly when it involves foreign companies, and some politicians frequently make nationalistic noises on the issue.
NAME :DHIKA SEPTRI ANDINI
NIM : C1L008025
Risk-Based Asset Control in Drinking Water Company
Asset management is an approach that can provide all the information and analytical tools to manage existing assets in order to become more effective and meet the needs of present and future. For water companies, water infrastructure is a major asset whose value is significant. Therefore must be managed well Seara, ranging from the planning needs, provision of funds, asset procurement, operation, maintenance, until the destruction of property. Management of these assets could be called the management or control of assets. At this company, control of risk-based assets used.
Risk-based asset management put more emphasis on the process of managing a very large physical assets and related risks inherent in the process involving the application of risk management process against the main assets of the company to identify and manage the primary causes of failure of the achievement of the company.
The purpose of the implementation process of risk management is not only to provide protection and continuity of core business activities and services that are important but also fulfill a legal obligation, maintain the health of workers and communities, environmental protection, operation and asset protection at low cost, and contingency plans for emergency situations in the event of natural disasters.
Process control risk-based assets include:
1.Identifying of risk: the risk that may occur and negatively affect the company significantly must be identified first.
2.Analyzing of risk: after all risks are identified, measurement level of likelihood and impact of risk. Risk measurement is done after considering the existing risk control.
3.Evaluating of risk: the risk is measured levels of likelihood and impact, then drafted a priority measure of risk ranging from high-risk by risk level to a low level of risk.
4.Overcoming of risk: how to handle the risk can be a transfer of risk to another party to reduce the impact of risks through insurance and employment contracts to third parties.
5. Monitoring of risk: the risk that any identified need to be monitored changes.
6. Communicating of risk: every stage in the identification, analysis, evaluation and handling of risk are communicated to interested parties on the company's business activities are conducted to ensure that its risk management objective can be achieved in accordance with the parties concerned.
Application of risk based management process is the best practice in water company then it should have started to be applied in a systematic, integrated and embedded in every water company business activity, particularly in asset management.
Name : Thio Rizki Fauzi Yudhistira
Student Number : C1L008033
Here, I share about performance evaluation of employees.
Employee performance evaluation methods are defined as the techniques used to judge a particular employee's work performance in order to give him/her benefits of the job. There are many things which depend on these performance evaluation methods like an employee's appraisal, performance reviews, and career development. This employee management evaluation is analyzed by recording their success, failures, strengths and weakness information and then deciding their worth to the organization. The productivity of a certain employee towards the work assigned to him/her is also observed in the time period given to them to prove themselves. Some performance evaluation methods are also used for the purpose of performance appraisals of the employee and are the same for other objectives as well. There are three main aspects which are considered while evaluating any employee and those are, quality and quantity of work done, time in which is it done and the benefit it makes to the company in terms of cost. With these main factors in mind there are methods by which employee performance is judged, so take a look at a few common ones mentioned below.
Common Performance Evaluation Methods
The main objectives of performance evaluation methods for employees is to give them a feedback for their work, record their work to give them a few organizational rewards and to provide further development opportunities for their careers. These methods of employee performance evaluation are also useful to help them improve their performance through coaching and training sessions provided by the management of the organization. No matter what field it is, there are a few common assessment techniques followed by the management to improve the work experience of employees. Good communication patterns and recreation is also one of the biggest assets of an organization to help employees give better performance and increase revenue for companies. To learn more about what are some performance evaluation methods commonly used, read into the following paragraphs.
Management by Objectives Method (MBO)
This is one of the best performance evaluation methods, where the managers and employees set a particular objective for employees and evaluate their performance periodically. After the goal is achieved, the employees are also rewarded according to the results. This performance appraisal method of Management by Objectives depends on accomplishing the goal rather than how it is accomplished.
Critical Incident Method
In this method, the manager writes down the positive and negative behavioral performance of the employees. This is done throughout the performance period and the final report is submitted as the assessment of the desired employees. This method especially helps employees in performance management and improves their quality of work.
Behaviorally Anchored Rating Scales (BARS)
The BARS method is used to describe a rating of the employee's performance which focuses on the specific behaviors as indicators of effective and ineffective performances. This method is usually a combination of two other methods like the rating scale and critical incident techniques of employee evaluation.
(continued)
Behavioral Observation Scales Method (BOS)
It is defined as the frequency rating of critical incidents which the employee has performed over a specific duration of time in the organization. It was developed because methods like graphic rating scales and behaviorally anchored rating scales (BARS) depend on vague judgments made by the supervisors about employees.
360 Degree Performance Appraisal Method
The definition of this performance evaluation method is that, it is a system or process where in the employees receive some performance feedback examples, which are anonymous and confidential from co-workers. This process is conducted by managers and subordinates who through the 360 degrees, measure certain factors about the employees. These are behavior and competence, skills such as listening, planning and goal-setting, teamwork, character, and leadership effectiveness.
The performance evaluation methods mentioned above are not all, but a few of the commonly used ones in any organization with employees. They are very useful for the employee-employer relationship and is a major part of every organization's human resources. With these methods, companies today are surely making attempts to create good working environments as well as brilliant performing employees.
Sincerelly
Thio Rizki Fauzi Yudhistira
Name :Dhika Septri Andini
NIM : C1L008025
Performance Evaluation of Regional Water Company (PDAM) Sorong
PDAM town of Sorong is engaged in the provision of drinking water for the communities of operation inherent in the two functions, namely as an element of community service and one of the sources of PAD (Regional Income). As an element of social-oriented community service required as a source of revenue while not free from the economic aspect is to look for profit. Gains derived kotribusi expected to provide for income to fund local governance and development in the city of Sorong.
Can be seen that in each year Sorong PAD have increased by an average of 30%. In line with this budget increase means that the greater the need for funds to implement the governance and development activities in the city of Sorong. And profits derived from Sorong town taps are expected to be one of the contributors in order to meet the needs of the fund. But in fact in the year 1995-2004, PDAM City Sorong continue to suffer losses with a large amount. Losses to this if left unchecked will cause continuous disruption of economic stability in the city of Sorong.
So to know the performance of PDAM Sorong can be seen from three aspects: the financial, operational and administrative aspects.
Comments:
PDAM financial performance in the town of Sorong is judged not maximum. Because of the loss with a large number of resulting disruption of economic stability in the city of Sorong. These companies are required to continuously improve the PAD (Regional Income) to be able to finance the operation of government and provide services to local communities. This is done to establish development objectives for regional financial increasingly play a role in increasing the efficient and equitable development, encouraging active participation of society and the private sector and expand employment opportunities.
NAME: ISNAENI DWI PRAMESTI
NIM : C1L 008 028
DAM Case Study: Nu Skin Enterprises Gains Control of Assets
Nu Skin Enterprises Gains Control of Assets with WebNative Suite
via XINET – Digital Asset Management: Customer Case Studies.
Founded in 1984, Nu Skin Enterprises, Inc. develops innovative anti-aging skin care and nutrition products. The company sells more than 200 products, including the Galvanic Spa System II, Tru Face Essence Ultra, LifePak Nano and the g3 nutrition beverage. Based in the United States, Nu Skin is a global direct selling company, operating in 50 markets throughout Asia, the Americas, and Europe with more than 760,000 independent sales representatives.
Due to the multitude of sales representatives selling in so many different markets worldwide, Nu Skin’s design, photography, marketing, events, science, and regulatory departments regularly need access to multiple types of digital assets. With more than 600,000 files ranging from photo images to InDesign and QuarkXPress layout files and videos being accessed by an average of 75 people a week—a number that increases whenever Nu Skin holds its distributor conventions—Nu Skin struggled to find a way to provide controlled access to their files.
With WebNative® Suite, Nu Skin is now able to control access to certain types of files and customize what users see when they log into the system. This is key when Nu Skin sets up a product showcase, which requires collaboration between multiple departments, brand consistency across all collateral and marketing materials, and confirmation that previous work is not duplicated. Staff members from each department are able to log onto their customized area and access their permitted file set.
Name : Anindita Permatasari
NIM : C1L008010
Performance Evaluation
Performance assessment company operating in the banking sector are needed, especially because the Bank worked with selling services that give priority to the trust element. One example is the management of performance appraisal conducted by PT. BCA Semarang, which uses the Balanced Scorcard. Balanced Scorcard concept (BSC) in addition to measuring the financial perspective, more focused non-financial performance so that the results of assessments include a variety of perspectives, including the financial perspective, internal business processes, growth perspectives, and learning.
There are four reasons why a company needs to apply this method to assess management performance is due to lack of awareness of management:
1. About the company's main goal as an institution, the creator of wealth.
2. In creating outstanding financial returns in the long term.
3. About the importance of management systems as a tool to realize the great ideas into reality.
4. In conducting experiments scorcard balanced utilization as a tool to build the company's ability to produce outstanding financial returns.
Understanding Balanced Scorcard according Mulyadi, stating that the balanced scorcard consists of two words that is balanced (balanced) and scorcard (score card). The score card is a card that is used to record the score of a person's performance results. The score card can also be used to plan the score to be realized by the personnel in the future. Through the score card, score to be realized by the personal in the future compared with actual performance results. The results of this comparison is used to evaluate the performance of the relevant personnel. The word balanced is intended to show that performance is measured in a balanced personnel from two aspects: financial and non-financial, short-term and long-term, internal and external. Therefore, if the score card is used to plan the score to be realized in the future, these personnel must take into account the balance between financial performance and non-financial, between short-term performance and long term, and performance is the character of internal and external performance .
Measurement system established companies have an enormous impact on human behavior inside and outside the organization. To succeed and grow in the competition, companies must use measurement and management systems derived from the strategy and the capacity of the company. Unfortunately many companies have launched a strategy on relations with customers, major commitments and capabilities of the company, when the process of motivating and measuring performance are still carried out by using various financial measures. Balanced scorcard retains financial measures as a measure of a broader and integrated, linking existing customers, internal processes, employee performance, and systems with long-term financial success.
That way the employees will feel the need to improve its performance, so companies get the property which will affect also on the income of the employee.
Name : Mustika Adi S.W
Nim : C1L008026
International Accounting
I want to share about controlling asset in Perum Perumnas.
Control asset in this company are as follows :
- Current Asset.
Cash. cash use management system. using cash flow, cash money rolling from one account to another account. it also invested in a giro for additional cash from bank interest.
Account Receivable. arising from sale of of a house on credit. increase and decrease in receivable in join with the bank receiving the payment/repayment of debt from consumers.
- Fix Asset
Land. How to control it is do fencing and monthly monitoring so that no claim from those who are not responsible
- Inventory
How to control it by providing the houses like the house ready for stay, land ripe, stacking house/flats and apartement.
Nama : CATHARINA BINTANG ANINDIA
Nim : C1L008037
PT. Aqua Golden Mississippi was founded in 1973 by Mr. Tirto Utomo, as a pioneer manufacturer of bottled drinking water in Indonesia. The first factory was established in Bekasi. After operating for 30 years, AQUA now has 14 factories in Indonesia. In 1998, AQUA (which is under the auspices of PT Tirta Investama) conducted a strategic move to join the Group DANONE, which is one of the group of bottled drinking water company in the world and experts in nutrition. This step is an impact on improving product quality, market share, and application of latest water packaging technology. Under the flag-DANONE AQUA, AQUA now has more than 1,000,000 points of distribution that can be accessed by customers throughout Indonesia.
aqua investment, More than 70% of the Company's sales volume is in the form of bottle reuse size 5 gallon. In maintaining water quality and packaging and to support sales growth in this segment, the Company periodically replacing a damaged bottle to make an investment in the form of the addition of 5-gallon size bottles. Total investment over 5-gallon bottles in 2008 by 47% of the total investment, or Rp. 61 893 million. In addition, funds amounting to Rp. 69 039 million invested in buildings, infrastructure, machinery and office equipment required to support the Company's business activities.
Nama : CATHARINA BINTANG ANINDIA
Nim : C1L008037
PT Aqua Golden Mississippi performance evaluation
within 5 years, can be seen the number of assets in company PT Aqua Golden Mississippi from year to year is sufficiently developed. In 2008 the company's assets is quite high from the previous year, this concludes the company's financial condition is not so difficult because from year to year to provide a new asset development ..
The Company continued to implement programs for social responsibility in stages, and continuing with the involvement of all stakeholders. Company spending on social programs in 2008 amounted to Rp. 1.5 billion are allocated to programs and social assistance to communities around the factories owned by the Company.
PT Aqua Golden Mississippi concern to the community was also shown by social assistance, among others:
1. Mass circumcision and the distribution of sacrificial animals every year around the factory.
2. Free treatment in the village of Pari Babakan Mekarsari and cooperate with the Indonesian Red Crescent branch of Sukabumi.
3. Improvement of waterways for flood control around the Factory Citeureup.
HANY ANGGUT ASK
C1L008032
Control of Asset
Intraco Penta, a listed company in Indonesia Stock Exchange analyze growth of its assets from book year of 2008 with 2007. This analysis also shows the control of assets on why the asset could be grew up.
Overall, the Company’s total assets grew 31.7% in 2008 to Rp 1,137.2 billion compared to Rp 863.8
billion in 2007. The Company’s current assets rose by 30.6% from Rp 772.8 billion to Rp 1,009.1 billion in
2008. The surge in current assets is brought about mainly by the increase in cash and its equivalents, trade receivables, inventory as well as the funding by the subsidiary (IBF).
This is a reflection of the Company’s increasing liquidity, hence, strengthened INTA’s position to meet its current liabilities. The company heightened collection efforts on its trade receivable resulted in the improvement on the average collection period (ACP) to 169 days
in 2008, compared to 202 days in 2007. As one of its major assets, prudence in the management of
receivable is observed, ensuring that this account is kept in check. Non-current assets also booked 40.8% growth, posting Rp 128.1 billion in 2008 from the previous Rp 91 billlion. The increase was due to IBF’s recording of additional equipments for Ijarah’, totaling Rp 34.9 billion in 2008.
Name : Erwin Aditama Putra
Student number : C1L008050
Controlling Machine
Machine is a vital factor of production. Comprehensive and periodic control must be to maintain their capabilities. It is the duty of care (maintenance), to organize and carry out the process of planning, programming and control of the machine and effective treatment. in the company's cost structure engine maintenance costs often are not small. Therefore, many companies are paying less attention to the maintenance of the entire engine. In fact, a very big losses impact gets, if the engine was damaged when it is running. Maintenance must be intelligent in terms of planning, programming and maintenance of the engine control to reduce the cost of maintenance and repair of machinery.
Nama : Marissa Andrieyani
NIM : C1L008038
Assets
Total consolidation assets in 2009 were Rp. 229.920.145.606,- which have increased Rp. 3.660.981.012,- or 1,62%
from 2008. The increment mostly came from :
•Fixed assets addition of Rp. 12.809.199.165,- (see note 11 in PT. Abdi Bangsa Tbk. consolidation financial report
dated 31 December 2009).
•Receivables addition that was caused by sales increment
Current assets
The Company consolidation current assets in 2009 were Rp. 106.585.413.293,- which have increased
Rp. 7.542.429.460,- or 7,6% from 2008 current assets. The increment was mainly caused by 26% business
receivables increment that came from sales increment.
Non current assets
The Company consolidation non-current assets in 2009 were Rp. 123.334.732.313,- which have decreased
Rp. 2.863.797.834,- or 2,25% from 2008 non-current assets. This decrement mostly came from the accumulation
value increment of fixed assets.
Current liabilities
The Company consolidation current liabilities in 2009 were Rp. 49.320.514.528,- which have increased
Rp. 4.064.313.877,- or 1,84% from 2008 current liabilities. The increment was mainly caused by business liabilities
addition which will mature in the current year.
Non current liabilities
In a normal business course, the Company carried out business and financial transactions with some parties that have
special relationships with the Company, which was performed at proper price level and requirements as implemented
to the third parties (arm’s length basis).
The Company and its Subsidiaries had accrued liabilities to the employees upon post employment liabilities of
Rp. 10.074.186.400,- by December 31, 2009, which calculated based on Law of Manpower Number 13/2000 and
PSAK number 24 regarding Employment Remuneration.
PT. Republika Media Mandiri, as a Subsidiary of the Company, had accrued long-term bank debts (after deducted by
the matured portion within a year) of Rp. 5.776.467.466,- by December 31, 2009 that is a constitute loan obtained
from PT. Bank Syari’ah Mandiri (BSM).
The Company does not have restrictions or negative covenants against the debts of the Company and its Subsidiaries.
Name : Ihsan Suparman
NIM : C1L008019
Control of Asset
ING is a global financial institution offering banking, investments, life insurance and retirement services. It serves more than 85 million private, corporate and institutional customers worldwide, and has annual revenues of around $90 billion (€66 billion).
ING’s business units had been responsible for sourcing, cleansing, validating and delivering data to downstream applications. While this gave each business unit access to their specific data, they were each applying very different processes resulting in incomparable figures between business units. ING was spending considerable time and effort creating consolidated financial reports and risk projections for senior management and regulators, such as the European Central Bank, that took account of these differences. Furthermore, ING was facing demands from internal and external auditors for solutions that provided an audit trail to track all changes to data used for reporting.
ING using AC Plus to control of asset. AC Plus serves data to half a dozen applications and approximately 2,000 business users in ING’s core market risk management, credit risk management and product control operations. ING is also extending its use to serve data to applications in ING Investment Management.
Every day, three main batches of data are sourced from a dozen external vendors and internal sources, cleansed and validated in as little as 20 minutes. ING also makes use of AC Contour to calculate yield curves and use rules within AC Plus to perform additional calculations before serving data to applications in XML format.
Using AC Plus, ING has been able to:
• Satisfy demands from external and internal auditors for a strong audit trail and full transparency of validation rules.
• Reduce headcount for data management specialists by 85%.
• Cost savings of at least $400,000 (€300,000) a year through improved data vendor management.
• Move quickly on new market opportunities and avoid risk by getting data to business users quickly.
• Quickly and easily provide weekly consolidated reports to ING Board and European Central Bank.
Name : Ihsan Suparman
NIM : C1L008019
Performance Evaluation
Inter System Maintenance Services Sdn. Bhd. (abbreviated as ISMS) was registered on 3rd July, 1986 at the Registrar of Business Office in Kuala Lumpur. ISMS offer the following type of maintenance and cleaning services to its clients:
• Cleaning and maintenance of offices and buildings
• Cleaning and maintenance of office and building exteriors
• Cleaning and maintenance of all types of floors and interiors
• Cleaning of all type of carpeted floorings
• Area maintenance including landscape and gardens
• Cleaning drains and grass cutting
• Refuse/litter collections
The company has three branches located at Kuala Lumpur, Malacca, and Pahang. The mission of the company is the following:
• To provide quality, efficient, and effective services to its clients
• To build excellent and lasting business rapport with clients, and
• To be successful and highly respected ‘bumiputra’ company
To succeed in the competitive business market, the company strives to differentiate itself by providing superior quality services to its clients. The Kuala Lumpur unit of the company has about 300 employees working at various operational levels. Their works are closely monitored by a number of supervisors. The performance of the company depends heavily on the performance of those employees. Therefore, the company needs an objective measurement procedure which is capable of incorporating objective as well as subjective factors into the evaluation process and it provides a measurement of the employees overall performance that is fairly accurate. It is the analytic hierarchy process (AHP) that can precisely meet the necessity of the company. With the help of AHP, the company has revamped its performance appraisal process.
Below are the steps of absolute measurement process adopted by ISMS.
Step 1: Identify the criteria, sub criteria and employees (to be evaluated) for evaluation and put them into the AHP hierarchy.
Step 2: Calculate the weights of the decision criteria by the relative measurement of AHP, construct the pair wise comparison matrix for all the criteria and compute the normalized principal right eigenvector of the matrix. This vector gives the weights of the criteria. Divide the criteria into sub criteria and calculate the weights of these sub criteria in the same manner. Multiply these weights by the weights of the parent criteria.
Step 3: Divide each sub criterion into several intensities or grades. Set priorities on the intensities by comparing those pair wise under each sub criterion. Multiply these priorities by the priority of the parent sub criterion.
Step 4: Take one employee at a time and measure his/her performance intensity under each sub criterion. Add the global priorities of the intensities for the employee. Repeat the process for all the employees.
Name : Ihsan Suparman
NIM : C1L008019
Performance Evaluation
Inter System Maintenance Services Sdn. Bhd. (abbreviated as ISMS) was registered on 3rd July, 1986 at the Registrar of Business Office in Kuala Lumpur. ISMS offer the following type of maintenance and cleaning services to its clients:
• Cleaning and maintenance of offices and buildings
• Cleaning and maintenance of office and building exteriors
• Cleaning and maintenance of all types of floors and interiors
• Cleaning of all type of carpeted floorings
• Area maintenance including landscape and gardens
• Cleaning drains and grass cutting
• Refuse/litter collections
The company has three branches located at Kuala Lumpur, Malacca, and Pahang. The mission of the company is the following:
• To provide quality, efficient, and effective services to its clients
• To build excellent and lasting business rapport with clients, and
• To be successful and highly respected ‘bumiputra’ company
To succeed in the competitive business market, the company strives to differentiate itself by providing superior quality services to its clients. The Kuala Lumpur unit of the company has about 300 employees working at various operational levels. Their works are closely monitored by a number of supervisors. The performance of the company depends heavily on the performance of those employees. Therefore, the company needs an objective measurement procedure which is capable of incorporating objective as well as subjective factors into the evaluation process and it provides a measurement of the employees overall performance that is fairly accurate. It is the analytic hierarchy process (AHP) that can precisely meet the necessity of the company. With the help of AHP, the company has revamped its performance appraisal process.
Below are the steps of absolute measurement process adopted by ISMS.
Step 1: Identify the criteria, sub criteria and employees (to be evaluated) for evaluation and put them into the AHP hierarchy.
Step 2: Calculate the weights of the decision criteria by the relative measurement of AHP, construct the pair wise comparison matrix for all the criteria and compute the normalized principal right eigenvector of the matrix. This vector gives the weights of the criteria. Divide the criteria into sub criteria and calculate the weights of these sub criteria in the same manner. Multiply these weights by the weights of the parent criteria.
Step 3: Divide each sub criterion into several intensities or grades. Set priorities on the intensities by comparing those pair wise under each sub criterion. Multiply these priorities by the priority of the parent sub criterion.
Step 4: Take one employee at a time and measure his/her performance intensity under each sub criterion. Add the global priorities of the intensities for the employee. Repeat the process for all the employees.
Name : Ihsan Suparman
NIM : C1L008019
Performance Evaluation
Inter System Maintenance Services Sdn. Bhd. (abbreviated as ISMS) was registered on 3rd July, 1986 at the Registrar of Business Office in Kuala Lumpur. ISMS offer the following type of maintenance and cleaning services to its clients:
• Cleaning and maintenance of offices and buildings
• Cleaning and maintenance of office and building exteriors
• Cleaning and maintenance of all types of floors and interiors
• Cleaning of all type of carpeted floorings
• Area maintenance including landscape and gardens
• Cleaning drains and grass cutting
• Refuse/litter collections
The company has three branches located at Kuala Lumpur, Malacca, and Pahang. The mission of the company is the following:
• To provide quality, efficient, and effective services to its clients
• To build excellent and lasting business rapport with clients, and
• To be successful and highly respected ‘bumiputra’ company
To succeed in the competitive business market, the company strives to differentiate itself by providing superior quality services to its clients. The Kuala Lumpur unit of the company has about 300 employees working at various operational levels. Their works are closely monitored by a number of supervisors. The performance of the company depends heavily on the performance of those employees. Therefore, the company needs an objective measurement procedure which is capable of incorporating objective as well as subjective factors into the evaluation process and it provides a measurement of the employees overall performance that is fairly accurate. It is the analytic hierarchy process (AHP) that can precisely meet the necessity of the company. With the help of AHP, the company has revamped its performance appraisal process.
Name : Ihsan Suparman
NIM : C1L008019
This page is continuing from ISMS Performance Evaluation.
Below are the steps of absolute measurement process adopted by ISMS.
Step 1: Identify the criteria, sub criteria and employees (to be evaluated) for evaluation and put them into the AHP hierarchy.
Step 2: Calculate the weights of the decision criteria by the relative measurement of AHP, construct the pair wise comparison matrix for all the criteria and compute the normalized principal right eigenvector of the matrix. This vector gives the weights of the criteria. Divide the criteria into sub criteria and calculate the weights of these sub criteria in the same manner. Multiply these weights by the weights of the parent criteria.
Step 3: Divide each sub criterion into several intensities or grades. Set priorities on the intensities by comparing those pair wise under each sub criterion. Multiply these priorities by the priority of the parent sub criterion.
Step 4: Take one employee at a time and measure his/her performance intensity under each sub criterion. Add the global priorities of the intensities for the employee. Repeat the process for all the employees.
Name : Januar Ali Akbar B.
Student Number: C1L008024
Major : International Accounting
Controlling Assets in Pizza Hut:
In support of their business goals, the Pizza Hut Finance function is split into two teams, Control and Planning Assets.
The overall role of Control asset is to ensure that their financial statements are accurate and reflect a true and fair view of their business performance. It ensures that all transactions entered into by Pizza
Hut are appropriately recorded. It also has a responsibility to ensure that their assets are protected, through appropriate controls and processes.
Within Control Asset, they have teams that are responsible for the following:
• Preparing and reporting accurate data to Senior management,
Investors and Statutory bodies
• Supporting the expansion programmes of the Franchising and Business development teams
• Analysing variances from Plan and Forecasts to facilitate and
influence decision making
• Paying over 12,500 employees on a weekly basis and ensuring the
related tax and statutory responsibilities are discharged
• • Paying the suppliers who keep them supplied with food, drink and the services that they need to run their restaurants
• Treasury and Tax management
• Insurance and Estates management
They also have specialised tax expertise to ensure that their liability to the government is calculated properly.
Planning's asset role is to ensure that their underlying business performance is analysed & understood, that their business & units have suitably stretching performance targets and that their continual drive to improve
their business returns is well on track.
Structurally, Planning asset is split into three teams:
• Business Planning, who manage the total business and individual unit budgeting process, as well as providing commercial analytical support to their Operators
• Strategic Planning, who drive the long range planning process, and who support strategic projects around the business
• Financial Investment, where our focus on returns is displayed
through control of their investment processes
Both Planning and Control Asset team members spend much of their time
helping other team members in Pizza Hut, and in turn are sought out to add commercial and financial advice to the business as they work
together in achieving their business goals.
Name : Ratnati
NIM : C1L008017
CONTROLLING ASSET
PT AXA Mandiri Financial Services (AXA Mandiri) is a new joint venture (JV) between PT Bank Mandiri (Persero) Tbk (49% stake) and AXA (51% stake), which moves in Bancassurance business. Bancassurance is a term that means the marketing of insurance products through a bank branch network. AXA Mandiri has started operations since December 2003.
Built from the synergy of two great powers, AXA Mandiri with a steady run a business in Indonesia. As the largest bank in Indonesia, Bank Mandiri has been managing assets of more than Rp 300 trillion and profits of more than Rp 3.5 trillion. With a network of more than 1000 branches all over Indonesia and 6 overseas branches, the bank now serves more than 7 million customers. Meanwhile, as one of the largest life insurance companies in the world (Fortune Global 500, July 2008) which was established in 1816 in France, AXA has been managing assets under management of more than 1.3 trillion euros with revenues of more than Rp 90 billion euro until the end 2007. AXA currently serves more than 65 million customers worldwide. The synergy of the largest life insurance companies in the world and the largest bank in Indonesia has resulted in a force that is strong, committed management, and capital strength for AXA Mandiri.
AXA Mandiri has succeeded in consolidating its position by receiving the award for Best Life Insurance Investor Magazine in 2007 by category of assets above 1 to 5 trillion dollars, and the predicate VERY GOOD from InfoBank Magazine in 2008 with a category of assets above Rp 1 trillion. Until December 2007, total new premium income from the business of AXA Mandiri both individual and group business has reached Rp 2.2 trillion and RBC AXA Mandiri reached 882%.
AXA Mandiri gradually implemented by placing a professional Financial Advisor in the branches of Bank Mandiri. Beginning in December 2003 with only 40 Financial Advisors in 20 branches of Bank Mandiri, Jakarta, now AXA Mandiri Financial Advisors has placed professionals in more than 1000 branches of Bank Mandiri in all Indonesia.
In my opinion, PT AXA Mandiri Financial Services (AXA Mandiri) and PT Bank Mandiri (Persero) to manage its assets well with a satisfactory return.
Nama: Arindra Philanditano
NIM : C1L008056
WARBUCKS / RED, INC.
Most people can benefit immensely by utilizing the Warbucks-Red, Inc. Strategy. The strategy is based on two very simply principles: 1.) The corporation is separate from its owner, and 2.) That true asset protection can only occur when the incentive to sue is removed. Let’s take a look at each of these points and then review the strategy to show you how everything works.
CORPORATIONS ARE SEPARATE FROM THEIR OWNERS
The most important thing to remember about any business entity is that it is separate from its owners. You are separate from your corporation, and your corporations are separate from one another. This is the very nature of the business entity, and it is the foundation upon which limited liability was built.
“I am not the corporation and the corporation is not me”
Because a corporation is an artificial person you can do business with your corporation, and your corporation can do business with anyone else. This can include any other corporation you may own and or control. Your task in doing any type of multiple entity strategy is to maintain that separation. You separate you from your business by observing the rules of corporate formality, by keeping your corporate records clear and up to date. If we recognize that a corporation is not you, then we are half way home to understanding the terrific benefits of this strategy.
ASSET PROTECTION OCCURS WHEN THE INCENTIVE TO SUE IS REMOVED
This brings us to the second major point in our strategy. Asset protection can only occur when your adversary has NO incentive to sue you or your business. How do we accomplish such a lofty goal? Well, let’s look at something that may seem a little strange; poverty. While this may sound silly, ask yourself this question: How many destitute people are on the wrong end of multi-million dollar judgments? When was the last time you picked up the morning paper and saw a headline which read, “Joe Homeless sued for 5.5 million”? On the other hand, you read every day about someone with assets being sued, or large corporations being hauled into court. Is that because the homeless person never gets into trouble? Not at all! It is probably because “Joe Homeless” isn’t worth suing! Think about it. Would you bother suing somebody who you knew couldn’t possibly pay a judgment?
Not likely in this day and age when most attorney’s work on a contingency fee basis. Meaning they don’t get paid unless there is something to take.
You may be thinking that it is all well and good to talk about using poverty as an asset protection tool, but poverty is no fun, and you don’t want to be poor that is why you own you own business. So you can have control over your financial destiny. Well in this case you are.
THE STRATEGY
Keeping these two important points in mind, let’s take a look at the strategy itself. The benefit of the strategy is you will be able to protect your business and personal assets from litigious attacks, and you might have the potential to reduce your taxes.
For purposes of this article we are going to call your home state business Red, Inc. We will call it that because red ink is what we hope to generate through this strategy. The other corporation in our example is going to be called Warbucks. Warbucks is a corporation that will be formed in Nevada to provide a service to your Red, Inc. business.
Evaluation of Performance Nike,inc - Strength
Nike thoroughly examines and compares the aforementioned performance standards to the actual results that have occurred as a result of implementing strategies to meet or exceed performance standards. These standards are important to Nike as a comparison of past performance to present performance as well as in our attempt to forecast future results in these areas.
Correction of Deviation - Strength
Though Nike has established profitability and performance standards, correction of discovered deviations has been a slower and less timely process. Management’s slow response time can be attributed to the careful analysis that is performed prior to making any decisions. While in general this is a good policy to abide by, at times Nike would be better served by a management team that can react more quickly to given information.bertracc
Name : Citra Dewi Indriawati
Student Number : C1L008047
Controlling Assets Systems in Deutsche Börse AG :
Deutsche Börse Group AG (the German Stock Exchange, Inc.) uses ASCOS to eliminate the
problem of redundant data retention and enable efficient control of company resources: personnel,
space, furniture and equipment. Because of this, many companies have the potential to
yield large savings.
The integration of CAFM and ERP systems
leads to a solution that uses the basic data
with the best-chosen software application. The
ASCOS solution uses space data with a
graphic application; personnel-data is handled
by the HR module from SAP R/3.
The goal of integrating separate CAFM and
ERP systems is to achieve a solution in which
the critical data is maintained in the appropriate
application, and shared data can be accessed
from either application. In the ASCOS
project, spatially referenced data are drawn on
standard CAD drawing files and managed in
the ARCHIBUS/FM application. Personnel
information is pulled from the HR module by
SAP R/3. Thanks to the synchronous coupling,
the data are available directly in both programs.
Data exchange takes place with an online
interface in real time. In order for this all to
happen, a clearly defined relational hierarchy
diagram of the data structures is essential.
1.Personnel :The company‘s enterprise personnel data is
managed and maintained with the personnel
administration component from the HR SAP
R/3 module. The real-time update of data is
transparently passed to the CAFM system.
With a customized functional module, the data
records will transfer from SAP R/3 to
ARCHIBUS/FM, where final changes can be
reviewed. It is the personnel managers’ role to
manage the specific employee information
required.
Name : Bambang Dwiguna
NIM : C1L008007
Asset Control – OFAC (Office of Foreign Funds Control)
OFAC is A department of the U.S. Treasury that enforces economic and trade sanctions against countries and groups of individuals involved in terrorism, narcotics and other disreputable activities.
The OFAC was officially created in 1950, when China entered the Korean War. President Truman declared the event a national emergency, and froze all Chinese and Korean assets subject to U.S. jurisdiction. The OFAC's predecessor was the Office of Foreign Funds Control (OFFC), which was established in response to the Nazi invasion of Norway in 1940.
The OFAC program runs many sanctions based on United Nations mandates. Basically, through these sanctions and trade policies, the OFAC tries to make the economic lives of these countries or groups of individuals very difficult. This is done as a way to pressure a country to conform to certain laws or regulations, or to discontinue disreptuble activity.
Nama : Citra Dewi Indriawati
Student Number : C1L008047
continued....
2. Functional Location : The business object “Functional Location” is
an organizational unit of logistics, whereby the
objects of an enterprise can be maintained and
arranged according to function, processoriented,
or spatial criteria. In this case a spatial
arrangement was made.
All Functional Location areas have been organized
with the assigned spatial hierarchy.
This is where additional space information is
managed. The classification system is designed
to help users find locations quickly and
easily.
Functional Location areas are tracked based
on their structural numbering. These structural numberings are in turn based on the spatial
hierarchy. For this, the system automatically
assigns Functional Locations hierarchies as
the function locations are created.
3. Equipment : The Functional Location in SAP R/3 describes
the room where equipment is located. The
Equipment in SAP R/3 represents the object
that fulfills the technical task. By definition, the
business object equipment is an individual,
physical article that is to be maintained independently.
The internal numbering system of SAP R/3
was used to identify the Equipment. Serial
numbers are maintained among other fields of
information. With these data points, equipment
can be managed not only as individual articles,
but also as physical inventory. Now materials
data, as well as inventory and customer information,
can be managed. In the integrated
system, two different kinds of equipment are
being tracked: technical hardware, such as
PCs, and furniture. All equipment records are
classified with the SAP classification system.
SHOLIHAH PUSPITANINGTYAS
C1L008003
Controlling Assets
Inventory System Spares Companies' Cash
IMPO Magazine
Today, it's more critical than ever to closely manage spare parts inventories. A few years ago, a typical manufacturer had $2 million to $3 million in spare parts inventory, but now that has climbed to $5 million to $25 million due to the increasing value of most materials kept in storerooms.
At the same time the value of spares has increased, the net profitability among U.S. industrial companies has steadily declined, putting pressure on manufacturers to look for new ways to increase profitability internally. In addition, government regulations require that spares be taxed in the same way as other plant assets.
Because most manufacturers don't have the time or manpower to track and control spare components, they are often neglected. Studies have shown that only about 30% of spare components are actually kept in a secure storage area. Typically, most components are scattered all over the plant floor, in cabinet, closets and forgotten stashes. As a result, manufactures frequently end up with a bloated inventory of duplicate units.
They also pay for new spares when the same items are somewhere in the plant, and often pay for repairs when components are still covered by warranties, as well as machine downtime when the part cannot be found.
Using RAC inventory control system.
However, companies like Ford Motor Co. and Union Camp are saving hundreds of thousands of dollars by tightening their control of spare parts inventories. These manufacturers have taken advantage of a service offered by PSI, Livonia, MI. called Repairable Asset Control (RAC). PSI, a company known for repairing and servicing machines, has offered RAC for several years.
Unlike a typical storeroom management system, RAC completely tracks usable inventory and eliminates excess or obsolete parts, according to Robert Phillips, marketing services manager at PSI. At the touch of a key, the system shows the location of every spare in the plant. Users know how many of each item is in stock, and if they work. The complete history of every component is also known ¬ what it cost new, whether it has been repaired, and by which vendor, whether it is under warranty, and for how long.
The RAC system consists of four elements: a PC with custom software, Intermec bar coding wands and readers, and a technician from PSI, known as the RAC coordinator. This person works full time in the plant and is responsible for the setup, function and daily control of the service.
SHOLIHAH PUSPITANINGTYAS
C1L008003
Controlling Assets
Inventory System Spares Companies' Cash
IMPO Magazine
Today, it's more critical than ever to closely manage spare parts inventories. A few years ago, a typical manufacturer had $2 million to $3 million in spare parts inventory, but now that has climbed to $5 million to $25 million due to the increasing value of most materials kept in storerooms.
At the same time the value of spares has increased, the net profitability among U.S. industrial companies has steadily declined, putting pressure on manufacturers to look for new ways to increase profitability internally. In addition, government regulations require that spares be taxed in the same way as other plant assets.
Because most manufacturers don't have the time or manpower to track and control spare components, they are often neglected. Studies have shown that only about 30% of spare components are actually kept in a secure storage area. Typically, most components are scattered all over the plant floor, in cabinet, closets and forgotten stashes. As a result, manufactures frequently end up with a bloated inventory of duplicate units.
They also pay for new spares when the same items are somewhere in the plant, and often pay for repairs when components are still covered by warranties, as well as machine downtime when the part cannot be found.
Using RAC inventory control system.
However, companies like Ford Motor Co. and Union Camp are saving hundreds of thousands of dollars by tightening their control of spare parts inventories. These manufacturers have taken advantage of a service offered by PSI, Livonia, MI. called Repairable Asset Control (RAC). PSI, a company known for repairing and servicing machines, has offered RAC for several years.
Unlike a typical storeroom management system, RAC completely tracks usable inventory and eliminates excess or obsolete parts, according to Robert Phillips, marketing services manager at PSI. At the touch of a key, the system shows the location of every spare in the plant. Users know how many of each item is in stock, and if they work. The complete history of every component is also known ¬ what it cost new, whether it has been repaired, and by which vendor, whether it is under warranty, and for how long.
The RAC system consists of four elements: a PC with custom software, Intermec bar coding wands and readers, and a technician from PSI, known as the RAC coordinator. This person works full time in the plant and is responsible for the setup, function and daily control of the service.
SHOLIHAH PUSPITANINGTYAS
C1L008003
Controlling Assets
Inventory System Spares Companies' Cash
IMPO Magazine
Today, it's more critical than ever to closely manage spare parts inventories. A few years ago, a typical manufacturer had $2 million to $3 million in spare parts inventory, but now that has climbed to $5 million to $25 million due to the increasing value of most materials kept in storerooms.
At the same time the value of spares has increased, the net profitability among U.S. industrial companies has steadily declined, putting pressure on manufacturers to look for new ways to increase profitability internally. In addition, government regulations require that spares be taxed in the same way as other plant assets.
Because most manufacturers don't have the time or manpower to track and control spare components, they are often neglected. Studies have shown that only about 30% of spare components are actually kept in a secure storage area. Typically, most components are scattered all over the plant floor, in cabinet, closets and forgotten stashes. As a result, manufactures frequently end up with a bloated inventory of duplicate units.
They also pay for new spares when the same items are somewhere in the plant, and often pay for repairs when components are still covered by warranties, as well as machine downtime when the part cannot be found.
Using RAC inventory control system.
However, companies like Ford Motor Co. and Union Camp are saving hundreds of thousands of dollars by tightening their control of spare parts inventories. These manufacturers have taken advantage of a service offered by PSI, Livonia, MI. called Repairable Asset Control (RAC). PSI, a company known for repairing and servicing machines, has offered RAC for several years.
Unlike a typical storeroom management system, RAC completely tracks usable inventory and eliminates excess or obsolete parts, according to Robert Phillips, marketing services manager at PSI. At the touch of a key, the system shows the location of every spare in the plant. Users know how many of each item is in stock, and if they work. The complete history of every component is also known ¬ what it cost new, whether it has been repaired, and by which vendor, whether it is under warranty, and for how long.
KUSRINA LESTARI
C1L008035
Controlling Asset (Handling Cash)
Cash can be easily misplaced or misused leading to losses for an organization. Cash controls are very important in protecting every one who hadle cash.
PT.Toyoba is a company that produces shoes, give tips for handling cash:
1. Keep money coming in separate from money going out
Never put cash received into the petty cash, it will cause errors and confusion in the accounting records. All money coming into the organization must be paid into the bank promptly and entered into the record before it is paid out again.
2. Always give receipt for money received
This is one of the highest risk areas, so be warned! Proper issuing of receipts helps to protect the organisation from cash being pocketed rather than banked. Use pre-numbered duplicate receipt books written in pen.
Keep track of your receipt books using a register, recording each book as you receive it from the printers, the date it started being used and the date it was returned finished. Use receipt books in order. Make sure unused receipt books are locked up.
3. Always obtain receipt for money paid out
when purchasing items from a market. In this case the cost of each transaction should be noted down straight away so that the amounts are not forgotten. Then they can be transferred to a petty cash slip and authorised by a line manager. Remember – no receipt means there is no proof that the purchase was made.
4. Pay surplus cash into the bank
5. Have property laid down procedures for receiving cash
To protect people handling money, there should always be two people present when opening cash collection boxes, envelopes and other sources of money. Both people should count the cash and sign the receipt.
6. Restrict access to petty cash and the safe
The keys to the petty cash box and the safe should only be given to authorised individuals. This should be recorded in the organisation’s Delegated Authority document.
7. Reconcile the petty cash book
The petty cash should be counted and reconciled at least once every week. Any discrepancies must be reported straight away to a manager, and investigated.
8. Keep cash transaction to an absolute minimum
Petty cash should only be used to make payments when all other methods are impossible. Wherever possible, suppliers’ accounts should be set up and invoices paid by cheque. The advantage of paying for most transactions by cheque is that this has the effect of producing an extra set of records in the form of the bank statement.
9. Manage and monitor staff advances
Any cash advance given to staff should be accounted for and cleared before another advance is given. All payments made must be justified by receipts. Any balances owed to or owed by the member of staff must be paid to clear the advance.
Sholihah Puspitaningtyas
C1L008003
Performance Evaluation in Carleton University
Academic Performance Evaluation Registration & Petition Information
Every year at the end of the winter term, the Registrar’s office undertakes the Academic Performance Evaluation (APE) process for Undergraduate Degree and Special students. In your case, this decision has been delayed or changed due to extenuating circumstances. Students’ academic performance is evaluated if a student has attempted 4.0 or more credits since admission to their program or since the last Academic Performance Evaluation or if the maximum number of discredits is exceeded, or for a special student, 2.0 or more credits are attempted since last being evaluated.
Please note that successful completion of course(s) in the 2010 summer term or later will not change your standing decision. If your status has changed due to an academic performance evaluation you may be removed from courses in the fall and/or winter term that require Departmental permission. It is advised that you review your registration on Carleton Central.
USHIANA DEVI
C1L008004
INTERNATIONAL ACCOUNTING
Performance Evaluation
Pertamina Upstream Activities
The business activities of the Pertamina Upstream Directorate cover exploration, production, and transmission of oil and gas. Other activities are Coal Bed Methane (CBM) and geothermal operations. In addition, Pertamina develops an upstream sector research and technology, and also focuses on drilling services in support of these exploration and production activities. Pertamina’s working areas are mostly located in Indonesia, with others overseas. The upstream business of Pertamina is conducted through own operations and through partnerships. Geothermal and CBM exploration and production are entirely carried out in Indonesia, given that there are abundant geothermal and CBM resources in Indonesia with potential for development. In order to ensure continuity of gas production, Pertamina placed the investment in the CBM business on a firm footing by signing four new Cooperation Contracts (KKS) in the CBM sector, comprising: (1) PHE Metana Kalimantan A managing the Sangatta I Block, East Kalimantan (2) PHE Metana Kalimantan B managing the Sangatta II Block, East Kalimantan; (3) PHE Metana Sumatra Tanjung Enim managing the Tanjung Enim Block, South Sumatra working area; (4) PHE Metana Sumatra 2 managing the Muara Enim Block.
Name : Candra Permada
NIM : C1L008021
After the first Gulf War in 1991, Saddam Hussein officially for the first time the establishment of private banks in Iraq. From 1992 until the end of the decade, 17 bank didirikan.Sampai second Gulf War, however, banks are banned by Saddam from doing international transactions - including payments, remittances, and letters kredit.Sekarang, when Iraq developed a banking system based market, these restrictions are reduced and the importance of Iraqi private banks are expected to grow significantly.
An important step was taken on October 28, 2003, when the Central Bank of Iraq Official Iraqi private banks to process international payments, remittances and letters of credit in foreign currency. This action follows other important steps taken recently to modernize Iraq's banking system - the formation of a new national currency, for example, and the launch of daily foreign exchange auctions by the Central Bank.
Many Iraqi Private Banks led by qualified and experienced bankers who previously worked at the Central Bank of Iraq and in the state-owned Rafidain and Rasheed Bank. The following Private Bank has a contract with various international banks to arrange credit facilities that make them fully prepared to process international payments, remittances and letters of credit. Point of contact in each of the banks listed below. Interested parties can contact the banks directly.
Name : Thio Rizki Fazi Yudhistira
Student Number : C1L008033
Performance Evaluation Process of NASA
Whether NASA is successful in carrying out its missions is determined by the Agency's ability to meet or surpass the goals outlined in its strategic and performance plans. NASA uses objective and verifiable performance metrics, regular management insight and review processes, or comparable tools to assess its performance at all levels—Agency, Strategic Enterprises, Functional Offices, Centers, Crosscutting Processes, programs and projects, and the individual employee. Each level participates in setting performance targets, evaluating performance against those targets, and reporting the results. If performance measures are carefully and thoughtfully chosen and applied, the annual performance evaluation becomes one of our most important ways of identifying problem areas and opportunities for better management and greater organizational effectiveness (see Figure
Mei Sely Esti
C1L008040
contolling assets of GARUDA airline Provide aircraft, personnel logistics support and management for up to 30 aircraft in support of the Department of State’ WPPS contract, located in Republic of Iraq. Regional Aviation Services for Security Service Hubs in Iraq provides aviation resources for the Regional Security Office to provide regionally based Quick Reaction Force (QRF) response, Search and Rescue and Medical Evacuation (SAR/ME), limited air transport of personnel and equipment (AT), and in motorcade route reconnaissance (City of Baghdad Only).
Job Title and Description: (use as much space necessary to describe job)
Air Asset Controller (Flight Coordinator) – OCONUS
•
The primary function of this position is to gather and disseminate information to other departments that are directly involved in the day-to-day operations.
Job Summary:
•
The principle duties for Air Asset Controller(s) include briefing crew members, flight following, contract compliance and documentation of duty time (Crew Support employees/team members will also be expected/required to adhere to program regulations).
•
Proactively identifies potential pitfall and makes decisions and develops solutions that adhere to program’ vision, mission, and/or values.
•
Evaluates and recommends changes for cost savings initiatives.
Principal Responsibilities:
•
Communicates and coordinates requests received from Flight Crew with various internal departments as well as outside vendors.
•
Ensures Flight Crew briefs comply with the program’ agreement/contract and applicable regulations.
•
Verifies Flight Crew are in position for briefed flight activities.
•
Briefs Crews on All aspects of each trip including Owner/Customer requests and special needs.
•
Arranges/Updates Crew operational issues, such as early and late operations at/with Fixed Base Operators or/and other applicable personnel.
•
Flight follow assigned program aircraft and update arrival and departure times.
•
Actively maintains Case Management Documentation concerning issues impacting Owner/Customer flights.
•
Manages Crew communication center and provides timely responses to Flight Crew.
•
Receives inbound communications from Flight Crew and adheres to departmental policies and standards concerning phone call statistics.
•
Facilitates and communicates Crew transportation and other accommodation elements.
Special Requirements (contract specific):
•
Must be Subject Matter Expert on Single Mobility Systems (U.S. Army standard for rotary wing aircraft use).
•
Preferred experience in a Tactical Air Operations Center, Air Operations Center and/or Direct Air Support Center.
•
Excellent communication, effective leadership and interpersonal skills.
•
Extensive knowledge of Federal Aviation Regulations, Airman Certificate, military service, and/or internship with an airline, of flight department.
•
Must possess or be able to qualify for a security clearance.
•
Knowledge of various computer skills desirable (e.g. MS Outlook, MS Word, MS Excel, MS Power Point, etc.).
•
Typically five (5) years in related technical environment.
•
Bachelor’ degree in an aviation associated discipline. Two (2) years experience in related field can be substituted for each year of the four (4) years of college.
Mei Sely Esti
C1L008040
contolling assets of GARUDA airline Provide aircraft, personnel logistics support and management for up to 30 aircraft in support of the Department of State’ WPPS contract, located in Republic of Iraq. Regional Aviation Services for Security Service Hubs in Iraq provides aviation resources for the Regional Security Office to provide regionally based Quick Reaction Force (QRF) response, Search and Rescue and Medical Evacuation (SAR/ME), limited air transport of personnel and equipment (AT), and in motorcade route reconnaissance (City of Baghdad Only).
Job Title and Description: (use as much space necessary to describe job)
Air Asset Controller (Flight Coordinator) – OCONUS
•
The primary function of this position is to gather and disseminate information to other departments that are directly involved in the day-to-day operations.
Job Summary:
•
The principle duties for Air Asset Controller(s) include briefing crew members, flight following, contract compliance and documentation of duty time (Crew Support employees/team members will also be expected/required to adhere to program regulations).
•
Proactively identifies potential pitfall and makes decisions and develops solutions that adhere to program’ vision, mission, and/or values.
•
Evaluates and recommends changes for cost savings initiatives.
Principal Responsibilities:
•
Communicates and coordinates requests received from Flight Crew with various internal departments as well as outside vendors.
•
Ensures Flight Crew briefs comply with the program’ agreement/contract and applicable regulations.
•
Verifies Flight Crew are in position for briefed flight activities.
•
Briefs Crews on All aspects of each trip including Owner/Customer requests and special needs.
•
Arranges/Updates Crew operational issues, such as early and late operations at/with Fixed Base Operators or/and other applicable personnel.
•
Flight follow assigned program aircraft and update arrival and departure times.
•
Actively maintains Case Management Documentation concerning issues impacting Owner/Customer flights.
•
Manages Crew communication center and provides timely responses to Flight Crew.
•
Receives inbound communications from Flight Crew and adheres to departmental policies and standards concerning phone call statistics.
•
Facilitates and communicates Crew transportation and other accommodation elements.
Special Requirements (contract specific):
•
Must be Subject Matter Expert on Single Mobility Systems (U.S. Army standard for rotary wing aircraft use).
•
Preferred experience in a Tactical Air Operations Center, Air Operations Center and/or Direct Air Support Center.
•
Excellent communication, effective leadership and interpersonal skills.
•
Extensive knowledge of Federal Aviation Regulations, Airman Certificate, military service, and/or internship with an airline, of flight department.
•
Must possess or be able to qualify for a security clearance.
•
Knowledge of various computer skills desirable (e.g. MS Outlook, MS Word, MS Excel, MS Power Point, etc.).
•
Typically five (5) years in related technical environment.
•
Bachelor’ degree in an aviation associated discipline. Two (2) years experience in related field can be substituted for each year of the four (4) years of college.
Mei Sely Esti
C1L008040
contolling assets of GARUDA airline Provide aircraft, personnel logistics support and management for up to 30 aircraft in support of the Department of State’ WPPS contract, located in Republic of Iraq. Regional Aviation Services for Security Service Hubs in Iraq provides aviation resources for the Regional Security Office to provide regionally based Quick Reaction Force (QRF) response, Search and Rescue and Medical Evacuation (SAR/ME), limited air transport of personnel and equipment (AT), and in motorcade route reconnaissance (City of Baghdad Only).
Job Title and Description: (use as much space necessary to describe job)
Air Asset Controller (Flight Coordinator) – OCONUS
•
The primary function of this position is to gather and disseminate information to other departments that are directly involved in the day-to-day operations.
Job Summary:
•
The principle duties for Air Asset Controller(s) include briefing crew members, flight following, contract compliance and documentation of duty time (Crew Support employees/team members will also be expected/required to adhere to program regulations).
•
Proactively identifies potential pitfall and makes decisions and develops solutions that adhere to program’ vision, mission, and/or values.
•
Evaluates and recommends changes for cost savings initiatives.
Principal Responsibilities:
•
Communicates and coordinates requests received from Flight Crew with various internal departments as well as outside vendors.
•
Ensures Flight Crew briefs comply with the program’ agreement/contract and applicable regulations.
•
Verifies Flight Crew are in position for briefed flight activities.
•
Briefs Crews on All aspects of each trip including Owner/Customer requests and special needs.
•
Arranges/Updates Crew operational issues, such as early and late operations at/with Fixed Base Operators or/and other applicable personnel.
•
Flight follow assigned program aircraft and update arrival and departure times.
•
Actively maintains Case Management Documentation concerning issues impacting Owner/Customer flights.
•
Manages Crew communication center and provides timely responses to Flight Crew.
•
Receives inbound communications from Flight Crew and adheres to departmental policies and standards concerning phone call statistics.
•
Facilitates and communicates Crew transportation and other accommodation elements.
Special Requirements (contract specific):
•
Must be Subject Matter Expert on Single Mobility Systems (U.S. Army standard for rotary wing aircraft use).
•
Preferred experience in a Tactical Air Operations Center, Air Operations Center and/or Direct Air Support Center.
•
Excellent communication, effective leadership and interpersonal skills.
•
Extensive knowledge of Federal Aviation Regulations, Airman Certificate, military service, and/or internship with an airline, of flight department.
•
Must possess or be able to qualify for a security clearance.
•
Knowledge of various computer skills desirable (e.g. MS Outlook, MS Word, MS Excel, MS Power Point, etc.).
•
Typically five (5) years in related technical environment.
•
Bachelor’ degree in an aviation associated discipline. Two (2) years experience in related field can be substituted for each year of the four (4) years of college.
imabella dezano
C1L008052
controoling assets of toyota
Toyota’s management is responsible for establishing and maintaining effective internal control over financial reporting. Internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with U.S. GAAP. Toyota’s internal control over financial reporting includes those policies and procedures that:
(i) pertain to the maintenance of records that in reasonable detail, accurately and fairly reflect the transactions and dispositions of Toyota’s assets;
(ii) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with U.S. GAAP, and that Toyota’s receipts and expenditures are being made only in accordance with authorizations of Toyota’s management and directors; and
(iii) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of Toyota’s assets that could have a material effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
Toyota’s management conducted an evaluation of the effectiveness of internal control over financial reporting based on the framework in Internal Control — Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission.
Ade Nelly Yunitasari
C1OL008005
Controlling Assets
Asset Control International BV as Market Data Management Software Supplier
The first major step in the selection process was to evaluate the bids in response to the RFP for the new Price Service System software. “Most of the RFP responses for the market data management software fell into two categories: (1) older solutions that have been adapting to marketplace changes for many years and lack an up-to-date modular architecture, and (2) new as-yet-undeveloped and unproven solutions from software developers and systems integrators looking for a customer to act as a sponsor. In the end, we found a solution capable of meeting a broad range of our short and potential longer term business and technical requirements with an existing system already installed with reference sites we were able to visit. Although that supplier, Asset Control, was not a large company, it demonstrated the expertise, product functionality and flexibility, and commitment that we were seeking for the Price Service System. Product demonstrations and reference visits were positive and we made the choice of Asset Control. They have fulfilled their promises and met our demanding expectations.”
The modular software solution offered by Asset Control International B.V., a software engineering company with headquarters in Beetsterzwaag, Friesland, in the Netherlands was a close fit for the business and technical criteria established by LCH.Clearnet. Two major reference accounts, Barclays Capital in the UK and ABM/AMRO in the Netherlands, reported high levels of satisfaction with Asset Control as a supplier and their Asset Control market data management solution.
LCH.Clearnet executed a pilot project agreement with Asset Control in early October 1999 with provision for a broader agreement subject to pilot project performance. LCH.Clearnet set a short time frame and limited but rigorous functionality and performance goals for the pilot – it had to be completed in a two month period and was to demonstrate selected validation and cleansing functions for price data on defined LCH.Clearnet SwapClear and LCH.Clearnet RepoClear instruments. The pilot was a success and the LCH.Clearnet relationship with Asset Control as a market data management software supplier has since grown substantially.
Ade Nelly Yunitasari
C1L008005
Performance Evaluation
Platteville Public Library
ANNUAL PERFORMANCE EVALUATION
Purpose and Instructions:
The mission of the Platteville Public Library is to provide “programs and services to ensure that preschool children will become young readers, as well as opportunities for residents of all ages to stimulate their imaginations with materials in a variety of formats, and to satisfy their curiosity with encouragement of lifelong learning. In support of this mission statement, the overall goal of the Platteville Public Library is to achieve a high level of patron satisfaction. Employees are an integral part of achieving this goal. This appraisal should provide feedback to employees on their contribution in support of our mission. The appraisal will also provide employees with constructive comments regarding continuing education needs. The appraisal will provide the employees with specific examples of their strengths or weaknesses.
Ratings:
Outstanding—Performance often exceeds objectives
Solid Performer—Consistently meets objectives
Needs Improvement—Sometimes or often fails to meet objectives
Not Applicable—This factor does not apply based on the requirements of the position.
Part I: Job related Skills and Knowledge
1. Patron Services—Manages patron interactions in a polite and professional manner. Is proactive, goes “above and beyond” to provide excellent patron service.
2. Job Knowledge—Understands the information and responsibilities pertinent to the job and demonstrates necessary expertise and knowledge of technology. Continues to learn, expand knowledge and apply creativity to seek solutions.
3. Organizational Skills and Productivity—Plans and prioritizes work effectively. Coordinates, prepares, and presents projects well and follows through with assignments. Produces quality work and a satisfactory quantity of work. Delivers on time and within budget. Meets deadlines.
4. Communication Skills—Is effective in communicating with others, including co-workers, superiors, or the public, using both verbal and written skills necessary for the job. Listens well. Articulates well. Comprehends and understands information and explanations. Keeps others informed. Shares information.
5. Interpersonal skills and professionalism—Cooperates with peers, team leader, and library director. Is a productive team member. Shows a high of professionalism in person, in email, on the telephone, in language, and in dress. Exhibits initiative and self-direction. Maintains a positive and respectful attitude. Shows enthusiasm about work. Accepts feedback well. Demonstrates loyalty and commitment.
6. Reliability—Dependable. Can be counted on to work as needed to achieve results and/or meet targets within established time frames. Employee complies with the Library’s and City’s policies on absence and lateness.
7. Management and Leadership Skills—Manages own area of responsibility without regularly intruding upon the scheduled time of other staff members. Understands the goals and needs of the library and its staff as a whole. Is counted a positive benefit to the staff by others on staff. Gains the respect and trust of fellow staff members. Employee’s work and behavior exhibits commitment to the Library’s mission, vision and goals. Cooperates and contributes to the overall wellbeing of the Platteville Public Library.
8. Problem Solving and Decision Making—Anticipates and identifies problems. Uses logic and sound judgment to solve problems and make decisions.
9. Adaptability—Employee is able to adjust to a variety of situations, maintains flexibility.
Ade Nelly Yunitasari
C1L008005
Performance Evaluation
Platteville Public Library
ANNUAL PERFORMANCE EVALUATION
Purpose and Instructions:
The mission of the Platteville Public Library is to provide “programs and services to ensure that preschool children will become young readers, as well as opportunities for residents of all ages to stimulate their imaginations with materials in a variety of formats, and to satisfy their curiosity with encouragement of lifelong learning. In support of this mission statement, the overall goal of the Platteville Public Library is to achieve a high level of patron satisfaction. Employees are an integral part of achieving this goal. This appraisal should provide feedback to employees on their contribution in support of our mission. The appraisal will also provide employees with constructive comments regarding continuing education needs. The appraisal will provide the employees with specific examples of their strengths or weaknesses.
Ratings:
Outstanding—Performance often exceeds objectives
Solid Performer—Consistently meets objectives
Needs Improvement—Sometimes or often fails to meet objectives
Not Applicable—This factor does not apply based on the requirements of the position.
Part I: Job related Skills and Knowledge
1. Patron Services—Manages patron interactions in a polite and professional manner. Is proactive, goes “above and beyond” to provide excellent patron service.
2. Job Knowledge—Understands the information and responsibilities pertinent to the job and demonstrates necessary expertise and knowledge of technology. Continues to learn, expand knowledge and apply creativity to seek solutions.
3. Organizational Skills and Productivity—Plans and prioritizes work effectively. Coordinates, prepares, and presents projects well and follows through with assignments. Produces quality work and a satisfactory quantity of work. Delivers on time and within budget. Meets deadlines.
4. Communication Skills—Is effective in communicating with others, including co-workers, superiors, or the public, using both verbal and written skills necessary for the job. Listens well. Articulates well. Comprehends and understands information and explanations. Keeps others informed. Shares information.
5. Interpersonal skills and professionalism—Cooperates with peers, team leader, and library director. Is a productive team member. Shows a high of professionalism in person, in email, on the telephone, in language, and in dress. Exhibits initiative and self-direction. Maintains a positive and respectful attitude. Shows enthusiasm about work. Accepts feedback well. Demonstrates loyalty and commitment.
6. Reliability—Dependable. Can be counted on to work as needed to achieve results and/or meet targets within established time frames. Employee complies with the Library’s and City’s policies on absence and lateness.
7. Management and Leadership Skills—Manages own area of responsibility without regularly intruding upon the scheduled time of other staff members. Understands the goals and needs of the library and its staff as a whole. Is counted a positive benefit to the staff by others on staff. Gains the respect and trust of fellow staff members. Employee’s work and behavior exhibits commitment to the Library’s mission, vision and goals. Cooperates and contributes to the overall wellbeing of the Platteville Public Library.
8. Problem Solving and Decision Making—Anticipates and identifies problems. Uses logic and sound judgment to solve problems and make decisions.
9. Adaptability—Employee is able to adjust to a variety of situations, maintains flexibility.
ADITYA BRAHMANTA SAPUTRA
C1L008039
Evaluation and Control asset
This program will be used for evaluation of the two previous programs. It is important to determine the effectiveness of the programs. In addition, this program will include a plan to ensure continued brand integrity for Kentucky Fried Chicken.
TASK:
oAssign new responsibility to the regional Franchise Operating Manager for Mexico.
oHire two new people to work under the F.O.M. in quality and control audits.
oPepsiCo already has a quality control program in place, and this program will only add to the staff of that existing program.
oThis implementation plan will be deemed a success if 90% of new franchises are still viable after two years.
INCOME GENERATED
Sales price per unit: This price will be based on the price, which includes the building and equipment packages. Land price will not be included because it is leased and the new owners will assume this payment.
TOTAL CASH GENERATED
Restaurant and equipment package: $500,000.00
Total number of restaurants: 129 units
Total expected cash from sale: $64,500,000.00
REGIONAL BREAKDOWN
Restaurant and equipment package: $500,000.00
Total units in Mexico City 60 percent of units
Total cash from sale: $39,018,518.52
Restaurant and equipment package: $500,000.00
Total units in Guadalajara 17 percent of units
Total cash from sale: $11,148,148.15
Restaurant and equipment package: $500,000.00
Total units in Monterey 22 percent of units
Total cash from sale: $14,333,333.33
ROYALTIES
This will give a summary of expected royalties that will be received from the sale of the units to franchises. The royalties will be reported as they are expected to be generated, during the sale of the respective units, which corresponds to the time line. Royalties after the re-franchising is complete will not be included in the budget due to the completion of the proposed program. It is only necessary to look at the specific time frame during the implementation of the program. The expected royalty fee is 6%.
Royalties generated July 1996 to December 1996: Projected number of units sold: 9 units
Projected royalty fees: 6%
New Royalties generated 1996: $418,500.00
Royalties generated 1997:
Projected number of units sold: 40 units
Projected royalty fees: 6%
New Royalties generated 1997: $1,860,000.00
Year to date $2,278,500
Royalties generated 1998:
Projected number of units sold: 40 units
Projected royalty fees: 6%
New royalties generated 1998: $1,860,000.00
Year to date: $4,138,500.00
Royalties generated 1999:
Projected number of units sold: 40 units
Projected royalty fees: 6%
New royalties generated 1999: $1,860,000.00
Year to date: $5,998,500.00
Total royalty fees generated by the re-franchising program: $13,252,500.00
PROJECTED COSTS:
TRIP BUDGET:
This budget is used to calculate the proposed cost for the trip of our corporate executives to Mexico. Following is a brief description of the estimated costs.
Meals $120.00 per person
Taxis $50.00 per day
Air fare $404.00 per person
Tips $75.00 per person
Hotel $300.00 per person
Local air fare $400.00 per person
Total projected cost: $3296.00 per person
Meeting room expense $300.00
Total cost of trip: $10,188.00
MISCELLANEOUS EXPENSES:
The following is an account of the expected miscellaneous expenses that will be included in this program.
Professional services ($250 per hour) $37,500.00
Two quality auditors salary $360,000.00
Packet ($2.00 x 129) $258.00
Human Resource specialist salary: $122,500.00
Consulting fees ($200 per hour) $60,000.00
Severance max liability $635,000.00
Total package cost for 4 years: $1,215,258.00
TOTAL PROJECTED COSTS: $1,255,446.00
Sholihah Puspitaningtyas
C1L008003
Continued controlling asset
The RAC system consists of four elements: a PC with custom software, Intermec bar coding wands and readers, and a technician from PSI, known as the RAC coordinator. This person works full time in the plant and is responsible for the setup, function and daily control of the service.
The coordinator, working closely with plant personnel, roots out every repairable asset in the plant and labels it with a bar code, which carries such information as the type of component, its maker, model and serial number, revision level, and other identifying characteristics. The part information is downloaded from the Intermec reader into the RAC computer. The computer transmits the data via modem to PSI's mainframe in Michigan.
This feature enhances the ability to "share the spare." Because the inventory of all clients is stored in separate files on the system mainframe ¬ a database totaling over 200,000 discrete RAC identification numbers ¬ if one client needs a spare part in an emergency, PSI can determine if it is available at another company. They then contact the client with the part to determine if they are willing to sell that item to the firm that needs it.
Sholihah Puspitaningtyas
C1L008003
Continued controlling asset
The system assists plants in managing inventories in the following categories:
• Downtime. By eliminating redundant spares and keeping essential ones stocked and ready for installation, the manufacturer cuts machine downtime.
• Warranty. The RAC database tells the client how much time is left in the warranty period for each component. By knowing whether units are still under warranty, the manufacturer prevents paying for covered repairs.
• Purchase prevention. By knowing the exact number of a certain part on hand, the manufacturer does not have to pay for redundant replacements.
• Inventory reduction. Throughout the tracking process, obsolete or redundant items are collected. The RAC coordinator, with PSI's extensive network of RAC sites and equipment users, assists the client in brokering off these unneeded components.
• Certification. Included in the RAC service is the free certification of all spares. When extras are found outside the stores systems, they are sent to PSI's home office to determine if they are in working order. Those that test good are cleaned, packaged and sent back to the plant to be placed in RAC's working inventory. Bad units are given a repair cost and the client decides whether to repair them or not.
HANY ANGGUT ASK
C1L008032
PERFORMANCE EVALUATION
Executive Summary:
This study has been undertaken to evaluate the performance of the Indian Mutual Funds vis-à-vis the Indian stock market. For the purpose of this study, 21 open ended equity based growth mutual funds were selected as the sample. The data, which is the weekly NAV’s of the funds and the closing of the BSE Sensex, were collected for a period of 5 years starting 19/03/2004 to 13/02/2009.
Different statistical tools were used on the data obtained to get the average returns, absolute returns, standard deviation, Fund Beta, R-squared value, residual value, Relative Performance Index were calculated. These variables of the funds were compared with the same variables of the market to assess how the different funds have performed against the market.
A Statistical test, Mann Whitney U-Test, was done on the returns of the fund with respect to the Sensex returns. Another U-Test was done taking absolute return as the variable. These U- Test were done to test the hypothesis which was that the fund returns over the period of time are similar to the market returns over the period of time.
All the funds were classified into a hierarchical cluster on the basis of their average returns, absolute returns, standard deviation, fund beta, and relative performance index. This classification was to see whether the funds have similar properties or not.
All the mutual funds gave similar returns with respect to the market expect for certain time period which was during the late 2005 and early 2006. There is a positive correlation with the absolute returns of the market and the mutual funds over the period of time. The study showed that the standard deviation of the funds were high during the boom period in comparison with the market and were comparatively lower when the recessionary trend started. The fund betas also show that there is significant correlation between the fund returns and the market returns. Of the 21 funds considered for this study, 7 funds had RPI less than 0.7, 3 funds had RPI of almost 1 and 11 funds had RPI of more than 1.
The results of the U-Test showed that all the funds are accepting the hypothesis that is they are giving returns in sync with the market except for one fund which is UTI CCP Advantage growth fund, whose returns vary significantly from the market returns. With the help of clustering it was seen that a lot of different funds have similar properties and so were classified into one cluster. There were a few outliers who didn’t have any property in common with the other funds but still behaved more or less in the same way as the market and other funds. A U-Test was also done on the absolute returns and the results of this were also similar to the U-Test on average returns, that is, for UTI CCP Advantage Fund the returns were not similar to the market returns and varied significantly.
ANISA KARTIKA P
C1L008044
Example of Asset Control by YAMAHA
Yamaha has established an internal control system pursuant to Japan's Company Law and the Enforcement Regulations of the Company Law. Along with pursuit of the optimal corporate governance for enhancing both corporate value and the Yamaha brand, the Company endeavors to qualitatively enhance the internal control system, in recognition that doing so will improve the efficiency of business activities, increase the trustworthiness of Yamaha's accounting and financial data, and lead to stronger compliance, asset soundness, and risk management capabilities.
The Yamaha Group has defined an internal control policy as a specific measure pertaining to the Group-wide internal control system. In line with this policy, the Company is standardizing the rules in place at its subsidiaries, and implementing Company-wide monitoring liaison committees in connection with the internal control system operated by corporate staff divisions, with the goal of making monitoring activities more comprehensive.
For agenda items at meetings of the Board of Directors and the Board of Auditors to be attended by outside directors and corporate auditors, full-time staff members send documents and other materials to the outside directors and corporate auditors prior to the meeting and provide explanations as necessary to enable them to perform a complete preliminary study. When necessary, outside directors are also individually provided explanations regarding proposals and reports to be submitted to the Board of Directors. As for outside corporate auditors, with regard to other material matters, the Company strives at all times to maintain an effective auditing environment, including by providing information, supplying materials, listening to opinions, and supporting research and data collection.
PERFORMANCE EVALUATION
YAMAHA went against the grain and created a growth trajectory all of its own. Sales of the company grew by over 11 per cent in volume terms and in value terms, they grew by over 19 per cent.
Effectively, this helped your company end the year with a market share of around 60 per cent. This robust performance helped your company increase earnings margin 120 basis points—a remarkable feat, considering that elsewhere in the world, the automobile industry went through its worst year in recent history.
Hero Honda’s performance in its silver jubilee year helped it retain its position as the world’s largest two wheeler company for the eighth year in a row. It also helped your company cross the 25 million unit mark—becoming the first company in India to reach this milestone.
Your company has been able to reach these summits because it acted on several fronts together. While plunging commodity prices certainly helped your company prune manufacturing costs, costs were controlled on a war footing elsewhere along the front end and the back end of the supply chain. At the same time, your company continued supporting and strengthening all key flagship brands.
Throughout the year, we continued a strong emphasis on market development and customer focus: your company upgraded, added features and introduced new product lines to continually create excitement in the two wheeler market.
ANISA KARTIKA P
C1L008044
Example of Asset Control by YAMAHA
Yamaha has established an internal control system pursuant to Japan's Company Law and the Enforcement Regulations of the Company Law. Along with pursuit of the optimal corporate governance for enhancing both corporate value and the Yamaha brand, the Company endeavors to qualitatively enhance the internal control system, in recognition that doing so will improve the efficiency of business activities, increase the trustworthiness of Yamaha's accounting and financial data, and lead to stronger compliance, asset soundness, and risk management capabilities.
The Yamaha Group has defined an internal control policy as a specific measure pertaining to the Group-wide internal control system. In line with this policy, the Company is standardizing the rules in place at its subsidiaries, and implementing Company-wide monitoring liaison committees in connection with the internal control system operated by corporate staff divisions, with the goal of making monitoring activities more comprehensive.
For agenda items at meetings of the Board of Directors and the Board of Auditors to be attended by outside directors and corporate auditors, full-time staff members send documents and other materials to the outside directors and corporate auditors prior to the meeting and provide explanations as necessary to enable them to perform a complete preliminary study. When necessary, outside directors are also individually provided explanations regarding proposals and reports to be submitted to the Board of Directors. As for outside corporate auditors, with regard to other material matters, the Company strives at all times to maintain an effective auditing environment, including by providing information, supplying materials, listening to opinions, and supporting research and data collection.
PERFORMANCE EVALUATION
YAMAHA went against the grain and created a growth trajectory all of its own. Sales of the company grew by over 11 per cent in volume terms and in value terms, they grew by over 19 per cent.
Effectively, this helped your company end the year with a market share of around 60 per cent. This robust performance helped your company increase earnings margin 120 basis points—a remarkable feat, considering that elsewhere in the world, the automobile industry went through its worst year in recent history.
Hero Honda’s performance in its silver jubilee year helped it retain its position as the world’s largest two wheeler company for the eighth year in a row. It also helped your company cross the 25 million unit mark—becoming the first company in India to reach this milestone.
Your company has been able to reach these summits because it acted on several fronts together. While plunging commodity prices certainly helped your company prune manufacturing costs, costs were controlled on a war footing elsewhere along the front end and the back end of the supply chain. At the same time, your company continued supporting and strengthening all key flagship brands.
Throughout the year, we continued a strong emphasis on market development and customer focus: your company upgraded, added features and introduced new product lines to continually create excitement in the two wheeler market.
ANISA KARTIKA P
C1L008044
Example of Asset Control by YAMAHA
Yamaha has established an internal control system pursuant to Japan's Company Law and the Enforcement Regulations of the Company Law. Along with pursuit of the optimal corporate governance for enhancing both corporate value and the Yamaha brand, the Company endeavors to qualitatively enhance the internal control system, in recognition that doing so will improve the efficiency of business activities, increase the trustworthiness of Yamaha's accounting and financial data, and lead to stronger compliance, asset soundness, and risk management capabilities.
The Yamaha Group has defined an internal control policy as a specific measure pertaining to the Group-wide internal control system. In line with this policy, the Company is standardizing the rules in place at its subsidiaries, and implementing Company-wide monitoring liaison committees in connection with the internal control system operated by corporate staff divisions, with the goal of making monitoring activities more comprehensive.
For agenda items at meetings of the Board of Directors and the Board of Auditors to be attended by outside directors and corporate auditors, full-time staff members send documents and other materials to the outside directors and corporate auditors prior to the meeting and provide explanations as necessary to enable them to perform a complete preliminary study. When necessary, outside directors are also individually provided explanations regarding proposals and reports to be submitted to the Board of Directors. As for outside corporate auditors, with regard to other material matters, the Company strives at all times to maintain an effective auditing environment, including by providing information, supplying materials, listening to opinions, and supporting research and data collection.
PERFORMANCE EVALUATION
YAMAHA went against the grain and created a growth trajectory all of its own. Sales of the company grew by over 11 per cent in volume terms and in value terms, they grew by over 19 per cent.
Effectively, this helped your company end the year with a market share of around 60 per cent. This robust performance helped your company increase earnings margin 120 basis points—a remarkable feat, considering that elsewhere in the world, the automobile industry went through its worst year in recent history.
Hero Honda’s performance in its silver jubilee year helped it retain its position as the world’s largest two wheeler company for the eighth year in a row. It also helped your company cross the 25 million unit mark—becoming the first company in India to reach this milestone.
Your company has been able to reach these summits because it acted on several fronts together. While plunging commodity prices certainly helped your company prune manufacturing costs, costs were controlled on a war footing elsewhere along the front end and the back end of the supply chain. At the same time, your company continued supporting and strengthening all key flagship brands.
Throughout the year, we continued a strong emphasis on market development and customer focus: your company upgraded, added features and introduced new product lines to continually create excitement in the two wheeler market.
RINA LESMANAWATI
C1L008043
INTERNATIONAL ACCOUNTING
ASSET CONTROL OF DANONE COMPANY
More than 70% of the Company's sales volume is in the form of bottle reuse size 5 gallon. In maintaining water quality and packaging and to support sales growth in this segment, the Company periodically replacing a damaged bottle to make an investment in the form of the addition of 5-gallon size bottles. Total investment over 5-gallon bottles in 2008 by 47% of the total investment, or Rp. 61 893 million. In addition, funds amounting to Rp. 69 039 million invested in buildings, infrastructure, machinery and office equipment required to support the Company's business activities.
NAME : RATNATI
NIM : C1L008017
PERFORMANCE EVALUATION
McDonald's Corp., burdened by the four consecutive quarters of declining revenue, plans to rise from the slump with a major restructuring of U.S. business that is designed to improve operations of national restaurants.
News of the changes issued a memo that 11 percent of the chain's customers are dissatisfied with their experience and complain about them. Given that many people do not complain when happy, the company estimates that the dissatisfaction of each U.S. McDonald's could cost an average $ 60,000 sales each year, making millions of dollars in lost chainwide.
Fast-food giant said that in the days ahead that will improve customer service and overall quality by rebuilding the national program to evaluate the operation of the restaurant, which is a chain practice stopped in the mid-1990s, according to company officials.
This effort is expected to start in January as McDonald's began researching the restaurant operations through more frequent inspection and use of mystery shoppers. The chain will also provide customers with a toll-free telephone number for the comments and complaints, while also track employee satisfaction through surveys to improve performance and customer satisfaction.
Parameita Nur Santi
C1L008008
Control assets in PT Lautan Luas Tbk
The total assets of the company grew from Rp2.14 trillion in 2007 to Rp 3.34 trillion at the end of 2008. In 2008, the company invested more than Rp 300 billion in fixed assets in Indonesia and the regionas part of its planned expansionary strategy.This is spread across the three business segments of the company.
The other notable growth in assts arise from the additional balance in trade receivable amount at theend of 2008. However, the company believes this is in line whit the growth in total revenue.
The relatively significant growth in the company’s inventories at the end of the year is,however, higher than planned. This is a result of the global economic slowdown and the tightening of liquidity during that period,which resulted in a higher inventory days count relative to the balance in 2007.
The company recognizes this and has undertaken aggressive steps to rectify the situation. The company anticipates a significant reduction in the inventory days count by the end of the first quarter of 2009
PARAMEITA NUR SANTI
C1L008008
Assets Control in PT Lautan Luas Tbk
The total assets of the company grew from Rp2.14 trillion in 2007 to Rp 3.34 trillion at the end of 2008. In 2008, the company invested more than Rp 300 billion in fixed assets in Indonesia and the regionas part of its planned expansionary strategy.This is spread across the three business segments of the company.
The other notable growth in assts arise from the additional balance in trade receivable amount at theend of 2008. However, the company believes this is in line whit the growth in total revenue.
The relatively significant growth in the company’s inventories at the end of the year is,however, higher than planned. This is a result of the global economic slowdown and the tightening of liquidity during that period,which resulted in a higher inventory days count relative to the balance in 2007.
The company recognizes this and has undertaken aggressive steps to rectify the situation. The company anticipates a significant reduction in the inventory days count by the end of the first quarter of 2009
Winnie Marladewi Wulandari
C1L008031
International Accounting
The Asset Control at Dresdner Bank
Since implementation, the firm has met its two main goals: obtain significant capital savings through a more expansive VaR model and support more accurate and sophisticated risk control processes through delivery of real-time high-frequency data.
Additionally, the flexibility and scalability of AC Plus has enabled staff to quickly respond to new opportunities. For example, Asset Control proved to be a critical tool in helping the bank restructure its credit process for large corporate customers and provide staff with the necessary data to create a fair valuation of the credit engagement that the bank was about to undertake. Likewise, it has enabled staff to begin consolidation of disparate data silos located across the firm to improve data consistency and accuracy and help drive additional operational savings.
With Asset Control platform, market data from Bloomberg, Reuters and other niche vendors is consolidated, cleansed and normalized for use in valuations. The feeds include both tick-by-tick data and snapshot data. Additionally, the Asset Control time-series database management system provides users with access to low- and high-frequency data. In all, the system supports almost 86,000 time-series (stored for three months) with an average of 300 new ticks per day; 50,000 to 200,000 snapshots (one per day for each time zone); 5,000 yield curves; and 500 to 4,000 volatility surfaces.
Asset Control’s open, standards-based platform enables the bank to extract static data and process in FinLib and then feed it back to Asset Control for storage and distribution to data users. Asset Control filters the data automatically to eliminate unnecessary values, such as incomplete data sets and zero values, for improved quality and consistency.
Winnie Marladewi Wulandari
C1L008031
International Accounting
Next..............
Performance Evaluation and Selection of Technology Suppliers at Dresdner Bank
Potential suppliers of market data management solutions were evaluated by the project team on the following criteria:
�� Vendor Stability and Support: Staff looked to limit project risk by selecting an established vendor that would be committed to the group’s success and have proven expertise in solving similar challenges.
�� With this in mind, the group ranked companies on industry standing and input from reference banks. Additionally, staff reviewed the quality of support based on each vendor’s documentation, help desk and on-site support services, skill set of support staff, and delivery of new releases.
�� Cost: The firm compared potential solutions based on total implementation cost, including the cost of new hardware, software licenses and operating system upgrades. Ongoing maintenance costs were also an important consideration given the substantial resources needed to maintain its previous system.
�� Technical Platform: The organization assessed both the cost of implementation and the operational capabilities of competing products. From an implementation perspective, staff focused on the ease of migration from the firm’s existing market data management environment to a new environment, the time required to implement the new database, interfaces and releases, and the ease of integrating the firm’s existing data model into the new environment.
To help reduce time-to-market when delivering new data sources to users, staff needed the ability to rapidly implement Reuters and Bloomberg data feeds and quickly create interfaces to connect user applications, standard interfaces, Internet and middleware. From an operational perspective, the firm needed to ensure that the new market data management platform could provide superior load balancing and data capture to meet its performance and processing requirements.
System maintenance features for fault tolerance and system stability were also assessed along with each solution’s delivery of tools for administration, quality management, GUI development and formula engine, analysis, module integration and auditability.
Retsa Dwiki Yanuar
C1L008042
International Accounting
Controlling asset
asset management in relation to internal control is critical to the fiscal health of all operations. Frequent and effective fixed asset management processes could potentially save your organization hundreds of thousands of dollars a year.
The PCAOB, and independent auditors, have already started the process of reviewing internal controls on fixed assets. The best property record system in the world does not represent true internal control. The only way to assure that the property record is correct, and that the record truly reflects actual conditions, is to take a physical inventory of PP&E and then reconcile the results.
If you are looking to justify the implementation of a fixed asset management system, take some time to detail the deficiencies in your current processes. Then set up a working schedule, a timeline, with specific tasks assigned to individuals. This will involve all the participants discussed above, plus IT management to assure that all new software is fully compatible with existing company systems.
The best practices we recommend can be handled as follows:
Determine the current condition of you property record system, including both the capabilities of existing software and the underlying accuracy of the information contained in today’s system.
Make sure your existing software has full flexibility and capability to handle the wide variety of uses to which a good property record system can be put.
Review capitalization policy to avoid putting small dollar items into the system.
Start entering new acquisitions into the updated property record system using a barcode tag on each asset.
To the extent resources are available start to clean up the existing file representing past acquisitions by identifying ghost assets, and reconciling what we refer to as zombie assets.
Review insurable values, which can be input into a new system.
Review property tax assessments against current financial information.
Optimize tax depreciation by taking maximum advantage of Federal Tax requirements.
Nama : laras vinda karira
NIM : C1L008027
PT Bakrie & Brothers (BNBR.JK), the holding company for Indonesia's Bakrie family, said on Monday it plans to spin off its infrastructure unit with assets of $3 billion, in an initial public offering by early 2011.
NAMA : LARAS VINDA KARIRA
NIM : C1L008027
(Reuters) - PT Bakrie & Brothers (BNBR.JK), the holding company for Indonesia's Bakrie family, said on Monday it plans to spin off its infrastructure unit with assets of $3 billion, in an initial public offering by early 2011.
Investors have piled into Indonesian bonds and stocks .JKSE, particularly banks and other plays on domestic demand, over the past 18 months, lured by the combination of political stability, strong economic growth, and the development of a more prosperous middle class.
But there are few direct plays on infrastructure, a sector which requires billions of dollars of investment. Indonesia's severely strained power and transport facilities are a constraint on economic growth: by attracting more investment in this sector, the government aims to boost growth to 7 percent by 2014.
Eddy Soeparno, Bakrie & Brothers' chief financial officer, told Reuters that the plan to list its infrastructure unit, PT Bakrie Indo Infrastructure, will depend on market conditions.
"Our exit strategy will be to launch an initial public offering, because there are not a lot of integrated infrastructure companies in the country," Soeparno said, adding "that could lure investors."
The IPO is tentatively slated for the fourth quarter of this year or first quarter of 2011, he said.
"The amount of assets from projects for our infrastructure unit is relatively big, it's $3 billion," he said, adding that these included toll roads, gas pipelines, water treatment facilities, and port projects.
Bakrie & Brothers is the holding company for several listed Bakrie group units including coal miner PT Bumi Resources (BUMI.JK), the group's crown jewel.
Soeparno also said that another of Bakrie & Brothers' unlisted units, PT Bakrie Energy, will invest $300 million to build an ammonium nitrate factory in Kalimantan starting this year, as the firm moves into the chemicals industry to produce explosives used in mining and construction.
"Bakrie group has so far been spending money on explosives. So why don't we just build for the group, rather than purchasing? And that way, we will keep the margin within the group," he said.
USHIANA DEVI
C1L008004
INTERNATIONAL ACCOUNTING
Performance Evaluation
Pertamina Upstream Activities
The business activities of the Pertamina Upstream Directorate cover exploration, production, and transmission of oil and gas. Other activities are Coal Bed Methane (CBM) and geothermal operations. In addition, Pertamina develops an upstream sector research and technology, and also focuses on drilling services in support of these exploration and production activities. Pertamina’s working areas are mostly located in Indonesia, with others overseas. The upstream business of Pertamina is conducted through own operations and through partnerships. Geothermal and CBM exploration and production are entirely carried out in Indonesia, given that there are abundant geothermal and CBM resources in Indonesia with potential for development. In order to ensure continuity of gas production, Pertamina placed the investment in the CBM business on a firm footing by signing four new Cooperation Contracts (KKS) in the CBM sector, comprising: (1) PHE Metana Kalimantan A managing the Sangatta I Block, East Kalimantan (2) PHE Metana Kalimantan B managing the Sangatta II Block, East Kalimantan; (3) PHE Metana Sumatra Tanjung Enim managing the Tanjung Enim Block, South Sumatra working area; (4) PHE Metana Sumatra 2 managing the Muara Enim Block.
Winnie Marladewi Wulandari
C1L008031
International Accounting
Next..............
Performance Evaluation and Selection of Technology Suppliers at Dresdner Bank
Potential suppliers of market data management solutions were evaluated by the project team on the following criteria:
�� Vendor Stability and Support: Staff looked to limit project risk by selecting an established vendor that would be committed to the group’s success and have proven expertise in solving similar challenges.
�� With this in mind, the group ranked companies on industry standing and input from reference banks. Additionally, staff reviewed the quality of support based on each vendor’s documentation, help desk and on-site support services, skill set of support staff, and delivery of new releases.
�� Cost: The firm compared potential solutions based on total implementation cost, including the cost of new hardware, software licenses and operating system upgrades. Ongoing maintenance costs were also an important consideration given the substantial resources needed to maintain its previous system.
�� Technical Platform: The organization assessed both the cost of implementation and the operational capabilities of competing products. From an implementation perspective, staff focused on the ease of migration from the firm’s existing market data management environment to a new environment, the time required to implement the new database, interfaces and releases, and the ease of integrating the firm’s existing data model into the new environment.
To help reduce time-to-market when delivering new data sources to users, staff needed the ability to rapidly implement Reuters and Bloomberg data feeds and quickly create interfaces to connect user applications, standard interfaces, Internet and middleware. From an operational perspective, the firm needed to ensure that the new market data management platform could provide superior load balancing and data capture to meet its performance and processing requirements.
System maintenance features for fault tolerance and system stability were also assessed along with each solution’s delivery of tools for administration, quality management, GUI development and formula engine, analysis, module integration and auditability.
Name : DEWI RATNASARI
Nim : (C1L008034)
THE AURORA EXPERIMENTAL FRAMEWORK FOR THE
PERFORMANCE EVALUATION OF SPEECH RECOGNITION SYSTEMS
UNDER NOISY CONDITIONS
David Pearce1, Hans-Günter Hirsch2
1) Motorola Labs, UK, bdp003@email.mot.com
2) Ericsson Eurolab Deutschland GmbH, Hans-Guenter.Hirsch@eed.ericsson.se
ABSTRACT
This paper describes a database designed to evaluate the
performance of speech recognition algorithms in noisy
conditions. The database may either be used to measure frontend
feature extraction algorithms, using a defined HMM
recognition back-end, or complete recognition systems. The
source speech for this database is the TIdigits, consisting of
connected digits task spoken by American English talkers
(downsampled to 8kHz). A selection of 8 different real-world
noises have been added to the speech over a range of signal to
noise ratios with controlled filtering of the speech and noise.
The framework was prepared as a contribution to the ETSI
STQ-AURORA DSR Working Group[1]. Aurora is developing
standards for Distributed Speech Recognition (DSR) where the
speech analysis is done in the telecommunication terminal and
the recognition at a central location in the telecom network.
The framework is currently being used to evaluate alternative
proposals for front-end feature extraction. The database has
been made publicly available through ELRA so that other
speech researchers to evaluate and compare the performance of
noise robust algorithms.
Recognition results will be presented for the first standard
DSR feature extraction scheme based on a cepstral analysis.
This company use strategy
1. to handle the presence of background noise and
2. to cope with the distortion by the frequency
characteristic of the transmission channel (often
described also as convolutional “noise” – although the
term convolutional distortion is preferred).
Robustness can be achieved by an appropriate extraction
of robust features in the front-end and/or by the adaptation
of the references to the noise situation. A database as well
as a recognition experiment is presented in this paper to
obtain comparable recognition results for the speaker independent
recognition of connected words in the presence
of additive background noise and for the combination of
additive and convolutional distortion. The distortions are
artificially added to the clean TI Digits database
Name : DEWI RATNASARI
Nim : (C1L008034)
THE AURORA EXPERIMENTAL FRAMEWORK FOR THE
PERFORMANCE EVALUATION OF SPEECH RECOGNITION SYSTEMS
UNDER NOISY CONDITIONS
David Pearce1, Hans-Günter Hirsch2
1) Motorola Labs, UK, bdp003@email.mot.com
2) Ericsson Eurolab Deutschland GmbH, Hans-Guenter.Hirsch@eed.ericsson.se
ABSTRACT
This paper describes a database designed to evaluate the
performance of speech recognition algorithms in noisy
conditions. The database may either be used to measure frontend
feature extraction algorithms, using a defined HMM
recognition back-end, or complete recognition systems. The
source speech for this database is the TIdigits, consisting of
connected digits task spoken by American English talkers
(downsampled to 8kHz). A selection of 8 different real-world
noises have been added to the speech over a range of signal to
noise ratios with controlled filtering of the speech and noise.
The framework was prepared as a contribution to the ETSI
STQ-AURORA DSR Working Group[1]. Aurora is developing
standards for Distributed Speech Recognition (DSR) where the
speech analysis is done in the telecommunication terminal and
the recognition at a central location in the telecom network.
The framework is currently being used to evaluate alternative
proposals for front-end feature extraction. The database has
been made publicly available through ELRA so that other
speech researchers to evaluate and compare the performance of
noise robust algorithms.
Recognition results will be presented for the first standard
DSR feature extraction scheme based on a cepstral analysis.
This company use strategy
1. to handle the presence of background noise and
2. to cope with the distortion by the frequency
characteristic of the transmission channel (often
described also as convolutional “noise” – although the
term convolutional distortion is preferred).
Robustness can be achieved by an appropriate extraction
of robust features in the front-end and/or by the adaptation
of the references to the noise situation. A database as well
as a recognition experiment is presented in this paper to
obtain comparable recognition results for the speaker independent
recognition of connected words in the presence
of additive background noise and for the combination of
additive and convolutional distortion. The distortions are
artificially added to the clean TI Digits database
Rahadian Utomo
C1L008041
Example of Asset Control done by PT TELKOM.
TELKOM realizes the meaning and role of corporate governance as a vehicle to secure assets of the company continues to increase shareholder value over the long term. Efforts to realize the GCG in TELKOM as a system closely related to efforts to realize the vision of the company changed from a leading player in the region InfoComm. The essence of corporate governance policy is for the parties that play a role in running the company to understand and perform appropriate functions and roles of authority and responsibility. Parties that play a role, including shareholders, board of directors, committees, directors, unit heads, and employees.
implementation of governance are grouped according to five main principles, namely:
1.Transparency in decision-making process
a.Transparansi Some examples of the implementation aspects of transparency that has been achieved by the Company in 2006, among others, through the development of information infrastructure in the form of intranets, knowledge management, which provides employees in presenting their information in the form of writing, ideas, or ideas .
b. Transparency to partners to improve transparency to all partners, Telkom is implementing e-procurement and e-tendering (e-auction) and the implementation of supplier management module in the process of procurement of goods and services. With e-procurement, physical contact between the supplier / partner with the committee is minimized and all tender activities performed by a computer system that supports transparency. All suppliers to obtain the same information.
2. Regarding the independence of independence,
the Board of Directors and the Commissioner of TELKOM has an independent opinion on every decision taken. In addition, also allows to obtain advice from independent consultants and legal consultants to support the task of directors and commissioners.
3. accountability To uphold accountability,
necessary clarity of function, implementation and corporate responsibility, which ensures effective corporate management. For example, the functions of the board of commissioners, directors of institutions, support units (Internal Auditor Group, the company secretary), and other units according to the functions of each,
a. Aspects of Accountability in Financial Reporting GMS, a means of Directors of the Company to account for the company's annual financial statements and the report has been approved by shareholders. In addition, the Directors report to the Board of Commissioners on an annual budget plan for the period as well as regular discussions between the Board of Directors and Board of Commissioners regarding the evaluation of quarterly and annual financial performance, is a form of execution of GCG in Telkom in terms of accountability. Meanwhile, the submission of annual financial reports and semi annual to the public through three broad range of print media.
b. Related Aspects of Accountability in human resources with efforts to improve the performance of human resources, reward systems and sanctions applied to employees associated with the compensation policies applicable in an internal company unit.
4. Accountability TELKOM always put suitability in corporate management, applicable legislation and the principles of healthy companies. Each party / part has duties and functions of each separate, with the allocation of responsibilities of each are clearly identified in the company regulations.
5. Justice In order to meet the aspect of fairness in the delivery of information, TELKOM to apply equal treatment to shareholders either a majority or minority, whether the capital market authorities in the country and abroad.
Rahadian Utomo
C1L008041
lanjutan
Through e-auction, TELKOM trying to create transparency, accountability and efficiency of the auction. TELKOM provides http://www.jalintrade.com website through a VPN-IP or the Internet for e-auction by the auction committee that the site also provides the rules of the auction description. Through TELKOM data center, administrators will oversee the implementation of e-auction. Server and web-based application of e-auction will be shared by all the customers e-auction. By using the e-auction for procurement of software and hardware, IT, and telecommunication infrastructure, Telkom could save up to 33% of the budget.
PERFORMANCE EVALUATION
NAME: ISNAENI DWI PRAMESTI
NIM : C1L008028
CORPORATE SERVICES BASED ON PERFORMANCE EVALUATION PRINCIPLES AND PRODUCTIVITY OF SIX SIGMA
(CASE STUDY: PT POS INDONESIA, MADIUN POST OFFICE)
PT Pos Indonesia is one of the companies involved in the services sector. One type of service that became the company's core business is delivery (letter, goods / packages, and money orders). To maintain the continuity of life and in order to win the competition with rival companies like it needs a commitment from the company to always improve performance. In this final, first make the mapping of business process by using the Big Picture Mapping to provide a clear picture about the company's business. Then do the measurement and evaluation process using DMAIC Six Sigma tools and productivity analysis tools. To find out the failures, will be used FMEA method (Failure Mode and Effect Analysis) and cause effect diagram on the Analyze phase of DMAIC. While the corrective action will be more focused on the value of RPN FMEA method the highest. Corrective action or Six Sigma quality improvement will also be referring to the ISO 9001:2000 quality management system. Own company's performance will be known from the calculation of the value of sigma and productivity index works.
Name : Nursolihah Mushanda
Student No. : C1L008046
This is example of conrol asset that have been done by Astragraphia co. and also its impact on the firms financial condition.
PART 1/2
Astragraphia is company that involved in trading, consultancy services, office equipment and supplies contracting services, information technology, communications, and industry, and has two mutually complementary business segments oriented towards improving the business process, namely, Document Solutions and Information & Communication Technology Solutions.
The Document Solutions is managed directly by Astragraphia, with Fuji Xerox Co., Ltd., of Japan as the main partner. Its products and services represent a transformation from hardware-based services to solution based services in document and information technology
solutions, covering all aspects of the document cycle from document input (creating, scanning, merging, editing, capturing) and document management (sharing, indexing,
storing, archiving, distributing) to document output(printing, faxing, scanning, copying, e-mailing, web viewing).
Control Assets and its impact to the firms financial performance
( based on Annual Report 2009 )
Assets fell by Rp 66.20 billion, or 7.9% to Rp 774.86 billion as of the end of 2009, mostly because of the Rp 63.19 billion reduction in current assets. The main contribution to this decrease in assets was accounts receivable, inventory and the selling of property
investments worth Rp 132.37 billion. However, there was a Rp 63.99 million increase in assets, mainly from cash and cash equivalent assets and finance lease receivables.
Name : Nursolihah Mushanda
Student No. : C1L008046
PART 2/2
Assets that experienced a decrease included:
• Accounts receivable fell by Rp 40.88 billion, for reasons including the payment of several projects at the end of 2008 that were due at the beginning of 2009. The level of collection of accounts receivable can be seen from the composition of payment periods of accounts receivable in the following graph, in which accounts receivable with payment periods longer than 60 days fell from 10.6% to 9.2%
• Inventory saw a fall of Rp 77.67 billion caused by the staged completion of projects from the end of 2008 to the beginning of 2009 and more optimal inventory management.
• Property investments fell by Rp 13.82 billion due to the sale of non-productive land in Purwakarta at the end of 2009.
Meanwhile, the main assets that saw an increase were:
• Cash and cash equivalents totaling Rp 45.53 billion, mainly from the collection of debts.
• Finance lease receivables rose by Rp 20.46 million, the main contribution coming from long term finance lease receivables contracts in two major products.
In 2009, there was no significant capital investment, only regular investment for business and internal replacement requirements. Astragraphia inventory and fi xed assets are insured for fire risk and other risks with a level of cover deemed sufficient to cover loses from these risks.
Rijal hilmi
NIM :C1L007021
News Corp. agreed to sell a controlling stake in Star China TV assets including Xing Kong and Fortune Star Chinese movie library to China Media Capital, a private-equity fund formed last year with government backing.
Billionaire Rupert Murdoch’s News Corp. also sold control of Xing Kong International and Channel [V] Mainland China as part of the agreement with China Media Capital, or CMC, the companies said today in an e-mailed statement. They didn’t disclose terms of the sale.
News Corp. is pulling back from China after government restrictions and a lack of intellectual property protection limited U.S. media companies’ ability to make money in the market. A year ago, the New York-based company scaled back its regional operations in Hong Kong as it turned its focus to India, where advertising growth has outpaced other News Corp. international cable operations.
“The agreement with CMC recognizes the value we have created in Star China and enables us to continue to grow it for the future,” James Murdoch, chief executive officer of News Corp. Europe and Asia, said in the statement.
The investment is the first for China Media, which was established in April 2009 with backing from the National Development and Reform Commission. The fund manages 5 billion yuan ($739 million) in assets and calls itself the first private equity fund focused on media in China. The fund, backed by Shanghai Media Group and China Development Bank, raised 2 billion yuan in June, saying it expected to generate at least a threefold absolute return in the next three to five years.
Based in Beijing
Jack Gao, Star China’s CEO, will head the new company, which will be based in Beijing with offices in Shanghai, Guangzhou, Chongqing and Hong Kong. New York-based News Corp. appointed Gao to run Star, its Asian satellite broadcasting unit, in 2006.
News Corp. rose 1 cent to $14.11 at 9:33 a.m. New York time in Nasdaq Stock Market trading.
The company faced government restrictions in China where private ownership of satellites dishes is prohibited except through special approval for hotels and government and foreign institutions. Foreign satellite channels can be distributed only in hotels that are three stars and higher and other approved organizations, according to News Corp.’s annual report.
“Not for lack of trying, but its success to date in Asia -- the quickest-growing media market -- has been somewhat limited,” Alan Gould, an analyst at Evercore Partners in New York, wrote in an Aug. 2 report. “Politically, China has been a difficult market to crack, and most of the effort appears focused on India.”
‘Very Slow’
On a September 2009 conference call, News Corp. Chairman and CEO Rupert Murdoch said that “in China, as far as media goes it’s going to be very slow” for regulatory changes. In a speech in Beijing the following month, he said China needs to tighten intellectual property protection so that media may expand, and he called on the nation to allow more competition.
In August 2009, News Corp. reorganized its broadcast operations in Asia into three units and scaled back the size of its regional operations in Hong Kong. The heads of broadcast in India and China began reporting directly to James Murdoch, Rupert Murdoch’s 37-year-old son.
About 85 percent of News Corp.’s revenue comes from the U.S., Canada and Europe, according to Bloomberg data.
Xing Kong and Xing Kong International are general entertainment channels, while Channel [V] Mainland offers music programming, according to the statement. The Fortune Star Chinese movie library offers 757 Chinese-language titles.
News Corp.’s remaining operations in China include Star Movies, National Geographic Channel, Chinese WSJ.com, MySpace China and 50 percent ownership in ESPN Star Sports.
Rijal Hilmi
NIM : C1L007021
The Dubai-based Damac Group, the largest private property developer in the UAE, has announced yesterday its acquisition of the majority controlling shares in the third largest insurance company in Bahrain.
Hussain Sajwani, Chairman of DAMAC Group declared that his group acquired 40 per cent of Al Ahlia Insurance Company as part of plans to further expand and support the various activities of the group that employs more than 5,000 people and operates in 15 countries worldwide in the fields of food, education, manufacturing, investments and financial services and property.
"This is another milestone in the expansion of DAMAC Group and falls in line with our vision to further develop our investments and financial services portfolio. The acquisition of the majority controlling shares in Al Ahlia Insurance will help us better diversify and offer additional financial services that support the various activities of DAMAC Group. We have plans to expand the activities of the Al Ahlia Insurance throughout the region," Sajwani added.
Al Ahlia Insurance is a publicly traded company on the Bahrain Stock Exchange. The company is involved in various insurance activities and has recently led a consortium of insurance companies to successfully insure the entire Gulf Air fleet.
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