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The BrainWalk Journey

The Place for The Brain

The BrainWalk Journey - The Place for The Brain

Category Archives: MBA ITB

Qualified Wealth Planner (QWP™)

A couple of days ago i just finish my QWPTM certification organized by QWP Academy at School of Business and Management (SBM) ITB. I realized that many things have to be applied according to Qualified Wealth Planner skills and Financial Advise competences i have learned. First thing first, i have to implementing it on my own wealth planning and then i looking forward to help my friends/clients those who needs financial advisor. Here’s my QWPTM Graduation after a couple days of training the modules.

QWP Certification Graduation - Batch 3 on Nov 4th, 2012

QWP Certification Graduation – Batch 3 on Nov 4th, 2012

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Consulting VS. Banking

Consultant and Banker

Consultant and Banker

For several reasons, an important question for prospective applicants (in particular, undergrad/MBA students) looking for summer internships and fulltime jobs alike.

I was thinking that, the decision was easier for me than for most people. The cons of investment banking – the long hours, the repetitive and unengaging nature of the work, the lack of non-finance exit opportunities – mattered far more to me than a 6-figure salary. I seriously considered Sales & Trading (in fact, some friends of mine spent a summer at Financial Service company), and was tempted to continue in that line of work post-graduation.

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Tutorial Analytical Hierarchy Process (AHP) with Excel

Analitycal Hierarchy Process

Analitycal Hierarchy Process is a framework for effective decision-making on complex issues by simplifying and accelerating the decision making process to solve these problems into variable in a hierarchy, and then give a numerical value on subjective considerations to consider which variables have the highest priority. Excess Analitycal hierarchy process compared to the other models that are able to use the input of human perception, so that it can process data is qualitative or quantitative as well. In addition this process Analitycal hierarchy has the ability to solve problems of multi-objective and multi-criteria based on the ratio of one to the other.
Source: Aesong Yunasis. “Journalist Secondary Data”. 2010.

Here the tutorial video uploaded on Youtube, explain how to use simple formula with Microsoft Excel to solve case of AHP.

Excel Sheet and Video of Tutorial Analytical Hierarchy Process (AHP) dengan Excel

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Case of Xerox Creates a Knowledge-Sharing Culture Through Grassroots Efforts

Dear MBA, researchers, scientist and academic individuals here you go my summary of the case of Xerox Corporate about Creates a Knowledge-Sharing Culture Through Grassroots Efforts. Please guys, don’t hesitate to give feed back, any comments to feed up my analysis/summary. Cheers!
Yunasis Aesong
MBA Executive 46
SBM ITB 

Xerox Corporate Logo

Xerox Corporation

Xerox Corporation established in the late 1980s as “The Document Company” and also one of the largest producers of printers and photocopiers in the world. It has more 90,000 employees spread in several Countries and 25,000 – 30,000 reps worldwide. Dan Holsthouse – Director of Corporate Strategy at Xerox Corporation – said that Xerox was set out to be as educated as possible about Knowledge Management (KM). The organization has spent considerable financial resources and time to codify the collective knowledge through its research, consortium work, and sponsorship of research.

Company Needs

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Breakeven Analysis for Lockheed’s Tri-Star and Europe’s Airbus Industries

VS

Case Analysis by Syndicate 1
Course: Business Economics
MBA Executive 46 2012
SBM ITB 

Case Overview

  • Lockheed’s product (L-1011 Tri-Star Aircraft) want to defeat the competitors, such Boeing.
  • Lockheed’s was pretty sure that aircraft project economically sound proceed almost entirely on the basis of estimated BEP  sales.
  • Rough estimation has been approved and pass the loan guaranteed legislation.

Problem Arising from this Competition

  • Either Lockheed’s or the loan guaranteed legislation did the same mistake, that they don’t count fixed cost on their Break Even analysis.
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Case Study: Nike’s “Just Do It” Advertising Campaign by CFAR

 Mini-Case Study from Center for Applied Research (CFAR).

You guys are free to put any Comments or Analysis about this case.

Nike Just Do It

According to Nike company lore, one of the most famous and easily recognized slogans in advertising history was coined at a 1988 meeting of Nike’s ad agency Wieden and Kennedy and a group of Nike employees. Dan Weiden, speaking admiringly of Nike’s can-do attitude, reportedly said, “You Nike guys, you just do it.” The rest, as they say, is (advertising) history.

After stumbling badly against archrival Reebok in the 1980s, Nike rose about as high and fast in the ‘90s as any company can. It took on a new religion of brand consciousness and broke advertising sound barriers with its indelible Swoosh, “Just Do It” slogan and deified sports figures. Nike managed the deftest of marketing tricks: to be both anti-establishment and mass market, to the tune of $9.2 billion dollars in sales in 1997.

—Jolie Soloman
“When Nike Goes Cold”
Newsweek, March 30, 1998

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MBA ITB : Operational Issues

A. MRP II (MANUFACTURING RESOURCE PLANNING)

MRP II

Manufacturing resource planning (MRP II) is defined by APICS as a method for the effective planning of all resources of a manufacturing company. Ideally, it addresses operational planning in units, financial planning, and has a simulation capability to answer “what-if” questions and extension of closed-loop MRP (Wolsey, Laurence. (2006). Production Planning by Mixed Integer Programming. Springer. ISBN 978-0-387-29959-4).

This is not exclusively a software function, but a marriage of people skills, dedication to data base accuracy, and computer resources. It is a total company management concept for using human resources more productively. Key functions and features of MRP II are:

  1. Forecasting
  2. Aggregate Planning
  3. Master Production Schedule
  4. Rough Cut Capacity Plannning
  5. Material Requirement Planning
  6. Capacity Requirement Planning

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MBA Operations Management : SIX SIGMA Part 2

Six Sigma

Istilah-istilah dalam Six Sigma
Beberapa istilah yang terdapat dalam Six Sigma menurut Gasperz (2002) adalah sebagai berikut.

  1. Critical To Quality (CTQ) merupakan elemen-elemen dari suatu produk, proses atau praktek yang berkaitan langsung dengan kebutuhan dan kepuasan pelanggan sehingga menjadi penting untuk diperhatikan.
  2. Defect merupakan kegagalan untuk memberikan apa yang diinginkan pelanggan.
  3. Defect per Million Opportunities (DPMO) merupakan ukuran kegagalan dalam six sigma yang menunjukkan kegagalan per sejuta kesempatan.
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MBA Operations Management : SIX SIGMA Part 1

KONSEP SIX SIGMA

Six Sigma

Six Sigma

Six Sigma merupakan pendekatan menyeluruh untuk menyelesaikan masalah dan peningkatan proses melalui fase DMAIC (Define, Measure, Analyze, Improve, Control). DMAIC merupakan pusat dari analisis Six Sigma yang menjamin suara konsumen berjalan dalam keseluruhan proses sehingga produk yang dihasilkan memuaskan pelanggan. Six Sigma mengukur kepuasan konsumen mendekati sempurna (perfect) (Eckes 2003). Eckes dalam bukunya yang berjudul “Six Sigma for Everyone” juga mengatakan bahwa dalam Six Sigma hanya terdapat 3.4 kegagalan dalam sejuta kesempatan.

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