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i Economic Benefits of Standards – Pilot Project – Final Report: Indonesia Economic Benefits of Standards Pilot Project Final Report: Indonesia National Standardization Agency of Indonesia 2011

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Page 1: Economic benefits of standards – Pilot projects – final report · Economic Benefits of Standards –Pilot Project Final Report: Indonesia 5 1.2 Objectives The main objective of

i Economic Benefits of Standards – Pilot Project – Final Report: Indonesia

Economic Benefits of Standards –

Pilot Project

Final Report: Indonesia

National Standardization Agency of Indonesia

2011

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2 Economic Benefits of Standards – Pilot Project – Final Report: Indonesia

Economic Benefits of Standards – Pilot Project

Final Report: Indonesia

National Standardization Agency of Indonesia

March 2011

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3 Economic Benefits of Standards – Pilot Project – Final Report: Indonesia

Content

Chapter I...................................................................................................................... 4

Background, objectives, and organization of the pilot project

Chapter II..................................................................................................................... 7

Introduction of selected company: PT. Wijaya Karya (WIKA) Beton

CHAPTER III ............................................................................................................. 16

Company Attitude towards standardization

CHAPTER IV ............................................................................................................. 18

Value Chain Analysis

CHAPTER V .............................................................................................................. 20

Scope of the assessment on the pilot project

CHAPTER VI ............................................................................................................. 22

Use of standards in the value chain of PT. WIKA Beton

CHAPTER VII .......................................................................................................... 26

Operational indicators to calculate the impacts of standards

CHAPTER VIII .......................................................................................................... 35

Calculation of economic benefits of standards

CHAPTER IX ............................................................................................................ 43

Qualitative and semi-quantitative impacts of standards

CHAPTER X .............................................................................................................. 45

Evaluation results

CHAPTER XI ............................................................................................................. 47

Conclusions and recommendations

ANNEX …………………………………………………………………………………………

WIKA Beton's product leaflets

Indonesia Presidential Regulation No. 54/2010

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4 Economic Benefits of Standards – Pilot Project – Final Report: Indonesia

Chapter I

Background, objectives, and organization of the pilot project

1.1 Background

BSN, the National Standardization Agency of Indonesia, is a Non-Ministerial

Government Institution which is responsible for the development of standardization at

the national level and to represent Indonesia in the International Organization for

Standardization, ISO.

There are various ways in which ISO and BSN are promoting the development of

standardization. One of them is to assess and inventory the benefits of standards

which are important to prioritize standardization activities, raise awareness, promote

the benefits of standards, and encourage the participation of stakeholders.

Examples of benefits of standards can be used to study more systematically the

impact of standards and try to quantify these impacts in terms of their economic

benefits. Such studies have long been developed, and BSN is one of the national

standardization bodies in the world, which has conducted a study as well as held

seminars on similar topics, such as in 2009 when BSN held an international seminar

Impact of Standarization on the Economy with speakers from German’s national

standardization body, DIN.

The methodology for assessing the economic benefits of standards (EBS) was

developed by ISO in 2009 and published in 2010 (the "ISO Methodology") after a

review of existing methods that had been developed independently of each other,

but with the consequence that the results of the studies done on the basis of these

methods could not be compared to each other. In order to facilitate the application

and dissemination of the ISO Methodology, ISO organized an implementation

program for the application of the ISO Methodology in pilot studies in various regions

of the world, involving 3 to 4 countries per region.

Indonesia is part of the Southeast Asia region and was invited by ISO and then

selected in the project implementation together with Singapore, Thailand, and

Vietnam.

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5 Economic Benefits of Standards – Pilot Project – Final Report: Indonesia

1.2 Objectives

The main objective of this study is to determine in quantitative form which

benefits can be gained by a company from the use or the implementation of external

standards in their business functions. The term "external standards" refers here to all

standards that are publicly available and developed on a consensus principle and in

which the participation in their development is open to interested parties. This is the

case for national standards, international standards, standards of other standards

development organizations or consortia in as far as the criteria of public availability,

consensus-basis and open participation are met. Excluded from this study are

company-internal specifications and specifications that are developed and shared

only between some cooperating companies.

It is very useful for a Standards Agency to demonstrate to its stakeholders the

benefits of participating in standards development initiatives, or at least the

advantages of using standards. In this form, companies will also better appreciate

the economic and social impact of consensus-based standards, the awareness of

policy-makers may increase as well as of decision makers, business leaders about

the importance of standardization. Such studies may also result in providing further

insights to the company about how to achieve and increase benefits from using

standards in the company's processes. The development of case studies applying

the ISO Methodology has also significance for:

- Creating and strengthening the interaction between stakeholders at the national

level, focusing on their business interests and providing an understanding of how

standards can contribute to organizational performance

- Developing cooperation between standards bodies and academic institutions

- Building a collection of case studies, organized by the ISO Central Secretariat,

which can be used to promote the economic value of standards to the various

stakeholders.

1.3 Organization of the pilot project

The implementation project of the ISO methodology on Economic Benefits of

Standards (ISO-EBS) in Indonesia was undertaken by the National Standardization

Agency (BSN) starting with the invitation for participation in implementing the ISO-

EBS methodology in early July 2010, to which BSN responded declaring the interest

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6 Economic Benefits of Standards – Pilot Project – Final Report: Indonesia

of Indonesia in the participation in the project. Indonesia was then selected by ISO in

the implementation project of ISO-EBS methodology together in regional area with

Singapore (SPRING), Thailand (TISI), and Vietnam (STAMEQ) in the first week of

August 2010.

In conducting this project, the team was supported by Mr. Reinhard Weissinger,

Manager, Research, Education, and Strategy from the ISO Central Secretariat and

(in accordance with the purpose to develop cooperation with academic institutions)

by Mrs. Ida Busneti, lecturer at the Faculty of Economics, Trisakti University, Jakarta,

who is working towards obtaining a doctoral degree.

Mr. Reinhard Weissinger provided support through tele- and web-conferences

conducted periodically, via e-mail correspondence, and one visit to Indonesia, while

Mrs. Ida Busneti assisted the BSN’s team by attending the meetings at the BSN

office periodically or based on invitation, as well as by participating in the tele- and

web- conferences with Mr. Weissinger or in the company visits.

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Chapter II

Introduction of selected company: PT. Wijaya Karya (WIKA) Beton

2.1 Background on the selection of PT.WIKA Beton

In the ISO guidance, the selection criteria given for the company are:

- The company has an understanding of standards and uses standards in its

business operations

- The National Standards Body (NSB) has a good relationship with the company to

ensure that interviews with some of its key staff can be conducted and that certain

information, including about financial data, can be shared

Based on the criteria of the guidance, the team has chosen a company which has

been an SNI Award winner. The SNI Award is an award given by the government, in

this case by the National Standardization Agency (BSN), to the organization in

recognition of the of implementation of Indonesian National Standards (SNI), of their

involvement in the development of standards, and their good performance.

Receiving the SNI Award is a proof of the consistency in applying standards.

PT Wijaya Karya (Persero) Tbk (WIKA) is the first winner of the SNI Award 2008 in

the category of Large Service Business. PT. Wijaya Karya (WIKA) Concrete was

chosen from some subsidiaries because it is a manufacturing company that is using

a variety of product standards and test methods in its business operations in addition

to the quality management system that is widely used by large corporations. Based

on the above criteria, PT. WIKA Beton, a subsidiary of PT. Wijaya Karya, Tbk, was

selected as the company to be assessed in the pilot project implementing the ISO

Methodology.

2.2 Overview of parent company: PT. Wijaya Karya (WIKA), Tbk

PT. Wijaya Karya (hereafter: WIKA), Tbk is a State Owned Company. WIKA

has been formed during the nationalization of the Dutch companies named

Naamloze Vennotschap Technische Handel Maatschappij en Bouwbedijf Vis en Co.

or NV Vis en Co. Based on Government Regulation No. 2/1960 and the Decree of

the Minister of Public Works and Power (PUTL) No. 5 dated March 11, 1960, with the

name State Building Company Widjaya Karya. The scope of operations of WIKA at

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the time was limited to electrical installation and plumbing. In the early 1960s, WIKA

participated in the development projects of Bung Karno Sports Venues for the Games

of the New Emerging Forces (Ganefo) events and the 4th Asian Games in Jakarta.

The first significant development was in 1972, at which time the name of the

company "State Building Company Widjaja Karja" was changed to "PT Wijaya

Karya". WIKA then developed into a construction contractor handling various

important projects such as the installation of electricity networks in the Asahan and

irrigation projects in Jatiluhur. A decade later, in 1982, WIKA expanded the division

with the formation of several new divisions, namely the General Civil Division,

Building Division, House Facilities Division Board, Division of Concrete and Metal

Products, Industrial Construction Division, Division of Energy, and Trade Division.

In 1997, WIKA established its first subsidiary, namely PT Wijaya Karya Beton,

reflecting the rapid growth of the WIKA Concrete Products Division at that time. The

establishment of PT Wijaya Karya Beton was followed by the establishment of PT

Wijaya Karya Realty in 2000 as a Development Realty Division. In the same year it

also established PT Wijaya Karya Intrade as the development of Industry and Trade

Division.

This continued development resulted in an increase in the level of public

confidence in the company's capability. This is reflected in the success of WIKA’s

IPO (Initial Public Offering) on October 27, 2007 at the Indonesia Stock Exchange

(then called the Jakarta Stock Exchange). In the IPO, WIKA released 28.46 percent

of its shares to the public, so that the Indonesian government holds a stake of 68.42

percent, while the remainder is owned by the public, including employees, through

the Employee/Management Stock Option Program (E/MSOP), and Employee Stock

Allocation (ESA).

In 2008, WIKA has established a subsidiary company named PT Wijaya Karya

Building, which is specialized in the business of constructing high rise buildings.

WIKA also acquired a 70.08 percent stake in PT Catur Insan Pertiwi, a mechanical-

electrical company. Afterwards the name of PT Catur Insan Pertiwi changed to PT

Wijaya Karya Insan Pertiwi. In 2009 with PT Jasa Sarana and RMI, established PT

Wijaya Karya Jabar Power in the business of development of Geothermal Power

Plants. In the middle of 2009, WIKA together with other companies, successfully

completed the Suramadu Bridge, a prestigious project that connects the island of

Java with Madura island.

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Table 1 – List of PT. Wijaya Karya, Tbk subsidiaries

Subsidiary companies Operation year Field

PT. WIKA Beton

1997

Precast concrete industry

PT. WIKA Realty

2000

Realty & Property

PT. WIKA Intrade

2000

Industry and trade

PT. WIKA Insan Pertiwi

2008

Installation of Mechanical

Electrical Industrial and Power

Plant Projects

PT. WIKA Gedung

2008

Residential and Non-Residential

Building Construction.

PT. WIKA Jabar Power

2009

Power Plant Projects

PT. WIKA, Tbk, as a state-owned company that uses product standards, benefits

from the Presidential Regulation No. 54/2010 regarding government procurement.

This regulation requires in chapter VII:

- to maximize the use of goods and services produced domestically.

- to maximize the use of national goods / services

- to include in agreements / contracts requirements for the use of Indonesian National

Standards (SNI) or other applicable standards and / or equivalent international

standards stipulated by relevant agencies and authorities.

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2.3 PT. Wijaya Karya (WIKA) Beton

2.3.1 Overview of PT.WIKA Beton

Figure 1 – Activities in PT.WIKA Beton

PT Wijaya Karya (WIKA) Beton is one of PT. Wijaya Karya (WIKA), Tbk,

subsidiaries, which has been established on March 11, 1997. This subsidiary is a

WIKA expansion in the precast concrete industry. WIKA has started concentrating on

the precast concrete industry in 1977 by developing precast concrete products for

residential projects.

The head office of PT. WIKA Beton is located on Jl. D.I. Pandjaitan Lot 3-4,

Jakarta. The total number of permanent employees of PT. WIKA Beton throughout

Indonesia in 2010 are as many as 911 people, who are spread over 8 (eight) plants

and 10 (ten) sales offices. The locations of the factories are: Bogor (main factory),

North Sumatra, Lampung, Majalengka, Boyolali, Pasuruan, South Sulawesi, and

Algeria (the status of the plant is temporary). The location of sales offices are as

follows: Banda Aceh, Medan, Pekanbaru, Palembang, Lampung, Jakarta (head

office), Semarang, Surabaya, Balikpapan and Makassar. Currently WIKA Beton

makes the biggest contribution to the profit from the WIKA subsidiaries.

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Figure 2 – Location of factory and sales offices of PT. WIKA Beton in Indonesia

The precast concrete business in Indonesia is an oligopolistic competition

where the market is dominated by a small number of companies that control their

market share. According to data of PT. WIKA Beton there are as many as 40 larger

or smaller local competitors with each company producing one or more products that

are similar to those produced by PT. WIKA Beton. The main competitors are 7

companies (source: PT.WIKA Beton data about 7 companies that have the highest

market share and approach compared to PT. WIKA Beton on the basis of 12 points

of customer expectations regarding precast concrete manufacturers).

The market share of PT. WIKA Beton for the major products amounts on average to

22.4%. The market share can be further detailed as follows: 22.6% in the market for

piles, precast concrete retaining products (sheet pile) 23%, precast concrete products

for bridges (concrete bridge products) 21.8%, precast concrete products for train

(railway concrete products) 21.2%, and the market share for power line products is

23%.

All suppliers (of which 50 are main suppliers) of PT. WIKA Beton are domestic

companies. The customers of PT. WIKA Beton are mostly domestic construction

companies with only a few overseas customers (<1%).

PT. WIKA Beton sells its products on the basis of orders from customers, so there is

first an order and then the production is carried out in response.

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2.3.2 Products

2.3.2.1 Introduction to precast concrete, prestressed concrete, and post-

tensioned concrete

(1) Precast concrete is a construction product produced by casting concrete in a

reusable mold or "form" which is then cured in a controlled environment,

transported to the construction site and lifted into place.

Precast concrete products are commonly used in construction today, and

have many advantages. Precast concrete products are fast, structural

components from concrete made with precast can be made simultaneously in

the factory while the other construction activities may continue so time is saved

on projects. Precast concrete products are more economical and durable than

wood (which is not durable) and steel (which is more expensive). Timber as well

as steel need maintenance, while concrete does not require maintenance.

Precast concrete products also have the advantage of freedom in terms of

shape, since any shape can be made at the request of the customer. The

quality of precast concrete products can be better assured than when making

these products on-site.

Figure 3 – Precast concrete which is transported to the construction site to be lifted

and put into place

(2) Prestressed/post tension concrete is a method for overcoming concrete's

natural weakness in tension. It can be used to produce beams, floors or bridges

with a longer span than is practical with ordinary reinforced concrete.

Prestressing tendons (generally of high tensile steel cables or rods) are used to

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provide a clamping load which produces a compressive stress that balances the

tensile stress that the concrete compression member would otherwise

experience due to a bending load. Traditional reinforced concrete is based on

the use of steel reinforcement bars, rebars, inside poured concrete.

Prestressed concrete and post tension can only be made by precast in factory.

The difference are in the timing of giving compression on the concrete. In

prestressed concrete, steel cables with high tensile strength within the product

give tension/stress before the concrete cured, so that after the concrete cured

and later when the stress is released, the compressive stress remains in the

concrete due to static friction.

In the post-tension concrete, compression is applied after pouring concrete and

the curing process (in situ). The concrete is cast around a plastic, steel or

aluminium curved duct, to follow the area where otherwise tension would occur

in the concrete element. A set of tendons are fished through the duct and the

concrete is poured. Once the concrete has hardened, the tendons are tensioned

by hydraulic jacks that react against the concrete member itself. When the

tendons have stretched sufficiently, according to the design specifications, they

are wedged in position and maintain tension after the jacks are removed,

transferring pressure to the concrete.

Figure 4 – comparison between type/method for concrete reinforcement

Concrete without reinforcement, easy to crack in area with high

tensile stress

Concrete with traditional reinforcement, stronger

Concrete, prestressed/post tensioned, strongest.

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2.3.2.2 Raw materials which are used by PT. WIKA Beton

Raw materials which are used by PT. WIKA Beton in producing their products

and the respective reference standards are listed in the following table:

Table 2 – Raw materials which are used by PT. WIKA Beton and reference

standards

Raw materials Standards

reference

Title of standards Specifications

Aggregate (sand and

gravel/ crushed

rocks)

ASTM C33 - 1999 Standard Specification for Concrete Aggregates

-

Cement SNI 15-2049-2004

Portland Cement

Standard product: type I Special order: Type II or V

Admixture

ASTM C494-1985

Standard Specification for Chemical Admixture for Concrete

Type F: Water reducing admixtures

Prestressed

Concrete Wire

JIS G 3536-1999

Uncoated Stress-Relieved Steel Wire and Strand for Prestressed Concrete

SWPD 1

Prestressed

Concrete Bar

JIS G 3137-1994

Small Size Deformed Steel Bars for Prestressed Concrete

SBPDL 1275/1420

Spiral Wire

JIS G 3532-2000

Low Carbon Steel Wire

SWMA / SWMP

Rolled Steel JIS G 3101-2004

Rolled Steel for General Structure

SS-400

ANSI / AWS D1.1-1990

Structural Welding Code-Steel

AWS A S.1 / E 6013 NIKKO STEEL RB 26 / RD 260, LION 26, or equivalent

2.3.2.3 Products of PT. WIKA Beton

As an industry with the main basis of concrete material, except end product

standards, PT. WIKA Beton also intensively uses the concrete standard SNI 03-

2847-2002, Indonesian Concrete Code. Below are the steps of the production of

concrete piles:

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The end products produced by PT. WIKA Beton are listed below. A complete list of

products can be found in the annex to this report.

1. Prestressed Concrete Poles

2. Prestressed Concrete Piles

3. Railway concrete products

4. Bridge concrete products

5. Retaining wall (sheet pile) concrete products

6. Hydro structure concrete products

7. Building and housing concrete products

8. Marine structure concrete products

9. Others concrete products

Preparation of Mould Reinforcing Concrete Pouring

Mould Closing Tensioning of PC

Wire Spinning/vibrating

Steam Curing

Detensioning Demoulding

Stacking & Water Curing

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CHAPTER III

Company attitude towards standardization

In chapter two it has been stated that the main reason for having selected the

company was that the main company, PT. Wijaya Karya, Tbk is the first winner of

SNI Award 2008 for the category of Large Services Business. The SNI Award is a

token of appreciation given by the National Standardization Agency (BSN) to the

organization for implementing Indonesian National Standard (SNI) and its awareness

of the development of standards, and its good performance. The SNI Award is

awarded as a proof for the consistency in implementing standards.

In their production, PT. WIKA Beton uses some standard products for raw

materials and final products. PT. WIKA Beton has also implemented a quality

management system in accordance with ISO 9001:2008 certified by Lloyd's Register

Indonesia as well as a management system for occupational health and safety

certified by the Indonesian Ministry of Manpower. The ISO 9001 quality management

system in PT. WIKA Beton has been implemented since 1995 and continuously

updated based on the development of ISO 9001.

Figure 5 - Certificate of ISO 9001:2008 and Management System obtained by PT.

WIKA Beton

In addition, PT. WIKA Beton has received many expressions that indicate the

satisfaction of their customers in written form. In 2005, PT. WIKA Beton was given a

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17 Economic Benefits of Standards – Pilot Project – Final Report: Indonesia

Letter of Commendation for Safety Performance by Chevron as an appreciation and

satisfaction for the business and safety performance for the project execution phase

III Darajat Geothermal.

Another appreciation was also obtained by PT. WIKA Beton from PT. Decorient

Indonesia when they produced 447 pieces of precast concrete components for the

port Makahayati Aceh in 2006.

Figure 6 - Letter of Commendation from Chevron and a letter of appreciation from PT.

Decorient Indonesia to PT. WIKA Beton

The experts of PT. Wijaya Karya, Tbk or PT. WIKA Beton participate actively

in the national mirror committee to ISO/TC 71 Concrete, reinforced concrete, and

pre-stressed concrete.

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CHAPTER IV

Value Chain Analysis

4.1. Construction industry value chain

The construction industry value chain can be described as shown in the

following scheme:

relationships between stakeholders in the construction industry direct relationship which may occur

Figure 7 – Scheme of the construction industry value chain

In the construction industry value chain, PT. WIKA Beton operates in the supplier

segment for construction companies.

4.2. Company value chain of PT. WIKA Beton

The generic value chain model developed by M. Porter of Harvard Business

School for manufacturing companies consisting of 9 business functions can represent

the company value chain in PT. WIKA Beton, A few modifications, however, have

Owner

Project Consultant

Construction Company

Supplier

Sub Supplier

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19 Economic Benefits of Standards – Pilot Project – Final Report: Indonesia

been made for the way production is organized on the basis of orders. It was also

found more appropriate to merge Engineering and Research & development into one

function.

As a result the company value chain of PT. WIKA Beton can be displayed as

shown in the diagram below:

Figure 8 - Generic model of a value chain for manufacturing companies

modified for PT.WIKA Beton

(Source: model of a company value chain of M. Porter, in Economic Benefits of Standards-ISO Methodology

Guide, Version 1, 2010 [modified])

4.3. Key value drivers in PT. Wika Beton

Based on the interviews, PT. WIKA Beton has several core values that

became the key value drivers of the company on the basis of core business

processes:

Table 3 - PT WIKA Beton core processes and value drivers

No. CORE PROCESS VALUE DRIVERS

1. Sales & Marketing customer intimacy

2. R & D / Engineering product leadership

3. Production operational excellent

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CHAPTER V

Scope of the assessment in the pilot project

The scope of the case study conducted in PT. WIKA Beton is focused on the

following key business functions: (1) Research & Development; (2) Inbound logistics,

(3) Production and (4) Sales & Marketing. Also, the study is limited to the main

factory in the city of Bogor.

The selection of the business functions are based on the core processes of

PT. WIKA Beton namely: engineering, production, and sales.

Figure 9 – Core process diagram of PT. WIKA Beton.

Sales is part of the activity of marketing and sales. Research and development

and engineering cannot be separated and are considered to be part of one business

function. In this study R&D is chosen because it provides results for long-term use.

Inbound logistics is included in the study because of this function, prior to production,

may affect / determine the quality of the final product.

SALES

ENGINEERING

PRODUCTION

PRODUCT

COSTUMER

SATISFACTION

CORE PROCESSES COSTUMER NEEDS

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Support business function

Core process

Figure 10 – Selected business functions

Engineering Production

Order

processing

R&D

Inbound Logistics

Apply results of R&D

Result of process based on input of raw materials quality

Scope of business functions

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CHAPTER VI

Use of standards in the value chain of PT. WIKA Beton

External standards used in PT. WIKA Beton in general can be divided into 3

types: (1) standards for raw materials, (2) standards for the final product, (3) and

standards for management processes. The use of standards that were identified in

the selected business functions and their relationship to supporting the company's

value drivers are described in more detail in the diagrams below:

Figure 11 – Relationship between type of the standard, business functions, types of

impacts and value drivers

Engineering Production Order

processing

R&D

Inbound Logistics

F UNC T I O

N

BU S S I N E S S

S T A N D A R D S

I M P A C T

S

- Customer trust - Ease of determining the technical specification - Fast in the process of contract

- Fast and cheap product development - Quality of new & custom made products guaranteed

- Trust in raw materials - Courage in decresing safety factor - Saving of raw materials

- Production innovation refers to end product standard - Process (faster-cheaper) - Min. accident

Support to

value

drivers

Customer intimacy

Product

leadership

Operational excellent

End product standards

Raw material standards

QMS & HSEM

End product standards

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Table 4 – Standards used in the selected business functions

No. Standards Bussiness functions

Standards

number

Title Type Sales R&D Inbound

Log.

Prod

1. ISO

9001:2008

Quality

management

systems --

Requirements

CS

X

X

X

X

2. - Safety, Health,

and

Environment

management

CS

X X X X

3. ASTM C33 -

1999

Standard Specification for Concrete Aggregates

PdS

X

X

X

-

4. SNI 15-2049-2004

Portland Cement

PdS

X

X

X

-

5. ASTM C494-1985

Standard Specification for Chemical Admixture for Concrete

PdS

X

X

X

-

6. JIS G 3536-1999

Uncoated Stress-Relieved Steel Wire and Strand for Prestressed Concrete

PdS

X

X

X

-

7. JIS G 3137-1994

Small Size Deformed Steel Bars for Prestressed Concrete

PdS

X

X

X

-

8. JIS G 3532-2000

Low Carbon Steel Wire

PdS

X

X

X

-

9. JIS G 3101-2004

Rolled Steel for General Structure

PdS

X

X

X

-

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No. Standards Bussiness functions

Standards

number

Title Type Sales R&D Inbound

Log.

Prod

10. ANSI / AWS D1.1-1990

Structural Welding Code-Steel

PdS

X

X

X

-

11. SNI 03-2847-

2002

Indonesian

Concrete Code

PdS

X

X

X

X

12.

SNI 03-1752-

1989

Recommendati

on for design

loading of

highway

bridges

PcS

X

X

-

X

13. JIS A 5309-

1981

Prestressed

spun concrete

poles

PdS

X

X

-

X

14. JIS A 5335-

1987

Prestressed

spun concrete

piles

PdS

X

X

-

X

15. JIS A 5326-

1988

Prestressed

concrete sheet

piles

PdS

X

X

-

X

16. JIS A 5325-

1983

Reinforced

concrete sheet

piles

PdS

X

X

-

X

17. JIS A 5332-

1980

Core type

Prestressed

concrete pipes

PdS

X

X

-

X

18.

EN 642-1994

Prestressed

concrete

pressure pipes

PdS

X

X

-

X

19.

ACI 318 -

2002

Building code

requirements

for structural

concrete

PcS

X

X

-

X

20.

ACI 543R-00

Design,

manufacture

and installation

of concrete

PcS

X

X

-

X

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No. Standards Bussiness functions

Standards

number

Title Type Sales R&D Inbound

Log.

Prod

piles

21.

SPLN

93:1991

Prestressed

concrete poles

for distribution

line

PdS

X

X

-

X

22. PD No.10

Perumka

Railway design

PcS

X

X

-

X

23. American

Railway

Engineering

Association

(AREA)

Chapter 10 –

1996

Manual for

railway

engineering

PcS

X

X

-

X

24. GOST 10629

– 1988

Prestressed

concrete

sleepers for

railway wide

1520 mm

PdS

X

X

-

X

25. TB/T 3080 -

2003

-

-

X

X

-

X

26. BMS 7 - 1992

Bridge design

code

PcS

X

X

-

X

27.

AASHTO -

1992

Standard

specification for

highway

bridges

PcS

X

X

-

X

X used

- not used

CS compliance standard

PdS Product Standard

PcS Process Standard

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26 Economic Benefits of Standards – Pilot Project – Final Report: Indonesia

CHAPTER VII

Operational indicators to calculate the impacts of standards

To calculate the economic benefits of the impacts of standards, we have to

carry out a certain approach in the form of mapping business functions to the

standards used. To do this we need to identify the standards impacts on the activities,

and then define operational indicators so that finally economic benefits of the impacts

from standards can be measured.

In cases when the operational indicators applied could not be calculated due

to lack of data or limitation of the project duration, but if there was an impact from the

standards felt by the company, the relevant operational indicators and the impacts

were still listed and described in chapter 9.

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Table 5 – Impact of standards on activities in business functions by identifying operational indicators

1 2 3 4 5 6 7

Business function

Related business function activity

Value drivers

Standard used

Impact Operational Indicator Explanation

Research and Development

Information collection about suppliers (in the product development process)

Product leadership

Raw material product standards, end product standards, quality management system standards

a. To get

supplier information easily

b. The competence to convey technical specifications about raw materials quickly.

There are savings on labor costs because the information about capable suppliers is already available. If there is no information available on capable suppliers, the collection of information may take 2 days with a team of 3 people. With reliable information about the existence of capable suppliers, only 1 person is required for a period of 15 minutes. These savings are due to the influence of information technology such as email, phone and websites and also due to the consistency in using standards.

1. By applying QMS ISO

9001, the organization is able to make lists of suppliers so the information is available immediately

2. Suppliers are able to accommodate the company needsquickly and easily, because the product specifications are based on external standards that are agreed between producers and customers and may already be used by previous suppliers

Product

Product

1. Standardization research is

Under the standardized basic

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1 2 3 4 5 6 7

Business function

Related business function activity

Value drivers

Standard used

Impact Operational Indicator Explanation

development research process

development is more efficient

research that has passed sustainable laboratory testing and has been simulated for the large amount of activity as operational standard. Previously, the company did not standardize some of the activities that had significant impacts on the consumption of time and the quantity of labor. After the company standardized the activity gains in time and labor efficiency were reached. The results of time motion study related the company activities have been applied in the whole plant. For example, the company determines that a certain activity should be done within 15 minutes that applies for each plant. 2. Basic research is research that is a basis for the development of new products. For example : the company produces the old product piles which have 600 mm diameter and would like to create new product piles with 1000 mm

research, therefore the cost used for research are below actual cost. We assumed that the saving is 25 % of developing standard cost and the impact of standard is 25% of total saving

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1 2 3 4 5 6 7

Business function

Related business function activity

Value drivers

Standard used

Impact Operational Indicator Explanation

diameter. In this case, the company just used the 600 mm diameter basic research to develop 1000 mm diameter technology, The conclusion is that basic research (No.2) for new product development should be standardized and refer to standardization research (No.1) to attain cost efficiency

Dissemination of research results and transfer of information

Submission of information to be better

Standard Quality Management System ISO 9001 demanding all documents and specifications should be standardized and should be applied consistently. Due to this implementation, indicator standard are provided by R&D such as material specification, process specification and standardization of the product. Furthermore they are transformed into working Instructions, operational procedures, brochures etc that have a significant effect for the

The saving of time consumed to transfer information is identified as a standards effect, an effect due to the use of new technology and innovation as well as due to other factors. Therefore it is assumed that the standard benefit is 25% of the total savings

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1 2 3 4 5 6 7

Business function

Related business function activity

Value drivers

Standard used

Impact Operational Indicator Explanation

production process and marketing. After the information transfer is done, the related divisions are able to apply it in their operational processes. These processes are needed by the eight plants in order to provide a similar process and result for each plant. This standardized process saved time needed for the transfer of information from 1 day to 15 minutes.

Inbound logistic

Raw material selection

Operatio-nal excellence

Raw materials product standard and Quality Management System standard

Preparation of raw materials is more efficient

In the preparation of raw materials before mixing, PT. Wika Beton implemented all the requirements of external standards to ensure the quality of the raw materials. At first to get concrete with such force 600 kg/cm2 (K600) PT. Wika Beton determines the power tolerance of + 50 kg/cm2. Now, after using standards consistently, PT. Wika Beton can reduce the power tolerance to + 20 kg/cm2

Decreasing of tolerance power is identified as a standard benefit. These savings are equivalent to 5 kg cement per 1 ton of concrete mix (concrete mix)

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1 2 3 4 5 6 7

Business function

Related business function activity

Value drivers

Standard used

Impact Operational Indicator Explanation

Production

Removing the steam curring process in the production process

Operatio-nal excellence

Raw materials product standard and Quality Management System standard

Efficiency of Production Process

Removing the evaporation process has saved 3% of EBIT. These savings are identified as a standard effect and technology –innovation effect..

QMS ISO 9001 requires the organization's efforts to improve QMS continuously. PT. Wika Beton developed a production process by eliminating the evaporation process and substitute it with adding material non-steam admixture in concrete materials. However, the company has to maintain product quality in accordance with all requirements as specified in the standard, therefore it is assumed that the standard benefit is 50% of the total savings

Production process: wire caging

Efficiency of Production Process

Efficiency of the process carried out on the wire caging process. This process replaces manual by electronic functions. The efficiency of this process saves manpower costs by reducing the need previously for 10 workers within 20

The standard benefit is 50% of the total savings from the reduction of manpower.

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1 2 3 4 5 6 7

Business function

Related business function activity

Value drivers

Standard used

Impact Operational Indicator Explanation

minutes to 3 people in 5 minutes. It is assumed these savings are not only caused by the development of technology, but also include benefits from the use of standards. The benefits from standards are assumed to be 50% of the total savings.

Production process: single stressing to simulant stressing

Production process efficiency

The savings of machine time consumption (powerless) from 15 minutes to 5 minutes is identified as the standard benefit and technological benefit.

Efficiency occurred due to the replacement of equipment so that the system was changed from single to simultaneous stressing. Although this efficiency is due to technological change but the factory still maintains its product quality in compliance with the specifications in the standard. Therefore the standard benefit is assumed to be at 50% of the total savings.

Marketing and sales

Sales

Customer intimacy

Raw materials product

Reduced time in selling

In determining the standards benefit, we compare the current situation with a situation in which

PT. Wika sells the product by using the technical specifications as a tool to market its products. In

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1 2 3 4 5 6 7

Business function

Related business function activity

Value drivers

Standard used

Impact Operational Indicator Explanation

standard and quality management system standard

the technical specifications in external standards would not be available. In the latter case, it would take about 3 days with a team of 3 persons to sell the product. Since PT Wika provides clear specifications to the market, it takes only 2 days and 1 person until the contract is completed. There are 1500 contracts per year for a total of 7 factories. The Cibinong factory in Bogor as the object of the study has contributed 30% of the total sales. This saving was supported by a marketing method, marketing staff and technology information, which included impacts from standards that were required to attain cost efficiency. Regarding the business process, the standards support the complete main business process. Therefore we assume that the impact of the standards amount to 5% from the total savings.

this way customers find out their needs easily and PT Wika can find out the requirements of customers immediately.

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1 2 3 4 5 6 7

Business function

Related business function activity

Value drivers

Standard used

Impact Operational Indicator Explanation

Sales

Good quality products, consistent compliance with the standards

In 2010 no product was rejected, so 0.13% of EBIT are achieved as savings. These savings are a result of using standards and appliying the Quality Management System consistently. The economic benefits of standards are assumed to be 50% of the total savings.

Good quality product that is continuously maintained in accordance with the standards agreed upon by both parties, that is between producers and consumers. Standards are used as a tool and as a mainstay in selling products. Therefore PT. Wika determines the impacts from avoiding defect products to be 0.13% of the profits of production per year.

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CHAPTER VIII

Calculation of economic benefits of standards

The method of identifying and calculating the standards impacts with

operational indicators has been explained in the chapter VII. The result of the

calculation of the impacts of standards with the operational indicators in the selected

business functions can be seen in the Tables 6 and 7 below:

Table 6 - Calculation of economic benefits of standards by business function

1 6 8

Selected business

function (FB)

Operational Indicator Estimation of economical benefit for operational

indicator (IDR/year)

FB 1 Research and Development

There are savings on labor costs because the information about qualified suppliers is available. If there is no information available on qualified suppliers, the collection of information may take 2 days with a team of 3 people, with such information only 1 person using 15 minutes is required. These savings are due to the influence of information technology such as email, phone and website and also due to consistency in using relevant standards. (Calculation 1)

IDR 11.535.278

There are savings in basic research due to standardization in product development. These savings are assumed to be 25% of the total cost of product development (Calculation 2)

186.666.667

The calculation of standard benefits can be seen when QMS ISO 9001 does not apply and external standards are not available in which case the information transfer takes 1 day. By applying a quality management system, the transfer of information is easier and it takes only about 15 minutes. Savings of this time are identified as a standards effect as well as a technology/innovation

2.807.442

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1 6 8

Selected business

function (FB)

Operational Indicator Estimation of economical benefit for operational

indicator (IDR/year)

effect. It is assumed that the standards benefit is 25% of the total savings (calculation 3)

FB 1 Inbound logistic

In the preparation of raw materials before mixing, PT. Wika Beton implements all the requirements of external standards to ensure the quality of the raw materials. In the preparation of concrete with a force of 600 kg/cm2 (K600) PT. Wika Beton determines the power tolerance to be + 50 kg/cm2. After using standards consistently, PT. Wika Beton can reduce the power tolerance to + 20 kg/cm2 (calculation 4)

341.716.540

FB 3 Production

Removing the evaporation process has saved 3% of EBIT. These savings are identified as a standard effect and technology/innovation effect. It is assumed that the standard benefit is 50% of the total savings (calculation 5)

264.286.500

Efficiency of the process carried out on the wire caging process has increased. This process replaces manual with electronic functions. The efficiency of this process saves manpower costs by reducing the need for manpower from 10 workers within 20 minutes to 3 people in 5 minutes, while maintaining the product quality in compliance with the standard. This impact can be identified as a combination of technological and standards impact. We assumed the standard benefit is 50% of the total savings (calculation 6)

135.240.000

The savings in the use of machine time consumption (powerless) from 15 minutes to 5 minutes is identified as a standards benefit and a technology benefit. (calculation 7)

IDR 19.209.680

In determining the standards benefit, we make a comparison with a situation in which external standards would not be available. In the latter situation, it takes about 3 days with a team of 3 persons to sell the product. However, since PT Wika provides clear specifications to the market, it takes 1 day and 1 person until a contract is completed. These savings are also not free from the influence of information technologies that facilitate access to

IDR 78.750.000

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1 6 8

Selected business

function (FB)

Operational Indicator Estimation of economical benefit for operational

indicator (IDR/year)

FB 4 Marketing and sales

technical specifications for consumer purposes. It is assumed that the standards benefits are 50% of the total savings. (calculation 8)

In 2010 no product was rejected, so 0.13% of EBIT are achieved as saving. These savings are caused of the use of standards and applying the Quality Management System consistently. The economic benefits from the use of standards are assumed to be 50% of the savings. (calculation 9)

11.452.415

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Table 7 – Calculation of the economic benefits of standard and the percentage

contribution to company revenue and EBIT

Details of the economic benefit calculation based on the operational indicators are

explained as follows:

1 8 9

Related business function Calculation economic benefit

for operational indicator

(IDR/Year)

The percentage contribution to Revenue

(% )

FB 1 Research and Development

11.535.278

186.666.667

2.807.442

Total BF 1

201.010.271

0,08 %

FB 1 Inbound logistic

341.716.540

Total BF 2

341.716.540

0,14 %

FB 3 Production

264.286.500

135.240.000

19.209.680

Total BF 3

418.779.020

0,17 %

FB 4 Marketing and sales

78.750.000

11.452.415

Total BF 4

90.202.415

0,04 %

TOTAL Benefit

1.051.708.246

0,43 %

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39 Economic Benefits of Standards – Pilot Project – Final Report: Indonesia

Calculation 1

The impact of standards can be identified from the assumption that companies do not implement QMS ISO 9001, so the documentation is not done well, they do not have a list of suppliers and external standards are also not available. If there are no external standard available, the product specification are difficult to explain and the supplier has difficulty to get information and they are not familiar with standard, so to transfer information must be done by a direct face-to-face meeting. When this happens the collection of information requires 2 days and 3 people (the procurement staff and technical staff). However, if external standards are available and accessible, the collection of information only takes 15 minutes (via telephone or email) and it takes only 1 person in charge. But these savings are also caused by advances in information technology such as websites, telephone, fax and other factors. We assumed the benefit of using standards to be 25% of the total savings

It is known that in 1 month there are 4 times when the company contacts the suppliers, the salaries in 2010 were IDR. 3.22 million, and 1 month of work has on average 20 working days. The cost of searching for information if the company did not implement ISO 9001 QMS and external standards are not available: = 3 people x (IDR 3.220.000/20 working days) x 2 days = IDR. 966.000 Cost savings after companies implement ISO 9001 QMS and external standards are already available: = 1 person x (IDR 3.220.000/20 working days / 8 hours) x (15 minutes/60 minutes) = IDR. 5.031 The savings are: = (IDR 966,000 - IDR 5031) x 4 times x 12 months = IDR. 46.141.112 The advantages of using standards are: = 25% x IDR. 46.141.112 = IDR. 11.535.278 /year Calculation 2

Product development costs in 2010 were 56% of the total costs of R&D of IDR 1.000.000.000 With the standardization of basic research that does not need to be done again in subsequent research led to the reduction in research costs. Standardization of the results of this study is assumed to be 25% of actual costs. The cost of product development research is: = IDR 1.000.000.000 x 56% x (100% / (100% - 25%) = 0.56 x IDR 1.000.000.000 x (1 / 0, 75) = IDR 746.666.666, 7/year The real cost of product develpment research is:

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= 56% x IDR 1 billion = IDR 560.000.000 The advantages of using standard are: = IDR 746.666.666, 7 - IDR 560.000.000 = IDR 186.666.666, 67/year

Calculation 3

The saving result from faster transfer of information. The calculation of standard benefits can be seen when QMS ISO 9001 does not apply and the external standards are not available. When this happens, the information transfer takes 1 day. By applying the quality management system, the transfer of information is easier and it takes about 15 minutes. This information is given to 3 person from factory division and there are transfers of such information on average twice per month. These savings of time are identified as a standard effect and technology–innovation effect, so it is assumed that the standards benefit is 25% of the total savings. Salary/month in 2010 = IDR 3.220.000 Salary/day = IDR 3.220.000/ 20 = IDR 161.000 Salary/ 15 minutes =( IDR 161.000/8 hours (15 minute/60 minute) = IDR 5.031 Saving = (IDR 161.000 – IDR 5.031) x 3 personel x 2 (twice) x 12 month

= IDR 11.229.768

Standard benefit = 0,25 x IDR 11.229.768 = IDR 2.807.442/year

Calculation 4

In the preparation of raw materials before mixing, PT. Wika Beton implements all the requirements of external standards to ensure quality of the raw materials. At first to get concrete with a force of 600 kg/cm2 (K600) PT. Wika Beton determines power tolerance of +50 kg/cm2. Now after using standards consistently, PT. Wika Beton can reduce the power tolerance of + 20 kg/cm2. The saving is equivalent with 5 kg cement/1 ton concrete mixing.

Production in 2010 was: 170,858.27 m3 1 ton of concrete mixture = (1 / 2.5) m3 of concrete mix The price of cement per 1 kg = IDR 1,000 Savings that occurred = 5 kg x (1/2.5) x 1,000 x 170,858.27 = IDR 341.716.540/year

Calculation 5

Removing the evaporation process has saved 3% of EBIT. These savings are identified as a standard effect and technology/innovation effect. It is assumed that the standard benefit is 50% of the total savings

Average of EBIT/year is IDR 17.619.100.000

Saving = 0,03 x IDR 17.619.100.000

= IDR 528.573.000

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41 Economic Benefits of Standards – Pilot Project – Final Report: Indonesia

Standard benefit = 0,5 x IDR 528.573.000 = IDR 264.286.500/year

Calculation 6

Efficiency of the process carried out on the wire caging process. This process replaces manual by electronic functions. The efficiency of this process saves manpower costs. Savings of 10 workers using each 20 minutes to 3 people using 5 minutes. It is assumed that these savings do not result from the influences of the development of technology but include standard benefits, which are assumed to be at 50% of the total savings.

Salary per worker per month in 2010 is IDR 3.220.000 Saving/year = (10 - 3) man x salary/month x 12 month

= 7 x IDR 3.220.000 x 12 = IDR 270.480.000

Standard Benefit = 0,5 x 270.480.000 = IDR 135.240.000/year

Calculation 7

Efficiency gains have been reached due to the replacement of equipment so that the system was changed from single to simultaneous stressing. Although this gain in efficiency was due to technological changes, the role of standards cannot be discarded and is assumed to be at 50% of the total savings. The savings of using of machine time consumption (powerless) from 15 minutes to 5 minutes is identified as a standard benefit as well as a technology benefit Machine power use is 2000 Watt (2 KWH) and the costs for power consumption is Rp.700 /KWH. This process occurs in the manufacture of concrete power poles (poles) and piles (piles) as follows:

Year Poles (ton) Piles (ton)

2006 2.650 150.497

2007 2.245 170.300

2008 4.445 154.070

2009 3.882 149.057

2010 2.386 183.740

Average 3121,6 161532,8

Total average 164654,4

Savings: = (15 – 5) minute/60 minute x 2 KWH x 700 / KWH x IDR 164654.4 = IDR 38.419.360

Standard benefit = 50% x IDR 38419360 = IDR 19.209.680/year

Calculation 8

In determining the standards benefit, we are comparing with a situation in which the technical specifications provided by external standards would not be available. In such a case, it takes

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about 3 days with a team of 3 persons to sell the product. However, PT. Wika provides clear specifications to the market, so it takes 2 day and 1 person until a contract is signed. There are 1500 contracts per year for a total of 7 factories. The Cibinong factory in Bangor as the object of this study has contributed 30% to the total sales. This saving occurred with support by marketing methods, marketing staff and technology information including standard impact which had an influence with regard to attaining cost efficiency. The standards support all the main business processes, and we therefore assume that the standards impact is 5% of the total savings. Marketing personel salary is IDR 10.000.000/month Salary/day = IDR 10.000.000/20 = IDR 500.000

Saving = (3 days x salary /day x 3 man) – (2 day x salary /day x1 man) = {(3x500.000x3) – (2x500000x1)} x 1500 contract x 0,30 = .IDR 1.575.000.000

Standard benefit = 0,05 x IDR 1.575.000.000 = IDR 78.750.000/year Calculation 9

In 2010 no product had been rejected, so 0.13% of EBIT are achieved as savings. These savings are caused through compliance with specified standards and by applying the quality management system consistently. The economic benefits from the use of standards are assumed to be 50% of the savings.

Year Revenue (IDR) 2006 1,52727E+11 2007 1,81002E+11 2008 3,38206E+11 2009 3,43915E+11 2010 2,08259E+11

Average 2,44822E+11 EBIT of the production process is IDR 17.619.100.000 Savings = 0.0013 x 17,619,100,000 = IDR 22,904,830 Standard benefit = 0.5 x IDR 22,904,830 = IDR 11.452.415/year

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CHAPTER IX

Qualitative and semi-quantitative impacts of standards

Impacts of the application of external standards that cannot be quantified e.g. due to

unavailability of data or the time which would have been required for such an analysis,

are listed below as follows:

o It is easier to implement external consensus-based standards than to develop

internal standards. (There is no data about the costs for the development of

internal standards)

o With the implementation of external standards that are known and widely used,

products from suppliers and the own production by the company will be more

interoperable, cheaper, faster to produce, and will decrease the variety of

product types than if internal standards would be implemented that are not

known and not widely used. If all customers determine their own specifications

for the same purpose, then the production will have high overhead costs. This is

due to necessary research and development (starting from materials, market

research related to prices and quality of supplies, production techniques, the

need for mold / molds specifically, the final test, and so on). These impacts

cannot be calculated in detail.

o The company success in meeting the required quality from customers based on

external standards, increases customer’s trust, and improves the corporate

image

o By implementing external standards that have been widely recognized,

PT.WIKA Beton products can be accepted internationally

o Promotion of products by using external standards that are widely known also

enhance the image of the products and the company

o There is a better information transfer because communication between units

using the same formats for data and documentation. This can reduce

misunderstandings in communication that can cause errors or defects. It is

also possible to reduce the occurrence of and the costs for rework

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o Unified management system: Integrating the standards for quality management,

health and safety through one integrated system for key production stages can

provide additional efficiency in quality control.

o Better competitor information: To get information about competitors is faster

than before. Since competitor's products specifications are standardized, market

research can be conducted more efficiently by reducing the costs for competitor

screening activity

o Quick response on complaints: It decreases repetitive complaints, so the there

are no repetitive complaints because the answers should be delivered to the

customer in less than 24 hours

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CHAPTER X

Evaluation of the results

Some important things that affect the calculation of economic benefits of standards in

this study (source of uncertainty, assumptions made) are as follows:

1. Data on the impact of standards for the selected four business functions in the

scope of this assessment in PT. WIKA Beton are based on the observations of

benefits by key staff and have been agreed by the business development

manager as a representative of top management. The quantification of the

standards impacts expressed as economic benefits has been undertaken by

identifying relevant operational indicators that can be associated with unit costs

(monthly salary, prices of materials, electricity costs per KWH, and others).

2. Operational indicators in this study are based on a comparison between the

normal company operation (standards are being used) with the assumption of a

hypothetical situation when standards are not used in the company operations.

Such a comparison was necessary because PT. WIKA Beton has implemented

compliance standards (ISO 9001, Health and Safety management), process

standards, product standards since the company was established, so there is no

record of a situation before these standards were applied.

3. As mentioned in point 2, after an impact defined by an operational indicator was

found as a result of the application of a standard and a calculation was possible

due to using a unit cost, it was still found that not 100% of the impacts (e.g. of

savings) could be related to the use of the standard, because other factors, such

as use of new technology etc, had an impact on the result. In such cases, we

made assumptions about the percentage of the standards contribution, which - in

this study - was based on a consensus within the project team and the company

rather than a more quantitative method such as a weighting system.

4. There are certain assumptions in this study that we found difficult to judge with

regard to their acceptability.

5. Although a declaration of confidentiality has been signed with the company and

the company has been willing to participate in the project as the object of the

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study, the company has an internal policy of non-disclosure of confidential data to

the public.

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47 Economic Benefits of Standards – Pilot Project – Final Report: Indonesia

CHAPTER XI

Conclusions and recommendations

11.1 Conclusions

The conclusions summarize the overall findings of the analysis and the key points

that have been learned by the study/project team from the assessment that has been

conducted.

1. The impacts of standards can be quantified into economic value using the ISO

methodology. In the case study of PT. WIKA Beton, the standard impact on the

four business functions of research and development/engineering, inbound

logistics, production, marketing and sales, we have identified nine types of

impacts with a total economic value of IDR 1.051.708.246 or 0,43% of the total

revenue and close to 6% as a contribution to EBIT PT. WIKA Beton.

2. Through the study discussions were triggered with the standards user, the

company, which created awareness of the benefits of standards and their

contribution to the company profit.

3. The results from the project can be disseminated as an effort for the promotion

of the use of consensus-based external standards.

4. The summary of the ISO-EBS methodology manual made by Mr. Reinhard

Weissinger from ISO Central Secretariat as a supervisor, helped the study team

to conduct the pilot project.

5. There were difficulties regarding the company which can be used as a

participant in such a study because of the need for confidentiality of the data.

Even if a company is willing to become the object of such a study, in some

cases the company is not willing to disclose all data to parties outside the

company, even if they are members of the project team.

6. There were some difficulties for the study team to understand the benefits

identified by the staff of the company because it was sometimes related to

highly technical matters expressed in a very technical language.

7. There are sources of uncertainties and assumptions which we have

summarized in Chapter X.

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8. Consultation activities between the study team with Mr. Reinhard Weissinger as

a supervisor from the ISO Central Secretariat through teleconferences and

email correspondence can be done effectively (the problems could be presented

and discussed) and efficient (easy, saving time and money).

11.2 Recommendations for next steps

1. The results of the study should be disseminated to related stakeholders, through

seminars or workshops in order to raise awareness and interest in the use /

application of consensus-based external standards.

2. The methodology should be disseminated to standard users so they can

perform their own assessment of the impact of standards following a training,

because it is more difficult when the assessment is made by parties outside the

company.

3. There is a need to do a similar study by BSN/ISO in another industry sector in

order to further disseminate the implementation of the methodology to

companies, to increase the awareness about the economic benefits of

standards in other sectors, to improve personal skills of BSN staff and to refine

the results of the study.

4. Similar studies conducted in the future by BSN/ISO need to be done with a

personal approach to top management and an explanation of the purpose and

objectives of the studies and access to company data that are needed.

5. Making a pocket book/leaflet/brochure containing key steps in the

implementation of the methodology in a very compact form would be useful.

6. Individuals should be included in a study team that have knowledge about the

technological aspects of the industry sector of the chosen company and who

understand the technical terms used by the company that has been selected as

an object for the study.

7. Teleconferencing as a media for communication - as exemplified by ISO can be

used by BSN as an efficient and effective tool in disseminating standardization

activities.

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8. The ISO Central Secretariat needs to conduct a workshop on the results of the

ISO methodology on economic benefits of standards either in a regional forum

or an international forum (such as the ISO General Assembly) in order to share

the outcomes with other ISO members.